Economic measures and concepts like GDP, inflation, business cycles and supply chains that were created decades ago are being disrupted and altered by technology. These changes affect asset values, interest rates, stock valuations, barriers to entry, as well as regression and correlation analysis. That Doesn't Work Anymore discusses how to adapt traditional data to these changes and outlines ways to use newer and better tools that help you make good investment and business decisions. The book's short pragmatic chapters grouped by topic with research and real-life anecdotes delve into how technological and societal developments have changed the meaning and value of traditional economic data-points, predictive tools, and business concepts. Robert S. Kricheff provides specifics on new and more valuable data sources as well as better methods for applying the information to investing, business, and even your career.

Executives in today's business environment have never been busier. Time constraints are ever present. Resources are strained. Strategic planning constantly competes with the tactical demands of running an organization. To make matters worse, most organizational leaders, when confronted with the need for strategic planning, have no idea about how to go about it. They have plenty of knowledge and information about the organization and their situation, but no effective tools to analyze their thoughts, to make decisions that will lead to effective strategies, and most importantly, to create a plan of action. In Performance Based Strategy, Steve Fairbanks and Aaron Buchko offer a practical set of simple, productive tools that will enable leaders to develop effective strategies. The book offers tools that have been tested in small, medium, and Fortune 100 companies, with for profit and not-for-profit organizations, and across a breadth of industries, such as manufacturing, health care, banking, distribution, transportation, government, and charities, among others. The authors have used these tools as insiders to turn around companies, and as outsiders in advisory and board roles. When properly applied, the strategies offered here enable leaders to see their situations and organizations in new ways. Managers will be able to present information in a way that everyone in the organization will understand. Executives can provide a sense of direction that will provide a framework for decision making that will give guidance to people. Above all, applying these tools will enable managers to improve their firm's performance.

The foundation of a successful information systems strategic plan is the recognition that business direction and requirements must drive the IS strategy and computing architecture. A Practical Guide to Information Systems Strategic Planning, Second Edition outlines a systematic approach to guide you through the development of an effective IS plan that is formulated from your company's business plan.
This volume outlines a quick and easy approach with concepts, techniques, and templates for analyzing, organizing, communicating, and implementing an IS strategy. This approach unites an organization in a collaborative effort resulting in a solid direction that has the support of the entire organization. Establishing this direction cultivates the support of management, enabling necessary strategic IS investments.
With a new look at the role of IS governance in strategic planning, this second edition reflects advances in technology and provides an improved and thorough planning methodology. The strategic planning process outlined in this book has been supplemented by lessons learned from applying the process in numerous companies, cultures, and environments.

Ideal for inspiring marketers, artists, teachers, and anyone who needs fresh ideas for work and home, Jump Start Your Brain helps readers crank up both their cranium and career. Featuring smart and creative methods for providing better leadership, igniting sales and marketing, and realizing dreams with breakthrough innovations, this book teaches time-tested practices that generate creativity and innovation. Relying on the latest research, the author pinpoints which methods and techniques work best in today's high-stress world so readers can get a leg-up on the competition.

Analytics is one of a number of terms which are used to describe a data-driven more scientific approach to management. Ability in analytics is an essential management skill: knowledge of data and analytics helps the manager to analyze decision situations, prevent problem situations from arising, identify new opportunities, and often enables many millions of dollars to be added to the bottom line for the organization. The objective of this book is to introduce analytics from the perspective of the general manager of a corporation. Rather than examine the details or attempt an encyclopaedic review of the field, this text emphasizes the strategic role that analytics is playing in globally competitive corporations today. The chapters of this book are organized in two main parts. The first part introduces a problem area and presents some basic analytical concepts that have been successfully used to address the problem area. The objective of this material is to provide the student, the manager of the future, with a general understanding of the tools and techniques used by the analyst.

The Leader's Guide to Resilience is your essential toolkit to build authentic strength within your business, so you can thrive in a changing and challenging world. Resilience is the core of growth and regrowth. It is what contributes most to the advancement of your organisation and your role as leader. Your personal resilience, and that of your teams, organisation and broader community network, must be actively nurtured to give you the tools to face anything that comes your way. This book will give you clear, effective and adaptable methods to initiate your first steps in building resilience, as well as advanced practical ways to refine, develop and future-proof your progress once on the path. Whatever life throws at you, resilience will help you bounce back. 2021 Firebird Book Award Winner - Business, Leadership and Motivation

Clears out the mumbo jumbo and muddled thinking underlying "too many "strategies and provides a clear way to create and implement a powerful action-oriented strategy for the real world
Developing and implementing a strategy is "the "central task of a leader, whether the CEO at a Fortune 100 company, an entrepreneur, a church pastor, the head of a school, or a government official. Richard Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with "strategy." He debunks these elements of "bad strategy" and awakens an understanding of the power of a "good strategy."
A good strategy is a specific and coherent response to--and approach for overcoming--the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect in challenges as varied as putting a man on the moon, fighting a war, launching a new product, responding to changing market dynamics, starting a charter school, or setting up a government program. Rumelt's
nine sources of power--ranging from using leverage to effectively focusing on growth--are eye-opening yet pragmatic tools that can be put to work on Monday morning.
Surprisingly, a good strategy is often unexpected because most organizations don't have one. Instead, they have "visions," mistake financial goals for strategy,
and pursue a "dog's dinner" of conflicting policies and actions.
Rumelt argues that the heart of a good strategy is insight--into the true nature of the situation, into the hidden power in a situation, and into an appropriate response. He shows you how insight can be cultivated with a wide variety of tools for guiding your
own thinking.
"
Good Strategy/Bad Strategy "uses fascinating examples from business, nonprofit, and military affairs to bring its original and pragmatic ideas to life. The detailed examples range from Apple to General Motors, from the two Iraq wars to Afghanistan, from a small local market to Wal-Mart, from Nvidia to Silicon Graphics, from the Getty Trust to the Los Angeles Unified School District, from Cisco Systems to Paccar, and from Global Crossing to the 2007-08 financial crisis.
Reflecting an astonishing grasp and integration of economics, finance, technology, history, and the brilliance and foibles of the human character, "Good Strategy/Bad Strategy "stems from Rumelt's decades of digging beyond the superficial to address hard questions with honesty and integrity.

There is an increasing dissatisfaction about how risk is regulated, leading to vivid debates about the use of 'risk assessment' and 'precaution'. As a result, academics, government officials and industry leaders are calling for new approaches and fresh ideas. This book provides a historical and topical perspective on the alternative concept of 'Tolerability of Risk' and its concrete regulatory applications. In the UK, Tolerability of Risk has been developed into a sophisticated framework, particularly within the health and safety sectors. It is expected to guide decision-makers when applying their legal obligation of keeping risks as low as practically reasonable. Could Tolerability of Risk become a wider source of inspiration across the full scope of risk analysis and management? Written by leading academics and risk practitioners from industry and government, The Tolerability of Risk presents a summary of theoretical perspectives on risk approaches, providing a detailed elicitation of the methods and approaches used to build the Tolerability of Risk framework and examining the prospect of universal application of that framework. From nuclear power to environmental pollution, climate change and drug testing, the Tolerability of Risk framework may offer a workable, pragmatic solution for balancing risks against the costs involved in controlling them, as well as developing the institutional capacity to make effective decisions in all jurisdictions worldwide.

800-CEO-READ BESTSELLER Featured in Fortune, Harvard Business Review, and Entrepreneur, Go Long is "mandatory reading for the CEOs and boards of all public companies," according to David M. Rubenstein, co-founder and co-executive chairman of The Carlyle Group. The lifespans of companies are growing shorter each day. Why do some companies thrive and grow, while others fail? Inspired by the CEO Academy, the annual off-the-record gathering of chief executives organized by the authors, reveals how some of the world's most prominent business leaders resisted short-term pressures to successfully manage their organizations for the long term, and in turn, aim to create more jobs, more satisfied customers, and more shareholder wealth. In Go Long, authors Dennis Carey, Brian Dumaine, Michael Useem, and Rodney Zemmel take you behind the scenes to witness the business decisions that are enabling leading organizations to outsmart and outlast the competition. Why did CEO Larry Merlo allow CVS to take a $2 billion hit-on purpose? How did former CEO Alan Mulally maneuver Ford's $48 billion turnaround? How did director Maggie Wilderotter and her fellow board members engage top management to embark on an unusual exercise to help Hewlett Packard Enterprise build a long-term strategy? Why did former CEO Paul Polman turn back to Unilever's original mission of leading with a purpose to fuel profits? How did former Verizon CEO Ivan Seidenberg convince his investors and board to allow him to make a $150 billion bet? How did former CEO George Buckley find a way to address investor calls for 3M to spend less on research and development while still finding a way to innovate? These leaders argue that a short-term mindset might satisfy investors for this quarter or next, but there's a heavy price to be paid. Instead, they argue, long-term thinking is your best short-term strategy. "Considering the enormous harm that short-term investing has done not only to companies, but to countries as well, this book should be required reading in boardrooms everywhere. A concise, powerful call for responsible, long-term business practices."-Kirkus Reviews "A must-read. If you're looking to build or lead a company that grows consistently not just from quarter to quarter, but year to year ... this book is for you."-Indra Nooyi, Board of Directors, Amazon; former Chairman and CEO, PepsiCo, Inc.

In today's competitive market, a manager must be able to look at data, understand it, analyze it, and then interpret it to design a smart business strategy. Big data is also a valuable source of information on how customers interact with firms through various mediums such as social media platforms, online reviews, and many more. The applications and uses of business analytics are numerous and must be further studied to ensure they are utilized appropriately. Data-Driven Approaches for Effective Managerial Decision Making investigates management concepts and applications using data analytics and outlines future research directions. The book also addresses contemporary advancements and innovations in the field of management. Covering key topics such as big data, business intelligence, and artificial intelligence, this reference work is ideal for managers, business owners, industry professionals, researchers, scholars, academicians, practitioners, instructors, and students.

'Advances in Business and Management Forecasting' is a blind refereed serial publication published on an annual basis. The objective of this research annual is to present state-of-the-art studies in the application of forecasting methodologies to such areas as sales, marketing and strategic decision making.

This volume brings together both political and educational scientists. While educational research literature has so far not systematically addressed the tool of simulations of decision-making, political scientists have hardly used insights from research on assessment or on motivation and interest of students. Almost all political science publications on simulations merely discuss how to implement the tool in class and fall short of providing evidence of the effects on student outcomes such as increased interest and performance. Combining the two disciplines is mutually enriching. Political science benefits from state of the art educational science measuring and testing of the claims made by the proponents of simulations, while educational sciences adds the systematic analysis of simulations of decision-making to their list of empirical objects, which also adds insights to the theories on the affective component of student learning. It is the explicit aim of the volume to address how simulating decision-making environments fosters learning. Implications for research and practice regarding student learning are addressed in all chapters.

Learning through Disagreement begins with a request: choose to engage in dialogue rather than debate. The goal of dialogue is not to defeat an opponent but rather to better understand another's perspective, allowing for the solution of problems that may otherwise seem intractable. This workbook offers practical instruction in how to locate underlying assumptions and values so as to identify points of overlap which can serve as building blocks for agreement. It also concisely presents several key ethical theories and shows how we can critically apply those theories to disagreements in the workplace and beyond. Realistic examples of common business issues are discussed throughout and detachable worksheets for individual or group use are interspersed to encourage readers to engage directly in the process of constructive dialogue.

Today's economy is rapidly shifting and extremely complex. As we enter this new commercial age, a global restructuring of the business world is underway. Executives must respond to this change by re-imagining their organizations' structures, enhancing product and service offerings, and leveraging emerging technological capabilities in order to keep their organizations vital for years to come.
Written for executives and those aspiring to become one, this book serves as a primer for how to set direction and manage change within the 21stcentury enterprise. Organized into easily accessible checklists, each chapter demystifies a key aspect of today's leadership challenge and outlines the steps necessary to revitalize today's businesses. The 'See It In Action' sidebars provide real world examples of how these concepts are already being implemented in businesses today, featuring companies such as CIGNA HealthCare, Forbes Insights, Virgin Records, DreamWorks Animation, Google, Molex, and Marriott International. Together, these chapter checklists encompass a guide that can be used to institute an overarching, enterprise-wide transformation program and make today's ultra-complex business world a little easier to manage.

Remember when you thought owning your own business was going to be fun and help you change the world? Then, somewhere along the line, your business became just hard work and wasn't fun at all. You're not alone, and it doesn't have to be that way. Alison Donaghey offers a way to reclaim your business by using a new way of thinking to improve your customer experience, staff contribution, and community involvement. You can make the positive impact on the world you've been yearning for. All it takes is a little shift in your critical thinking and Think Opposite is the guide to help take you and your business to new heights, while keeping your mission front and center.

The reputation of an organisation influences who we buy from, work for, supply to and invest in. Intangible assets, of which reputation forms an important part, account for well over 50 per cent of the value of the Fortune 500 and even more in the case of the FTSE 100. This fourth edition of Risk Issues and Crisis Management in Public Relations has been completely revised and aims to define reputation, explores how to value it and provides practical guidelines for effective reputation management. This latest edition features new sections on the effects of recent world events, Corporate Social Responsibility, climate change and sustainability, legal revisions and the use of the Internet in a crisis. Featuring new case studies on Oxfam V Starbucks, Sony, Dell, Ribena, BP, Bernard Matthews and the bird flu issue, Northern Rock, Walmart, Celebrity Big Brother 07, the Cadbury Salmonella outbreak, the Virgin train crash and the Buncefield Oil Explosion, the book charts how rapidly the reputation management agenda moves and yet how slowly business learns.

Named #1 Best Business Book of 2011, by Patriot-News-PennLive.com If you have ever flown in an airplane, used electricity from a nuclear power plant, or taken an antibiotic, you have benefited from a brilliant mistake. Each of these life-changing innovations was the result of many missteps and an occasional brilliant insight that turned a mistake into a surprising portal of discovery. In Brilliant Mistakes, Paul Schoemaker, founder and chairman of Decision Strategies International, shares critical insights on the surprising benefits of making well-chosen mistakes. Brilliant Mistakes explores why minimizing mistakes may be the greatest mistake of all, situations when mistakes are most beneficial and when they should be avoided, the counter-intuitive idea that we should deliberately permit errors at times, and how to make the most of brilliant mistakes to improve business results. Brilliant Mistakes is based on solid academic research and insights from Schoemaker's work with more than 100 organizations, as well as his provocative Harvard Business Review article with Robert Gunther, "The Wisdom of Deliberate Mistakes." Schoemaker provides a practical roadmap for using mistakes to accelerate learning for your organization and yourself.

This book aims to provide a general overview of heuristic search, to present the basic steps of the most popular heuristics, and to stress their hidden difficulties as well as their opportunities. It provides a comprehensive understanding of Heuristic search, the applications of which are now widely used in a variety of industries including engineering, finance, sport, management and medicine. It intends to aid researchers and practitioners in solving complex combinatorial and global optimisation problems, and spark interest in this exciting decision science-based subject. It will provide the reader with challenging and lively methodologies through which they will be able to design and analyse their own techniques

"The Ostrich Paradox boldly addresses a key question of our time: Why are we humans so poor at dealing with disastrous risks, and what can we humans do about it? It is a must-read for everyone who cares about risk." -Daniel Kahneman, winner of the Nobel Prize in Economics and author of Thinking, Fast and Slow We fail to evacuate when advised. We rebuild in flood zones. We don't wear helmets. We fail to purchase insurance. We would rather avoid the risk of "crying wolf" than sound an alarm. Our ability to foresee and protect against natural catastrophes has never been greater; yet, we consistently fail to heed the warnings and protect ourselves and our communities, with devastating consequences. What explains this contradiction? In The Ostrich Paradox, Wharton professors Robert Meyer and Howard Kunreuther draw on years of teaching and research to explain why disaster preparedness efforts consistently fall short. Filled with heartbreaking stories of loss and resilience, the book addresses: *How people make decisions when confronted with high-consequence, low-probability events-and how these decisions can go awry *The 6 biases that lead individuals, communities, and institutions to make grave errors that cost lives *The Behavioral Risk Audit, a systematic approach for improving preparedness by recognizing these biases and designing strategies that anticipate them *Why, if we are to be better prepared for disasters, we need to learn to be more like ostriches, not less Fast-reading and critically important, The Ostrich Paradox is a must-read for anyone who wants to understand why we consistently underprepare for disasters, as well as private and public leaders, planners, and policy-makers who want to build more prepared communities.

Rigorously grounded conceptually but developed to meet practical concerns, this book underpins and extends the scope and power of current approaches to the management of risk and uncertainty in projects and related operational and strategic management decision making.

Ten tales, based on real cases, explore a range of project related problems, including: cost estimation, pricing competitive bids, risk allocation and incentive contract design, evaluation of threats and opportunities, buffer management in a supply chain, investment appraisal, portfolio management, and strategy formulation. Each tale provides practical guidance on achieving effective and efficient uncertainty management through simple analysis and discussion of emergent issues.

Using a 'constructively simple' approach to model building and the associated decision support processes, the authors show the reader how to take the guesswork out of managing risk and uncertainty. Keeping formal analysis simple, without being simplistic, and adding complexity only when it facilitates additional insights, they provide a framework for 'constructive simplicity' which can be used to enhance risk and uncertainty management in any area of managerial decision making, whether in a project, operational, or strategic context.

"This is not just another book about risk. Chapman and Ward focus on decision-making in a holistic way, based on the analysis of uncertainty. The concepts are illustrated by "ten tales about uncertainty management". These are short stories based on case studies in which the authors have been involved. They believe in KISS - not the usual definition but 'keep it simple systematically." —Professor Tony M. Ridley, Imperial College, London

"Abundantly illustrated with case studies, this interesting book rightly highlights the need for simple, flexible models to manage risk and uncertainty. The author was associated with development of the PRAM model, which gives a rich variety of practical techniques for risk appraisal. The RAMP model provides a broad strategic framework, giving decision-makers an overall picture of the risks and rewards in a project. This book takes the discussion a stage further and provides many useful insights into the issues that arise in practice." —C G Lewin, Chairman, Risk Management Steering Group, Institute of Actuaries

"This book presents a holistic and comprehensive approach to management decision making. Whilst the concepts are readily understood, they are used to provide a thorough background to the management of uncertainty. This is an invaluable book for anyone facing decision-making and uncertainty in either management or programme and project environments." —Alan R Walker, Cabinet Office, Improving Programme and Project Delivery team

"Chris Chapman and Stephen Ward, through their constructively simple approach, and using Ockham's razor, show how simple models can be constructed that capture the essentials of any business and project scenario. By interpreting the problems as short stories, they are brought to life, showing that the decision is not just based on the quantitative and qualitative analysis of the risk, but also on the human condition, people's motivations, right down to whether they like the cup of tea." —Rodney Turner, Director of Erasmus University, Rotterdam, and Director of EuroProjex

"In this well written book the reader is drawn from simple to advanced concepts of risk management by stories that reflect situations we all recognize. Chapman and Ward continually test the robustness of their conclusions by exercising the assumptions against reality and common sense, and they remind us about the importance of understanding the quality of the data being used. By the end of the book, the reader will have experienced a rather concentrated journey through many sophisticated analytical concepts and have shared in exercises in mature professional judgement. This book will well reward careful study by beginners and practitioners alike." —David T. Hulett Ph.D., Hulett & Associates LLC, Project Management Consultants

"Many organizations, particularly in hi-tech businesses, are organized around a changing portfolio of projects. These can only be managed properly if there is a proper understanding of project risks and uncertainties and, sadly, this is an area in which there is considerable room for improvement. Chapman and Ward's book has a pleasing blend of quantitative and qualitative insights and will help train a generation of managers who are better equipped to manage successful projects." —Mike Pidd, Professor of Management Science, Lancaster University

Risk provides a concise overview of how uncertainty can affect your business, what you can do to manage it, and how it affects decision making - in theory and in reality. Featuring modern examples, this book aims to help readers identify risks wherever they arise and choose the right way to deal with them for their business.

This book analyzes the impact of the digital economy on customer satisfaction, shopping experience, resistance to change, script theory, and loyalty. The model introduced assumes that online markets have led to a redefinition of the concepts of loyalty and shopping scripts as a way to reduce customers' cognitive effort, by optimizing purchase time and increasing the speed and satisfaction of the shopping experience. It describes the utility function of the script by retaining customer loyalty and making the customer more reluctant to abandon his regular supplier. It also explores the difficulty faced by the higher churn rate on the Internet and the minimization of search costs, by integrating more functionality to achieve the ultimate goal of behavioral and cognitive loyalty. The authors provide an analysis in a "digital" view of the economic theory of switching costs and the resulting lock-in mechanisms which, in a classical economy, are often a barrier to disloyalty. It is a useful and effective tool for online businesses, their main managerial and strategic implications, and the adaptability to existing contexts.