Book Description
Whether challenged with taking on a startup, turning a business around, or inheriting a high-performing unit, a new leader's success or failure is determined within the first 90 days on the job.
In this hands-on guide, Michael Watkins, a noted expert on leadership transitions, offers proven strategies for moving successfully into a new role at any point in one's career. The First 90 Days provides a framework for transition acceleration that will help leaders diagnose their situations, craft winning transition strategies, and take charge quickly.
Practical examples illustrate how to learn about new organizations, build teams, create coalitions, secure early wins, and lay the foundation for longer-term success. In addition, Watkins provides strategies for avoiding the most common pitfalls new leaders encounter, and shows how individuals can protect themselves-emotionally as well as professionally-during what is often an intense and vulnerable period.
Concise and actionable, this is the survival guide no new leader should be without.
"Few companies develop a systematic 'on-boarding' process for their new leaders, even though this is a critical function with major organizational implications. Michael Watkins's The First 90 Days provides a powerful framework and strategies that will enable new leaders to take charge quickly. It is an invaluable tool for that most vulnerable time-the transition."
-Goli Darabi, Senior Vice President, Corporate Leadership & Succession Management, Fidelity Investments
"Every job-private- or public-sector, civilian or military-has its breakeven point, and everyone can accelerate their learning. Read this book at least twice: once before your next transition-before getting caught up in the whirl and blur of new faces, names, acronyms, and issues; then read it again after you've settled in, and consider how to accelerate transitions for your next new boss and for those who come to work for you."
-Colonel Eli Alford, U.S. Army
"Watkins provides an excellent road map, telling us what all new leaders need to know and do to accelerate their learning and success in a new role. The First 90 Days should be incorporated into every company's leadership development strategy, so that anyone making a transition in an organization can get up to speed quicker and smarter."
-Suzanne M. Danielle, Director of Global Leadership Development, Aventis
"Michael Watkins has nailed a huge corporate problem and provided the solution in one fell swoop. The pressure on new leaders to hit the ground running has never been greater, and the likelihood and cost of failure is escalating. Watkins's timing with The First 90 Days is impeccable."
-Gordon Curtis, Principal, Curtis Consulting
"The First 90 Days is a must-read for entrepreneurs. Anyone who's been the CEO of a start-up or early-stage company knows that you go through many 90-day leadership transitions in the course of a company's formative years. In this groundbreaking book, Michael Watkins provides crucial insights, as well as a toolkit of techniques, to enable you to accelerate through these transitions successfully."
-Mike Kinkead, President and CEO, timeBLASTER Corporation, serial entrepreneur, and Cofounder and Trustee, Massachusetts Software Council
Customer Reviews:
Good way to get prepared.......2007-07-04
It just makes sense, and is very thorough. Many things I would not have thought about, or gotten around to thinking about - we live in such a fast paced world that it would have been a challenge to do. Luckily, I had a cross country trip, so this gave me the time to read this book and compile my "list" of notes and apply them to my upcoming job change. Bottom line - many good new perspectives that I simply would not have thought of. Highly recommended.
Practical and Actionable. It is an excellent book on the subject of management transitions........2007-06-22
As a human resources professional, I have seen a great deal of management transition. Many succeed but some do not. Unfortunately for our people and our organizations those that do not leave a stream of damage in their wake.
Recently I wrote a review about Scott Eblin's, "The Next Level" and I called it a real disappointment. This book is not and it is a far more actionable and practical approach to managing transitions.
One of the reasons this book is so practical is that each section not only provides you with clear direction but each section also ends with an action checklist. This make creating a 90-day transition plan doable and improves your prospects for success.
Lastly, the steps from this book create a framework that a company can use to create a "transition strategy" for all its new and upwardly moving managers. This alone will enable a firm to increase their odds that a new hire or promotion will be in the "win" column.
*****First 90 Days.......2007-06-10
I only ordered this for a superior and he is VERY VERY happy with the book...he asked for it by name so we ordered three copies! Thank you for the great service you provide.
A Must Read.......2007-05-30
Great book for all business leaders who are advancing to a new role or coming from the outside into an organization. Simple, easy to read with pertinent lessons for a successful transition.
Some great tips, but often not well developed or organized.......2007-05-28
We bought this book along with the "New Leader's 100-Day Action Plan" and read them side by side.
Pro:
-"STaRS" concept is excellent. Start-ups, Turnarounds, Realignments and Sustaining success are all different scenarios that you might be thrown into, and the environment you join directly affects what you need to do.
-Checklists are helpful, when available, to boil thoughts down to the most essential elements
-There are many good tips interspersed throughout the book that are good reminders of the basics you need to adhere to in order to be successful
-Breaks the "sink or swim mindset" often associated with starting a new position
Con:
-Does not really address the time opportunity BEFORE you start a job and in my experience is a major lost opportunity that I've been able to surprise and delight. Set up pre-meetings, arranging for email/phone and a place to sit, etc. as a chance to listen and learn without the pressure to perform. Any items that can/should be done ahead of time appear to me as afterthoughts, underdeveloped, and often out of sequence in this text.
-Would not serve as a handy reference... better chapter summaries and a stronger introduction with time lines and meaty chapter outline would have been helpful both now and in the future
-I think that many good concepts like "STaRS" were underdeveloped or under leveraged... I sense more detail that was perhaps omitted
-To me, many of the illustrations were filler and did not offer additional information
-Sometimes poor or awkward word choice or idea sequence (e.g. rather than "Promote Yourself" why not just call it "Prepare Yourself" as this is what you are really saying, so why not just say it that way?)
-Real life examples were unnecessarily detailed, consuming time and space that I think could be better used by the author as he's clearly brilliant and has some great observations
-I think that the scope is too narrow, picks up after you've started the job (day 1) and neglects the opportunity (and chaos) beforehand of the interview, moving, doing "pre-work" to get your basics at work set-up
Bottom line: While there were some interesting moments, I was disappointed. The book does offer several cautionary tales of CEOs who crashed and burned, and if nothing else serves as both warning and motivation to be smarter about your transition.
Book Description
In Leading Change, John Kotter examines the efforts of more than 100 companies to remake themselves into better competitors. He identifies the most common mistakes leaders and managers make in attempting to create change and offers an eight-step process to overcome the obstacles and carry out the firm's agenda: establishing a greater sense of urgency, creating the guiding coalition, developing a vision and strategy, communicating the change vision, empowering others to act, creating short-term wins, consolidating gains and producing even more change, and institutionalizing new approaches in the future. This highly personal book reveals what John Kotter has seen, heard, experienced, and concluded in 25 years of working with companies to create lasting transformation.
Customer Reviews:
Effectively Managing Change.......2007-08-17
In this book, Kotter methodically and carefully explains his eight-step process for creating major change in business organizations. He notes that the rate of organisational change has been increasing in recent years. The rapid and continual innovation in technology is driving changes to organisational systems and processes. There are also increased expectations of employees as they move more freely between organisations.
Kotter highlights the critical importance of leadership in any change programme. Strong, sustained leadership is crucial to changing deeply rooted corporate cultures and successfully implementing the change process.
John Kotter describes a helpful eight step model for understanding and managing change. Each stage acknowledges a key principle identified by Kotter relating to people's response and approach to change, in which people see, feel and then change.
In spite of the importance and permanence of organisational change, most change initiatives fail to deliver the expected organisational benefits. This book should help those involved in the change process to avoid the pitfalls and follow the eight steps that are explained in detail in the book.
Anyone planning or implementing a change programme will find the book useful, helpful and handy. The author presents the subject in a simple, concise, and easy to follow format.
Wow - thoughtful AND useful.......2007-06-28
Kotter's book is a roadmap of how to introduce a culture change effectively into an organization. Similar to "Good to Great" (Jim Collins), the book is much better organized and thorough.
Amazing!!.......2007-06-26
Have no further words to describe how increrable John Kotter brings in a easy way a subject so complex and important now-a-days. Indeed, it is recommend for all leaders who wants to take right decisions during turbulent times.
Still the definitive work on Change.......2007-06-13
I have been working in the change arena for the last 15 years and Kotter's book on Leading Change is still the definitive work. Based on his seminal 1994 HBR article "Leading Change: Why Transformations efforts fail" this is the best down-to-earth guide for both consultants and managers leading change. It has good practical examples and straightforward arguments - no psychological mumbo jumbo.
Envision, introduce, sustain change. or die........2007-05-09
Kotter gives us here a valuable handbook on how to visualize, introduce, and sustain change in an organization. Here are a few quotes:
"Handling new initiatives quickly is not an essential component of success in relatively stable or cartel-like environments. The problem for us today is that stability is no longer the norm. And most experts agree that over the next few decades the business environment will become only more volatile."
"Useful change tends to be associated with a multistep process that creates power and motivation sufficient to overwhelm all the sources of inertia."
Book Description
From the most trusted voice on transition, a revised edition of the classic practical guide to dealing with the human side of organizational change.
The business world is a place of constant change, with stories of corporate mergers, layoffs, bankruptcy, and restructuring hitting the news every day. Yet as veteran consultant William Bridges maintains, the situational changes are not as difficult for companies to make as the psychological transitions. In the best-selling Managing Transitions, Bridges provides a clear understanding of what change does to employees and what employees in transition can do to an organization.
Directed at managers and employees in today's corporations, Bridges shows how to minimize the distress and disruptions caused by change. Managing Transitions addresses the fact that it is people who have to carry out the change. When the book was originally published a decade ago, Bridges was the first to provide any real sense of the emotional impact of change and what can be done to keep it from disrupting the entire organization. With new information and commentary on layoffs, corporate suspicion, and the increasing tumult in the business world, Managing Transitions remains the definitive guide to dealing with change.
Customer Reviews:
Excellent book.......2007-10-17
Change and transition are an important issue in our professional lives, going trough the book allowed me to realize the diferent stages and process involved and there for be in a better position the next challenge.
the use of examples en refrences is very well managed, language is easy
High rating for a textbook, but it deserves it........2007-08-11
I have had several textbooks in Management between an Undergraduate, Graduate and Business itself. This was no different in that I expected the same old stuff, but was very pleasantly surprised at the authors candor about our perceptions of business practices. It didn't mince words on several tactics used by management and explained why so much doesn't work. It got my attention and I continued my reading with far more interest. There really isn't anything more complimentary I can say than I intend to sell all other books to new students, excect this one which I will hang on to and reference.
great results from this book.......2007-07-06
This is a wonderful book. If you deal with people who need to change how they do their work you must read this book.
great, short, valuable.......2007-07-04
This is a great book for all people who deal with people that are dealing with change. I have found this book useful when being a change agent for a company, or just for management in my own company. Part of the value of this book is it describes the emotional aspect of change. People are not always (usually) logical. Emotions play a large part. Knowing how to deal with the emotional aspect of change is essential. This book gives you great insights in this area.
Managing Transitions by William Bridges.......2007-05-13
This book is great! I was/am dealing with some pretty significant transitions -- the sudden death of my 21 year-old daughter, and a major division re-org at an S&P 500 company. Several months earlier, my VP had mentioned the book and suggested that all of his direct reports to read it. I did and it really hit home.
The author does an excellent job of describing the emotional and organizational impact of change and the mechanics of the process we use to get through it. We use the same basic process to deal with all change -- personal and professional -- and it has been very helpful to understand how it works. There is also a section in the book about the life cycle of an organization and that was illuminating. The book provided some tools to help me make critical decisions.
I bought six copies of the book and have given them out to friends and co-workers.
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.
Average customer rating:
- Interesting book
- Excellent Hilarious Novel for Learning Management
- fast and cheap
- Solid read applicable to business and beyond
- The Goal
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The Goal
Eliyahu Goldratt
Manufacturer: North River Press
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ASIN: 0884271781 |
Book Description
Over 2 million copies sold! Used by thousands of companies and hundreds of business schools! Required reading for anyone interested in the Theory of Constraints. This book, which introduces the Theory of Constraints, is changing how America does business. The Goal is a gripping, fast-paced business novel about overcoming the barriers to making money. You will learn the fundamentals of identifying and solving the problems created by constraints. From the moment you finish the book you will be able to start successfully addressing chronic productivity and quality problems.
Customer Reviews:
Interesting book.......2007-10-08
Reading a text book has never been so much fun. I read this during my MBA classes. Why won't every author write their book and drive the point home with such fun stories that don't just drive the point home, but also keep it there forever?
Excellent Hilarious Novel for Learning Management.......2007-10-03
"The Goal" is a hilarious novel but with a serious business message particularly with respect to production/operations management. The author expertly wove an intricate story about a plant manager (Alex Rogo) whose factory and marriage are failing into a compelling and convincing explanation about how to deal with constraints and bottlenecks effectively, not only in business but also in everyday life. This is a good captivating read particularly for those who find reading business and management books to be dry and having a soporific effect.
Alex Rogo's life is made very difficult by bottlenecks, constraints, excess inventories and pressure from management that demands efficiency in the factory operations. However, through mastering the theory of constraints (TOC), the appreciation of a business as a system, the effective use of industrial engineering techniques as well as common sense, Alex and his team overcome the problems.
This is an enlightening book that is easy to read and understand for people particularly those who a new to managing an organization. You will learn about the goal of an organization, waste (and how to avoid it), cost structures, team utilization, supply chain bottlenecks, identify improvements, work prioritization and enhance efficiencies.
You will get the most from this book if you also read the Toyota Production System which can fix many of the problems highlighted in this book. Among the highlights of the Toyota Production System are the Just-in-Time inventory system, production leveling, multi-skilling, the pull method of production planning which provides a more comprehensive approach to manufacturing operations. Another useful investment is to get a copy of the classic book "The Fifth Discipline" by Peter Senge (if you have not yet read it). Senge proposes the "systems thinking" method to help companies to become "learning organizations" that integrates all personnel levels and functions (such as production, human resources, finance etc) to increase the ability of the organisation to be more productive and effective.
In summary, this is an outstanding book packed with insightful wisdom that I recommend to employees at all levels in an organization as well as students studying business.
fast and cheap.......2007-09-12
I received this product in good time and condition. Brand New. Saved quite a bit of money over the campus book store price.
Solid read applicable to business and beyond.......2007-07-29
The Goal is a well-written book, broadly applicable to anyone in business and to an extent life in general. It is a no-nonsense novel, utilizing and exploring real-life situations and personalities. What I liked most about the book is the integration of "scientific" approach to business, how assumptions are constantly questioned, explored, and reformulated, and how the human element is, albeit slightly, interwoven.
While the most benefit clearly is in manufacturing context, I find the book to be useful and I work in professional services. I akin the Theory of Constraints ("bottleneck management") to Stephen Covey's example of "moving big rocks", hence the applicability to life in general. Said another way, I believe one must focus on the things that are most constraining (the boundaries), and this method of thought is explored in The Goal. The book also interweaves personal experiences into the "core" business theme, which allows for some examination of life outside of work and of course personalizes the story.
Overall, great book and a suggested read for sure.
The Goal.......2007-06-08
If you told me that a story about cost accounting in a factory would be interesting I would say you are nutts. However this story is extremely will written & entertaining thru the first 80%. The finish concerning philosophy could be left off.
I would listen to the book until I reached the end of a chapter because it was interesting even when I had arrived at my driving distination.
I do have an accounting background so that may affect my opinion.
Average customer rating:
- Fair
- Well-written, concise, with specific examples
- Open Business Models for Those Who Rely on Technology Innovation and Need Intellectual Property Protection
- Innovation requires an open mind...and the courage to challenge "the ideology of comfort and the tyranny of custom."
- The World It Is a'Changin
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Open Business Models: How to Thrive in the New Innovation Landscape
Henry Chesbrough
Manufacturer: Harvard Business School Press
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Binding: Hardcover
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Book Description
In his landmark book Open Innovation, Henry Chesbrough demonstrated that because useful knowledge is no longer concentrated in a few large organizations, business leaders must adopt a new, “open” model of innovation. Using this model, companies look outside their boundaries for ideas and intellectual property (IP) they can bring in, as well as license their unutilized home-grown IP to other organizations.
In Open Business Models, Chesbrough takes readers to the next step—explaining how to make money in an open innovation landscape. He provides a diagnostic instrument enabling you to assess your company’s current business model, and explains how to overcome common barriers to creating a more open model. He also offers compelling examples of companies that have developed such models—including Procter & Gamble, IBM, and Air Products.
In addition, Chesbrough introduces a new set of players—“innovation intermediaries”—who facilitate companies’ access to external technologies. He explores the impact of stronger IP protection on intermediate markets for innovation, and profiles firms (such as Intellectual Ventures and Qualcomm) that center their business model on innovation and IP.
This vital resource provides a much-needed road map to connect innovation with IP management, so companies can create and capture value from ideas and technologies—wherever in the world they are found.
Customer Reviews:
Fair.......2007-06-21
This is another pretty good book from the author. As in his earlier book, he starts with the motivation for open innovation, which is an old idea but that is not well practiced. In this new book he addresses many of the shorcomings of the first book, such as getting real value out of the partnerships that can be formed while overcoming internal issues, such as NIH. He then talks about different ways companies go about this. What drives you crazy is that he seems unaware that companies have been doing this forever. In the consumer electronics industry, for example, open innovation is mostly the model. Companies like GE, TI, and RCA were examples. In the case of GE and RCA they go back almost 100 years.
Well-written, concise, with specific examples.......2007-06-02
As with his previous book Open Innovation, Chesbrough provides a concise and easily read review of important new trends in high-tech management. In this book the focus is on the path an innovation takes to profitability in the marketplace. Among the topics reviewed are novel "intermediate markets" for ideas and technology.
I particularly appreciated the chapters of the book that provide nine examples of companies that are more-or-less "pure play" innovation intermediaries. Companies like Innocentive, Ocean Tomo, and UTEK are profiled in depth. I appreciate the specificity, which will allow the reader to evaluate Chesbrough's insights into the future: By following up on the progress of these companies, we'll see how well Chesbrough hit the mark. This specificity is rare in business books.
It will be interesting to see where Chesbrough's interests flow in future. I would welcome a focus on public sector research institutions. A comparison of the innovation and commercialization models among universities, NIH, NASA, ESA, etc. could be helpful to policy makers as Open Innovation ideas gain wider acceptance.
Open Business Models for Those Who Rely on Technology Innovation and Need Intellectual Property Protection.......2007-05-14
This book is misnamed. Rather than being about open business models, the book's topic is about how to open business models to benefit from access to more technological innovation and strengthen your competitive posture through intellectual property.
As a result, Professor Chesbrough creates a misapprehension that successful open business models are almost always linked to technological innovation as their main purpose and benefit. My own research (with Carol Coles in The Ultimate Competitive Advantage: Secrets of Continuously Developing a More Profitable Business Model) indicates just the opposite point: Technological innovation is rarely the most effective way to open up your business model to create improvements.
So, this book's value is mostly to those who work in achieving or creating more benefits from technology innovation. If that is your interest, you've come to the right book. If that's not your interest, skip this book.
Why do those involved in achieving or creating more benefits from technology innovation need to open their business models? Professor Chesbrough points to several influences:
1. Technological innovation is coming from more sources than ever before. As a result, you will be developing inferior technology without accessing the best of what the world has to offer.
2. Most intellectual property isn't used for any practical purpose. That's a waste of social and company resources.
3. The protections for intellectual property are stronger now, and your pathway to progress will be blocked without collaborating with those who have complementary IP.
4. Product cycles are shorter and costs of developing new technologies are higher; open business models offer the promise of getting to market sooner at lower cost so that your business has a better chance of earning a decent return on new technology.
5. Large companies need to make new product development more productive if they are to meet their growth goals.
Professor Chesbrough does a nice job of developing those themes. He balances theoretical arguments with case histories of recent practices.
Of even more value, he explains how companies will have a hard time finding all of the technology they need without help. As a result, he feels that intermediaries will turn out to be important to helping connect organizations. His case histories of such intermediaries are very interesting in showing how difficult it is to play such intermediary roles without deep pockets.
For those who are new to the subject of technological innovation in the context of business models, you will find his descriptions of what a business model is (see page 182) and types for assessing your business model (see pages 132-133) to be helpful. The only quibble I would make with his types is that in his examples he assumes relative undifferentiation in industries and business types where there are often large nontechnological differentiations.
I found the last chapter to be by far the most helpful, in describing three case histories (IBM, Procter & Gamble, and Air Products) for showing how large organizations went from closed to open business models for the purpose of technological innovation. In fact, the discussion of Procter & Gamble's practices is the best one that I have read. That point, by itself, is sufficient to commend this book to you. I suspect that almost everyone will be doing what Procter & Gamble is doing now ten years hence.
Excellent work, Professor Chesbrough!
Innovation requires an open mind...and the courage to challenge "the ideology of comfort and the tyranny of custom." .......2007-03-14
What is an open business model? In Chapter 1, here's Henry Chesbrough's response to that question: "A business model performs two important functions: it creates value and it captures a portion of that value. It creates value by defining a series of activities from raw materials through to the final consumer that will yield a new product or service with value being added throughout the various activities. The business model captures value by by establishing a unique resource, asset, or position within that series of activities, where the firm enjoys a competitive advantage."
Having thus established a frame-of-reference, Chesbrough continues: "An open business model uses this new division of innovation labor - both in the creation of value and in the capture of a portion of that value. Open models create value by leveraging many more ideas, due to their inclusion of a variety of external concepts. Open models can also enable greater value capture, by using a key asset, resource, or position not only in the company's own business model but also in other companies businesses."
These two brief excerpts are provided because Chesbrough`s definitions of various terms are far clearer and more authoritative than mine could possibly be. Also, these excepts address the "what" so that in the balance of this brilliant book, Chesbrough can then focus almost entirely on the "why" and "how" concerning the design, implementation, modification, and performance measurement of open business models.
I was especially interested in what Chesbrough has to say about what several quite different exemplary companies -- including IBM, Qualcomm, Genzyme, Procter & Gamble, and Chicago (the musical stage show and film) -- share in common: "each started with an idea that traveled from invention to market through at least two different companies" which shared the work of innovation, and, all were assisted by effective management of an open business model. Chesbrough also devotes a substantial attention to IBM whose type 3 business model (i.e. multiple segmentations, "inside-out" mindset) reached a financial crisis in 1992. Had the IBM board not replaced its then CEO with Lou Gerstner and fully supported his leadership throughout an immensely complicated and equally difficult transformation , it is probable that IBM would not have survived. Gerstner deserves much of the credit for the success of that "cultural revolution" (as he once described it) but much credit should also be assigned to IBM's open source business model. Procter & Gamble is another company which completed an especially difficult transition from having internal staff members who protected (hoarded?) various technologies so that other companies, including potential competitors, could not use them to becoming a company with a much more open approach to innovation. Chesbrough notes that P&G began to pay much greater attention of external licensing of its technologies, (e.g. to BearingPoint), now strongly supports openly partnering for driving growth equity joint ventures (e.g. with Clorox), and an entirely new perspective on competitive advantage.
According to Jeff Weedman, vice president of P&G's external business development: "There are many kinds of competitive advantage. The original view here was: I have got it, and you don't. Then there is the view, that I have got it, you have got it, but I have it cheaper. Then there is I have got it, you have got it, but I got it first. Then there is I have got it, you have gotten it from me, so I make money when I sell it, and I make money when you sell it." To me, that in essence describes the primary competitive advantage of the open business model.
I also appreciate what is rarely provided in other business books: detailed notes (Pages 217-242) which are clustered per chapter. As I read them, it seemed as if Chesbrough were standing next to me, supplementing his narrative with additional comments that are always informative and frequently entertaining. What also struck me about Chesbrough's notes is that they enable him to acknowledge various sources with appreciation and admiration. His was obviously an open source approach to the research for this book and then to the writing of it.
To thrive in the new innovation landscape, change agents must have both an open mind and the courage to challenge what James O'Toole characterizes, in Leading Change, as "the ideology of comfort and the tyranny of custom." They would also be well-advised to absorb and digest the material in this book. Congratulations to Henry Chesbrough on a brilliant achievement.
The World It Is a'Changin.......2007-03-04
We have become accustomed to the fact that innovation has become a standard of the industrial world. Indeed companies like Microsoft market (very successfully) what is essentially nothing but an arrangement of bits. One of the things that this book brings to mind is that a lot of other companies (Procter & Gamble, Air Products) are innovative in a business that you wouldn't think of as being particularly innovative.
This book is exploring fairly new ground in its concept of 'Open Innovation,' that is creating a marketplace for innovation itself. You might not be able to capitalize on your new innovative idea, perhaps Air Products can, or perhaps you can use something that Procter & Gamble has done. And where that's a market like that, there are new specialty companies in the business of marketing innovation between companies.
We live in a time where the future is going to require major changes, peak oil and global warming to name two harbingers of change. Companies that continue to live in the old world are going to have a very hard time -- go look at Ford and GM
Amazon.com
The Heart of Change is the follow-up to John Kotter's enormously popular book Leading Change, in which he outlines a framework for implementing change that sidesteps many of the pitfalls common to organizations looking to turn themselves around. The essence of Kotter's message is this: the reason so many change initiatives fail is that they rely too much on "data gathering, analysis, report writing, and presentations" instead of a more creative approach aimed at grabbing the "feelings that motivate useful action." In The Heart of Change, Kotter, with the help of Dan Cohen, a partner at Deloitte Consulting, shows how his eight-step approach has worked at over 100 organizations. In just about every case, change happened because the players were led to "see" and "feel" the change. In one example, a sales representative underscores a sense of urgency to change a manufacturing process by showing a videotaped interview with an unhappy customer; in another, a purchasing manager makes his point to senior management about corporate waste by displaying on the company's boardroom table the 424 different kinds of gloves that the company had procured through different vendors at vastly different prices. Well written and loaded with real-life examples and practical advice, The Heart of Change towers over other change-management titles. Managers and employees at organizations both big and small will find much to draw from. Highly recommended. --Harry C. Edwards
Book Description
John Kotter's international bestseller Leading Change struck a powerful chord with legions of managers everywhere. It acknowledged the cynicism, pain, and fear they faced in implementing large-scale change-but also armed them with an eight-step plan of action for leaping boldly forward in a turbulent world.
Now, Kotter and coauthor Dan S. Cohen delve deeper into the subject of change to get to the heart of how change actually happens. Through compelling, real-life stories from people in the trenches, in all kinds of organizations, the authors attack the fundamental problem that underlies every major transformation: How do you go beyond simply getting your message across to truly changing people's behavior?
Based on interviews within over 100 organizations in the midst of large-scale change, The Heart of Change delivers the simple yet provocative answer to this question, forever altering the way organizations and individuals approach change. While most companies believe change happens by making people think differently, Kotter and Cohen say the key lies in making them feel differently. They introduce a new dynamic-"see-feel-change"-that fuels action by showing people potent reasons for change that spark their emotions.
Organized around the revolutionary eight-step change process introduced in Leading Change, this story-driven book shows how the best change leaders use not just reports or analysis, but gloves, video cameras, airplanes, office design, and other concrete elements to impel people toward positive action. The authors reveal how this appeal to the heart-over the mind-motivates people to overcome even daunting obstacles to change and produce breathtaking results.
For individuals in every walk of life and companies in every stage of change, this compact, no-nonsense book captures the heart-and the how-of successful change.
John P. Kotter, world-renowned expert on leadership at the Harvard Business School, is the author of many books, including the award-winning, best-selling Leading Change. Dan S. Cohen is a Principal with Deloitte Consulting LLC.
Customer Reviews:
Just in Time.......2007-10-07
I read[[ASIN:0875847471 Leading Change] Change by Kotter first. This follow on is a great compliment to the first book. By using examples of the eight-step process, the authors drive home those principles. My organization is in the midst of a large change process, and I am able to identify those who are the guiding coalition and raise my own visibility by aiding them. I am also able to give useful suggestions and identify the change blockers who endanger the process, and therby, the organization.
Not as useful as "Leading Change" by Kotter.......2007-06-28
Full of anecdotes about how the principles in "Leading Change" were implemented, I found this less helpful than that book in implementing a culture change. None of the scenarios were close enough to our organization to make a meaningful impact on the management team. A good read though, illustrating Kotter's excellent roadmap to change.
Addresses an Often Forgotten Part of Management Studies---People!.......2007-05-07
In this age of data, management is still about people. This book hits that aspect square on the head. It provides a realistic 8 step process for managing change filled with examples that bring the steps to life. The book is primarily written for managers of change, but the concepts can be useful to anyone at any level of an organization that's in a state of change. (And what organizations aren't?) It can be a bit dry at times, but the stories spice it up and make it bearable. Overall excellent content.
Just what we needed!.......2006-07-15
This book hits the "heart" of what many managers miss in planning change initiatives. This helps us remember that change isn't all number and business decisions. It's the people. I was able to immediately apply some of the ideas and resteered a change initiative successfully. Now all of my supervisors are reading and learning.
Fundamentals for helping an organization undergo change successfully.......2006-04-03
This book is the textbook for how an organization can successfully lead with change. I have used the 8-step method with various organizations and successfully 'seen-felt-changed' for the better.
Book Description
Improve quality and productivity in most any organization
Based on W. Edwards Deming's model, this guide offers an integrated approach to testing and improvement?one that is designed to deliver quick and substantial results. Using simple stories to illustrate core ideas, the authors?all active consultants?introduce a new, flexible model for improving quality and productivity in diverse settings. They draw from research conducted in a variety of areas?manufacturing, government, and schools?to present a practical tool kit of ideas, examples, and applications. What's more, they've included a Resource Guide to Change Concepts so even beginners can utilize the tested techniques of some of the world's most experienced practitioners.
Customer Reviews:
Simple on the Other Side of Complex.......2007-10-23
The authors have done a tremendous job of codifying a great amount of knowledge into an elegant model for improvement. It can be used with equal success to improve your golf game or guide your global business transformation. Rife with examples and method. A must for every improvement bookshelf.
also read Superperformance
Very helpful. One omission distresses me........2007-06-09
Clear, practical, and empowering. The authors are ambivalent on whether or not they will keep the focus on business operations; from the start they're keen to promote to a fully generic application, but the examples veer to and away from the business world, finally settling there a bit awkwardly.
The Change Concepts index near the end is a great idea, but the scope is confused along the lines I've already cited, and you might feel stuck in the QC department by the time you get through it. That's a bit of a shame, because one wonders if the challenges so elegantly met by the improvement model couldn't be cast in a more universal mode. (One also realizes one doesn't have the time to pursue this thought to fruition.) More pertinently, I'm trying to learn business process engineering, and it's easy to see a list dedicated to that discipline would be different. So despite the book's opening claims to a generic application, I felt stranded in one small tributary of the mighty River Improvement.
Nonetheless, I feel enabled by the book to succeed in my company where others have failed. It's so easy now to see how attempted improvements went wrong, through poor planning or inappropriate opening scope or simply through a failure to acknowledge real benefits when they happened. These pitfalls can be avoided, and the book shows how.
Now, I will mention an important omission. In my workplace I have to test and pilot and implement changes that are complex because a single change has no effect -- rather, two or more changes must be made at the same time, because they are mutually contingent. Management is not sure about A, nor about B. I would like to test A and get a decision, and I would like to treat B as a separate decision path. But they depend on each other, so things aren't so simple. (This is a point where Darwin's theory of cumulative biological mutation fails, if you care to know.) A mechanic troubleshooting your car's ignition system could give you concrete examples, but unfortunately, I couldn't find any in this book. My sense of empowerment has suffered correspondingly.
I just read the Philippy review..........2007-05-16
...and feel compelled to write in response. I must say it is hard to believe that Mr. Philippy and I are looking at the same book. I wrote an extensive review of this book already some time ago (it is listed below) and still feel the same way, even stronger. The Improvement Guide has continued to be, for me and my students/clients/mentees the "here's how" of Dr. W. Edwards Deming's philosophy. I am at a loss to find any hint of self-promotion of the authors in the book, save what one could reasonably infer about the competency and knowledge of the authors given the wealth of useful, in depth examples it contains. These could only come from deep knowledge of the theory and extensive successful experience in its practice. This book is as devoid of self-aggrandizement as any I have ever read.
I take considerable comfort from the fact that given the principles exemplified by the book, it is unlikely that the authors will over-react and over-adjust their professional aims in response to a single review, and will instead continue the fine work that has been done in this volume. My only question is, will there be a second edition? I would love to see it. In tenor and tone, I for one hope that it is exactly like this one....
David Wayne
[...]
Shallow and Pedantic.......2007-01-22
I should qualify this review by stating that I am not an expert on the subject of improvement. This book will not make you or even guide you to expertise. The only shining concept within the book, PDSA, is a great format for structuring improvement within a company, but could have been summed up successfully in 20 pages or less. BOOKS SHOULD NOT SPEND A SIGNIFICANT PORTION OF THEIR VOLUME ADVERTISING THEMSELVES!
The Improvement Guide.......2006-03-11
A very clear update of performance improvement process for business. Can be used as an introduction to the concept for newly trained staff and an everyday reference for those working on real projects.
Book Description
Known in manufacturing among those striving to maximize productivity and create pull-scheduling of production as "the yellow book," Lean Transformation: How to Change Your Business into a Lean Enterprise is used across the globe by companies as they switch to lean production and management by empowered teams. Touted by lean production experts everywhere as practical, down-to-earth, and easy to read, it warns of cultural issues that are almost certain to arise, and gives management step by step instructions as it explains clearly in terms anyone can understand such concepts as continuous flow, value stream mapping, kanban, kaizen, six sigma, just-in-time (JIT), techniques for converting to quick set-ups, and other pillars of the Toyota Production System. Indeed, Toyota may have been the first, but Toyota is not the only company that excels at lean manufacturing. Dell Computers provides another model of a successful lean enterprise as do Harley-Davidson and Pella Windows. Learn why initial improvements of 40 percent in direct labor productivity and a 50 percent reduction in the space required for manufacturing are routine when production and assembly are converted to continuous flow. Lean Transformation is chock full of real life examples of value stream mapping, how kanban can resolve material supply issues, how kaizen brainstorming can result in startling improvements overnight, how just-in-time (JIT) frees mountains of money tied up in work-in-progress, why six sigma quality needs to be built in and not inspected in, how bottlenecks can be eliminated, kanban snafus spotted before they happen, and how instilling a championship mentality in cross-functional teams can lead to increased productivity and continuous improvement that doesn't stop after the initial kaizen event.
It doesn't take a genius to know that the low cost producer that meets customers "want" dates 99% of the time yet carries only two days inventory has a tremendous competitive advantage. So put value stream mapping, just-in-time (JIT), six sigma, kanban, kaizen, continuous flow, empowered teams, and all the other techniques you'll learn about in Lean Transformation to work. Order a copy for everyone involved in your transformation into a lean enterprise.
Customer Reviews:
Pushing instead of pulling Lean.......2007-07-17
I think that everyone interested in Lean is already convinced that Lean adds value. Therefore I found it annoying that the book is pushing on or selling Lean. This book is good for managers needing good coverage of the arguments and issues in lean. Although the subtitle of the book is "How to Change Your Business Into a Lean Enterprise", this is not really a how-to manual - there is no explanation of how to map value streams, implement 5S, TPM, or implement any other of the Lean techniques. Rather the book is giving an overview perspective of the issues.
Setting the Scene for Lean.......2006-12-14
Extremely well written and easy to read, "Lean Transformation" does a great job of setting the scene for lean. It covers the issues and challenges you will face in moving to lean. As such it is a good primer or starter text for managers about the make the leap to lean. Although the subtitle of the book is "How to Change Your Business Into a Lean Enterprise", this is not really a how-to manual - there is no explanation of how to map value streams, run 5S events, or implement any of the techniques. Rather the book is giving an overview perspective of the issues. For more detail you will need to move to other books such as "The New Lean Pocket Guide", "The New Lean Toolbox", "Lean Production Simplified" etc. I recommend this for senior managers needing good coverage of the arguments and issues in lean. Senior managers should also read "The Toyota Way", and "Creating a Lean Culture".
After 2 years, I refer to this most often.......2006-04-03
I've noticed that I reach for this book in my Lean practice, more than any other. Coincidence or a great book? I think it's not coincidence. This is lean classic for the TOTAL ENTERPRISE.
Excellent Book.......2006-02-21
Solid book. Filled with quality info, no fluff. I wish every book was of this quality.
Good Overview of the Lean Journey.......2006-01-09
I have been a Lean Practitioner for over twenty years and have had the privilege of learning from some of the original teachers of Lean in the United States. I have reviewed other publications on implementing LEAN Systems and this book is one of the few that have any value to the reader. If you are a company owner or President, I would recommend you also read "The Toyota Way" (the most enjoyable to read), or "Leading the Lean Initiative" by John W. Davis. If you are a Lean Champion "Lean Production Simplified" is the BEST introduction to the Toyota Production System and to LEAN Tools that exists today. If you have any responsibility for leading or implementing LEAN in your organization, this would be required reading for everyone who will be part of your own transformation. Lean Production Simplified is an excellent investment of your time and money. Another good introduction to LEAN is "Running Today's Factory". The series of shopfloor guides by Productivity Press is also helpful for your first "baby steps". Beyond that, find a real lean "sensei". A great place to find one is at your state's "MEP" (Manufacturing Extension Partnership) Center.
Book Description
John Perkins's sensational New York Times bestseller Confessions of an Economic Hit Man (more than 300,000 sold) revealed just the tip of the iceberg of the secret world of economic hit men and the web of global corruption. Now more economic hit men and investigators tell the whole shocking story.
Customer Reviews:
Good reference book for "Confessions of an Economic Hit Man".......2007-10-08
This book completely documents how large multinational corporations together with the IMF, The World Bank, and the various "free trade" organizations, as well rule the world and effectively rob from the poor and middle class and increase the wealth of the already wealthy.
It dramatically underscores the fact that if we don't act, and act now, we will be facing a world of new "serfdom", if the world isn't destroyed altogether by the greed and connivery of the world's rich.
This book is a good read, but tends to be a bit dry for the average person. One would be better off tackling books such as John Perkins "Confessions of an Enonomic Hit Man" and "The Secret History of the American Empire" as well as John Howard Kunzler's "The Long Energency" before tackling this book.
A Context the Opposite of What We're Told .......2007-08-17
As an ex-international banker who quit banking for the same reasons John Perkins quit being an Economic Hit Man, I can vouch for the truth of every essay in this fine book. The underlying truth is: the world is increasingly run by the corporatocracy, and it has negligible concern for either the poor countries it purports to help nor the environment in which it functions. The truth is the opposite of what we would like and pretend to be true. And the corporatocracy doesn't just behave as it does in foreign, underdeveloped countries, it behaves the exact same way here at home. The mortgage scandle is the same kind of hustle - selling bad debt to unsophisticated borrowers and investors. The only difference is that the poor people who default on their mortgages don't have natural resources the lenders can now take. Fascism redux.
This is a brilliant book. One can already see how the corporatocracy is ignoring it. It will be interesting to see how it plays out.
The Dark Underbelly of International Economics.......2007-06-27
In CONFESSIONS OF AN ECONOMIC HIT MAN, John Perkins outlined his 20-year career as agent of the government and multinational corporations as they attempted to (and succeeded in) exploiting lesser-developed countries. That book, published by Berrett-Koehler in 2004, painted a rather gloomy picture of the dark side of globalization - in theory, a worthy endeavor.
A GAME AS OLD AS EMPIRE, edited by Steven Hiatt with an introduction by Mr. Perkins, continues the story of this exploitation, abuse, and waste in the name of "globalization." Let me say - as an aside - that I remain a proponent of globalization within the context of responsible stewardship. Removing barriers to trade, offering educational, vocational, and economic opportunities to men and women of all nations, is a good thing. Done properly, economic development and stewardship offers the possibility of true societal progress, ennobling humanity, enriching lives, nurturing the environment and increasing business activity and profits.
Unfortunately, the reality is far different from the ideal. The shortsightedness and greed of political and leaders - focused only on personal enrichment or the next quarter's operating results - leads to a culture of global exploitation. The pattern is familiar: special interests descend like locusts, consume everything in their path, and then move on, leaving a wake of destruction, degradation, and despair.
The book presents a compelling exploration of these economic and human abuses through other voices, most of those voices from men and women that participated for a time in the dance of exploitation for their temporal masters. The individual essays focus on a number of issues ranging from the stranglehold of foreign debt, the culture of ineptitude and corruption in many aspects of international banking, and the unconscionable extraction of natural resources (as in the Congo) at the high cost of human life and economic prosperity.
A GAME AS OLD AS EMPIRE is expectedly one-sided in that it shows only the abuse and corruption of international economics. There are many businesses that operate with high-principles and integrity (while maintaining high earnings for both its management as well as other constituents). However, the book serves an important purpose in that it shows that all is not sunshine and roses in the global economy. There is corruption, waste, incompetence, and short-sightedness that is unacceptable from not only a human standpoint, but from a business valuation perspective as well. I would recommend this book to anyone who seeks to undertake an intelligent study of the state of international economics in the real world.
A revealing survey.......2007-05-10
A GAME AS OLD AS EMPIRE: THE SECRET WORLD OF ECONOMIC HIT MEN AND THE WEB OF GLOBAL CORRUPTION comes from the author of the best-selling CONFESSIONS OF AN ECONOMIC HIT MAN and expands upon the prior book's theme. Where CONFESSIONS was fueled by the author's revelations of economic secrets, A GAME AS OLD AS EMPIRE is joined by other journalists and investigators who tell their own stories of a world-wide web of deliberate corruption, even narrowing topics down to specific countries and how they've been subverted. The result is a revealing survey which expands well upon the popular theme of CONFESSIONS and which deserves a spot in any academic or community library's business, economics, or social issues collection.
A Story that Deserves to be Told.......2007-05-08
This book should be mandatory reading for college students. Through the various essays--written by real people involved in the various aspects of modern empire--the reader gains an understanding of the real work (and damage) done by multilateral development agencies,offshore banks, and global trade organizations. If we want to build a better world and a better future for our children, it is critical we all understand how these various institutions of the global elite affect the global poor.
Books:
- The Gashouse Gang: How Dizzy Dean, Leo Durocher, Branch Rickey, Pepper Martin, and Their Colorful, Come-from-Behind Ball Club Won the World Series--and America's Heart--During the Great Depression
- The Grapes of Wrath (Centennial Edition)
- The Handbook of Fixed Income Securities
- The Irresistible Offer: How to Sell Your Product or Service in 3 Seconds or Less
- The Landmarks of New York: An Illustrated Record of the City's Historic Buildings
- The Loyalty Effect: The Hidden Force Behind Growth, Profits, and Lasting Value
- The New Division of Labor: How Computers Are Creating the Next Job Market
- The Politics of Social Risk: Business and Welfare State Development (Cambridge Studies in Comparative Politics)
- The Present Future: Six Tough Questions for the Church
- The SPEED of Trust: The One Thing that Changes Everything
Books Index
Books Home
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- Co-Active Coaching, 2nd Edition: New Skills for Coaching People Toward Success in Work and, Life
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- The de Young in the 21st Century: A Museum by Herzog & de Meuron
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You're in Charge, Now What?: The 8 Point Plan
The New Leaders 100-Day Action Plan: How to Take Charge, Build Your Team, and Get Immediate Results
Execution: The Discipline of Getting Things Done
First, Break All the Rules: What the World's Greatest Managers Do Differently
Right from the Start: Taking Charge in a New Leadership Role
