Complex knowledge

studies in organizational epistemology

In this book Haridimos Tsoukas, one of the most imaginative organizational theorists of our time, examines the nature of knowledge in organizations, and how individuals and scholars approach the concept of knowledge. An ideal introduction to the thinking of a leading organizational theorist, this book ...

Guide to business modelling

All organisations face more and more complex decision-making while the risks dependent on their decisions require increasingly explicit understanding of potential outcomes. The new edition of this widely acclaimed guide is full of practical help on how to build the best, most flexible and easy-to-use ...

El poder de lo simple

una guía para eliminar lo absurdo y ser menos complicados

¿El poder de lo simple¿: ¿teoría simplista o una óptica sabia? Este libro ejecutivo empieza con la dedicación que resume su "razón de ser": ¿Dedicado a los que están agobiados y perplejos, y que sienten que debe haber un modo más simple de hacer las ...

Innovating strategy process

Innovating Strategy Process presents a series of reflective essays by established and emerging scholars on the subject of innovation, considering it both as an outcome of strategy and as a process in itself. The book has something to offer to a wide range of readers ...

¿Y por qué no?

cómo utilizar el ingenio para reiventar mercados y resolver problemas

Hay muchas grandes ideas que sólo están esperando a ser descubiertas... ¿Por qué no hacer que los comerciales le paguen a usted por su tiempo cuando le llaman para venderle algo? O, ¿por qué no ofrecer una póliza de seguros contra la devaluación del precio ...

Capabilities for strategic advantage

leading through technological innovation

In a competitive environment rivals will quickly respond to changes and improvements. This new contribution demonstrates that companies need to have a methodology for developing strategy with regard to future technology. New technology needs to be integrated into a strategic process and companies who are ...

iCon

Steve Jobs the greatest second act in the history of business

Lightning never strikes twice, but Steve Jobs has, transforming modern culture first with the Macintosh and more recently with the iPod. He has dazzled and delighted audiences with his Pixar movies. And he has bedeviled, destroyed, and demoralized hundreds of people along the way. Steve ...

Innovation management

strategy and implementation using the pentathlon framework

Designed primarily for students on MBA and executive education courses, this practical text introduces a new 'pentathlon' framework for discussing the key issues in managing innovation. Presenting key theoretical findings and showcasing best practice from successful organizations through more than sixty international case examples, the ...

Performance management

obteniendo lo mejor de los directivos y empleados a través de la alineación estratégica y operativa

"Estamos presenciando una convergencia entre avanzados conceptos y prácticas de dirección empresarial. La gestión de resultados (Performance Management) es un medio para unirlo todo, comprender los puntos fuertes y las limitaciones de cada práctica directiva y potenciarla con el fin de conseguir una ventaja competitiva ...

Failsafe strategies

profit and growth from risks that other avoid

In the 1990s, in the name of "revolutionary business models," businesses took on massive risks almost without concern. They were burnt -- badly. Today, many companies have become powerfully averse to taking the risks that are essential to long-term success. Now, there's a whole new ...

Managing for the long run

lessons in competitive advantage from great family businesses

Fidelity, Hallmark, Michelin, and Wal-Mart are renowned industry powerhouses with long leadership track records. Yet, these celebrated companies are united by another factor not generally equated with competitive success: They are all family-controlled businesses. Although many view the hallmarks of family businesses--stable strategies, clan cultures ...

The next global stage

challenges and opportunities in our borderless world

Globalization is a fact. You can't stop it; it has already happened; it is here to stay. And we are moving into a new global stage. A radically new world is taking shape from the ashes of yesterday's nation-based economic world. To succeed ...

Managing customers as investments

the strategic value of customers in the long run

What's a customer really worth? Can you find out, without endlesslycomplex modeling? And once you know, what should you do with thatknowledge? Managing Your Customers as Investments has the answers.You'll learn simple ways to get reliable customer value information--ina form you can ...

Making strategy work

leading effective execution and change

Formulating strategy is one thing. Executing it throughout the entire organization... well, that's the really hard part. Without effective execution, no business strategy can succeed. Unfortunately, most managers know far more about developing strategy than about executing it#and overcoming the difficult political and ...

Many unhappy returns

one man's quest to turn arround the most unpopular organization in America

When Charles O. Rossotti became commissioner of the Internal Revenue Service in 1997, the agency had the largest customer base--and the lowest approval rating--of any institution in America. Mired in scandal, caught in a political maelstrom, and beset by profound management and technology problems, the ...

Best face forward

why companies must improve their service interfaces with costumers

Now more than ever, success is based on how well firms manage interactions with customers. Short on appropriately skilled labor and flush with new intelligent technologies, visionary managers are not just outsourcing or sending work offshore for greater efficiency; they are recruiting machines into the ...

Passionate profitable

why customer strategies fail and 10 steps to do them right

According to Strativity's 2003 CEM global study, 45% of executives surveyed do not believe they deserve the customer#s loyalty. Following a decade of customer-centric books, the market is in a state of crises with over 50% customer focused projects fail. Passionate and Profitable ...

Archieving fair value

how companies can better manage their relationships with investors

The single biggest preoccupation of senior management of any listed company is its institutional investors. CEOs and CFOs on average spend around 40% of their time dealing with this group, and the implicit goal of most management teams is to maximise share price. Yet the ...

The new estrategic management

organization, competition, and competence

Building on the fundamental tenets of competence-based strategic management, The New Strategic Management clearly defines a new conceptual foundation for strategic thinking and action. Authors Ron Sanchez and Aime Heene offer a clear framework that incorporates the essential features of traditional strategy analysis within the ...

Beyond control

managing strategic alignment through corporate dialogue

Technology has made it possible to apply a new management philosophy. Leaders can let go and still be in control. They can involve key people without losing momentum. Companies can consistently measure organizational capability over time, and accurately benchmark 'soft' management areas, and a virtual ...