The rich lessons of the Bible can be your leadership guidebook. Successful leaders don't rely solely on natural charisma and organizational authority as their tickets to success. Successful leadership is a learned art form and a developed discipline. You can master the art of leadership by examining the pitfalls and achievements of past leaders and penetrating the stories of our cultural and religious heritage. The Bible is the ultimate resource for learning by example: its stories of family relationships, political beginnings and even divine encounters provide valuable lessons about leading effectively. In this empowering guidebook, Nathan Laufer walks you through the stories at the very beginning of the Bible to examine the portraits of leadership success—and failure—they contain. He reveals the life-affirming values that the Bible uses to measure its leaders beginning in the Garden of Eden; analyzes the ups and downs in Abraham’s, and later Joseph’s, leadership journeys; and scrutinizes the many challenges faced by Moses—and God—in the books of Exodus and Numbers. Laufer draws out from Bible stories the lessons we can use every day—lessons not only of exemplary leadership, but also of failing to lead, leading with no direction and leading in the wrong direction or to a destructive destination. Through Laufer’s interpretive lenses, these ancient stories come alive to inform and inspire our leadership today and offer us direction for the future. "Nathan Laufer helps us see the stories of the [Bible] in new ways, he turns them into universal paradigms that relate to situations we all face every day, and he distills his insights into practical and powerful guidelines. There is no algorithm for leadership, no cookbook recipe, but it is hard to imagine a leader at any level of an enterprise whose capabilities will not be enhanced by studying this book." —from the Preface by Dr. Michael Hammer

Revised and updated for the new economy, this text describes how the radical redesign of a company's processes, organization and culture can achieve a quantum leap in performance. In the 1990s, reengineering was implemented in the back office, the factory and the warehouse. For the new century it is being applied to the front office and the revenue producing side of the business.;"Business Week" dubbed the implementation of e-commerce, "e-engineering". The Internet demands new ways of working, and reengineering is the tool that can create them. The new wave of reengineering is breaking down the walls that separate corporations from each other. Processes do not stop at corporate doorsteps. Product development, planning and many other processes are really inter-enterprise in nature; entailing work by both customer and supplier. The Internet facilitates the reengineering of these inter-corporate processes by allowing information to be shared across corporate boundaries.

This book introduces an original and far-reaching industry technology: Business Services Orchestration. BSO is the art of orchestrating the interactions between business services that may represent internal business processes of organizations. Waqar Sadiq and Felix Racca show how BSO enables information technology professionals to develop and design efficient business systems. In Section I they describe an in-depth architecture and methodology for modeling the BSO. Section II focuses on technologies, ranging from component models to programming languages to various kind of protocols. A case study in Section III explains how to apply orchestration to an actual business process.

Reengineering the Corporation  has swept through corporate America with a force unprecedented in recent years. Hailed by Business Week   as "the best-written, most well-reasoned business book for the managerial masses since In Search of Excellence," the book has appeared on virtually every bestseller list, including a six-month run on The New York Times list. Reengineering has become a part of everyone's business vocabulary. It is undoubtedly the business concept of the nineties.

In The Reengineering Revolution, Michael Hammer and Steven Stanton build on this foundation to share with readers their experiences in successfully implementing reengineering in companies around the world. In an easy-reading, anecdotal style, the book offers behind-the-scenes stories of reengineering successes and failures; practical techniques for key aspects of reengineering, from breaking long standing assumptions to managing change; and insights into the new ways of thinking that reengineering requires.

Just as Reengineering the Corporation shot to the top of the bestseller charts, so has The Reengineering Revolution. It is the practical guide for which business people have been waiting to help them achieve the dramatic improvements -- in speed, productivity, quality, service and profits -- that reengineering promises.

Reengineering has captured the imagination of managers and shareholders alike, sending corporations on journeys of radical business redesign that have already begun to transfigure global industry. Yet aside from earning them improvements in their business performance, the shift into more-process-centered organizations is causing fundamental changes in the corporate world, changes that business leaders are only now beginning to understand. What will the revolutions final legacy be? Beyond Reengineering addresses this question, exploring reengineering's effects on such areas as:

Jobs: What does process-centering do to the nature of jobs? What does a process-centered workplace feel like?

Managers: What is the new role of the manager in a process-centered company?

Education: What skills are vital in the process-centered working world, and how can young or inexperienced workers prepare?

Society: What are the implications of process-centering for employment and the economy as a whole?

Investment: What are the characteristics of a successful 21st-century corporation?

An informed look at one of the most profound changes to ever sweep the corporate world, Beyond Reengineering is the business manual for the 21st century.