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.
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.
Your brain is your most valuable asset, and yet we are taught so little about it. The one thing that’s involved in all your feelings, thoughts, and actions, and you’re never given the manual. Consequently few of us realise our potential.
Recent developments in neuroscience demonstrate that your brain is like a muscle; you can increase your brain power, and even change and develop your brain over time.
Grounded in scientific research, this book gives you 50 ways to get more from your brain. You’ll gain an understanding of how your brain works and how you can boost your mental performance. You’ll discover how to improve your focus and memory, and how you can enhance your problem solving skills. You’ll even learn how you can program your brain and keep it younger for longer.
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.
Research has told us that to be successful in our personal and professional lives we need emotional intelligence; mindfulness is one practise to harness this ability and build your emotional capital. Mindfulness is an ancient Buddhist practice, which is very relevant for life today. Mindfulness is an integrative, mind-body based approach that helps people to manage their thoughts and feelings by paying attention in a particular way: on purpose, in the present moment, and non-judgementally. This increases awareness, clarity and acceptance of our present-moment reality.
This book reveals the seven dynamic emotions that create success, and provides a step-by-step guide for building emotional wealth and wellbeing.
This book exposes the marketing secrets and lessons learnt from one of the world’s most exciting global brands – Coca Cola – and how you can apply them to your own brand. It explores the core beliefs and principles that were needed to evolve one of the most powerful marketing machines on the planet that worked successfully across cultures and fast-changing environments.
The author was part of a team of outstanding individuals and agencies that generated better, faster and more effective marketing on an unprecedented level. Through a combination of research, theory and real-life experience, Lamelas explains why and how marketing works, and offers a proven framework to help you master your own marketing strategy.
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.
This book is about icons – exceptional organizations (orchestras, restaurants, sports teams or companies) with an aspiration to make or do something special, and to go on doing so, year in, year out for decades. This is what gives these organizations their undeniably iconic status.
By selecting 14 iconic organizations (including ElBulli, McKinsey, Royal Concertgebouw Orchestra, Procter & Gamble, the All Blacks) and researching what characteristics make them different from others, the authors discovered a “competency spiral” which these organizations exhibit in their success. Attracting and retaining the right people; forging individuals into a team; and achieving outstanding results, time after time, through continuous improvement and adjustment – these are the key competencies required to achieve iconic status.
Author: Xavier Bekaert, Gillis Jonk, Jan Raes & Phebo Wibbens
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.
We live in times of great change. Or so we are told. Headlines blast messages about clashes between tribes, civilisations, political factions, East and West. We are told that unless we abstain from eating meat, flying or enjoying other modern amenities, the planet is doomed. We live in times of trouble. Of crossroads. Of signs of decline. We live in special times. In turn, future thinking is often reduced to people having opinions about other people’s opinions.
As opposed to manifesto, in manifesto many small ideas are created to inspire one person, your- self. By sharing the vision of the future, we can avoid telling stories and instead strive to surround ourselves with as many strange, conflicting ideas that we can in order to immerse ourselves in future possibilities and possible futures. Incorporating recognisable examples, Minifesto will illustrate how the world changes when a single individual does something new.
The realm of the “personal” is now increasingly touched by technology – especially the Internet. For example, sleep is now something we do in between checking our smartphones. Our relationship to food and eating has changed too. Home delivery, restaurant search, table bookings – these have all been elevated to a high level skill-set which is part-entertainment, part-electronic processing. And travel is now a finger-clicking exercise with precision timing.
This readjustment of our daily routine has had one significant effect: it has taught individuals a range of skills that would normally be in the domain of businesses. Ordinary people now behave as businesses do by using buying strategies to get costs down. We now have expectations of quality and delivery. In fact, we have become so business-like as individuals that marketers need to get rid of the processes of “Business-to-Consumer” communication, and begin to adopt the rules of “Business-to-Business” when talking to consumers. Such change of our lives is an explosion of the new – new thinking, new business, new relationships, new selling, new buying, new leisure, new humans.
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.
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