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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.
This book is the story of how four busy executives, from different
backgrounds and different perspectives, were surprised to find
themselves converging on the idea of narrative as an
extraordinarily valuable lens for understanding and managing
organizations in the twenty-first century. The idea that narrative
and storytelling could be so powerful a tool in the world of
organizations was initially counter-intuitive. But in their own
words, John Seely Brown, Steve Denning, Katalina Groh, and Larry
Prusak describe how they came to see the power of narrative and
storytelling in their own experience working on knowledge
management, change management, and innovation strategies in
organizations such as Xerox, the World Bank, and IBM. Storytelling
in Organizations lays out for the first time why narrative and
storytelling should be part of the mainstream of organizational and
management thinking. This case has not been made before. The tone
of the book is also unique. The engagingly personal and
idiosyncratic tone comes from a set of presentations made at a
Smithsonian symposium on storytelling in April 2001. Seely Brown.
The prose is probing, playful, provocative, insightful and sometime
profound. It combines the liveliness and freshness of spoken
English with the legibility of a ready-friendly text. Interviews
will all the authors done in 2004 add a new dimension to the
material, allowing the authors to reflect on their ideas and
clarify points or highlight ideas that may have changed or deepened
over time.
This book is the story of how four busy executives, from different
backgrounds and different perspectives, were surprised to find
themselves converging on the idea of narrative as an
extraordinarily valuable lens for understanding and managing
organizations in the twenty-first century. The idea that narrative
and storytelling could be so powerful a tool in the world of
organizations was initially counter-intuitive. But in their own
words, John Seely Brown, Steve Denning, Katalina Groh, and Larry
Prusak describe how they came to see the power of narrative and
storytelling in their own experience working on knowledge
management, change management, and innovation strategies in
organizations such as Xerox, the World Bank, and IBM. Storytelling
in Organizations lays out for the first time why narrative and
storytelling should be part of the mainstream of organizational and
management thinking. This case has not been made before. The tone
of the book is also unique. The engagingly personal and
idiosyncratic tone comes from a set of presentations made at a
Smithsonian symposium on storytelling in April 2001. Reading it is
as stimulating as spending an evening with Larry Prusak or John
Seely Brown. The prose is probing, playful, provocative, insightful
and sometime profound. It combines the liveliness and freshness of
spoken English with the legibility of a ready-friendly text.
Interviews will all the authors done in 2004 add a new dimension to
the material, allowing the authors to reflect on their ideas and
clarify points or highlight ideas that may have changed or deepened
over time.
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.
How leaders can use the right story at the right time to inspire
change and action
This revised and updated edition of the best-selling book "A
Leader's Guide to Storytelling" shows how storytelling is one of
the few ways to handle the most important and difficult challenges
of leadership: sparking action, getting people to work together,
and leading people into the future. Using myriad illustrative
examples and filled with how-to techniques, this book clearly
explains "how" you can learn to tell the right story at the right
time.Stephen Denning has won awards from "Financial Times," The
Innovation Book Club, and 800-CEO-READ"The" book on leadership
storytelling shows how successful leaders use stories to get their
ideas across and spark enduring enthusiasm for changeStephen
Denning offers a hands-on guide to unleash the power of the
business narrative.
The Missing Link in the Evolution of Kanban -- From Its Roots in
Agile David J. Anderson developed the Kanban Method over years
spent managing and coaching Agile development teams, at companies
such as Sprint and Microsoft, by integrating Lean thinking with
Agile principles and practices. This compendium of anecdotes and
epiphanies shares this journey on the road to Kanban, now a popular
method for improving predictability while managing change and risk
in organizations worldwide. Topics include: -Why people resist
change -The role of the manager in Agile development -Flow and
variability -Timeboxes and delivery cadence -Estimation and metrics
This Element examines the current crisis of capitalism's legitimacy
and concludes that it derives principally from business pursuing an
aberration of capitalism known as shareholder capitalism, in which
firms sought to maximize shareholder value as reflected in the
current share price, at the expense of all other stakeholders and
society. Shareholder capitalism began in the 1970s and was
renounced by the Business Roundtable in 2019, but continues behind
a facade of stakeholder capitalism. Stakeholder capitalism is the
most widely cited form of capitalism today, but it is incoherent as
a practical guide to action for an entire firm. This Element
concludes that a recent evolution of capitalism--customer
capitalism--which gives primacy to co-creating value for customers
and users, enables firms to master the challenges of the digital
age, shower benefits on society, and meet the needs of all the
stakeholders.
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