Our future will be radically decentralized, digitized, and disrupted. Leaders will need more than just skills to survive. Veteran futurist Bob Johansen offers five literacies-combinations of discipline, practices, and perspective-for thriving in a volatile, uncertain, complex, and ambiguous world.


A rapid and massively disruptive shift from centralized to distributed organizations has already begun. But current leadership practices were designed for large, centralized organizations, making them increasingly obsolete. Bob Johansen, who has been projecting future trends from Silicon Valley since 1968, outlines five literacies leaders need to develop to cope with this brave new world.

Johansen says leaders need the literacy of projecting themselves into the future and “looking backwards” to make sure they are preparing for potential new developments. They have to cultivate the literacy of voluntarily engaging with their fear in a safe way, using simulations and gaming, so they can immerse themselves in the things they're worried about and deal with them. Distributed leadership is a third vital literacy-leaders need to know how to guide organizations that have no center, grow from the edges, and can't be controlled. In a globalized world they must master multimedia leadership-the literacy of having presence and influence even when they're not physically present. And finally, to stay on top of all this, they need the literacy of creating positive energy: leaders have to be extremely fit, physically and mentally, to keep their own energy and that of their organizations high to cope with this era of extreme disruption. Johansen presents dramatic and mind-expanding examples of how forward-looking organizations are developing these literacies and offers readers sage advice on how to cultivate them.

A guide to the parallel revolutions in technology, organizations, and leadership, this practical yet thought-provoking book presents a wealth of evidence to show that the two recurrent themes of democracy and enterprise are transforming our institutions. Organizations are becoming changing clusters of entrepreneurial units working together to form "internal markets," while this diversity is being integrated into a "corporate community" that unites the interests of investors, workers, clients, business partners, and the public. Even fierce competitors are cooperating.

o "Serving enterprises" make customers working partners in the creation of value
o "Knowledge entrepreneurs" form teams of self-managed internal enterprises
o "Internal markets" and "Corporate community" harness external forces to drive continuous change
o The power of "inner leadership" unites liberated workers, critical clients, and temporary business partners
o "Intelligent growth" offers strategic advantage that is ecologically benign

Illustrative examples, survey data, trends, anecdotes, and exercises offer original insights into the use of New Management principles. In addition, mini-case studies of MCI, Saturn, The Body Shop, Hewlett-Packard, Johnson & Johnson, Southwest Airlines, Home Depot, IKEA, Wal-Mart and other great companies illustrate vividly how creative managers design and lead organizations in an era of global competition, constant change, and empowered people. The author also analyzes critical issues, such as the nagging old conflict between profit and society, to provide managers a comprehensive, stimulating guide to where their craft is heading.

Halal argues that the transition to a New Management is almost inevitable because it is being driven not by altruism or even good leadership, but by the relentless advance of the Information Revolution. Only small entrepreneurial teams operating from the bottom-up can master today's exploding complexity, and gaining stakeholder support is now essential because a knowledge-based economy has made cooperation a competitive advantage. Rather than fussing over quick fixes, The New Management points the way toward more fundamental solutions to the massive changes that will confront all institutions as the transition to a knowledge society rolls on into the 21st century.

A guide to the parallel revolutions in technology, organizations, and leadership, this practical yet thought-provoking book presents a wealth of evidence to show that the two recurrent themes of democracy and enterprise are transforming our institutions. Organizations are becoming changing clusters of entrepreneurial units working together to form "internal markets," while this diversity is being integrated into a "corporate community" that unites the interests of investors, workers, clients, business partners, and the public. Even fierce competitors are cooperating.

o "Serving enterprises" make customers working partners in the creation of value
o "Knowledge entrepreneurs" form teams of self-managed internal enterprises
o "Internal markets" and "Corporate community" harness external forces to drive continuous change
o The power of "inner leadership" unites liberated workers, critical clients, and temporary business partners
o "Intelligent growth" offers strategic advantage that is ecologically benign

Illustrative examples, survey data, trends, anecdotes, and exercises offer original insights into the use of New Management principles. In addition, mini-case studies of MCI, Saturn, The Body Shop, Hewlett-Packard, Johnson & Johnson, Southwest Airlines, Home Depot, IKEA, Wal-Mart and other great companies illustrate vividly how creative managers design and lead organizations in an era of global competition, constant change, and empowered people. The author also analyzes critical issues, such as the nagging old conflict between profit and society, to provide managers a comprehensive, stimulating guide to where their craft is heading.

Halal argues that the transition to a New Management is almost inevitable because it is being driven not by altruism or even good leadership, but by the relentless advance of the Information Revolution. Only small entrepreneurial teams operating from the bottom-up can master today's exploding complexity, and gaining stakeholder support is now essential because a knowledge-based economy has made cooperation a competitive advantage. Rather than fussing over quick fixes, The New Management points the way toward more fundamental solutions to the massive changes that will confront all institutions as the transition to a knowledge society rolls on into the 21st century.

Green products have been around since the 1970s, but it's only in recent years that they've become ubiquitous. That's because savvy green marketers are no longer targeting "deep green" consumers with a "save the planet" pitch. Instead, they're promoting the added value their products provide: better health, superior performance, good taste, or cost-effectiveness. In this innovative book Ottman argues that emphasizing primary benefits -- the New Rules -- is critical to winning over the mainstream consumer.

Drawing on the latest poll data and incorporating lessons learned from her clients and other leading sustainable brands -- including GE, Nike, Method, Starbucks, Timberland, HP, NatureWorks, Procter & Gamble, Stonyfield Farm, and Wal-Mart -- Ottman provides practical strategies, tools, and inspiration for building every aspect of a credible value-based green marketing strategy. She covers such topics as spurring innovation through a proactive approach to sustainability, developing products that are green throughout their life cycle, communicating credibly to avoid accusations of "greenwashing," teaming up with stakeholders to maximize outreach to consumers, taking advantage of social media, and much more.

The New Rules of Green Marketing captures the best of Ottman's two previous groundbreaking books on green marketing and places it within a 21st Century context. Focusing on a new generation of marketers who likely grew up with an appreciation for sustainability, it provides in one place essential strategies, tools, and inspiration for connecting effectively with mainstream consumers.

Green products have been around since the 1970s, but it's only in recent years that they've become ubiquitous. That's because savvy green marketers are no longer targeting "deep green" consumers with a "save the planet" pitch. Instead, they're promoting the added value their products provide: better health, superior performance, good taste, or cost-effectiveness. In this innovative book Ottman argues that emphasizing primary benefits -- the New Rules -- is critical to winning over the mainstream consumer.

Drawing on the latest poll data and incorporating lessons learned from her clients and other leading sustainable brands -- including GE, Nike, Method, Starbucks, Timberland, HP, NatureWorks, Procter & Gamble, Stonyfield Farm, and Wal-Mart -- Ottman provides practical strategies, tools, and inspiration for building every aspect of a credible value-based green marketing strategy. She covers such topics as spurring innovation through a proactive approach to sustainability, developing products that are green throughout their life cycle, communicating credibly to avoid accusations of "greenwashing," teaming up with stakeholders to maximize outreach to consumers, taking advantage of social media, and much more.

The New Rules of Green Marketing captures the best of Ottman's two previous groundbreaking books on green marketing and places it within a 21st Century context. Focusing on a new generation of marketers who likely grew up with an appreciation for sustainability, it provides in one place essential strategies, tools, and inspiration for connecting effectively with mainstream consumers.

Green business and marketing pioneer Jacquelyn Ottman helps organizations achieve competitive advantage by going “beyond green”--promoting their products and services to mainstream audiences by underscoring such primary benefits as health, superior performance, good taste, cost effectiveness or convenience.

Leave the power tie at home. The old rules of influence don't work anymore.

It's time to throw out the old rules of influence and become the leader you've always wanted to be.

A new type of leader is emerging—one with a bold mission who empowers others through transparency and unwavering passion. Modern-day executive presence mandates levels of authenticity and honesty never before seen in the C-suite.

Personal branding and reputation management expert, Lida Citroën guides leaders through this new paradigm of executive presence and influence. Through inspiring examples, compelling stories, and practical exercises, Citroën helps leaders tap into their passion, connect authentically with others, and create space for inclusivity and community.

Greta Thunberg is a powerful example of a new paradigm leader. The Swedish teenager's influence arguably exceeds that of most CEOs or political leaders. The youngest person to be named Time's Person of the Year, she radically upended Swedish politics and world climate policy. Nothing about her conforms to the typical expectations of a leader's executive presence—her power comes from her absolute honesty and genuine passion to make the world a better place.

Leave the power tie at home. The old rules of influence don't work anymore.

It's time to throw out the old rules of influence and become the leader you've always wanted to be.

A new type of leader is emerging—one with a bold mission who empowers others through transparency and unwavering passion. Modern-day executive presence mandates levels of authenticity and honesty never before seen in the C-suite.

Personal branding and reputation management expert, Lida Citroën guides leaders through this new paradigm of executive presence and influence. Through inspiring examples, compelling stories, and practical exercises, Citroën helps leaders tap into their passion, connect authentically with others, and create space for inclusivity and community.

Greta Thunberg is a powerful example of a new paradigm leader. The Swedish teenager's influence arguably exceeds that of most CEOs or political leaders. The youngest person to be named Time's Person of the Year, she radically upended Swedish politics and world climate policy. Nothing about her conforms to the typical expectations of a leader's executive presence—her power comes from her absolute honesty and genuine passion to make the world a better place.

Leave the power tie at home. The old rules of influence don't work anymore.

It's time to throw out the old rules of influence and become the leader you've always wanted to be.

A new type of leader is emerging-one with a bold mission who empowers others through transparency and unwavering passion. Modern-day executive presence mandates levels of authenticity and honesty never before seen in the C-suite.

Personal branding and reputation management expert, Lida Citroën guides leaders through this new paradigm of executive presence and influence. Through inspiring examples, compelling stories, and practical exercises, Citroën helps leaders tap into their passion, connect authentically with others, and create space for inclusivity and community.

Greta Thunberg is a powerful example of a new paradigm leader. The Swedish teenager ‘s influence arguably exceeds that of most CEOs or political leaders. The youngest person to be named Time's Person of the Year, she radically upended Swedish politics and world climate policy. Nothing about her conforms to the typical expectations of a leader's executive presence-her power comes from her absolute honesty and genuine passion to make the world a better place.

Most business books on social media have focused on using it as a marketing tool. Many employers see it as simply a workplace distraction. But social media has the potential to revolutionize workplace learning. People have always learned best from one another -- social media enables this to happen unrestricted by physical location and in extraordinarily creative ways. The New Social Learning is the most authoritative guide available to leveraging these powerful new technologies.

Tony Bingham and Marcia Conner explain why social media is the ideal solution to some of the most pressing educational challenges organizations face today, such as a widely dispersed workforce and striking differences in learning styles, particularly across generations. They definitively answer common objections to using social media as a training tool and show how to win over even the most resistant employees. Then, using examples from a wide range of organizations -- including Deloitte, IBM, TELUS, and others -- Bingham and Conner help readers sort through the dizzying array of technological options available and decide when and how to use each one to achieve key strategic goals.

Social media technologies -- everything from 140-character "microsharing" messages to media-rich online communities to complete virtual environments and more -- enable people to connect, collaborate, and innovate on levels never before dreamed of. They make learning dramatically more dynamic, stimulating, enjoyable, and effective. This greatly anticipated book helps organizations create a contemporary learning strategy that is as timely as it is transformative.

The first book to help organizations understand and harness the extraordinary workplace learning potential of social media Cowritten by the CEO of the world's largest workplace learning organization and a consultant and writer with extensive experience on the forefront of workplace learning technology Features case studies showing how organizations around the world have transformed their businesses through social media Most business books on social media have focused on using it as a marketing tool. Many employers see it as simply a workplace distraction. But social media has the potential to revolutionize workplace learning. People have always learned best from one another -- social media enables this to happen unrestricted by physical location and in extraordinarily creative ways. The New Social Learning is the most authoritative guide available to leveraging these powerful new technologies. Tony Bingham and Marcia Conner explain why social media is the ideal solution to some of the most pressing educational challenges organizations face today, such as a widely dispersed workforce and striking differences in learning styles, particularly across generations. They definitively answer common objections to using social media as a training tool and show how to win over even the most resistant employees. Then, using examples from a wide range of organizations -- including Deloitte, IBM, TELUS, and others -- Bingham and Conner help readers sort through the dizzying array of technological options available and decide when and how to use each one to achieve key strategic goals. Social media technologies -- everything from 140-character "microsharing" messages to media-rich online communities to complete virtual environments and more -- enable people to connect, collaborate, and innovate on levels never before dreamed of. They make learning dramatically more dynamic, stimulating, enjoyable, and effective. This greatly anticipated book helps organizations create a contemporary learning strategy that is as timely as it is transformative.

The New Social Learning demonstrates how social media can transform the workplace by harnessing the brainpower and experiences of colleagues working across the globe as easily as if they were side by side. Together these emerging solutions create a new kind of value chain and new kind of knowledge building ecosystem, with people at the center. Co-authors Tony Bingham and Marcia Conner, widely respected leaders in the workplace revolution, have loaded this book with compelling stories from companies using social media to innovate, collaborate, and inform decisions in effective and innovative ways. The New Social Learning is the most authoritative guide available for leveraging these powerful new approaches to increase organizational IQ.

The truly effective leader today must be one who leads others to lead themselves. The rapid pace of change demands fast and flexible responses throughout the organization-there's no time to wait for directives from the top. And the highly-skilled workers so vital to organizational success also demand a high degree of independence. Old-fashioned command-and-control leadership is just too slow and stifling.
Charles Manz and Henry Sims, Jr. pioneered the concept self-leadership in their bestselling book SuperLeadership. In The New SuperLeadership, the authors present new content and examples designed to help leaders develop the kind of autonomous, quick-reacting workforce necessary to thrive in these turbulent times. This enriched and expanded edition takes the concepts in the first edition to another level by emphasizing a pragmatic, how-to approach for developing leaders at every level of the organization.
Drawing on contemporary examples and profiles, many from the high-tech and information sectors, Manz and Sims shatter the myth of the traditional, aggrandized versions of "heroic" leadership. They show that a leader truly becomes successful by turning followers into extraordinary self-leaders-pillars of strength that will support the organization at every level. They detail a series of action-oriented steps through which the SuperLeader provides an opportunity for followers to express and develop their own leadership skills-and in the process become highly motivated, dynamic contributors.
The New SuperLeadership critically reviews traditional leadership styles, vividly illustrating the drawbacks of each: the "Strong Man" whose reliance on fear-based compliance smothers initiative; the "Transactor" who promotes a narrow "what's in it for me?" mentality; and the "Visionary Hero" whose powerful personality inspires commitment but inadvertently discourages independent thinking. By bringing out the leader in every employee, SuperLeadership enables leaders to avoid these pitfalls and develop an enthusiastic, innovative and energized workforce.
The New SuperLeadership is a radically new way of looking at leadership, offering a leadership paradigm ideally suited to the realities of the modern workplace. It reveals that the only way to succeed today is to tap into the innate leadership potential that lies within every employee.

The truly effective leader today must be one who leads others to lead themselves. The rapid pace of change demands fast and flexible responses throughout the organization-there's no time to wait for directives from the top. And the highly-skilled workers so vital to organizational success also demand a high degree of independence. Old-fashioned command-and-control leadership is just too slow and stifling. Charles Manz and Henry Sims, Jr. pioneered the concept self-leadership in their bestselling book SuperLeadership. In The New SuperLeadership, the authors present new content and examples designed to help leaders develop the kind of autonomous, quick-reacting workforce necessary to thrive in these turbulent times. This enriched and expanded edition takes the concepts in the first edition to another level by emphasizing a pragmatic, how-to approach for developing leaders at every level of the organization. Drawing on contemporary examples and profiles, many from the high-tech and information sectors, Manz and Sims shatter the myth of the traditional, aggrandized versions of "heroic" leadership. They show that a leader truly becomes successful by turning followers into extraordinary self-leaders-pillars of strength that will support the organization at every level. They detail a series of action-oriented steps through which the SuperLeader provides an opportunity for followers to express and develop their own leadership skills-and in the process become highly motivated, dynamic contributors. The New SuperLeadership critically reviews traditional leadership styles, vividly illustrating the drawbacks of each: the "Strong Man" whose reliance on fear-based compliance smothers initiative; the "Transactor" who promotes a narrow "what's in it for me?" mentality; and the "Visionary Hero" whose powerful personality inspires commitment but inadvertently discourages independent thinking. By bringing out the leader in every employee, SuperLeadership enables leaders to avoid these pitfalls and develop an enthusiastic, innovative and energized workforce. The New SuperLeadership is a radically new way of looking at leadership, offering a leadership paradigm ideally suited to the realities of the modern workplace. It reveals that the only way to succeed today is to tap into the innate leadership potential that lies within every employee.

The move to teams has largely failed, say Harvey Robbins and Michael Finley, mainly because teams themselves are failing to think through the human implications of teaming. The New Why Teams Don't Work is a handbook for team members and team leaders to maintain the highest possible level of team intelligence-the skills, attitudes, and emotional flexibility to get the most out of a team's inherent differences.
Describing what teams are really like, not how they ought to be, the book teaches people how to work together to make decisions, stay in budget, and achieve team goals. Robbins and Finley show, for instance, how to get hidden agendas on the table, clarify individual roles, learn what team members expect and want from each other, choose the right decision-making process, and much more.
Updated throughout, the book includes completely new material on team intelligence, team technology, collaboration vs. teamwork, team balance, teams at the top, the team of one, plus all new and updated examples.

The move to teams has largely failed, say Harvey Robbins and Michael Finley, mainly because teams themselves are failing to think through the human implications of teaming. The New Why Teams Don't Work is a handbook for team members and team leaders to maintain the highest possible level of team intelligence-the skills, attitudes, and emotional flexibility to get the most out of a team's inherent differences. Describing what teams are really like, not how they ought to be, the book teaches people how to work together to make decisions, stay in budget, and achieve team goals. Robbins and Finley show, for instance, how to get hidden agendas on the table, clarify individual roles, learn what team members expect and want from each other, choose the right decision-making process, and much more. Updated throughout, the book includes completely new material on team intelligence, team technology, collaboration vs. teamwork, team balance, teams at the top, the team of one, plus all new and updated examples.

This radical and rigorous rethinking of the traditional MBA program combines solid business principles with a commitment to environmental and social justice.

Many current and aspiring entrepreneurs are looking for a solid business education that also deeply aligns with their progressive values. Based on a course field-tested with over 500 students, this book fills that gap. It covers traditional topics such as business strategy and structure, finance, marketing, recruiting, and branding from a socially just and environmentally regenerative perspective. And it also touches on topics such as strategies to reverse climate change, nonviolent communication, self-managing organizations, locally self-reliant economies, racial justice, and more.

Traditional MBA programs are based on outdated principles that were developed during the Industrial Revolution-and they can be hugely expensive. Sustainable MBA programs, while laudable, are too incremental to make a sufficient impact. The Next Economy MBA is for entrepreneurs seeking to make business an active force for good. It draws on the authors' experience of working with over 300 social enterprises, from small organizations like Winona's Hemp and Heritage Farm to household names like Ben & Jerry's and Patagonia.

Our current economy, what the authors call the Business as Usual Economy, has created a massive wealth gap, a climate crisis, racial division, and needless housing, food, and healthcare shortages. This book shows how businesses can pave the way to a Next Economy that meets the basic needs of all people and restores and protects the planetary ecosystem.