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Books > Business & Economics > Business & management > Management & management techniques > General
Protect your crown jewels. Attack theirs. How do companies like
Microsoft, Google and IBM protect themselves against strategic
competitive threats and grow their revenue and profit at the same
time? In this groundbreaking book, Silicon Valley veteran Phil
Bookman reveals the strategy they use to divert their competitor's
resources away from the product that threatens them. This book
introduces the Strategic Competitive Defense Planning Process.
Step-by-step instructions walk you through assessing competitive
threats, selecting the ones to focus on strategically, and planning
defenses against them. Worksheets and a case study help guide you
through the process. Highlights include: The three key factors that
determine which competitive threats are truly strategic. How to
defend your strategy and build a new growth line of business. How
to get another company to defend your strategy. How to protect your
strategy with almost no investment. The eleven steps to assuring
attack success.
Das Unternehmen des Informationszeitalters muss vom Kundenprozess
ausgehen, die Starken verschiedener Online- und
Offline-Absatzkanale kombinieren und Echzeit-Prozesse mit seinen
Supply-Chain-Partnern organisieren. Um zum Netzwerk- oder
Echtzeit-Unternehmen zu werden, ist ein Vorgehen in kleinen,
wohluberlegten Schritten erfolgversprechender als "der grosse
Wurf." Jeder Schritt benotigt eine Geschaftslosung, einen
Kooperationsprozess zwischen Unternehmen und eine offene
Infrastruktur. Dazu hat die Universitat St. Gallen gemeinsam mit
neun namhaften Unternehmen eine Architektur erarbeitet, die eine
Ausgestaltung der Schritte auf den Ebenen Strategie, Prozess und
System unterstutzt. Anhand dieser Architektur werden verschiedene
marktgangige Produkte und Technologien eingeordnet. Eine aus der
Praxis abgeleitete Projektmethode fasst abschliessend die
Erfahrungen zusammen und schlagt ein allgemeines Vorgehen vo
The volume is based on the presentations and discussions from the
Fifth European Conference on Management Consulting sponsored by the
Management Consulting Division of the Academy of Management, which
took place June, 2011 at Vrije Universiteit in Amsterdam, the
Netherlands. The conference theme - Exploring the Professional
Identity of Management Consultants - attempted to capture the
highly ambiguous social status of this young and emerging
profession. Management consulting does not have professional
standards or accreditation criteria like those found in medicine or
law, there are low barriers to entry, and a broad range of tasks
are undertaken in the name of consulting. As a result, a crucial
aspect of what constitutes such a loosely defined profession is the
identity of its members. The professional identity of management
consultants is continuously developing through the interplay of how
consultants are seen and valued by clients as well as in the larger
society, and how consultancy firms and consultants identify and
position themselves. This theme includes a variety of topics,
ranging from the interaction between consultants and their clients,
consultant rhetoric and self-presentation, and the plethora of
books, media and public discourse on consulting, to human resource
policies and practices, knowledge development activities of
consultancy firms, career and life stories of consultants and
consultancies, and consulting associations, accreditation bodies,
and education programs. All of these factors contribute, either
directly or indirectly, to identity construction in the field of
management consulting.
Security metrics is the application of quantitative, statistical,
and/or mathematical analyses to measuring security functional
trends and workload. In other words, tracking what each function is
doing in terms of level of effort (LOE), costs, and productivity.
Security metrics management is the managing of an assets protection
program and related security functions through the use of metrics.
It can be used where managerial tasks must be supported for such
purposes as supporting the security professional's position on
budget matters, justifying the cost-effectiveness of decisions,
determining the impact of downsizing on service and support to
customers, etc.
Security Metrics Management is designed to provide basic guidance
to security professionals so that they can measure the costs of
their assets protection program - their security program - as well
as its successes and failures. It includes a discussion of how to
use the metrics to brief management, justify budget and use trend
analyses to develop a more efficient and effective assets
protection program.
- Over 100 checklists, flowcharts, and other illustrations depict
examples of security metrics and how to use them
- Drawings, model processes, model procedures and forms enable the
reader to immediately put concepts to use in a practical
application
- Provides clear direction on how to meet new business demands on
the Security Professional
Trust is at the root of all positive relationships. This accessible
and empowering book teaches how to form an inner circle of trusted
confidants in your workplace and at home that will allow you to
live a more peaceful and more effective life, reduce stress, and
better deal with negative emotions. Building trust is crucial for
effective leadership, and trusting others is a necessary part of
working with others. But knowing whom to trust-and whom not to
trust-eludes many people. A surprising number of people report that
being betrayed by someone in their "inner circle" either at work or
in their personal lives is one of the most devastating things they
have endured. Lack of trust is also expensive in that it costs
companies money to surveil employees; and in our personal lives, if
we live with people we cannot trust, we expend needless amounts of
energy protecting ourselves from these untrustworthy people. How do
we increase trust, bounce back from betrayal, and form alliances
and positive relationships with those who ARE trustworthy? This
book provides a unique examination of trust and its
often-overlooked importance to our work and personal lives. It
identifies the characteristics of a trusting relationship,
considers the decision-making process that people should make
before granting individuals admission to their own "inner circle,"
and teaches how to tell the "good guys" from the "bad guys" in our
work environments and life in general. This revised and updated
edition contains new information on the negative mental and
physical aspects of telling lies; how to better manage our
emotions, which allows us to become "better guys" ourselves;
strategies for building more trusting relationships in our
families; and how trust works-and doesn't work-online in the
Internet age. It also includes a useful "Family Board Meeting" tool
for having family meetings in a way that encourages honest and open
dialogue between family members regardless of age or family
structure. Presents a system for assessing "the good guys and the
bad guys"-in other words, the trustworthy and untrustworthy people
that surround all of us in every arena of life Provides tools for
assessing our own trustworthiness as well as for evaluating our own
willingness to trust another Gives readers effective methods for
dealing with forgiveness, coping, and reconciliation; managing
"conditional" trust relationships; and for becoming more
trustworthy to themselves Suggests a practical "Honesty Challenge"
that dares readers to be more truthful-and as a result, more
successful
Edited by Henri Savall and Veronique Zardet, Institut de
Socio-Economie des Entreprises et des Organisations A volume in
Research in Management Consulting Series Editor Anthony F. Buono,
Bentley University The impetus for this work emerged from Savall's
belief that there is a doubleloop interaction between social and
economic factors in organizations, between behaviors and
structures, and between the quality of life in organizations and
their economic performance. When managers underestimate this
dynamic interaction, the resulting tension ultimately manifests in
lowered performance and increased costs, what he refers to as the
"hidden costs" of organizational life. Only by delving into the
depths of these organizational dynamics can we hope to fully
understand - and create the basis for improving - organizational
performance. The Qualimetrics Approach presents a different and
challenging way of thinking about analyzing organizations, one that
draws together quantitative information, financial analysis and
qualitative insights into organizational dynamics. As Savall and
Zardet argue, to gain a true understanding of what is happening in
organizations, intervener-researchers must focus on all three
perspectives, as ignoring any one of them will lead to incomplete
understandings. Their approach underscores the importance of using
qualitative data to validate quantitative depictions ("the
numbers") of organizational performance in understanding the
construction of financial statements. The strength of Savall and
Zardet's approach is that it pushes us to go deeper, to fully
understand the narratives underlying the numbers and the social
construction of our financial assessments.
At its core leadership is about understanding human nature. When
Adolf Hitler, in Mein Kampf, spoke about the "small measure of
thinking power the broad masses possess," he reminded us that
understanding human nature is an essential key to controlling it.
He also said, "I found it difficult to understand how men who
always had reasonable ideas when they spoke as individuals with one
another suddenly lost this reasonableness the moment they acted in
the mass." Joseph Goebbels, Hitler's minister of propaganda,
understood that any mantra repeated often enough is apt to become
viewed as true. Leadership, It Ain't Rocket Science is a serious
and informative critique of popular leadership approaches and how
leaders get trapped in meaningless ideas and sayings that they
shamelessly pass on to their followers, sometimes because they
proudly believe that it is everybody's responsibility to smile, be
proactive, and move with the cheese, and other times because they
know how little thinking power the masses possess.
The book is centered on international higher education's role for
the global common good. The purpose of this book is to critically
examine the need for globally competent citizens, professionals,
and leaders in the 21st century and higher education's role in the
global common good for a sustainable world. The book presents an
evidence-based interdisciplinary framework and promising strategies
to allow all learners to develop global citizenship and global
leadership while addressing the need to prepare human capital for
the global knowledge economy and digital transformation in the 21st
century. Cross-sector case studies are shared to demonstrate global
leadership in action.
Drawing upon research and practitioner narratives from management,
leadership, organizational studies, entrepreneurship and
sustainable business domains, this book explores the many pathways
that enable emerging countries to transform knowledge into action
to achieve economic and sustainable development. The authors take a
holistic approach to 'transforming knowledge' that goes beyond the
mere 'application of knowledge' to include the assimilation,
adaptation, and contextualization of knowledge to suit the unique
contexts, needs and conditions existing in emerging countries. They
then presents success stories and case studies comprising
innovative solutions for emerging economies that practitioners can
utilize. Current research in management is highlighted by bringing
together academics, practitioners, policy-makers and interest
groups from diverse regions and perspectives.
Why do women find work-life balance so hard? Can women "have it
all?" Authors Detjen, Waters, and Watson probe these questions and
more in The Orange Line - A Woman's Guide to Integrating Career,
Family and Life. Through interviews with 118 college-educated
women, they document the ongoing work-life struggle and how women
hold themselves back with outdated ideals and rigid behavioral
rules. The authors provide tools for women to take a new career
path that includes work, family, and themselves, and to look inward
to claim their power."
In 1976, armed with a college degree and a commission as an Army
2nd Lieutenant, Vinny Boles began his leadership journey. After 33
years of service, he has distilled this experience into his book,
4-3-2-1 Leadership: What America's Sons & Daughters Taught Me
on the Road From Second Lieutenant to Two Star General. "Leadership
is not a solo event, it is a team sport," Boles says. "And in the
Army it's a team sport at the highest level. And I was truly
fortunate to have great teammates in every one of these 33 years."
#1 New York Times Bestseller "Significant...The book is both
instructive and surprisingly moving." -The New York Times Ray
Dalio, one of the world's most successful investors and
entrepreneurs, shares the unconventional principles that he's
developed, refined, and used over the past forty years to create
unique results in both life and business-and which any person or
organization can adopt to help achieve their goals. In 1975, Ray
Dalio founded an investment firm, Bridgewater Associates, out of
his two-bedroom apartment in New York City. Forty years later,
Bridgewater has made more money for its clients than any other
hedge fund in history and grown into the fifth most important
private company in the United States, according to Fortune
magazine. Dalio himself has been named to Time magazine's list of
the 100 most influential people in the world. Along the way, Dalio
discovered a set of unique principles that have led to
Bridgewater's exceptionally effective culture, which he describes
as "an idea meritocracy that strives to achieve meaningful work and
meaningful relationships through radical transparency." It is these
principles, and not anything special about Dalio-who grew up an
ordinary kid in a middle-class Long Island neighborhood-that he
believes are the reason behind his success. In Principles, Dalio
shares what he's learned over the course of his remarkable career.
He argues that life, management, economics, and investing can all
be systemized into rules and understood like machines. The book's
hundreds of practical lessons, which are built around his
cornerstones of "radical truth" and "radical transparency," include
Dalio laying out the most effective ways for individuals and
organizations to make decisions, approach challenges, and build
strong teams. He also describes the innovative tools the firm uses
to bring an idea meritocracy to life, such as creating "baseball
cards" for all employees that distill their strengths and
weaknesses, and employing computerized decision-making systems to
make believability-weighted decisions. While the book brims with
novel ideas for organizations and institutions, Principles also
offers a clear, straightforward approach to decision-making that
Dalio believes anyone can apply, no matter what they're seeking to
achieve. Here, from a man who has been called both "the Steve Jobs
of investing" and "the philosopher king of the financial universe"
(CIO magazine), is a rare opportunity to gain proven advice unlike
anything you'll find in the conventional business press.
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