Showing 49–53 of 53 results
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 executivesâ€™ 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 authorâ€™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.
Author:Â David Guillebaud
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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 worldâ€™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 McKinseyâ€™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.
Author: Herbert Henzler
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This book explores and demonstrates the transformative learning experiences that organizations and their leaders can derive from the arts. It is through the arts that we have always explored our humanity: through dance and music; art and sculpture; theatre and poetry. The arts allow us to explore our own selves and our relationship to others and to the world around us. This central role of the arts is commonly accepted in everyday life, but the implications of this are not typically extended to the world of business.The authors argues strongly that, to the contrary, the methodologies and approaches that are fundamental to performing artists of all kinds can provide exactly the kind of inspirational, people-centred and performance-related techniques that are missing from much of the typically mechanistic, systems-based and process-driven training and development of managers and executives. Technical proficiency and expertise are not enough to deliver an award-winning result; what enables a truly outstanding performance is the elusive but entirely recognizable element of artistry â€“ the spark that transforms a technically good performance into something extraordinary.
Author:Â Mark Powell and Jonathan Gifford
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Definition of â€śgeniusâ€ť: someone who has exceptionally intellectual or creative power or other natural ability. Doing or creating something truly creative will be the defining feature of success in the 21st century. This requires us to seek out our abilities and the innate resources born to us, raise our performance and fulfil our potential â€“ in other words, to enable our genius. This fascinating book examines the nature of genius in human beings and what it takes to go beyond mediocrity and ordinariness. Written by a leading thinker and consultant in human performance, together with contributions from other experts in the field, the book identifies three specific kinds of genius that are within everyoneâ€™s reach: unique individual genius (in a specific discipline, craft or skill set); genius in any discipline, craft or skill set; moments of genius (that occur as spontaneous, unplanned events); and collective genius (the coming together of individuals to deliver something extraordinary).
Author: Myles Downey
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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 â€śrousersâ€ť) 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 companyâ€™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 todayâ€™s turbulent times.
Author:Â Luis Gallardo
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