The Springboard: How Storytelling Ignites Action in Knowledge-Era Organizations is the first book to teach storytelling as a powerful and formal discipline for organizational change and knowledge management. The book explains how organizations can use certain types of stories ("springboard" stories) to communicate new or envisioned strategies, structures, identities, goals, and values to employees, partners and even customers. Readers will learn techniques by which they can help their organizations become more unified, responsive, and intelligent. Storytelling is a management technique championed by gurus including Peter Senge, Tom Peters and Larry Prusak. Now Stephen Denning, an innovator in the new discipline of organizational storytelling, teaches how to use stories to address challenges fundamental to success in today's information economy.

Risk management is considered a vital business tool, and one that is complex and difficult to master. This text is part of a series that examines and applies the principles of risk management to a variety of business operations.

The Knowledge Management Yearbook is the most current and comprehensive resource available for knowledge management professionals; no other source of information so thoroughly surveys the state of the knowledge management discipline and industry and how they impact businesses and other organizations. Featuring both definitive articles and cutting-edge knowledge management techniques and research contributed by authorities, The Knowledge Management Yearbook covers the nature of knowledge and its management, knowledge-based strategies, knowledge management and organizational learning, and knowledge tools, techniques, and processes. The reference section includes a set of up-to-date directories detailing on-line knowledge management resources, KM publications and organizations, and notable KM Quotes. The glossary of KM terms is increasingly perceived by the industry as a benchmark by which this evolving discipline is defined. The Knowledge Management Yearbook is an indispensable volume for any professional helping to shape his or her organization's knowledge strategy.

The last five years have witnessed a great momentum in the research into measures of financial risk. After many years of ad-hoc and non-consistent measures, now the problem is finally well formulated and some useful and very user-friendly solutions have been proposed. These new measures of risk should be of great interest for investors, financial institutions as well as for regulators.

Under the editorship of Professor Giorgio Szego of the University of Rome "La Sapienza," this book is a collection of the revised and updated papers from prestigious international specialists who are leaders in their field, amongst whom is Robert Engle, a newly-announced Nobel prize-winner in finance. These authors bring a broad perspective across a wide selection of topics, ranging from the critique of some currently used methods, like Value at Risk, to the presentation of some correct risk measures and of some advanced application

The book provides a detailed and up-to-date reference for researchers within academia, and risk managers or financial engineers.

Eliminate sexual harassment, unconscious bias, ethical lapses and other HR nightmares! Companies spend millions on legal compliance training and initiatives to eliminate workplace drama and the resulting low morale and lawsuits, but don't always get the results they want. Most organizations understand that simply checking legal compliance boxes around sexual harassment, bias, etc. isn't enough, but are at a loss on how to implement solutions, especially in today's post-#MeToo world. Patti Perez is an attorney, HR expert, trainer, and former state regulator, who has conducted over 1,200 workplace investigations. In this unique book, she explains the secret to avoiding all forms of drama, legal exposure, and low morale: A healthy workplace culture. Patti combines the lessons learned from 25 years of professional experience with robust data from behavioral science research to debunk common myths, including the belief that a focus on legal compliance leads to a healthy workplace culture. (In fact, it increases the likelihood of getting sued). The Drama-Free Workplace includes a section with easy-to-understand causes, effects and solutions to problems related to: Sexual harassment Bias and diversity Ethics lapses The book also includes helpful information on: Becoming an organization that values and practices fearlessness, fairness and freedom Anticipating situations that give rise to drama, with detailed advice on how to prevent it from happening Using emotional intelligence to communicate more precisely and persuasively about sensitive, controversial topics in the workplace Finally, the book's DIY section guides companies on how to: draft and enforce helpful policies (that employees will actually read and *want* to follow) design and deliver powerful and effective training programs investigate and resolve claims of sexual harassment and other types of misconduct. Together, these practical tools will help all your employees feel valued and motivated, and keep drama, disengagement, and lawsuits, away.

A source for anyone - from mid-level through to top-level executives - who needs to implement business decisions on time and within budget. The author illustrates that change needs to be made quickly, effectively, economically and with as little political fallout as possible. His methods should teach today's managers to negotiate these transitions by teaching them what distinguishes resilient people from those who suffer future shock and why major change is difficult to assimilate. It teaches the key elements and the flow of events involved in human transition; what roles are central to change in organizational settings; how people become committed to change; why organizational culture is so important to a change's success; and why teamwork is at the heart of achieving change objectives. Organizations need to start managing at the speed of change to meet today's challenges with confidence. The book is based on case studies from leading international organizations such as AT&T and Pepsi-Cola.

If you are a student on an MBA or management course, you will be expected to demonstrate a knowledge of a range of models. This textbook collects together 45 models likely to be required by management students, summarized in a standard format. Each entry contains: a diagram of the model; the principles on which it is based; underlying assumptions; guidance on application and other relevant issues; related models; and sources of further reference. Models are organized by subject area: accounting; business strategy; human resources; organizational strategy; and strategic marketing. An alphabetical matrix index facilitates the process of finding the right model quickly. This book was first published in hardback as "Proven Management Models".

Dive inside this textbook for an accessible guide to the discipline of public services. Perfect for students, it offers a comprehensive account of core public service topics and explains the fundamental elements of working in the public services. Outlining their role in the welfare state, it explores the policies, providers and legalities shaping the context in which public services operate. Students will study concepts of organisational change, strategy, management, leadership and funding, and engage with timely discussions around contemporary public issues such as equality, sustainability and climate change. Key features to support student learning include: * objectives at the beginning of each chapter; * case studies and examples; * end of chapter summaries; * reflective questions; * further reading recommendations and resources. Bringing together authors with expertise in politics and public policy, social policy and law, this book is essential reading for everybody studying public services.

"How can I keep knowledge from walking out the door when employees leave?" This pressing question is insightfully answered in this landmark book. Operational knowledge has never been more critical to organizational success. Knowledge loss from downsizing, imminent baby-boomer retirements, and high job turnover have created a knowledge continuity crisis that poses an unprecedented threat to organizational productivity and profits. Based on extensive research, Continuity Management solves this crucial problem of knowledge loss for managers at any organizational level by describing an effective strategy for preserving knowledge continuity between employee generations. Revolutionary in its effect, but evolutionary in its practice, continuity management is fueling a new knowledge revolution. This book is about that revolution-and how to lead it."

ADVANCE PRAISE FOR CONTINUITY MANAGEMENT

"The book you're holding can help you reverse the tide of 'corporate forgetting.' It explains how to manage the entire cycle of identifying, transferring, and harnessing your company's operational knowledge. And that's key because knowledge continuity is quickly becoming the new competitive battlefield. Tip the balance in your favor by reading this thoughtful book." —Mike Ruettgers, Executive Chairman, EMC Corporation

"This is the first book to examine in detail the loss of knowledge caused by downsizing and turnover and the first to offer a viable solution. This break-through method for maintaining knowledge continuity between employee generations will change the corporate landscape for years to come." —Murray Martin, Group President, Global Mail, Pitney Bowes Inc.

"Continuity management is the missing link in knowledge management that will mean significant increases in productivity and knowledge creation-cutting-edge thinking regarding knowledge as a corporate asset." —Newton F. Crenshaw, Vice President, Eli Lilly and Company, E.Lilly Division

"The concepts presented in Continuity Management, provide essential guidance for how soldiers can leverage the Army's knowledge, so we can adapt to each new fight and win our nation's wars." —Lieutenant General Peter Cuviello, Chief Information Officer, U.S. Army

"This is a topic that is at the top of the list for many organizations and Beazley, Boenisch, and Harden have provided a compelling way to address it in Continuity Management. They 'get it' that the knowledge that employees have is not just individual understanding, but is embedded within a community. Continuity Management is an insightful blend of individual and community responsibility for organizational knowledge." —Nancy M. Dixon, Organizational Knowledge Consultant and author of Common Knowledge

An organisation's fate hinges on its CEO - right? Not according to the authors of Senior Leadership Teams. They argue that in today's world of neck-snapping change, demands on leaders in top roles are rapidly outdistancing the capabilities of any one person - no matter how talented. Result? Chief executives are turning to their enterprise's senior leaders for help. Yet many CEOs stumble when creatinga leadership team. One major challenge is that senior executives often focus more on their individual roles than on the top team's shared work. Without the CEO's careful attention to setting the team up correctly, these high-powered managers often have difficulty pulling together to move their organisation forward. Sometimes they don't even agree about what constitutes the right path forward.The authors explain how to determine whether your organisation needs a senior leadership team. Then, drawing on their study of 100+ top teams from around the world, they explain how to create a clear and compelling purpose for your team, get the right people on it, provide structure and support, and sharpen team members' competencies - and your own. Timely and practical, this book enables you to create and sustain a leadership team whose members learn from one another while collaborating to pursue your company's objectives.

Every educator knows that the most effective way to learn is by 'doing' - and nowhere is that truth more clearly seen than in management development. This wide-ranging book explains what is involved in planning and running project-based management development programmes and demonstrates the benefits for both the individuals and the organizations concerned. Drawing on the unrivalled experience of PA-Sundridge Park Management Centre in this field, the authors: c show how to set up the necessary frameworks c describe programmes for different levels of management, including 'top teams' c examine the role of the sponsor c point out the potential pitfalls and indicate how to avoid them c look at the influence of national culture. With summaries and checklists, and case studies focusing on ICI, Allied Domecq, Volvo, Gestetner, Lloyds Bank Insurance Services, The Inland Revenue, London Underground and others, the emphasis throughout is very much on the practical. For anyone concerned with improving managerial performance, this is a book that will repay careful study.

The command-and-control leadership techniques of the past are increasingly ineffective. Instead, today's business leaders need to be alert, agile, enterprising, and skilled in the art of diplomacy. Leading People will show readers it's not enough to have courage and charisma. For the twenty-first century, leaders also need communication, conflict-resolution, and motivational skills. After all, leaders not only cope with change - they create it Readers will learn to: Set a Direction; Inspire Followers; Craft Your Vision; and Drive Change.

From three partners at Google Ventures, a unique five-day process for solving tough problems, proven at more than a hundred companies.

Entrepreneurs and leaders face big questions every day: What’s the most important place to focus your effort, and how do you start? What will your idea look like in real life? How many meetings and discussions does it take before you can be sure you have the right solution?

Now there’s a surefire way to answer these important questions: the sprint. Designer Jake Knapp created the five-day process at Google, where sprints were used on everything from Google Search to Google X. He joined Braden Kowitz and John Zeratsky at Google Ventures, and together they have completed more than a hundred sprints with companies in mobile, e-commerce, healthcare, finance, and more.

A practical guide to answering critical business questions, Sprint is a book for teams of any size, from small startups to Fortune 100s, from teachers to nonprofits. It’s for anyone with a big opportunity, problem, or idea who needs to get answers today.

Empowers managers with over 75 key strategic tools to ensure both short-term and long-term success for their business.

This book delivers professional-level information in the practical and accessible framework synonymous with the Key series. This book provides readers with the full gamut of tools and techniques needed to create their own strategic plan, breaking the subject down into over 75 accessible tools and models.

Key Strategy Tools be will help cherry-pick the most useful approaches for business and create a robust strategy that withstands investor scrutiny and becomes the roadmap to success.

Thought leader John Adair provides the techniques and insights you need to find solutions, spark creativity and confidently make the right decisions. This 5th edition now features even more practical exercises, useful templates, and top tips to provide a clear framework that can generate ideas and inspire confidence in your team - so you can spot the solution in every problem, and create ideas to rival even the best strategists. The Creating Success series of books... Unlock vital skills, power up your performance and get ahead with the bestselling Creating Success series. Written by experts for new and aspiring managers and leaders, this million-selling collection of accessible and empowering guides will get you up to speed in no time. Packed with clever thinking, smart advice and the kind of winning techniques that really get results, you'll make fast progress, quickly reach your goals and create lasting success in your career.

At its core, economics is about making decisions. In the history of economic thought, great intellectual prowess has been exerted toward devising exquisite theories of optimal decision making in situations of constraint, risk, and scarcity. Yet not all of our choices are purely logical, and so there is a longstanding tension between those emphasizing the rational and irrational sides of human behavior. One strand develops formal models of rational utility maximizing while the other draws on what behavioral science has shown about our tendency to act irrationally. In Risk, Choice, and Uncertainty, George G. Szpiro offers a new narrative of the three-century history of the study of decision making, tracing how crucial ideas have evolved and telling the stories of the thinkers who shaped the field. Szpiro examines economics from the early days of theories spun from anecdotal evidence to the rise of a discipline built around elegant mathematics through the past half century's interest in describing how people actually behave. Considering the work of Locke, Bentham, Jevons, Walras, Friedman, Tversky and Kahneman, Thaler, and a range of other thinkers, he sheds light on the vast scope of discovery since Bernoulli first proposed a solution to the St. Petersburg Paradox. Presenting fundamental mathematical theories in easy-to-understand language, Risk, Choice, and Uncertainty is a revelatory history for readers seeking to grasp the grand sweep of economic thought.

"Brick by Brick" takes you inside the LEGO you've never seen. By following the teams that are inventing some of the world's best-loved toys, it spotlights the company's disciplined approach to harnessing creativity and recounts one of the most remarkable business transformations in recent memory.
"Brick by Brick" reveals how LEGO failed to keep pace with the revolutionary changes in kids' lives and began sliding into irrelevance. When the company's leaders implemented some of the business world's most widely espoused prescriptions for boosting innovation, they ironically pushed the iconic toymaker to the brink of bankruptcy. The company's near-collapse shows that what works in theory can fail spectacularly in the brutally competitive global economy.
It took a new LEGO management team - faced with the growing rage for electronic toys, few barriers to entry, and ultra-demanding consumers (ten-year old boys) - to reinvent the innovation rule book and transform LEGO into one of the world's most profitable, fastest-growing companies.
Along the way, "Brick by Brick" reveals how LEGO:
- Became truly customer-driven by co-creating with kids as well as its passionate adult fans
- Looked beyond products and learned to leverage a full-spectrum approach to innovation
- Opened its innovation process by using both the "wisdom of crowds" and the expertise of elite cliques
- Discovered uncontested, "blue ocean" markets, even as it thrived in brutally competitive red oceans
- Gave its world-class design teams enough space to create and direction to deliver
built a culture where "profitable" innovation flourishes
Sometimes radical yet always applicable, "Brick by Brick" abounds with real-world lessons for unleashing breakthrough innovation in your organization, just like LEGO. Whether you're a senior executive looking to make your company grow, an entrepreneur building a startup from scratch, or a fan who wants to instill some of that LEGO magic in your career, you'll learn how to build your own innovation advantage, brick by brick.

Human decisions, especially in management and personnel selection, are based on making judgments about people analytically and intuitively. Yet in business and scientific contexts, judgments are expected to be based on a rational analysis rather than intuitions or emotions. Intuition is often seen as something mystical that should not be trusted and thus eliminated from human decision-making. Our empirical and theoretical research shows that this is impossible when people are dealing with people. Instead, intuitions and emotions have significant power in the decision-making process. Neuroscience even shows that humans are incapable of switching off their emotions or intuitions when making decisions. Therefore, intuition and emotions as evolutionary achievements of human beings should be looked at more closely to use the wisdom they offer. This book provides an insight into the current state of research on rational-analytical procedures in personnel selection and complements this with research on intuitions and emotions in personnel diagnostics. By integrating scientifically verifiable rational-analytical decision-making procedures with the inner experiential knowledge of people, this book bridges two complementary ways of recognizing and making good decisions. It demonstrates how intuitions are developed and used in different fields of practice and cultures and how scientific research results from rational-analytical and intuitive-emotional selection procedures are successfully integrated by practitioners.

Colorfull provides a roadmap for creating a company culture that is truly inclusive, welcoming, and equitable. With actionable strategies supported by first-hand interviews with Fortune 500 CEOs and CHROs, Colorfull unlocks the secrets for creating workplaces that consistently attract, develop, and retain professionals of color. Rich in substance, candor, and reassurance, Colorfull cuts to the heart of why so many organizations struggle to make meaningful progress with DEI initiatives. Without blame or recrimination, the author articulates the unspoken fears that prevent most leaders from seeing the results they want-and need-in order to remain competitive in an evolving market. Colorfull shows leaders how to step outside comfort zones, lead DEI from the top down, and create corporate cultures that will truly attract and retain top talent of color. Any hiring manager, CEO, or DEI manager will benefit from the insights throughout, empowering them to bring truly transformative change to their organizations. This one-of-a-kind read is packed with real world scenarios, true stories from those who've tried, failed, tried again, and are still on the journey by using the leadership strategies presented here. Colorfull pulls back the curtain in a non-threatening, engaging way that makes success with DEI both accessible and attainable.

Most teams underperform. Yours can beat the odds. If you read nothing else on building better teams, read these 10 articles. We've combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you assemble and steer teams that get results. Leading experts such as Jon Katzenbach, Teresa Amabile, and Tamara Erickson provide the insights and advice you need to: Boost team performance through mutual accountabilityMotivate large, diverse groups to tackle complex projectsIncrease your teams' emotional intelligencePrevent decision deadlockExtract results from a bunch of touchy superstarsFight constructively with top-management colleagues

This book is intended as a text covering the central concepts and techniques of Competitive Markov Decision Processes. It is an attempt to present a rig orous treatment that combines two significant research topics: Stochastic Games and Markov Decision Processes, which have been studied exten sively, and at times quite independently, by mathematicians, operations researchers, engineers, and economists. Since Markov decision processes can be viewed as a special noncompeti tive case of stochastic games, we introduce the new terminology Competi tive Markov Decision Processes that emphasizes the importance of the link between these two topics and of the properties of the underlying Markov processes. The book is designed to be used either in a classroom or for self-study by a mathematically mature reader. In the Introduction (Chapter 1) we outline a number of advanced undergraduate and graduate courses for which this book could usefully serve as a text. A characteristic feature of competitive Markov decision processes - and one that inspired our long-standing interest - is that they can serve as an "orchestra" containing the "instruments" of much of modern applied (and at times even pure) mathematics. They constitute a topic where the instruments of linear algebra, applied probability, mathematical program ming, analysis, and even algebraic geometry can be "played" sometimes solo and sometimes in harmony to produce either beautifully simple or equally beautiful, but baroque, melodies, that is, theorems."

This book is about increasing team performance. It focuses on building system dynamics models when tackling a mix of interrelated strategic problems to enhance team learning, foster consensus, and create commitment. The book is intended to be applied in the organizations of today. As the "command and control" organization evolves into one of decision-making teams, so these teams have become the critical building blocks upon which the performance of the organization depends. The team members face an increased complexity of decision making with the interrelation of several strategic problems. What this means is that people have different views of the situation and will define problems differently. However, research shows that this can in fact be very productive if and when people learn from each other in order to build a shared perspective. Learning in this way might prove to be the only sustainable competitive advantage for organizations in the future. As a result, team leaders want to create "learning teams" and are confronted with issues such as how to:

• create a situation where people doubt their ideas rather than stubbornly cling to dearly held views
• create a learning atmosphere rather than trying to "win" the discussion
• create a shared understanding of a problem in a team
• foster consensus and create commitment with a strategic decision
• facilitate Group Model Building