Amazon.com
IDEO, the world's leading design firm, is the brain trust that's behind some of the more brilliant innovations of the past 20 years--from the Apple mouse, the Polaroid i-Zone instant camera, and the Palm V to the "fat" toothbrush for kids and a self-sealing water bottle for dirt bikers. Not surprisingly, companies all over the world have long wondered what they could learn from IDEO, to come up with better ideas for their own products, services, and operations. In this terrific book from IDEO general manager Tom Kelley (brother of founder David Kelley), IDEO finally delivers--but thankfully not in the step-by-step, flow-chart-filled "process speak" of most how-you-can-do-what-we-do business books. Sure, there are some good bulleted lists to be found here--such as the secrets of successful brainstorming, the qualities of "hot teams," and, toward the end, 10 key ingredients for "How to Create Great Products and Services," including "One Click Is Better Than Two" (the simpler, the better) and "Goof Proof" (no bugs).
But The Art of Innovation really teaches indirectly (not to mention enlightens and entertains) by telling great stories--mainly, of how the best ideas for creating or improving products or processes come not from laboriously organized focus groups, but from keen observations of how regular people work and play on a daily basis. On nearly every page, we learn the backstories of some now-well-established consumer goods, from recent inventions like the Palm Pilot and the in-car beverage holder to things we nearly take for granted--like Ivory soap (created when a P&G worker went to lunch without turning off his soap mixer, and returned to discover his batch overwhipped into 99.44 percent buoyancy) and Kleenex, which transcended its original purpose as a cosmetics remover when people started using the soft paper to wipe and blow their noses. Best of all, Kelley opens wide the doors to IDEO's vibrant, sometimes wacky office environment, and takes us on a vivid tour of how staffers tackle a design challenge: they start not with their ideas of what a new product should offer, but with the existing gaps of need, convenience, and pleasure with which people live on a daily basis, and that IDEO should fill. (Hence, a one-piece children's fishing rod that spares fathers the embarrassment of not knowing how to teach their kids to fish, or Crest toothpaste tubes that don't "gunk up" at the mouth.)
Granted, some of their ideas--like the crucial process of "prototyping," or incorporating dummy drafts of the actual product into the planning, to work out bugs as you go--lend themselves more easily to the making of actual things than to the more common organizational challenge of streamlining services or operations. But, if this big book of bright ideas doesn't get you thinking of how to build a better mousetrap for everything from your whole business process to your personal filing system, you probably deserve to be stuck with the mousetrap you already have. --Timothy Murphy
Book Description
IDEO, the widely admired, award-winning design and development firm that brought the world the Apple mouse, Polaroid's I-Zone instant camera, the Palm V, and hundreds of other cutting-edge products and services, reveals its secrets for fostering a culture and process of continuous innovation.
There isn't a business in America that doesn't want to be more creative in its thinking, products, and processes. At many companies, being first with a concept and first to market are critical just to survive. In
The Art of Innovation, Tom Kelley, general manager of the Silicon Valley based design firm IDEO, takes readers behind the scenes of this wildly imaginative and energized company to reveal the strategies and secrets it uses to turn out hit after hit.
IDEO doesn't buy into the myth of the lone genius working away in isolation, waiting for great ideas to strike. Kelley believes everyone can be creative, and the goal at his firm is to tap into that wellspring of creativity in order to make innovation a way of life. How does it do that? IDEO fosters an atmosphere conducive to freely expressing ideas, breaking the rules, and freeing people to design their own work environments. IDEO's focus on teamwork generates countless breakthroughs, fueled by the constant give-and-take among people ready to share ideas and reap the benefits of the group process. IDEO has created an intense, quick-turnaround, brainstorm-and-build process dubbed "the Deep Dive."
In entertaining anecdotes, Kelley illustrates some of his firm's own successes (and joyful failures), as well as pioneering efforts at other leading companies. The book reveals how teams research and immerse themselves in every possible aspect of a new product or service, examining it from the perspective of clients, consumers, and other critical audiences.
Kelley takes the reader through the IDEO problem-solving method:
>Carefully observing the behavior or "anthropology" of the people who will be using a product or service
>Brainstorming with high-energy sessions focused on tangible results
>Quickly prototyping ideas and designs at every step of the way
>Cross-pollinating to find solutions from other fields
>Taking risks, and failing your way to success
>Building a "Greenhouse" for innovation
IDEO has won more awards in the last ten years than any other firm of its kind, and a full half-hour Nightline presentation of its creative process received one of the show's highest ratings.
The Art of Innovation will provide business leaders with the insights and tools they need to make their companies the leading-edge, top-rated stars of their industries.
Customer Reviews:
Kudos to Ideos.......2007-08-28
Excellent book with good insights. If you are in the business of innovation, this is one book that you shouldn't miss. I also recommend EIGHTSTORM: 8-Step Brainstorming for Innovative Managers.
Innovation for All.......2007-06-29
Through anecdotes, Kelley demonstrates how stumbling blocks to innovation can be overcome. He shows an appreciation for experimentation, momentum, and embraces failure as a true path to knowing. Failed prototypes are wonderful learning tools. Kelley's perspective keeps spirits high. He leaves much of the innovative process open ended - nearly encouraging innovation on innovating.
Interestingly, Kelley notes how medicine is becoming personalized and that the future can not be perfectly predicted. Still, he says we must aim at it. This was an important nugget of wisdom for me, a research coordinator at a think-tank-like public health research group, the Healthcare Innovation and Technology lab at Columbia University. On a daily basis we deal with innovation to improve healthcare and need to effectively innovate. Given that we tread a very specific territory - health and technology - and that Kelley's book could be so useful to us, it is obvious that he really has something to offer to everyone.
Innovation and creativity "how-to" guide.......2007-06-07
The Art of Innovation explains many of IDEO's creative techniques and in so doing paints a picture of the physical context in which all that creativity occurs, namely IDEO's office, your average geek's idea of paradise brimming with high-tech prototypes, foam cubes, "tech box" caddies with giant Post-Its and coloring pens ... and yes, it does look more like a playschool than Dilbertesque gray cubicle-land. Teamwork, friendship and a shared passion for helping clients innovate is clearly what binds people together and stimulates their creativity, while a supportive and forgiving management structure doesn't just tolerate weirdness, it actively encourages it. IDEO seems to have taken Tom Peters' advice "If you want to do weird, hire weird people" to the next level. In IDEO-land, "normal" people would probably stand out a mile.
Two creative techniques - brainstorming and prototyping - are particularly well described, in a way that encourages the reader to try something different. I've learnt some new tricks and even started applying them since reading the book.
El arte de innovar estilo IDEO.......2007-06-01
IDEO ha hecho de la innovación un arte, el cual es un proceso sistematizado, con pasos muy definidos, congruentes y faciles de llevar por las personas que conforman dentro sus empresas los equipos de innovacion y diseño.
Skip it and go right to 10 Faces.......2007-03-19
I recently read both this book and the Ten Faces of Innovation. My recomendation is to skip this book. It is written more like an advertisement for IDEO and was left feeling like Tom has crossed the line into arrogance. If you read it as a stand alone book there is a lot of useful information. However most of the concepts are covered in Ten Faces. If you have time read both books but if time is of the essence then jump right into the Ten Faces, you won't be disappointed.
Book Description
Companies must innovate to grow, but they often forget to look beyond their own brands. Take Sony, for example. Its success with consumer innovations like the Walkman blinded it to obvious changes in how, when, and where people wanted their music. Apple capitalized on those changes in demand with the iPod, providing a new way of listening to music and of managing one’s entire music library.
This book explains how you can spot these opportunities that are hidden in plain sight. It introduces the demand-first innovation and growth model that will show you how to become an unbiased observer of people’s consumption and usage behaviors. Refining this skill helps companies generate organic growth through new products, services, solutions, and experiences that truly enhance peoples’ lives. Revealing the innovative processes of such organizations as BMW, Proctor and Gamble, GE Healthcare, and Frito-Lay, Hidden in Plain Sight offers you a new approach to identifying and executing your company’s growth strategy.
Customer Reviews:
A growth strategy from the outside in.......2007-10-15
Erich Joachimsthaler's book Hidden in Plain Sight challenges conventional wisdom on marketing and marketing strategy. There are a number of books advocating this 'outside in' view on strategy and growth.
Joachimsthaler's approach of DIG for Demand-first Integration and Growth Model provides a comprehensive set of tools and methods for defining growth opportunities based on an understanding of the external environment rather than trying to change the world to fit your products and services.
Joachimsthaler provides a full description of the processes and tools including a number of case studies that describe companies that have grown through innovation and an outside in view. These are the strengths of the book.
These strengths are also the books weakness. By talking extensively about companies like BMW, GE, PepsiCo, etc, the book's main messages get bogged down in the text. Many of these cases have not used Joachimsthaler's DIG methodology, so there is little to connect the case to the argument he is advancing. This makes the book drag in some places and confuses Joachimsthaler's argument.
Overall the book is recommended as the combination of tools and methodology provides a valuable resource for companies looking to change their marketing approach and results. Other resources to consider include Chris Zook's "Unstoppable" and Davenport and Harris's "Competing on Analytics."
The Formula for Innovation and Growth.......2007-07-14
Erich Joachimsthaler provides a systematic approach to make marketing accountable for innovation and growth of BtoC and BtoB companies. We have seen the innovative business concept of share of customer evolve and being executed over the last years. Hidden in Plain Sight pushes that practice further to the concept of customer advantage, which means consequently managing impact and relevance, products and services have on customers daily lifes - on customers share of the day.
Erich Joachimsthaler formulates an explicit model, the demand-first innovation and growth model (DIG-Model), that illuminates the advantages of creating the demand landscape and sets a plan for action to specify the necessary effort to capture the relevant parts of the ecosystem of customer demand, reframes the specific business opportunity space, aligns business processes across all functions and sets the foundation for sustainable innovations and predictable growth.
As one reads the carefully selected international cases (e.g. Procter & Gamble, BMW, Apple, Deutsche Telekom, Volkswagen, NetFlix, Starbucks, General Electric, Sony, Allianz) reference is made to all parts of the DIG model and how all pieces have to work together to execute in business practice. Based on his deep insight and understanding of many industries, Erich Joachimsthaler proves his approach carefully and outlines, how innovation and growth can be systematically and replicable managed. That is why this book is relevant for people from many business functions and a variety of industries.
Thanks for this outstanding business book.
Kevin Frantz
Excellent.......2007-06-28
This is an excellent book, an eye opener for any professional in marketing, particularly those fighting the dog war of private labels and commoditization.
A popular, inspirational pick........2007-06-17
Business managers and executives who want keys to locating the potential for a company's expansion will want to consult HIDDEN IN PLAIN SIGHT: HOW TO FIND AND EXECUTE YOUR COMPANY'S NEXT BIG GROWTH STRATEGY. It pinpoints changing consumer needs and usage patterns and tells how to use the DIG model to help companies understand the hidden opportunities for innovation, using the author's 20+ years studying company connections to help pinpoint customer-driven ideas. Business libraries catering to executives will find it a popular, inspirational pick.
Diane C. Donovan
California Bookwatch
The Invisibility of the Obvious.......2007-05-23
Erich Joachimsthaler offers what he claims is a "new model of strategic innovation for achieving profitable business growth" by abandoning "some of the tried and proven conventions of innovation, marketing, and strategy formulation" and by discarding "some of today's common assumptions and management practices and adopt a fresh way of planning an executing your strategies today and your innovation and growth strategies of tomorrow." The key word is "some" as he explains how.
After discussing "hidden opportunities to innovate and grow" in Part I, he focuses in Part II on several companies which exemplify a demand-first innovation and growth model (e.g. Frito-Lay, Allianz, GE Healthcare, and State Street) and then shifts his attention, in Part III, to various strategies by which to realize customer advantage.
As the title of this book suggests, Joachimsthaler asserts - and I agree - that many senior-level executives lack the ability to see - really see - "the opportunities presented by the changing consumption or usage behaviors of people [their organizations are] trying to serve. [They] cannot spot or recognize and pursue the abundant opportunities that exist in plain sight." Why? Joachimsthaler suggests several reasons which include routine but disparate processes which fragment a company's view of its customers, perpetuation of the status quo which limits a company's perspective on its competitive marketplace, a mistaken belief that "the key to growth lies in identifying customers' needs and wants [and/or] providing solutions for the tasks or jobs it knows customers must take on and get done," and an "inside-out" perspective which results in what Theodore Levitt once characterized as "marketing myopia."
Joachimsthaler suggests three lessons that can be learned from companies such as NetFlix, Sony, and Starbucks:
1. Position existing or new products or services at natural intersections of customers' consumption and use behaviors;
2. Change or enhance customers' daily routines and create transformative experiences around activities, projects, and tasks in new and welcome ways; and
3. Deliver on previously unleashed or unarticulated desires, dreams, fantasies, and urges in the social-cultural context of people's lives.
The demand-first innovation (DIG) model can be of substantial benefit to any organization (regardless of size or nature) but it would be a fool's errand to attempt to apply all of the ideas that Joachimsthaler presents. Rather, It would be a fool's errand for anyone who reads this book to attempt to apply all of the ideas that Joachimsthaler presents. Rather, he suggests that those who read this book clearly identify their organization's key demand-relevant assets and make full use of them, rigorously evaluate and develop their organization's distinctive capabilities deployed to manage those assets, choose only those major strategic initiatives that force the integration of all demand-facing processes, and "build the culture" with innovation initiatives at all levels and within all areas throughout what should be a demand-driven enterprise.
Joachimsthaler calls for nothing less than "the activation of demand-first growth platforms by whatever means [to] help customers absorb or assimilate an innovation, or retool old ways of doing things, into their daily life or work experiences." Only then can an organization find and execute its next big growth strategy.
Amazon.com
In their previous book, The Balanced Scorecard, Robert Kaplan and David Norton unveiled an innovative "performance management system" that any company could use to focus and align their executive teams, business units, human resources, information technology, and financial resources on a unified overall strategy--much as businesses have traditionally employed financial management systems to track and guide their general fiscal direction. In The Strategy-Focused Organization, Kaplan and Norton explain how companies like Mobil, CIGNA, and Chemical Retail Bank have effectively used this approach for nearly a decade, and in the process present a step-by-step implementation outline that other organizations could use to attain similar results. Their book is divided into five sections that guide readers through development of a completely individualized plan that is created with "strategy maps" (graphical representations designed to clearly communicate desired outcomes and how they are to be achieved), then infused throughout the enterprise and made an integral part of its future. In several chapters devoted to the latter, for example, the authors show how their models have linked long-term strategy with day-to-day operational and budgetary management, and detail the "double loop" process for doing so, monitoring progress, and initiating corrective actions if necessary. --Howard Rothman
Book Description
In today's business environment, strategy has never been more important. Yet research shows that most companies fail to execute strategy successfully. Behind this abysmal track record lies an undeniable fact: many companies continue to use management processes-top-down, financially driven, and tactical-that were designed to run yesterday's organizations.
Now, the creators of the revolutionary performance management tool called the Balanced Scorecard introduce a new approach that makes strategy a continuous process owned not just by top management, but by everyone. In The Strategy-Focused Organization, Robert Kaplan and David Norton share the results of ten years of learning and research into more than 200 companies that have implemented the Balanced Scorecard. Drawing from more than twenty in-depth case studies-including Mobil, CIGNA, Nova Scotia Power, and AT&T Canada-Kaplan and Norton illustrate how Balanced Scorecard adopters have taken their groundbreaking tool to the next level. These organizations have used the scorecard to create an entirely new performance management framework that puts strategy at the center of key management processes and systems.
Kaplan and Norton articulate the five key principles required for building Strategy-Focused Organizations: (1) translate the strategy to operational terms, (2) align the organization to the strategy, (3) make strategy everyone's everyday job, (4) make strategy a continual process, and (5) mobilize change through strong, effective leadership. The authors provide a detailed account of how a range of organizations in the private, public, and nonprofit sectors have deployed these principles to achieve breakthrough, sustainable performance improvements.
Presenting a practical, proven framework steeped in rich case study experience, The Strategy-Focused Organization helps solve a universal management problem-not just how to formulate strategy, but how to make it work. Building on one of the most revolutionary business ideas of our time, this important book shows how today's leaders can shape their own companies to meet the challenges and reap the rewards of a new competitive era.
Robert S. Kaplan is the Marvin Bower Professor of Leadership Development at Harvard Business School. David P. Norton is President of Balanced Scorecard Collaborative, Inc.
Download Description
The creators of the revolutionary performance management tool called the Balanced Scorecard introduce a new approach that makes strategy a continuous process owned not just by top management, but by everyone. In The Strategy-Focused Organization, Robert Kaplan and David Norton share the results of ten years of learning and research into more than 200 companies that have implemented the Balanced Scorecard. Drawing from more than twenty in-depth case studies--including Mobil, CIGNA, and AT&T Canada--Kaplan and Norton illustrate how Balanced Scorecard adopters have taken their groundbreaking tool to the next level. These organizations have used the scorecard to create an entirely new performance management framework that puts strategy at the center of key management processes and systems. Kaplan and Norton articulate the five key principles required for building strategy-focused organizations: 1) translate the strategy into operational terms, 2) align the organization to the strategy, 3) make strategy everyone's everyday job, 4) make strategy a continual process, and 5) mobilize change through strong, effective leadership. The authors provide a detailed account of how a range of organizations in the private, public, and nonprofit sectors have deployed these principles to achieve breakthrough, sustainable performance improvements.
Customer Reviews:
Overview, technique and implementation.......2006-08-21
An outstandingly well written book that decribes the balanced scorecard and provides excellent examples. An effective, practical guide for C-level executives and mid-level managers for implementing strategic scorcarding. I recommned this book for the breadth and depth of the explanation of the subject matter and concise implmentation examples.
If you can measure it, you can manage it.......2006-02-28
The Balanced Scorecard was initially designed as a financial and non-financial corporate performance measurement tool. Organizations focused on strategy have taken the Balanced Scorecard and transformed it into a strategic tool for measurement. These 5 key principles transform the Balanced Scorecard:
Principle 1: Translate Strategy into Operational Terms. Describing the strategy of the organization, communicating it via the Building Scorecard in an insightful, consistent and operational manner is the cornerstone to putting strategy at the center of an organization. This principle accomplishes this by using the Balanced Scorecard to view strategy from 4 different perspectives: financial, customer, internal business processes, and learning.
Principle 2: Align the Organization to the Strategy.
The Balanced scorecard can link the many different and dispersed functions. It can clarify the values, beliefs and ideas that reflect the organization's identity, and clarify the actions mandated at the corporate level that create synergies at the business unit level.
Principle 3: Make Strategy Everyone's Everyday Job.
This principle, utilizing the Balanced Scorecard, focuses on three processes to align employees to the strategy: creating strategic awareness, defining personal and team objectives, and linking compensation to the Balanced Scorecard
Principle 4: Make Strategy a Continual Process.
The Balanced Scorecard creates a reporting system to monitor progress and serve as a link between managing strategy and managing operations. This system enables organizations to accomplish three things: link strategy and budget, close the strategy loop, and test, learn, and adapt.
Principle 5: Mobilize Change Through Executive Leadership.
The Balanced Scorecard helps executive leadership implement large scale changes that are necessary to implement new strategies. Specifically, it helps organizations specify, in detail, critical elements:
· Target customers where profitable growth will occur
· Value propositions that lead customers to do more business and at higher margins with the company
· Innovations in products, services and processes
· Investments in people and systems to enhance processes and deliver differentiated value propositions for growth
Highly Recommended!.......2005-06-20
The fact that executives keep trying new strategic initiatives despite their abysmal rate of failure is, like second marriages, a triumph of hope over experience. Or, it may indicate just how much pressure top managers face to improve their profits. By one estimate, nine out of ten companies fail to execute their strategic visions. Yet, CEOs - who witness a world in constant flux - continue to introduce change initiatives. Are they trapped in the operational definition of insanity: doing the same thing over and over and expecting a different result? Or, are they just ready for this book? Authors Robert S. Kaplan and David P. Norton offer wise counsel to help executives break the cycle of strategic flops. They advise executives to transform their companies into "Strategy-Focused Organizations" using the "Balanced Scorecard" and "strategic mapping" tools. With these initiatives, CEOs can ensure that every employee pays attention to strategy implementation. Kaplan and Norton, the all-star co-author team who wrote "The Balanced Scorecard" and "Strategy Maps", have done it again, in this well-organized but somewhat dry volume. We strongly recommend this book to any manager who is responsible for designing or implementing a strategic change initiative.
Overblown and impractical.......2002-11-22
Having used the BSc a few times in my work, I expected this to be a hepful addition to my knowledge base in the area. I found that it added little to the author's other published tomes and to his articles in journals like HBR. Although the basic concept is sound, the implementation challenges are dealt with as you'd expect from an ivory tower-based profesoor and are several steps removed from the challenges that most of my real-world, and smaller company clients, need to address. I truly felt as though I didn't get my money's worth with this purchase and I should have stuck with the materials I already had by the author that was available in other forms. I would have saved time, money and a degree of frustration.
A must have tool for business improvement.......2002-05-23
If you're attempting to improve the way you do business, this book is a must have. It is a little dry so you have to be committed to using the concepts presented. If you can manage to stick with it, you will reap the benefits of the BSC. Good Luck!
Book Description
Learn how these superstars invest, where they invest, what works--and what doesn't
Since people have been making money in the markets, investors and would-be investors have been fascinated with the money managers and traders who have extracted superior returns. In The New Investment Superstars, Lois Peltz examines fifteen of today's most successful investors by their area of expertise, including stock-picking, global macro trading, sector investing, and more. Readers will learn how these great investors approach the markets at a time when volatility is high and certainty low. From the thirty-five-year-old Lee Ainslie (Maverick Capital), dubbed the "Win-Win Investor" by Worth magazine, and Ken Griffin, the thirty-one-year-old who started his first hedge fund as a freshman at Harvard, to Lee Cooperman, long a star stockpicker at Goldman, we meet today's superior managers and learn how they do it.
Peltz reveals that these new stars are flexible traders who inherently understand that long-term wins come from recognizing that markets are ever-changing and that they must adapt. By reading about how they've succeeded and where they lost, investors will learn about market change, and how success is achieved.
Lois Peltz (New York, NY) was editor-in-chief of MAR/Hedge Funds, an investment performance reporting service, for eight years. She is now President and CEO of Investment Information Providers, an information services company that provides investment information services to the professional investment community.
Customer Reviews:
Useful background detracted by gross errors.......2002-11-11
Contains useful background information and insights on managers, and the industry though it is of limited use regarding the strategies those managers use. Two really glaring errors (page 48 & 49 on incentive fees, and Page 65 on correlations - perhaps a misquote or a quote out of context) cast doubt on the reliability of other statements in the book for me. Consequently I recommend reading it, but with more than the usual level of skepticism.
If you are looking for trading ideas, look elsewhere.......2001-10-12
This book contains an almost painful amount of detail concerning the organizational structure as well as the investor base of the hedge funds whose managers it profiles. Unfortunately, as far as actual trading strategies are concerned, it is a complete failure. It will tell you in which areas a fund is active, but give you excactly zero detail about the strategies and tactics used by its managers. Even some rather bad books I have read at least contained one or two ideas that were worth investigating, but I couldn't gain anything at all from this book. Also, some of the track records really aren't that impressive. Not really bad, but definitely not what you'd expect from "Superstars".
Waste of Time.......2001-09-04
Very poorly written. Comments were too general. Offered little insight regarding reasons for the success of the managers. Best part of the book was the compilation of track records for each of the managers.
A long awaited.......2001-07-11
complement to the John Train/Jack Schwager series of books on managers. This book measures up well with its well-regarded peers. Lois Peltz has collected interesting information on hedge fund manager, most of whom are unknown even to investment cognoscenti. They are in her book because of their stellar records, despite the low profile many share (due to strict marketing regs for these investment pools). For readers who want a peek behind the hedge fund curtain, this book is ideal. It captures the personalities and backgrounds of the managers, and it benefits from Peltz's analysis of commonalties and future thoughts on the industry. If you are investment professional looking to add a couple of nuggets to your repertoire, you might feel slightly let down (hence 4, not 5, stars). The eye opening aspect for me was the annual returns revealed for each of the managers. This information is not widely available, and the magnitude and consistency of the annual returns was amazing for several of the managers. The extent of and rationale behind leverage is explored as well. Overall, the book was excellent, and I was happy to add it to my extensive collection of investment related tomes.
An Immensely Valuable Book.......2001-06-06
It is rare to be able to read one book on a complex topic and have it contain information of use to both the novice and the veteran. Lois Peltz has done it in regard to hedge funds...the most erudite of investment arenas. Whether it be basic information (definitions, tables showing manager spin-offs, industry disasters) or advanced (the irony of having the objective of superior performance over the long-term being measured in 90 day intervals), this easily readable and fascinating treatise delivers. From her overview of superstar managers (including the counter-intuitive observation that they're not in it for the money but rather because they love the challenge) to the side-bars concluding each that allow the reader to compare highlights, the profiles are enlightening. Specific insights on managers (Bruce Kovner's analogy of managing money to painting, Paul Singer's analysis of model and herding risk, to Raj Rajaratnam's requirement that analysts performing due diligence fax in a daily "What I've learned" or risk not being reimbursed for their expenses) provide enormous understanding of each manager. Finally, her own perspective, including highlighting the issue of manager capacity, offers unusual help in selecting/understanding managers. A must-read!
Book Description
Written for both the novice and experienced investor, this fascinating blend of biography and keen investment analysis has garnered acclaim in the world of high finance.
Nikki Ross has struck the mother lode about how to invest wisely in an increasingly uncertain world. The easy to follow investment insights she's gathered impart the various strategies of these ""superinvestors"" and explain how to integrate and implement them in today's markets. Five lifetimes of legendary Wall Street wisdom are distilled into three brilliantly simple steps. Readers will learn how best to gather the information and find investment leads; evaluate the data; and when to buy, hold and sell.
Customer Reviews:
A Must Read for Investors.......2004-05-14
This book has a refreshingly commonsense approach to investing. It contains a great deal of worthwhile advice and wisdom from some of the world's best investors. I am not an experienced investor, however I found it to be understandable and learned useful information from it. I would highly recommend it.
A Classic "Must Read" Investment Book.......2004-04-15
Nikki Ross has documented principal strategies and investing advice from the great Wall Street legends of our time. I have found the underlying principals of Buffet and his mentors as well as Price and Templeton to be very helpful. It is an easy to read enjoyable book. It may not be for day traders in general, but they could benefit from the list of questions asked by the masters before investing. I believe that had many investors read and applied this book prior to and during the recent crash, they might have saved a lot of money.
Blake Conant
Just read the "Evaluation" part.......2004-03-07
This book discusses on the techniques Warren Buffet (value/growth), Benjamin Graham (value), Phil Fisher (growth), T. Rowe Price (growth), and John Templeton (growth use or have used to make their fortunes.
The book is divided into 6 parts on one each of these legends and another on how to combine the knowledge of these experts. The sections are organized in an interesting way first off you learn what some of the stocks the well known investor has bought and why they met their purchasing criteria. There is also a nice 3 steps to how you can use their methods in your investments, this in turn is organized by:
1. Gathering information (this part it almost worthless in my opinion since it is very similar for each of the investors)
2. Evaluate (this is the best part of each of the areas in the book, you learn the questions these masters would ask a company and themselves. It's very good.)
3. Making decisions discusses how the masters decide when to buy and sell the stock.
This book and "The Money Masters" by John Train are interesting reads if you enjoy learning about the careers and wisdom these masters are willing to share.
I believe this book wouldn't be very useful for strict CAN SLIM investors or day traders but good for the buy and hold or long term growth and value investors it definitely shows you some of the possibilities.
Reed Floren
Worthless.......2004-02-26
This book is worthless. The true 'lessons' make up only a few pages of the book and these lessons are not detailed enough to make financially sound decisions. For example, a lesson such as "What is the PE Ratio?" is similar to what you would find in the book. OK, the PE ratio is 3. Is that good? Is that bad? How about 40? What is high? What is low? Do current interest rates effect PE ratio levels? What is an acceptable PE ratio for a growth stock? What is an acceptable PE ratio for a cyclical stock? You'll get no answers from this book.
The best "lessons" section (though still unacceptable) came from John Templeton. But these were a direct quote from an interview Templeton gave the Christian Science Monitor. The author must have spent a few weeks writing this book.
Most of the book is babble, reproduction of articles/reports, duplication of previous sections, and educational definitions for the newbie.
My lesson to you is to take the money you were going spend on this book and go buy a U.S. Savings bond. You will be richer and wiser in the end.
Not all its cracked up to be..........2004-02-23
...- I bought the book BUT Nikki Ross gives a basic three-step approach to investing, that is repeated throughout the book. 1. Collect info, 2. Analyse info, 3. Make a decision. And that's about as complex as the book gets.
Don't waste your money, unless you're after a very simplistic overview of investing. ALL OF THE FIVE STAR REVIEWS OVERRATE THIS BOOK - 1 Star (at best).
...
If you're after real value on practical management implementation tools that link strategy & financial numbers then YOU HAVE TO INVEST IN "Performance Measurement & Control Systems for Implementing Strategy" by Robert Simons.
Book Description
Building on the experiences of scores of companies and hundreds of managers, J.M. Juran, the world-renowned quality pioneer, presents a new, exhaustively comprehensive approach to planning, setting, and reaching quality goals. Employing three case examples which encompass the three major sectors of the economy -- service, manufacturing, and support, he offers a practical plan for companies to achieve strategic, market-driven goals by following a structural approach to planning quality. Quality, according to Juran, has become a prerequisite for business success. He cites the loss of market share, failure of products, and waste as results of poor quality planning. Juran provides a set of universal steps which can be used in the basic managerial process to establish quality goals, identify customers, determine customer needs, provide measurement, and develop process features and controls to improve business tactics. The author gives new emphasis to setting quality goals, planning in "multifunctional" processes, establishing data bases for quality planning, motivating managers and the work force, and introducing quality planning into organizations.
Customer Reviews:
Excellent book.......2006-05-24
This is a high quality book on quality that is well written with excellent examples and illustrations to reinforce the concepts that are in the book. It explores and explains the various quality theories and processes.
Joseph M. Juran made many contributions to the field of quality management in over 70 years of his active working life. He revolutionized the Japanese philosophy on quality management and helped shape their economy into the industrial leader it is today. Dr. Juran was the first to incorporate the human aspect of quality management which is referred to as Total Quality Management.
Juran's philosophy is centred on top management involvement, the Pareto principle, the need for widespread training in quality, the definition of quality as fitness for use, the project-by-project approach to quality improvement, among others.
Quality specialists will find the book very handy as it gives an in-depth analysis of the subject with practical guides on how to apply the concepts in their organisations.
Juran provides design rigor........2005-01-06
Juran on Quality by Design offers a look into the thinking by members of the Juran Institute on the means to deliver quality products and services through a customer focused planning process. This latest Juran book is actually a replacement and expansion of one of its predecessors, Juran on Planning for Quality (Free Press, 1988). The similarities between the two books is significant enough that this new book should have been promoted as the second edition of the first. The new title is much better aligned with the intent of the discussion contained, since the earlier title made the line management audience less obvious than required for the use of the procedures contained throughout the volume.
In Planning for Quality, Juran laid out a ten-step road map for the planning of new products to meet the explicit and known needs of the customer. Using a chapter-by-chapter approach that followed the road map step-by-step, Juran explained the overall process of designing quality into the product in a fashion that makes the work useful to both line staff chartered with implementing the processes and senior management who must provide the commitment and leadership that make it all work. As each step progressed, Juran built a spreadsheet that captured the necessary process and product data needed to provide traceability from customer needs through process controls and product quality control tests.
In Quality by Design, Juran has kept to the style and organization of the former work, but the process itself has matured during the four year gap. The revised process includes only six sequential steps: establish quality goals, identify those impacted (the customers), determine customers' needs, develop product features, develop process features, and establish process controls (transfer to operations).
A seventh step, apply measurement, now appears throughout the process and affects all six of the sequential steps. In Planning for Quality, measurement was the fifth of the ten sequential steps. Ongoing measurement is an important part of the maturation that Quality by Design has gone through.
Juran's spreadsheet has also matured from one very complicated spreadsheet, that actually became quite unmanageable, to a collection of four simpler spreadsheets that each coordinate a different view of the data collected, making the planning results easier to tie back to the process. The spreadsheets constitute the raw data output of the process. Juran describes the four spreadsheets as "the interlocking input-output chain, in which the output for any step becomes the input for the next step."
The first planning spreadsheet list customers down the rows, and customer needs across the columns. The second transfers those needs to the rows and adds product features as columns. The third moves product features to the rows and adds process features as columns. The fourth spreadsheet adds process control features as columns providing full traceability from the process controls implemented back to the original customers that drove the quality planning cycle. Those comfortable with matrices will recognize that these four spreadsheets represent a five dimensional structure of information about the customer and processes. In Planning for Quality, Juran had implemented these five dimensions in a single two dimensional spreadsheet and the result was unmanageable, making Quality by Design a significant improvement.
In addition to revising the earlier work, Quality by Design expands on many issues raised earlier with an additional 200 pages of discussions that affect the implementation of the planning process throughout the organization, and several major case studies that highlight the application of the process.
The chapter on "Strategic Quality Planning" offers insights on the application of the planning process to senior management and the creation of a quality culture within the organization. The chapters on "Departmental Quality Planning" and "Multifunctional Quality Planning" highlight the use of the process within the organization for inter-departmental or intra- departmental quality action. These closing chapters offer guidance on the application of Juran's planning process, making Quality by Design less theoretical sounding than its predecessor, Planning for Quality.
Professionals with my field of information technology should read Quality by Design. Even those individuals who have already read the previous Planning for Quality will find enough incremental value to justify the overlap. The question remains: How can the process described be applied within the IT function?
To start, the planning spreadsheets can be used to map out the requirements for any methodology and standards already in place within the department. To the extent that quality control is often difficult to sell within the development methodology, the spreadsheets help illustrate how the process controls inherent in the IT process support the requirements of IT customers. Likewise, the spreadsheets will point out any existing omissions in current IT practices that may result in dissatisfied customers. This self-assessment and diagnostic use of Juran's work can be done with relatively little effort and at low cost.
Second, and requiring more resource and commitment, Juran's process can be rolled into the current IT requirements definition process to improve the level of requirements being defined by IT projects. The deliverables may have to be mapped against Juran's spreadsheets, but the result will be an increased project focus on, not just data and processes, but also the controls that need to be built into the IT system to assure that the application can be validated and monitored over the long-term. The result will be the implementation not just of new application processes, but of processes that embed the concept of continuous improvement through control of the key variables directly traceable back to customer satisfaction.
That's what Juran on Quality by Design is all about!
This book is IN DEPTH and well thought out.......2002-03-21
This book cannot be read like a 'coffee table' book. It is very challenging and at I learned a LOT even in the first 50 pages. Lots of examples, analogies and graphs/charts. If you want an in depth view of the QA process, this is THE book for you!
MARS : Great Book On Quality.......1999-02-07
Yes its really a nice book Sheikh Asi
Book Description
Entrepreneur's Notebook propels you on a whirlwind tour of the start-up process. It is an invaluable reference for new and experienced entrepreneurs that includes chapters on a wide range of topics, from entrepreneurial team building to business plans to financing. This excellent book provides an incredible amount of practical information that will help you make smarter decisions and avoid costly mistakes. The author, Steven K. Gold, is an accomplished entrepreneur who has co-founded and led five early-stage ventures. As an investor and mentor, he also advises many entrepreneurs and young companies. He earned his B.S.E. in Entrepreneurial Management from the Wharton School of the University of Pennsylvania, and his M.D. from Brown University Medical School.
Customer Reviews:
Nice Guide for Beginners.......2007-06-16
The author writes a nice overview of the entrepreneurial process. It's basically for novices but it does a good job for this audience. The only problem I have with this book is that it is too basic and is therefore non-unique because it is so low-level. Regardless, I must say that for the right audience, it does a fine job over giving the big picture.
If you are advanced or aspire to become advanced, I would recommend "The Startup Company Bible for Entrepreneurs" but only for high-tech entrepreneurs. Even this author has recommended it.
A Must-Have for Entrepreneurs.......2007-05-14
Steven gives great illustrations to drive home his insightful advice for entrepreneurs. As he's "been there, done that," we can take his advice to heart in the hopes of becoming a success like him!
Exellent Book.......2007-05-11
Great book for getting ready to open a new business. Would refer to anyone thinking about opening a business.
Brief and to the point.......2007-04-27
This is a delightful little book that contains a wealth of useful and helpful information and ideas on starting a small business and ensuring that it is viable and succesful. The book is well written and easy to follow and interesting to read.
This is a must read for entrepreneurs, particularly budding ones as the information the book provides is very practical and can help you avoid making costly errors. The book covers a wide range of topics including the start-up process, marketing the business on a small budget, cash-flow forecasting, among other things.
The book is an excellent companion for the entrepreneur that is well worth having.
Invaluable advice for the budding entrepreneur.......2007-03-04
This book does a terrific job of presenting some of the most important issues entrepreneurs face when embarking on new ventures, touching on topics such as the business plan, funding, team building, and cash flows. Using simple, yet stunningly accurate models of the entrepreneurial process, Steven Gold distills complex subjects into simple, practical, take-away messages. The classification of entrepreneurial personalities (professionals, pragmatists, and inventors) is something I think we can all relate to. I find the metaphor which compares building a new company to making "stone soup" equally compelling. There are countless books out there for budding entrepreneurs, but this one is no fluff. It gets right down to the nuts and bolts so you can concentrate on your business.
Book Description
If you’re starting a new business or planning your business’s future, there are plenty of things you should take into account. Strategic Planning For Dummies covers everything you need to know to develop a plan for building and maintaining a competitive advantage — no matter what business you’re in.
Written by Erica Olsen, founder and President of a business development firm that helps entrepreneurial-minded businesses plan for a successful future, this handy guide covers all the basics, including:
- How a strategic plan is different than a business plan
- Establishing a step-based planning process
- Planning for and encouraging growth
- Taking a long-view of your organization
- Evaluating past performance
- Defining and refining your mission, values, and vision
- Sizing up your current situation
- Examining your industry landscape
- Setting your strategic priorities
- Planning for unknown contingencies
If you’re in business, you have to plan for everything — especially if you intend your business to grow. Whether you’re planning for a small business, large conglomerate, nonprofit, or even a government agency, this book has the planning specifics you need for your organization. Step-by-step, you’ll learn how to lay the foundations for a plan, understand how your plan will affect your business, form planning teams, discover what your strengths are, see where you are, and, finally, plan where you’re going. And there’s much more:
- Learn to analyze business trends that will determine your business’s future
- Set measurable, realistic goals that you can plan for and achieve
- Make strategic planning a habitual part of the organization
- Prioritize multiple strategies that you can implement simultaneously
- Set a defining vision for the organization that guides all your planning and strategy
This friendly, simple guide puts the power of strategic planning in the palm of your hand. For small businesses that can’t afford to hire strategic planning consultants, it’s even more imperative. Careful, constant planning is the only way to handle an uncertain business future. With this book, you’ll have all the step-by-step guidance you need to ensure you’re ready for anything that comes.
Customer Reviews:
Hmmm...a very suspicious Nevada Connection.......2007-02-16
I am interested in learning the nuts and bolts of strategic planning to better apply my company's strategy management software for our customers. This book appears to have received 8 glowing reviews. Funny thing, though: those reviewers who state their location are from Reno NV or other NV locations. The others do not give their location. Looking at the author's profile, she is located in Reno NV. Is that a coincidence or are these "seeded" reviews meant to pump up the book? To be fair, I have not read the book, nor will I give it a bad rating for having clearly suspicious reviews. If I buy it and like it, I will adjust my rating accordingly.
Get it, Read It, Read it again in a few months.......2006-12-17
This is one of those book that you need to re-read every year or two. The lack of strategic planning is what really kills companies.
For instance: anyone could have seen for the past twenty years or so that the price of oil was going to go up dramatically. The American automobile companies, instead of working on fuel efficiency worked to convince people to buy big SUVs and pickup trucks, upon which they make more money. So gasoline goes to $3 a gallon, and the American companies lose more market share to the foreign manufactures. Thousands of automobile workers are laid off, and the Big 3 just may not survive.
Some of the points brought out in the book make such perfect sense - 'Increase Your Prices.' I work with a local civic chorus. They were charging $3 to attend a performance. I raised the price to $5, lots of doom forecasting. Just as many people came. I raised the price to $10 and spent a couple of hundred on posters put up around town. More people came than when the prices were $3.
Get the book. It's simple and fast to read. If you get only one good idea out of it you're way over the few bucks it cost and the few hours it took to read. In a few months, read it again. You'll get at least one more good idea.
Smart and actionable .......2006-12-09
I like practical, actionable advice and this book delivers. You could use it to quickly develop a plan (it gives you shortcuts) or you can use the tools and business examples to go deep into your internal and external analyses. Even though I have done strategic planning before, this book covered several new topics that I will refer to and use as I update our plans. Every time I need a quick refresher, I'll be able to reach for my book and find it. It even helps you with the planning process, like how to hold a strategic planning retreat. No excuses!
A great read!.......2006-11-17
This book is a quick reference that is easy to understand.
A fast reference.......2006-11-15
Strategic Planning for Dummies has helped my business of 12 years to develop tactics that are customized to my businesses needs.
This book is a fast reference for business people like myself who don't have time.
Book Description
What could an elephant and a giraffe teach people about working together? Some very important lessons, it seems, about the complex--and critically important--issues of dealing with diversity in the workforce.
Building a House for Diversity begins with a short fable about how a friendship between the two animals is threatened when the house built for a tall, skinny giraffe cannot accommodate his invited guest, a broad, bulky elephant. Using this story as a vivid metaphor for the difficult issues inherent in diversity, the book goes on to demonstrate how managing diversity can be seen as a set of skills that anyone can learn--and use.
In a way that makes diversity management "up close and personal," Building a House for Diversity offers compelling, real-life stories of individual experiences at work. It includes:
* the perspective of both "insiders" (usually white males) and "outsiders" (usually minorities or women) * insightful commentary illuminating what these experiences tell us about the challenges and opportunities of diversity * a particularly interesting segment on Phil Jackson, legendary Chicago Bulls coach, and how he dealt with diversity issues in his relationships to Michael Jordan, Dennis Rodman, Scottie Pippin, and others * hands-on guidance to help readers become "diversity mature" and take personal responsibility for their attitudes and actions.
Throughout, the book reflects the seminal thinking of R. Roosevelt Thomas, Jr., a pioneer in articulating the concepts of managing diversity. In this book, he has produced his most creative and practical approach to this continuing challenge.
Customer Reviews:
Good intro to diversity in organizations.......2003-11-14
I have used this as a supplement to a textbook in a class on industrial organization psychology. Just about every student finds it helpful and sees it as a fresh perspective on diversity. It sets a tone for thoughtful discussions on diversity through the semester.
Finally a book that pulls it all together.......2003-06-27
Cheers to Dr. Thomas for providing a book that is one of the first -- in my opinion -- to present a clear picture of the need to address workforce, workplace and marketplace diversity. I came away understanding that to address one or two of these components without addressing the third is like commissioning a two to three mile dig, when all the geological reports tell you that oil is six miles down. Half and quarter steps will not lead to success. In the most simple straight-forward way, starting with a powerful parable, Dr. Thomas drives home the point that for true strategic benefits organizations need to make a balance commitment to the all three components.
Another great take-away from this book is Dr. Thomas's model for identifying and differentiating between business requirements and preferences.
All in all this is an extremely powerful book that should be in every manager's library. Thank you Dr. Thomas.
Joe Santana
Co-author of Manage I.T.
A Disappointing Reflection of Limits on Diversity-Thinking.......2002-01-20
I anxiously looked forward to reading this book. Given the titles of Thomas's previous books, Redefining Diversity and Beyond Race and Gender, and the title of this one I expected more than passing reference to the disability community. I was disappointed.
We are told (p.84) that "I'm becoming more aware of sexual preference and physical ability diversity as well." Although I'm not one to get hung up on word choice, others are, and those locutions aren't popular in gay, lesbian, or disability-preference communities. In the latter are millions of people with ADHD and psychiatric disabilities, and for these millions to be excluded from a "house for diversity" would make it a "house divided against itself."
A tipoff for readers is the Personal Diversity Maturity Index. The reader is asked "What is the most important reason to respond to diversity?" The preferred answer has nothing to do with justice and social change, or even with building a house that will include your neighbors, your parents, your kids, and possibly you. It's "The diversity-mature manager recognizes that diversity is good for business."
INTRODUCES THE IDEA OF DIVERSITY MATURITY & EFFECTIVENESS........1999-04-09
Using a short fable as metaphor and a springboard, shows how managing diversity relies upon building skills and changing mindsets. Most of the book presents case studies of how people who face diversity challenges on the job address them. Closing chapters provide some general guidelines for individuals and organizations for achieving diversity maturity-knowledge about and comfort with the dynamics of diversity-and diversity effectiveness-the ability to deal with people distinctly diverse from you. An interesting work that is nearly on a par with the author's most outstanding contribution, "Beyond Race and Gender." Reviewed by Yvette Borcia, co-founder, Stern & Associates, co-author of Stern's Sourcefinder: The Master Directory to HR and Business Management Information & Resources, Stern's CyberSpace SourceFinder, and Stern's Compensation and Benefits SourceFinder.
Book Description
Since 1993, thousands of readers have turned to Michel Robert's book Strategy Pure and Simple. Now he returns with a proven strategy to create and launch new products--the lifeblood of any business. Drawing on ten years of research into successful product development, the author goes beyond tips and techniques to provide a unique process of product innovation that encompasses four key steps: search, assessment, development, and pursuit. Filled with anecdotes, case histories, and a rich assortment of real-life lessons from innovators like 3M and Honda, this guide puts a revitalized future within the reach of every organization.
Customer Reviews:
This book is superceded by the author's 'Strategic Product Innovation, Pure & Simple'!.......2006-09-30
Product Innovation Strategy, Pure and Simple: How Winning Companies Outpace Their Competitors
by Michel Robert
This book is now superceded by the author's 'STRATEGIC PRODUCT INNOVATION, PURE & SIMPLE: CREATING NEW-TO-THE-MARKET PRODUCTS THAT BREED COMPETITIVE SUPREMACY', although the intellectual contents remain intact as well as unchanged. The latter is apparently published by the author's own consulting company, Decision Processes International.
The principal theme of this book, just like that of the new book, is making innovation a learnable & repeatable disciplined business practice.
In this respect, the author has done a remarkable job.
If you're in a competitive business - read this book.......1997-03-02
When it comes to understanding and explaining why some companies develop and launch new products better than their competitors, Mike Robert has no equal. In preparing to help overhaul the strategic planning process at a major publishing firm, we read countless books on strategic planning before choosing Mike's "Strategy, Pure and Simple" as our guide. We couldn't have made a better choice. Mike's tell-it-like-it-is style and clearly defined process served as a guide through numerous planning sessions. Four years later, I find myself consulting for a major insurance and annuity provider who's seeking to establish a disciplined new product development process. The book we're using as our guide? Mike Robert's "Product Innovation Strategy, Pure and Simple". I wouldn't have it any other way. If you're considering improving your company's strategic planning and new product development processes, I highly recommend both of Mike Robert's recent works (unless, of course, you're competing with the company I'm currently working with.
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- The Creature from Jekyll Island: A Second Look at the Federal Reserve
- The Creature from Jekyll Island: A Second Look at the Federal Reserve
- The Distance Manager: A Hands On Guide to Managing Off-Site Employees and Virtual Teams
- The Euro, 2nd Edition
- The Euro, 2nd Edition
- The Euro, 2nd Edition
- The Feng Shui Kit: The Chinese Way to Health, Wealth, and Happiness at Home and at Work/Book and Kit
Books Index
Books Home
Recommended Books
- Fundamentals of Financial Management
- The Shenandoah Valley Campaign of 1862
- Invisible Advantage: How Intangibles Are Driving Business Performance
- Return Targets and Shortfall Risk: Studies in Strategic Asset Allocation
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Strategy & Competition
| Management & Leadership
| Business & Investing
| Subjects
| Books
The Ten Faces of Innovation: IDEO's Strategies for Defeating the Devil's Advocate and Driving Creativity Throughout Your Organization
Thoughtless Acts?: Observations on Intuitive Design
Harvard Business Review on Innovation
Making Innovation Work: How to Manage It, Measure It, and Profit from It
Designing Interactions
