Today’s dynamic business environment requires new ways to man- age, lead, work, and organize. Traditional paradigms of efficiency, agency theory, transactions and scale are replaced or augmented with principles that focus on people, self-organization, and purpose for greater innovation and growth.
To expand on his previous books, Lukas Michel presents new research, practical applications and the experience with People- Centric Management, agile organization and work on the system to establish new management where people unlock their talent, master greater challenges and perform at their peak.
The book offers the legendary People-Centric Diagnostic that forces the reader to decode and rethink the many assumptions underlying their management model and systems. In combination, the people-centric model, the three-step process and action agenda will help executives establish leadership everywhere to succeed in a dynamic environment.
Putting people first is the key to successful management
Author is an influential member of the Drucker Society Europe
Author’s company (Agility Insights) has over the past three years expanded into ten countries
The Performance Triangle has had trade sales of 161 copies since 2013 and Management Design has sold 215 copies since 2015
Publisher: LID Publishing
FORMAT: 156 x 234mm
Lukas Michel’s consulting company, Agility Insights, is now present in ten countries. He is the author of The Performance Triangle and Management Design (both published by LID), which he uses regularly to support his client work. He is an associate of the Peter Drucker Society and lives in Switzerland.
Peter Drucker’s challenge for management in the 21st century was to make knowledge work productive. It was clear to him that the traditional top-down approaches would not work in a complex, interconnected and unpredictable world. Learning from experience (and experimenting) at scale and ‘agile’ have emerged as key components of a new answer. Building on his previous work on The Performance Triangle, Lukas Michel describes practical ways of changing the operating system for the organization by putting people in the centre of the endeavour. A book by a practitioner for practitioners.
Dr Richard Straub, President, Peter Drucker Society Europe, Vienna
“The context in which we now work (digital and VUCA worlds) requires us to seriously reconsider how we lead and work, and in a substantially different way. Lukas Michel, in his new book, People-Centric Management, deftly presents a guided path for leaders who truly wish to transform their organization and teams – becoming people-centric practitioners coupled with ‘agile,’ resulting in an enabled, empowered and engaged workforce that optimizes institutional knowledge and skills for sustainable competitive advantage. Lukas presents a compelling data set spanning 20 years and introduces practical and meaningful diagnostic tools to measure, track and direct an organization towards its true potential.
Mark Béliczky, Executive Management Consultant and Advisor, The Carlyle Group, Washington, DC
The closest comparison to Lukas Michel is a very mature and perfectly bodied red wine at its peak. The last book of this trilogy takes the leaders on a journey that spans from ancient Greece to important levers dealing with reality, and emphasizes the importance of lifelong learning and clear prioritization. So, the message is clear: ‘People first, organization second, clients third and owners fourth.’ This sounds harsh, but at the end of the book most readers will agree with this story, the reasoning behind it and the spark of Lukas’ passion for this topic.
Michael Eckert, Senior Program Manager – Business Excellence, Site Management, Merck KGaA, Darmstadt
If you work in business, the chances are you have fallen under the poisonous spell of business bullshit and jargon. Very few of us seem able to avoid “reaching out”, or “walk the talk”, or “shifting paradigms”, or “think outside the box”. No longer solely the province of management consultants, investors and MBA types, business gobbledygook has mesmerized the rank and file around the globe.
Help is at hand with this The Business Bullshit Book, aptly described as “the world’s most comprehensive collection” of the top 2,000 business terms and jargon that have infected us all. Stay sane (and keep your colleagues and customers from suffocating you) from the business bullshit madness by having this dictionary by your side. Based on his wide and extensive experience with business bullshit, Kevin Duncan deciphers the terms and language of modern-day business speak.
This is the autobiography of one of the most influential management consultants of recent times. Herbert Henzler grew up in the German village of Neckarhausen during the Second World War. Starting his career as a sales apprentice with Shell, he went on to study at the universities of Saarland, Ludwig-Maximillian and California, Berkeley, where he received his PhD in economics.
In 1970, Henzler accepted an offer to join McKinsey & Company, a rapidly growing firm that would eventually become the world’s leading consultancy group. Working in its German office, Henzler quickly rose to Partner in 1975 and then Director in 1978. His spectacular rise continued when, in 1985, Henzler became head of McKinsey’s German office and one of the most powerful management consultants in the world. Honest and at times direct, this book provides a rare insight into the world of management consultancy and how one man made it to the top by constantly pushing the boundaries.
In 2012, the Chinese company Huawei Technologies overtook Ericsson to become the world’s largest telecommunications equipment manufacturer, firmly establishing itself on the world business map. Today, it has over 170,000 employees worldwide and in 2014 the company generated a remarkable profit of $5.5 billion.
Whilst research and development and the technology that results from it are core drivers of Huawei’s success, the company’s amazing growth is also determined by its human resource strategy. This is based on a “customer-first” attitude, the belief that obtaining opportunities is through hard work and, above all, “a dedication to do the best in anything we do”. How Huawei promotes this dedication amongst its workforce is the subject of this important book. Through original incentive systems, employee ownership and the mentality to act like a boss, Huawei has managed to create a culture of dedication that has become the bedrock of its growth today.
China’s economic rise and influence has been one of the most significant developments in the global economy of recent times. A driving force behind this expansion has been the private entrepreneurs and companies of China, some of which have literally redefined the economic and business landscape, both inside and outside of China.
Wang Jianlin is one such entrepreneur. From small beginnings as an unknown soldier, Wang ventured into business and led a residential development company that was in imminent danger of going bankrupt. He turned the business around, and today, the Dalian Wanda Group is a transnational enterprise that has become a major player in real estate, football and the entertainment industry. This is the inside story of Asia’s richest man, his rise from humble origins, who became one of China’s great entrepreneur heroes, and whose presence today is pursued by the world’s most important political and business leaders.
How is it that some brands and companies manage to last decades, fending off crises and turbulence and continuing to prosper, while others fail? What does it take to achieve sustainable value and success?
In this timely and important book, Luis Gallardo argues that executives and managers not only have to think holistically (in terms of strategy, structure and operations), but also act personally (to become “rousers”) if they are to succeed in these ever-changing times. As a manager, you have to engage and people, from top to bottom, and provide an understanding of the company’s mission and brand. As well as taking a broad, systems approach, you have to rouse (ignite and excite) the people in your organisation in order to make things happen. This balance between strategy and tactics, big picture and detail, planning and action, corporate direction and personal responsibility is the key to progress and resilience for your company in today’s turbulent times.
In a quest to maintain market position and improve profits in today’s fast-paced, competitive market place, organizations need to become more and more customer driven. A customer-driven organization maintains a base of loyal customers by recognizing that customer service and product quality are fundamental to maintaining a competitive advantage. These organizations have incredibly strong, inspirational and charismatic leaders with strong culture and behavioural norms or even rules that guide everyone how to function within the organization. They think that their way is the only way!
This book explains how the environment and culture created in some of the world’s greatest customer-focused companies resembles the mindset created by a cult. It is by understanding the “anatomy” of such companies that we, too, can embark upon a journey of customer excellence within our companies.
We live in a world of constant change and disruption caused mainly by new technology. Yet, in business, there is widespread apathy, paralysis and confusion in many established companies in face of the obvious scope, scale, reach and pace of disruptive change. Why? Because Denial is the natural default response, given how executives’ brains function and how they are trained.
This important book examines why companies seem paralysed in the headlights of onrushing digital and other disruption. In analysing and understanding this tendency towards denial in companies, the author is then able to guide executives to begin seeing a new perspective to coping with the transformation challenge that faces them. Full of insightful case studies and lessons gained from the author’s work with leading companies, this is a hugely timely book when virtually all companies and executives must deal with the threat of disruptive change.
In this counter-intuitive book for managers, the author argues that no one is perfect and that success as a leader is not about being perfect and always doing the right thing; it is about accepting your own humanity and adopting a number of down-to-earth attitudes and values. That’s when we achieve true (adequate) success.
Through ten commandments – starting with “Be humble – as a manager, you are also an employee” – management expert Kelly Odell provides a new perspective on how we should behave as managers in this age of differing cultures and values. How we think about people, motivation, power and relationships is the foundation for successful management. Odell argues that too much emphasis is placed on the leader setting a good example and becoming a (heroic) role model, when in fact a leader whose priority is on other people is more likely to create value for their company and succeed as a manager.
Across the world businesses are searching for ways to work leaner and smarter. Working virtually across countries, time zones, and regions is, in theory, a good way to stay connected and keep travel and accommodation costs down. Businesses must be competent at working virtually in order to thrive and, meeting virtually is today’s reality.
Technology companies are getting better and better at supporting meaningful virtual meetings and communication media is galloping ahead with people actively staying connected through social media and yet, at the same time virtual business meetings are hitting a glass ceiling. This book suggests that the human behaviour needed to make the most of these meetings is struggling to keep up.
In this book you will learn how to make meetings work for you, how to be present and how to be understood, why you suck at meetings today and what to do about it for tomorrow.
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