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Management books

Resources


Digital Taylorism

The Economist: A modern version of scientific management threatens to dehumanise the workplace.
- Management - Digitalization -

Rien Dijkstra, John Gøtze and Pieter van der Ploug (2013)
Right Sourcing: Enabling Collaboration

Right Sourcing - Enabling Collaboration puts forward the proposal that the modern enterprise must fundamentally rethink its 'sourcing equation' to become or remain viable. By presenting perspectives on sourcing from 21 different contributors, the editors hope to enable and inspire readers to make better-informed decisions.
- Enterprise Architecture - Management - Markets -
8
0

Gary Hamel (2012)
What Matters Now: How to Win in a World of Relentless Change, Ferocious Competition, and Unstoppable Innovation

Obviously, there are lots of things that matter now. But in a world of fractured certainties and battered trust, some things matter more than others. While the challenges facing organizations are limitless; leadership bandwidth is not. That is why you have to be clear about what really matters now. What are the fundamental, make-or-break issues that will determine whether your organization thrives or dives in the years ahead? Hamel identifies five issues are that are paramount: values, innovation, adaptability, passion and ideology. In doing so he presents an essential agenda for leaders everywhere.
- Management -
4
0

The Big Idea: The Age of Hyperspecialization

Thomas W. Malone, Robert J. Laubacher, and Tammy Johns, Harvard Business Review: As labor becomes more knowledge based and communications technology advances, the division of labor accelerates. The hyperspecialization of workers may be inevitable given the quality, speed, and cost advantages it offers employers - and the power it gives individuals to devote flexible hours to tasks of their choice. This will force managers to master a new set of skills: dividing work into assignable micro tasks; attracting specialized workers to perform them; ensuring acceptable quality; and integrating many pieces into whole solutions. Firms will learn to rely on a new breed of intermediaries - from small assignment brokers like Amazon's Mechanical Turk to complex problem posers like InnoCentive. Hyperspecialization also creates new social challenges, such as the possibility of exploitation as work quickly finds the cheapest takers, and the opportunity for deception when workers can't see the larger purposes to which they are contributing. New global standards or regulations may be required, while guildlike organizations may address workers%u2019 needs for continuing skill development and a sense of community.
- Management -

Stephen Denning (2010)
The Leader's Guide to Radical Management: Reinventing the Workplace for the 21st Century

Organizations today face a crisis. The crisis is of long standing and its signs are widespread. Most proposals for improving management address one element of the crisis at the expense of the others. The principles described by award–winning author Stephen Denning simultaneously inspire high productivity, continuous innovation, deep job satisfaction and client delight. Denning puts forward a fundamentally different approach to management, with seven inter–locking principles of continuous innovation: focusing the entire organization on delighting clients; working in self–organizing teams; operating in client–driven iterations; delivering value to clients with each iteration; fostering radical transparency; nurturing continuous self–improvement and communicating interactively. In sum, the principles comprise a new mental model of management.
- Management -
8
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Stephen Denning (2005)
The Leader's Guide to Storytelling: Mastering the Art and Discipline of Business Narrative

In his best–selling book, Squirrel Inc., former World Bank executive and master storyteller Stephen Denning used a tale to show why storytelling is a critical skill for leaders. Now, in this hands–on guide, Denning explains how you can learn to tell the right story at the right time. Whoever you are in the organization CEO, middle management, or someone on the front lines you can lead by using stories to effect change. Filled with myriad examples, A Leader's Guide to Storytelling shows how storytelling is one of the few available ways to handle the principal and most difficult challenges of leadership: sparking action, getting people to work together, and leading people into the future. The right kind of story at the right time, can make an organization "stunningly vulnerable" to a new idea.
- Management -
7
0

Stephen Denning (2007)
The Secret Language of Leadership: How Leaders Inspire Action Through Narrative

The book introduces the concept of narrative intelligence - an ability to understand and act and react agilely in the quicksilver world of interacting narratives. It shows why this is key to the central task of leadership, what its dimensions are, and how you can measure it. The book’s lucid explanations, vivid examples and practical tips are essential reading for CEOs, managers, change agents, marketers, salespersons, brand managers, politicians, teachers, parents—anyone who is setting out to the change the world.
- Management - Change Management -
7
0

Forget your people - real leaders act on the system

John Seddon: A real story of a curious public sector leader, a pugilist and a contrarian, who chose to do the right thing and design his system entirely around the needs of the customer - against the advice of inspectors. What happened? Costs fell, morale soared and best practice got better.
- Management - Systems Thinking -
9

Tony Davila, Marc J. Epstein, Robert Shelton (2005)
Making Innovation Work: How to Manage it, Measure it, and Profit from it

Making Innovation Work presents a formal innovation process proven to work at HP, Microsoft and Toyota, to help ordinary managers drive top and bottom line growth from innovation. The authors have drawn on their unsurpassed innovation consulting experience -- as well as the most thorough review of innovation research ever performed. They'll show what works, what doesn't, and how to use management tools to dramatically increase the payoff from innovation investments. Learn how to define the right strategy effective innovation; how to structure an organization to innovate best; how to implement management systems to assess ongoing innovation; how to incentivize teams to deliver, and much more. This book offers the first authoritative guide to using metrics at every step of the innovation process -- from idea creation and selection through prototyping and commercialization.
- Management - Innovation -
8
0

Gary Doucet, John Gøtze, Pallab Saha, Scott Bernard (2009)
Coherency Management: Architecting the Enterprise for Alignment, Agility and Assurance

The book introduces the idea of Coherency Management, and asserts that this is the primary outcome goal of an enterprise's architecture. With submissions from over 30 authors and co-authors, the book reinforces the idea that EA is being practiced in an ever-increasing variety of circumstances - from the tactical to the strategic, from the technical to the political, and with governance that ranges from sell to tell. The characteristics, usages, value statements, frameworks, rules, tools and countless other attributes of EA seem to be anything but orderly, definable, classifiable, and understandable as might be hoped given heritage of EA and the famous framework and seminal article on the subject by John Zachman over two decades ago. Notably, EA is viewed as an Enterprise Design and Management approach, adopted to build better enterprises, rather than a IT Design and Management approach limited to build better systems.
- Enterprise Architecture - Management - Strategy -
8
0

Karl E. Weick (2000)
Making Sense of the Organization

This volume brings together the best–known and most influential articles on sensemaking by one of its most distinguished exponents, Karl Weick. Weick explores the process of how organizations discover that they face important decisions. Often organizations have discussions in order to see what they think, or act in order to see what they want – before they are even aware that a decision has to be made. The effective organization is one that understands this process of sensemaking and learns to manage it with wisdom. The ways in which people do that are demonstrated in chapters of this book. This important collection provides a valuable addition to the international literature on organization theory and will be welcomed by students and researchers alike.
- Management -
9
0

Karl E. Weick and Kathleen M. Sutcliffe (2007)
Managing the Unexpected: Resilient Performance in an Age of Uncertainty

Since the first edition of Managing the Unexpected was published in 2001, the unexpected has become a growing part of our everyday lives. The unexpected is often dramatic, as with hurricanes or terrorist attacks. But the unexpected can also come in more subtle forms, such as a small organizational lapse that leads to a major blunder, or an unexamined assumption that costs lives in a crisis. Why are some organizations better able than others to maintain function and structure in the face of unanticipated change? Authors Karl Weick and Kathleen Sutcliffe answer this question by pointing to high reliability organizations (HROs), such as emergency rooms in hospitals, flight operations of aircraft carriers, and firefighting units, as models to follow. These organizations have developed ways of acting and styles of learning that enable them to manage the unexpected better than other organizations. Thoroughly revised and updated, the second edition of the groundbreaking book Managing the Unexpected uses HROs as a template for any institution that wants to better organize for high reliability.
- Management - Change Management -
9
0

Karl E. Weick (1995)
Sensemaking in Organizations

The teaching of organization theory and the conduct of organizational research have been dominated by a focus on decision-making and the concept of strategic rationality. However, the rational model ignores the inherent complexity and ambiguity of real-world organizations and their environments. In this landmark volume, Karl E Weick highlights how the 'sensemaking' process shapes organizational structure and behaviour. The process is seen as the creation of reality as an ongoing accomplishment that takes form when people make retrospective sense of the situations in which they find themselves.
- Management -
9
0

Patrick Hoverstadt (2008)
Fractal Organization: Creating Sustainable Organizations with the Viable System Model

The world of management is in crisis – the old remedies no longer work and organizations are failing at an increasing rate. Although many talk of ‘joined up thinking’, few offer practical guidance on how to achieve this in organizations. The Fractal Organization sets down the practical implications of a well tested systemic approach to building organizations that are capable of surviving and flourishing in these turbulent times.
- Management - Systems Thinking -
9
0

RISK Mismanagement - What Led to the Financial Meltdown

THERE AREN'T MANY widely told anecdotes about the current financial crisis, at least not yet, but there's one that made the rounds in 2007, back when the big investment banks were first starting to write down billions of dollars in mortgage-backed derivatives and other so-called toxic securities. This was well before Bear Stearns collapsed, before Fannie Mae and Freddie Mac were taken over by the federal government, before Lehman fell and Merrill Lynch was sold and A.I.G. saved, before the $700 billion bailout bill was rushed into law. Before, that is, it became obvious that the risks taken by the largest banks and investment firms in the United States - and, indeed, in much of the Western world - were so excessive and foolhardy that they threatened to bring down the financial system itself. On the contrary: this was back when the major investment firms were still assuring investors that all was well, these little speed bumps notwithstanding - assurances based, in part, on their fantastically complex mathematical models for measuring the risk in their various portfolios. There are many such models, but by far the most widely used is called VaR - Value at Risk.
- Management -
8

Bernd Schmitt (2007)
Big Think Strategy: How to Leverage Bold Ideas and Leave Small Thinking Behind

Business leaders need bold strategies to stay relevant and win. In Big Think Strategy, Schmitt shows how to bring bold thinking into your business by sourcing big ideas and executing them creatively. With the tools in this book, any leader can overcome institutionalized small think the inertia, the narrow-mindedness, and the aversion to risk that block true innovation. Your reward? Big, bold, and decidedly doable strategies that excite your employees and leave your rivals scrambling. Drawing on years of advising corporate leaders on creativity and strategy development, Schmitt explains how to infuse fresh thinking into the planning process. Through his commentary on the Trojan War, the film Fitzcarraldo, and the composer Gustav Mahler, Schmitt uncovers the essence of bold leadership and the levers of revolutionary change. Abundant examples from Apple, Whole Foods, MySpace, IBM, General Electric, the Metropolitan Opera, and the Bill and Melinda Gates Foundation to name a few, show big think strategy in action. Tested by daring executives in a diverse range of industries, the practical ideas and tools in this book will help you leverage bold ideas in your strategic planning and position your firm uniquely for lasting market relevance and success.
- Management - Strategy -
7
0

Chip Heath, Dan Heath (2007)
Made to Stick: Why Some Ideas Survive and Others Die

Mark Twain once observed, “A lie can get halfway around the world before the truth can even get its boots on.” His observation rings true: Urban legends, conspiracy theories, and bogus public-health scares circulate effortlessly. Meanwhile, people with important ideas–business people, teachers, politicians, journalists, and others–struggle to make their ideas “stick.” Why do some ideas thrive while others die? And how do we improve the chances of worthy ideas? In Made to Stick, accomplished educators and idea collectors Chip and Dan Heath tackle head-on these vexing questions. Inside, the brothers Heath reveal the anatomy of ideas that stick and explain ways to make ideas stickier, such as applying the “human scale principle,” using the “Velcro Theory of Memory,” and creating “curiosity gaps.” In this indispensable guide, we discover that sticky messages of all kinds–from the infamous “kidney theft ring” hoax to a coach’s lessons on sportsmanship to a vision for a new product at Sony–draw their power from the same six traits. Made to Stick is a book that will transform the way you communicate ideas. It’s a fast-paced tour of success stories (and failures)–the Nobel Prize-winning scientist who drank a glass of bacteria to prove a point about stomach ulcers; the charities who make use of “the Mother Teresa Effect”; the elementary-school teacher whose simulation actually prevented racial prejudice. Provocative, eye-opening, and often surprisingly funny, Made to Stick shows us the vital principles of winning ideas–and tells us how we can apply these rules to making our own messages stick.
- Management - Markets -
7
0

Roger L. Martin (2007)
The Opposable Mind: How Successful Leaders Win Through Integrative Thinking

If you want to be as successful as Jack Welch, Larry Bossidy, or Michael Dell, read their autobiographical advice books, right? Wrong, says Roger Martin in The Opposable Mind. Though following “best practice” can help in some ways, it also poses a danger: By emulating what a great leader did in a particular situation, you’ll likely be terribly disappointed with your own results. Why? Your situation is different. Instead of focusing on what exceptional leaders do, we need to understand and emulate how they think. Successful businesspeople engage in what Martin calls integrative thinking—creatively resolving the tension in opposing models by forming entirely new and superior ones. Drawing on stories of leaders as diverse as AG Lafley of Procter & Gamble, Meg Whitman of eBay, Victoria Hale of the Institute for One World Health, and Nandan Nilekani of Infosys, Martin shows how integrative thinkers are relentlessly diagnosing and synthesizing by asking probing questions—including “What are the causal relationships at work here?” and “What are the implied trade-offs?” Martin also presents a model for strengthening your integrative thinking skills by drawing on different kinds of knowledge—including conceptual and experiential knowledge. Integrative thinking can be learned, and The Opposable Mind helps you master this vital skill.
- Management -
8
0

Jeffrey Pfeffer (2007)
What Were They Thinking?

Every day companies and their leaders fail to capitalize on opportunities because they misunderstand the real sources of business success. Based on his popular column in Business 2.0, Jeffrey Pfeffer delivers wise and timely business commentary that challenges conventional wisdom while providing data and insights to help companies make smarter decisions. The book contains a series of short chapters filled with examples, data, and insights that challenge questionable assumptions and much conventional management wisdom. Each chapter also provides guidelines about how to think more deeply and intelligently about critical management issues. Covering topics ranging from managing people to leadership to measurement and strategy, it’s good organizational advice, delivered by Dr. Pfeffer himself.
- Management -
0

Gary Hamel (2007)
The Future of Management

"Like many great inventions, management practices have a shelf life....Gary Hamel explains how to jettison the weak ones and embrace the ones that work. (Fortune) "There's much here that will resonate with forward-thinking managers." (BusinessWeek) Publisher's Summary: What really fuels long-term business success? Not operational excellence or new business models, but management innovation: new ways of mobilizing talent, allocating resources, and building strategies. Over the past century, breakthroughs in the "technology of management" have enabled a few companies, including General Electric, Procter & Gamble, Toyota, and Visa, to cross new performance thresholds and build long-term advantages. Yet most companies lack a disciplined process for radical management innovation. World renowned business sage Gary Hamel argues that organizations need bold management innovation now more than ever. The current management model, centered on control and efficiency, no longer suffices in a world where adaptability and creativity drive business success. In his most provocative book to date, Hamel takes aim at the legacy beliefs preventing 21st-century companies from surmounting new challenges. With incisive analysis and vivid illustrations, he explains how to turn your company into a serial management innovator, and reveals: The make-or-break challenges that will determine competitive success in an age of head-snapping change; The toxic effects of our legacy-management beliefs; The unconventional management practices generating breakthrough results in a handful of pioneering organizations; The new principles every company must weave into its management DNA; The Web's potential to obliterate smokestack management practices; The actions your company can take now to build its own management advantage. Get ready to throw off the shackles of yesterday's management dogma. Tomorrow's winners will be those companies that start inventing the future of management today.
- Management - Strategy -
9
0

Joe Stenzel, Gary Cokins, Bill Flemming, Anthony Hill, Michael Hugos, Paul R. Niven, Karl D. Schubert, and Alan Stratton (2007)
CIO Best Practices: Enabling Strategic Value with Information Technology

If you are a CIO, or intend to become a CIO, or simply want to understand the strategic importance of IT for your entire enterprise, CIO Best Practices provides you with the best practice guidance on the key responsibilities of the CIO and its important role in modern organizations. This is the most definitive and important work you will find on achieving and exercising strategic IT leadership.
- IT Governance - Management -
0

Cathleen Benko, F. Warren McFarlan (2003)
Connecting the Dots: Aligning Your Project Portfolio with Corporate Objectives

Organizations are struggling for greater return on their multibillion-dollar technology and project-related investments. Individual projects may be useful, but when examined collectively, they often work at cross-purposes, duplicate each other's efforts, or aim for obsolescing business objectives. And all are competing for scarce resources. In today's earnings-driven business environment, companies must look to their portfolios to better deliver on objectives and propel the organization forward. Based on their experience with a variety of companies, authors Cathleen Benko and distinguished professor F. Warren McFarlan have developed an alignment approach that better connects an organization's project portfolio to its corporate objectives in a manner responsive to today's unpredictable environment. Connecting the Dots provides a scalable framework and practical tools for better aligning a company's: (1) project portfolio with its objectives; (2) individual projects with each other; and (3) portfolio and objectives with the volatile environment. Better-aligned companies enhance business/technology performance by increasing shareholder value and confidence and improving the portfolio's return on investment. This in-the-trenches guidebook helps companies capture this latent value while building a more adaptive organization.
- Enterprise Architecture - IT Governance - Management -
6
0

Everett M. Rogers (1962)
Diffusion of Innovations

Now in its fifth edition, Diffusion of Innovations is a classic work on the spread of new ideas. It has sold 30,000 copies in each edition and will continue to reach a huge academic audience. In this renowned book, Everett M. Rogers, professor and chair of the Department of Communication & Journalism at the University of New Mexico, explains how new ideas spread via communication channels over time. Such innovations are initially perceived as uncertain and even risky. To overcome this uncertainty, most people seek out others like themselves who have already adopted the new idea. Thus the diffusion process consists of a few individuals who first adopt an innovation, then spread the word among their circle of acquaintances--a process which typically takes months or years. But there are exceptions: use of the Internet in the 1990s, for example, may have spread more rapidly than any other innovation in the history of humankind. Furthermore, the Internet is changing the very nature of diffusion by decreasing the importance of physical distance between people. The fifth edition addresses the spread of the Internet, and how it has transformed the way human beings communicate and adopt new ideas.
- Management -
8
0

David Williams, Tim Parr (2006)
Enterprise Programme Management: Delivering Value

Many large scale projects are delivered over schedule and over budget. Programme management is a new approach to maximize the likelihood of successful change management. While being based around a set of techniques, this book describes an approach to programme management that outlines the skills and capabilities that organizations need to develop in order to manage change programmes effectively. This updated paperback edition includes a new chapter on programme governance.
- Enterprise Architecture - Management -
7
0

Ori Brafman and Rod A. Beckstrom (2006)
The Starfish and the Spider: The Unstoppable Power of Leaderless Organizations

This work provides an understanding of the amazing force that links some of today's most successful companies. If you cut off a spider's leg, it's crippled; if you cut off it's head, it dies. But if you cut off a starfish's leg it grows a new one, and the old leg can grow into an entirely new starfish. Some organisations are just as decentralised as starfish, with no control centre or grand strategy. Think of craigslist and the original Napster, run totally by their own customers. Or Alcoholics Anonymous, which has thrived for decades as a loose network of small groups. Or even al Qaeda, which is so hard to destroy because its cells function independently. "The Starfish and the Spider", based on groundbreaking research into decentralised organisations, proves that this type of leadership is primed to change the world. Major companies like eBay, IBM, Sun, and GE are starting to decentralise, with great results. Decentralisation isn't easy for people who are used to the classic chain of commence organisation. But as readers will learn through this book's fascinating stories - ranging from the music business to geopolitics - it can be a very dangerous trend to ignore.
- Management -
0

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