Exposes the insider tools used to facilitate distortion and deceit and provides practical ideas on how to fight back against each tool and how business can use alternative tactics. Offers business new insights on how to authentically build trust. Educates as well as informs - each chapter ends with what we can do, individually and in our teams, businesses and communities to fight back against deceit.

Businesses spend billions on innovation with very little to show for their investment or effort. This book challenges some of the 'ingrained truths' of innovation and suggests a different approach. Innovation is not the creation of a novel idea. It is the successful commercialisation of that novel idea. Rather than starting with a costly, time-consuming problem assessment that seeks to push potential solutions through an innovation funnel, an 'impeller approach' starts with possible solutions and gets the market to pull the best ones forward so they can fail fast or flourish fast. This approach is made possible by the addition of a 'bee' - a new type of integrative thinker who can harvest the existing knowledge from the 'meadow of experts'. Completely reversing the innovation process means organisations are much better placed to win in the market rather than focusing on finding theoretical solutions or clearing innovation stage gates. In addition, this approach also recognises that the people who shepherd the solution through the ideation and testing stage are not the same people who must then take that solution to market for successful commercialisation. Given the current innovation failure rate, coupled with the fact that society is beset with multiple wicked problems, it's time to think differently and innovate innovation itself. This book is essential reading for Heads of Innovation and Commercialisation, Directors of Marketing, Heads of New Product Development and New Service Development, Strategy Directors, Chief Technology Officers, Government advisers and policy makers.

Exposes the insider tools used to facilitate distortion and deceit and provides practical ideas on how to fight back against each tool and how business can use alternative tactics. Offers business new insights on how to authentically build trust. Educates as well as informs - each chapter ends with what we can do, individually and in our teams, businesses and communities to fight back against deceit.

* Most books tend to pigeon-hole leadership around traits, personality or behaviour but few offer genuine insights into how to step change leadership itself. This is the gap that Step Change is seeking to fill. * The book can be used in staff development, coaching scenarios and in MBA courses focusing on change management, leadership and human resource development. * Using cultural metaphors through popular film to illuminate the various stages, the book is brought to life for the reader. * The Leader's Journey offers a road map so that leaders can better appreciate where they are on the change cycle so that they can use the right interventions at the right time to move the change forward for themselves as well as their teams.

Businesses spend billions on innovation with very little to show for their investment or effort. This book challenges some of the 'ingrained truths' of innovation and suggests a different approach. Innovation is not the creation of a novel idea. It is the successful commercialisation of that novel idea. Rather than starting with a costly, time-consuming problem assessment that seeks to push potential solutions through an innovation funnel, an 'impeller approach' starts with possible solutions and gets the market to pull the best ones forward so they can fail fast or flourish fast. This approach is made possible by the addition of a 'bee' - a new type of integrative thinker who can harvest the existing knowledge from the 'meadow of experts'. Completely reversing the innovation process means organisations are much better placed to win in the market rather than focusing on finding theoretical solutions or clearing innovation stage gates. In addition, this approach also recognises that the people who shepherd the solution through the ideation and testing stage are not the same people who must then take that solution to market for successful commercialisation. Given the current innovation failure rate, coupled with the fact that society is beset with multiple wicked problems, it's time to think differently and innovate innovation itself. This book is essential reading for Heads of Innovation and Commercialisation, Directors of Marketing, Heads of New Product Development and New Service Development, Strategy Directors, Chief Technology Officers, Government advisers and policy makers.

Many observers have suggested that capitalism is fast destroying our planet, concentrating power in a few big companies. Excessive short-termism, leveraged debt, digitisation, and disruption are the new normal. We stand at a critical juncture where the two paths ahead could lead to very different futures. One route could take us back to the harshest days of the early Industrial Revolution and the Great Depression. The other could lead to a world of abundance, equality, inclusivity, and prosperity for all. Which future awaits us will largely be determined by business, and HR (Human Resources) in particular. Books on HR tend to focus on HR practices and potential interventions, but they rarely look at the profession, how it evolved, and how and why those people practices were created. The HR (R)Evolution: Change the Workplace, Change the World describes the "Seven Great Waves" of change and explains how each wave impacted business. It explains how some companies are stuck in the past and how HR can break the deadlock if it understands what the future holds. This book is meant for senior business leaders or anyone currently working in HR who are grappling with the paradoxes of business today. It's for leaders who recognise that people issues are the central challenge of our time. Whether we embrace the waves yet to come will determine whether we survive or regress, whether we flourish or flounder. The future is in our hands.

Understand how to overcome the obstacles inhibiting performance and unlock the potential for brilliance that lies within every leader. Most leaders are operating nowhere near their optimal level of performance. In this book, Dr Alan Watkins helps leaders at every level understand how they can transform their output and unlock their true potential. He shares proven techniques that have helped thousands of leaders in FTSE 50 giants and SMEs across market sectors and geographies as well as the Olympic and Paralympic Rowing Team, resulting in them achieving their best ever medal haul in London 2012. Coherence shows how our ability to lead and deliver results is rooted in our biology. Dr Watkins explains the science of how to increase energy levels and become smarter, more resilient, happier, healthier and more successful in whatever we do. Drawing on case studies from prominent business leaders and insights from a diverse range of research fields, he reveals the secrets to exceptional leadership and how to be brilliant every day. Now in its second edition, this vital guide contains upgraded practical tools and new insights on how to transform productivity, manage complexity, accelerate innovation and drive greater commercial performance, all while becoming healthier and happier.

Understand how to overcome the obstacles inhibiting performance and unlock the potential for brilliance that lies within every leader. Most leaders are operating nowhere near their optimal level of performance. In this book, Dr Alan Watkins helps leaders at every level understand how they can transform their output and unlock their true potential. He shares proven techniques that have helped thousands of leaders in FTSE 50 giants and SMEs across market sectors and geographies as well as the Olympic and Paralympic Rowing Team, resulting in them achieving their best ever medal haul in London 2012. Coherence shows how our ability to lead and deliver results is rooted in our biology. Dr Watkins explains the science of how to increase energy levels and become smarter, more resilient, happier, healthier and more successful in whatever we do. Drawing on case studies from prominent business leaders and insights from a diverse range of research fields, he reveals the secrets to exceptional leadership and how to be brilliant every day. Now in its second edition, this vital guide contains upgraded practical tools and new insights on how to transform productivity, manage complexity, accelerate innovation and drive greater commercial performance, all while becoming healthier and happier.

Today's leaders need to change radically to meet the challenge of complex organizations in business landscapes that are in flux. This requires a step-change in development in three fundamental dimensions: how you do things, who you are, and how you relate to other people. 4D Leadership is what happens when this step-change in doing, being and relating takes place. When you move up to the next level of ability and sophistication in these three dimensions, you will have unlocked the fourth dimension (verticality) and you will receive a significant competitive advantage. Neuroscientist and leadership coach Dr Alan Watkins draws on groundbreaking research into adult development to present a framework that will transform your ability to excel as a leader. 4D Leadership isn't just a software patch for leadership skills: this is an upgrade to the next level of the human operating system, the next level of leadership development. 4D Leadership is the book for: anyone who feels overwhelmed by the competing priorities of their jobs; anyone who feels stressed by trying to maintain competitive advantage through innovation; anyone looking to develop a more responsive and rewarding strategy, drive change and take people with them, and become a truly rounded and 4-dimensional leader.

A story of the life and many loves of Sergeant David 'Smudge' Smith - the hero of The Falklands. The book tells the story of Smudge growing up in Sheffield, his early working life, his time in the Army and his work with children after demob.

Nina is serious trainee teacher, a science expert and a socialist. Her biggest hate is all forms of warfare. She takes her political views onto the streets in demonstrations during the late 1960s. Alex is a professional soldier, a sniper and believes everyone should stand on their own two feet. He thinks people who aren't satisfied with the world the way it is a lazy Bolshie. When you put them together the unexpected happens. They fall in love. But just as Alex gradually comes around to Nina's point of view and begins to question his chosen profession, she becomes frustrated with the tactics of the infamous Special Patrol Group and decides to fight back. What happens next is strange and unexpected as we are led through covert military operations, international terrorist attacks and shadowy back room deals with powerful people whose real identities are never known. Can their love survive?

Ron Jessop is a thief, a fraudster, a black marketeer and he may be a drug smuggler as well, his wife is an evil scheming Chinese prostitute, his true love is a Yorkshire dressmaker and his best friends are hired killers. And he's the kind and sympathetic hero of Buying the Programme. Ron is fixated on the idea of providing a good life for his beloved mother while his father is away during WWII and after his father's death on D Day, he works hard to try an establish himself as a businessman and we watch as he tries and tries again to realise his dream and is thwarted time and time again. We follow him from Yorkshire to Malaya in the 1950s after he is called-up for the Army, then onto Germany, into military prison and out to Yorkshire again, then Aden, Borneo and the mean streets of Ulster in the 1970s. It is Ron's indomitable spirit that keeps him getting up after each knock down and keeps him heading towards his dream of wealth and ease for his Mam. Contains some sexually explicit passages.

* Most books tend to pigeon-hole leadership around traits, personality or behaviour but few offer genuine insights into how to step change leadership itself. This is the gap that Step Change is seeking to fill. * The book can be used in staff development, coaching scenarios and in MBA courses focusing on change management, leadership and human resource development. * Using cultural metaphors through popular film to illuminate the various stages, the book is brought to life for the reader. * The Leader's Journey offers a road map so that leaders can better appreciate where they are on the change cycle so that they can use the right interventions at the right time to move the change forward for themselves as well as their teams.

Auberon Alexander Waugh was certainly the most offensive, and probably the most industrious, journalist of "Modern Times". In private he was of a kindly and benevolent disposition, and possessed beautiful manners, but he rarely allowed these aspects of himself to become known to his readers. He [Philip Hope-Wallace] was a big man, well over six feet, heavy, with a splendid Roman head. He drank a great deal. A friend once came across him in a lavatory at Broadcasting House finishing off a quarter-bottle of Gordon's gin. Though a good broadcaster, he was a nervous one. 'When you reach my age,' he said, 'you will be doing the same.' He could be also be very rude indeed. Tony Benn once publicly announced that he was concerned to lose the stigma of the intellectual. [Anthony] Crosland replied that, in order to lose a stigma, it was first necessary to acquire one. This lack of recognition would not have mattered if [William] Robson had not minded about it. But he did mind: he was hurt and felt excluded. He was not like his former colleague R. H. Tawney, who, on being offered a peerage by Ramsay MacDonald, asked what harm he had ever done the Labour Party. First published nearly a quarter of a century ago, this newly updated edition of Alan Watkins' "Brief Lives" remains an exceptional work of biography. Eclectic, humane, smart and affectionate, Watkins' prose crackles with wit and fierce observation. Writing in the tradition of Aubrey and Churchill, Alan Watkins celebrates the lives and achievements of his many contemporaries. There are journalists, Paul Johnson and John Junor, Malcolm Muggeridge and Richard Ingrams, Auberon Waugh and Peregrine Worsthorne; politicians, Roy Jenkins and Michael Foot, David Steel and Ian Gilmour, Iain Macleod and Norman St John-Stevas; writers, Anthony Powell, Simon Raven, Kingsley Amis and AJP Taylor; and mavericks, Lord Beaverbrook, GE Moore, Tom Driberg and William Robson. Finally, there is a vivid portrait of Watkins's father. "Brief Lives" is a series of brilliant essays which capture the essence of twenty-nine men whose combined achievements helped define Britain during the last century. It's a classic.