Bücher
Demand
Adrian Slywotzky 2011Die Nachfrage ist eine ungewöhnliche Form der Energie. Sie setzt viele große und kleine Räder in Bewegung – in Volkswirtschaften, Märkten, Unternehmen genauso wie auf dem eigenen Lohnzettel, hier und weltweit. Alles hängt von der Nachfrage ab. Aber verstehen wir überhaupt, woher Nachfrage eigentlich kommt? Lässt sich Nachfrage erzeugen – und zwar immer und immer wieder?
Leading in Times of Crisis, Navigating Through Complexity, Diversity, and Uncertainty to Save Your Business
David L. Dotlich, Peter C. Cairo and Stephen H. Rhinesmith 2009Building on Head, Heart, and Guts, Leading in Times of Crisis draws on compelling research with more than twenty CEOs and top-level executives, to provide unique and valuable insights, along with straight-forward principles, that will help point the way in an increasingly diverse and rapidly changing marketplace.
The Upside
Adrian J. Slywotzky 2007Strategic risk is the major business challenge today. Yet conventional wisdom offers no solution. Risk is considered a fact of life, like the weather, and everyone knows you can have high returns or low risk - not both. But what "everyone knows" is not always true.
Head, Heart & Guts: How the World's Best Companies Develop Complete Leaders
David L. Dotlich, Peter C. Cairo, Stephen H. Rhinesmith 2006Head, Heart & Guts contends that the old leadership paradigm which focused on brains and strong analytic skills is no longer enough to achieve long-term organizational success. The authors argue that today's businesses need whole leaders, people who possess a range of qualities in three major areas: head (analytical abilities), heart (emotional intelligence) and - what is too frequently absent - guts (the willingness to take risks, based on strong beliefs and values).
Kopf, Herz und Mut zum Risiko: Das Komplett-Programm zur Entwicklung Ihrer besten Mitarbeiter
David L. Dotlich, Peter C. Cairo, Stephen H. Rhinesmith 2006Komplexe Zeiten erfordern ganzheitliche Führungspersönlichkeiten. In einer Zeit, die geprägt ist vom schnellen Wandel von Überzeugungen, sozialen und politischen Umständen, wirtschaftlichen Rahmenbedingungen und Technologien, müssen Führungspersonen in der Lage sein, Kopf, Herz und Mut einzusetzen – je nachdem, was die Umstände erfordern. Das Buch bietet erstmals ein ganzheitliches Konzept zur Personalentwicklung.
Markenmanagement der Automobilzulieferer
Bernd Gottschalk, Jan Dannenberg 2006Branding spielte für Automobilzulieferer bis vor kurzem nur eine untergeordnete Rolle. Ihr verhältnismäßig enger Kreis an Abnehmern und die Dominanz der Automarken schienen wenig Spielraum für eigene Markenstrategien der Zulieferer zu lassen. Doch die Erfolge der Unternehmen, die schon früh auf die Marke setzten – Beru, Bosch, Brembo, Hella oder Monroe sind nur einige Beispiele – haben bei vielen Zulieferern zu einem Umdenken geführt.
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Building Better Boards - A Blueprint for Effective Governance
David A. Nadler, Beverly A. Behan, and Mark B. Nadler 2006Building Better Boards is a practical and provocative blueprint for helping CEOs and boards create real value by striking the right balance between contention and collaboration. It's an approach to corporate governance that goes far beyond minimum compliance with legal requirements; this is about enabling the board, for the first time, to perform as a team in a way that significantly improves the quality of management's decisions without interfering with management's prerogatives.
Leadership Passages: The Personal and Professional Transitions That Make or Break a Leader
David L. Dotlich, James L. Noel, and Norman Walker 2004Based on interviews with more than 75 managers, including leaders from Johnson & Johnson, Novartis, GE, Bank of America, and Arthur Andersen, Leadership Passages identifies 13 common passages in the life of a leader and provides the inspiration, understanding, and navigation skills to make life's passages the groundwork for greater leadership.
How to Grow When Markets Don't
Adrian J. Slywotzky and Richard Wise 2003Double-digit growth has become increasingly tough to achieve. How to Grow When Markets Don't addresses today's economic challenges by providing powerful and practical strategies to generate new growth.
A Manager's Guide to Globalization: Six Skills for Success in a Changing World
Stephen H. Rhinesmith 2003A Manager’s Guide to Globalization offers insights into developing new skills for management success in an increasingly challenging international market. Dr. Rhinesmith’s book can help leaders prepare their company for the changes the 21st century will bring by addressing the following points: understanding driving forces, managing conflict, aligning corporate cultures, and developing a 12-step program for developing managers with global mindsets.
Why CEOs Fail: The 11 Behaviors That Can Derail Your Climb to the Top and How to Manage Them
David L. Dotlich and Peter C. Cairo 2003Dotlich and Cairo identify 11 personality traits that can become pressure points for any manager. Often these are the very strengths that got the individual promoted - but if they're taken to an extreme or put to use in the wrong situation, they can sabotage instead of enable. The authors argue that learning how to manage our vulnerabilities is the key to success, a message that many CEOs and senior leaders don't hear until it is too late.
The Art of Profitability
Adrian J. Slywotzky 2002The Art of Profitability is to strategy what The Goal is to operations: an enjoyable new way to access Mercer's unique ideas on designing businesses that create value.
Unnatural Leadership: Going Against Intuition and Experience to Develop Ten New Leadership Instincts
David L. Dotlich and Peter C. Cairo 2002Unnatural Leadership debunks the common notion of the natural leader as a flawless heroic figure. The book describes the truth about being a "real" leader in a business environment turned upside down by e-commerce, diversity, security concerns, globalization, and matrix structures. Drawing on personal experience working with successful leaders in top-tier companies throughout the world, Dotlich and Cairo identify a style of leadership used by those who succeed in complicated business and people situations - a style that maximizes a leader's strengths and acknowledges weaknesses.
Value Nets
David Bovet and Joseph Martha 2000Value Nets introduces a new form of business design in which customers' choices set in motion an agile, fast, and digital supply chain - delivering superior customer satisfaction and breakthrough financial results.
How Digital Is Your Business?
Adrian J. Slywotzky and David J. Morrison 2000Going digital is the last thing you should do. Based on research into digital innovators, the authors argue that to prosper in the new economy, start with a winning business model then harness digital technology to make it more unique and profitable.
Profit Patterns
Adrian J. Slywotzky, David J. Morrison, Ted Moser, Kevin A. Mundt, and James A Quella 1999Profit Patterns argues that seeing the meaning beneath the surface chaos of today's dynamic business landscape, while not easy, is achievable... and essential
Action Coaching: How to Leverage Individual Performance for Company Success
David L. Dotlich and Peter C. Cairo 1999If you're a manager in almost any organization today, you probably realize that your ability to coach others is fast becoming a key component of your job. In Action Coaching, authors Dotlich and Cairo teach people at the executive, managerial, and group levels how to become extraordinary coaches. The strategic and organizational advantage it offers far surpasses ordinary coaching approaches.
Champions of Change: How CEOs and Their Companies are Mastering the Skills of Radical Change
David A. Nadler 1998In Champions of Change, David Nadler and his co-author/brother, Mark Nadler, describe how business leaders of major companies such as Corning Inc., Lucent Technologies Inc. and Xerox Corp. have dealt with the challenge of radical change.
Executive Teams
David A. Nadler and Janet L. Spencer 1998Examples from top companies demonstrate what executive teams are all about and detail the proficiencies CEOs must master to ensure their success. A set of insights and strategies can help both CEOs and senior team members build and maintain teams that live up to their full potential.
Action Learning: How the World's Top Companies are Re-Creating Their Leaders and Themselves
David L. Dotlich and James L. Noel 1998Leaders in today's marketplace can no longer be successful if they are using yesterday's strategies for business development. Action Learning immerses executives in a transformative encounter that boldly addresses the immediate needs of the organization. The methods discussed in this book have helped dozens of Fortune 500 companies to successfully develop their next generation of leaders to achieve any number of tactical business objectives.
The Profit Zone
Adrian J. Slywotzky and David J. Morrison 1998The Profit Zone, named one of the ten best business books of 1998 by Business Week, shows how to redesign your business around your industry's profit zone - the place where customers will allow you to earn a return above the cost of capital.
Competing by Design: The Power of Organizational Architecture
David A. Nadler and Michael L. Tushman 1997 Total integration of corporate structure, workplace culture, and employee motivation can help companies achieve a competitive advantage. Bringing all such processes together into one unified organization is as important to a company's future as the architectural unity of the building that houses it.
Value Migration
Adrian J. Slywotzky 1996Value Migration, the 1996 business bestseller, describes how the growth of venture capital, the increasing democratization of information, the convergence of technologies, the globalization of markets, and the industrialization of distribution channels has created a new and dynamic strategic landscape.
Grow to Be Great: Breaking the Downsizing Cycle
Dwight L. Gertz and João P. A. Baptista 1995No company ever shrank to greatness. With this simple premise, Grow to Be Great was the first book to challenge the dominant orthodoxy of downsizing, restructuring, and reengineering.
Discontinuous Change: Leading Organizational Transformation
David A. Nadler 1995The practical lessons learned from internationally renowned companies seeking to bring about lasting and fundamental organizational transformation provide a useful set of field-tested concepts and techniques for anyone seeking to promote change and firsthand advice on the roles CEOs and leadership teams can play.
Organizational Architecture: Designs for Changing Organizations
David A. Nadler, Marc S. Gerstein, and Robert B. Shaw 1992A proven model for understanding organizations can be used to make positive changes for both formal and informal organizational systems. Tools and techniques will help leaders restructure the organization of their companies in order to improve quality, create long-range strategies, tighten operations, and inspire team performance.