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The third edition of this classic is a must-have text for the human resource development (HRD) profession. It has with brand-new material on the impact of technology, globalization, and emerging business trends on HRD practice.
Human Resource Development is a large field of practice but a relatively young academic discipline. For the last two decades, Foundations of Human Resource Development has fulfilled the field's need for a complete and thoughtful foundational text. This essential text provides an up-to-date overview of the HRD profession, along with the terminology and processes required for sound HRD research and practice. Readers will gain a basic understanding of
• HRD models and theories that support best practice
• History and philosophical foundations of the field
• HRD's role in learning, performance, and change in organizations
This new edition has been updated throughout and contains new chapters on assessment, technology, globalization, and future challenges. Examples of best practices are included, along with variations in core thinking, processes, interventions, tools, and much more. This must-have reference will help both practitioners and academics add clarity to their professional journeys.
Human Resource Development is a large field of practice but a relatively young academic discipline. For the last two decades, Foundations of Human Resource Development has fulfilled the field's need for a complete and thoughtful foundational text. This essential text provides an up-to-date overview of the HRD profession, along with the terminology and processes required for sound HRD research and practice. Readers will gain a basic understanding of
• HRD models and theories that support best practice
• History and philosophical foundations of the field
• HRD's role in learning, performance, and change in organizations
This new edition has been updated throughout and contains new chapters on assessment, technology, globalization, and future challenges. Examples of best practices are included, along with variations in core thinking, processes, interventions, tools, and much more. This must-have reference will help both practitioners and academics add clarity to their professional journeys.
The third edition of this classic is a must-have text for the human resource development (HRD) profession. It has with brand-new material on the impact of technology, globalization, and emerging business trends on HRD practice.
Human resource development (HRD) is a large field of practice but a relatively young academic discipline. For the last two decades, Foundations of Human Resource Development has fulfilled the field's need for a complete and thoughtful foundational text. This essential text provides an up-to-date overview of the HRD profession, along with the terminology and processes required for sound HRD research and practice. Readers will gain a basic understanding of
• HRD models and theories that support best practice
• The history and philosophical foundations of the field
• HRD's role in learning, performance, and change in organizations
This new edition has been updated throughout and contains new chapters on assessment, technology, globalization, and future challenges. Examples of best practices are included, along with variations in core thinking, processes, interventions, tools, and much more. This must-have reference will help both practitioners and academics add clarity to their professional journeys.
Human resource development (HRD) is a large field of practice but a relatively young academic discipline. For the last two decades, Foundations of Human Resource Development has fulfilled the field's need for a complete and thoughtful foundational text. This essential text provides an up-to-date overview of the HRD profession, along with the terminology and processes required for sound HRD research and practice. Readers will gain a basic understanding of
• HRD models and theories that support best practice
• The history and philosophical foundations of the field
• HRD's role in learning, performance, and change in organizations
This new edition has been updated throughout and contains new chapters on assessment, technology, globalization, and future challenges. Examples of best practices are included, along with variations in core thinking, processes, interventions, tools, and much more. This must-have reference will help both practitioners and academics add clarity to their professional journeys.
Polls consistently show that most Americans are progressives at heart. By margins of at least two to one, they we favor affordable healthcare for all, even if it means raising taxes; want federal action to combat global warming; support stricter gun control; don't want Roe vs. Wade overturned; and the list goes on. So why is it so hard for progressive candidates to win elections?
Because, says Bernie Horn, most progressives don't know how to explain their ideas in ways that resonate with “persuadables”—the significant slice of the electorate who don't instantly identify as Democrats or Republicans. These are the voters who swing elections. There's been a lot of theoretical discussion about framing lately, but Framing the Future isn't theory—the concepts outlined have been used successfully by progressive candidates across the nation, even in such conservative bastions as Montana, Arizona, and Florida.
Drawing on rigorous polling data and his own experience as a veteran political consultant, Horn explains how persuadable voters think about issues and make political decisions and why, as a result, the usual progressive approaches are practically designed to fail with them. He offers a crash course in the nuts and bolts of framing and shows how to use three bedrock American values—freedom, opportunity, and security—to frame progressive positions in a way that creates a consistent, unified political vision that will appeal to persuadable voters. He even offers advice on specific words and phrases to use when talking about a variety of issues and ideas.
Because, says Bernie Horn, most progressives don't know how to explain their ideas in ways that resonate with “persuadables”—the significant slice of the electorate who don't instantly identify as Democrats or Republicans. These are the voters who swing elections. There's been a lot of theoretical discussion about framing lately, but Framing the Future isn't theory—the concepts outlined have been used successfully by progressive candidates across the nation, even in such conservative bastions as Montana, Arizona, and Florida.
Drawing on rigorous polling data and his own experience as a veteran political consultant, Horn explains how persuadable voters think about issues and make political decisions and why, as a result, the usual progressive approaches are practically designed to fail with them. He offers a crash course in the nuts and bolts of framing and shows how to use three bedrock American values—freedom, opportunity, and security—to frame progressive positions in a way that creates a consistent, unified political vision that will appeal to persuadable voters. He even offers advice on specific words and phrases to use when talking about a variety of issues and ideas.
Polls consistently show that most Americans are progressives at heart. By margins of at least two to one, we favor affordable healthcare for all, even if it means raising taxes; want federal action to combat global warming; support stricter gun control; don’t want Roe vs. Wade overturned; and the list goes on. So why is it so hard for progressive candidates to win elections?
Because, says Bernie Horn, most progressives don’t know how to explain their ideas in ways that resonate with “persuadables”—the significant slice of the electorate who don’t instantly identify as Democrats or Republicans. These are the voters who swing elections. There’s been a lot of theoretical discussion about framing lately, but Framing the Future isn’t theory—the concepts outlined have been used successfully by progressive candidates across the nation, even in such conservative bastions as Montana, Arizona, and Florida.
Drawing on rigorous polling data and his own experience as a veteran political consultant, Horn explains how persuadable voters think about issues and make political decisions and why, as a result, the usual progressive approaches are practically designed to fail with them. He offers a crash course in the nuts and bolts of framing and shows how to use three bedrock American values—freedom, opportunity, and security—to frame progressive positions in a way that creates a consistent, unified political vision that will appeal to persuadable voters. He even offers advice on specific words and phrases to use when talking about a variety of issues and ideas.
Polls consistently show that most Americans are progressives at heart. In FRAMING THE FUTURE political consultant and communications expert Bernie Horn shows how the 3 core progressive values-Freedom, Opportunity, Security-define the collective aspirations that drive our nation, and how progressives can use this framework of values to communicate effectively with “persuadable” voters.
Become equipped with the principles, knowledge, practices, and tools need to assume a leadership role in an organization. From Analyst to Leader: Elevating the Role of the Business Analyst uncovers the unique challenges for the business analyst to transition from a support role to a central leader serving as change agent, visionary, and credible leader.
Become equipped with the principles, knowledge, practices, and tools need to assume a leadership role in an organization. From Analyst to Leader: Elevating the Role of the Business Analyst uncovers the unique challenges for the business analyst to transition from a support role to a central leader serving as change agent, visionary, and credible leader.
Unresolved conflict is workplace kryptonite. Learn how to develop the mindset and skills to defuse disagreements, overcome division, and turn conflict into an opportunity for growth.
Unresolved workplace conflict wastes time, increases stress, and negatively affects business outcomes. But conflict isn't the problem, mismanagement is.
Leaders unintentionally mismanage conflict when they fall into patterns of what Marlene Chism calls “the Three As:” aggression, avoidance, and appeasing. “These coping mechanisms are ways human beings avoid the emotions that come with conflict, but in the end it's all avoidance,” says Chism. In this book she shows how to fearlessly deal with conflict head-on by expanding your conflict capacity.
Conflict capacity is a combination of three elements. The foundation is the Inner Game—the leader's self-awareness, values, discernment, and emotional integrity. The Outer Game is the skills, tools, and communication techniques built on that foundation. Finally, there's Culture—the visible and invisible structures around you that can encourage or discourage conflict.
Chism offers exercises, examples, and expert guidance on developing all three elements. Leaders will discover techniques to increase leadership clarity, identify obstacles, and reduce resistance. They'll develop powerful skills for dealing with high-conflict people and for initiating, engaging in, and staying with difficult conversations.
Readers will learn that when they see conflict as a teacher, courageously face it, and continually work on transforming themselves, they can get the resolution they are seeking. They can change minds.
Unresolved workplace conflict wastes time, increases stress, and negatively affects business outcomes. But conflict isn't the problem, mismanagement is.
Leaders unintentionally mismanage conflict when they fall into patterns of what Marlene Chism calls “the Three As:” aggression, avoidance, and appeasing. “These coping mechanisms are ways human beings avoid the emotions that come with conflict, but in the end it's all avoidance,” says Chism. In this book she shows how to fearlessly deal with conflict head-on by expanding your conflict capacity.
Conflict capacity is a combination of three elements. The foundation is the Inner Game—the leader's self-awareness, values, discernment, and emotional integrity. The Outer Game is the skills, tools, and communication techniques built on that foundation. Finally, there's Culture—the visible and invisible structures around you that can encourage or discourage conflict.
Chism offers exercises, examples, and expert guidance on developing all three elements. Leaders will discover techniques to increase leadership clarity, identify obstacles, and reduce resistance. They'll develop powerful skills for dealing with high-conflict people and for initiating, engaging in, and staying with difficult conversations.
Readers will learn that when they see conflict as a teacher, courageously face it, and continually work on transforming themselves, they can get the resolution they are seeking. They can change minds.
Unresolved conflict is workplace kryptonite. Learn how to develop the mindset and skills to defuse disagreements, overcome division, and turn conflict into an opportunity for growth.
Unresolved workplace conflict wastes time, increases stress, and negatively affects business outcomes. But conflict isn't the problem, mismanagement is.
Leaders unintentionally mismanage conflict when they fall into patterns of what Marlene Chism calls “the Three As:” aggression, avoidance, and appeasing. “These coping mechanisms are ways human beings avoid the emotions that come with conflict, but in the end it's all avoidance,” says Chism. In this book she shows how to fearlessly deal with conflict head-on by expanding your conflict capacity.
Conflict capacity is a combination of three elements. The foundation is the Inner Game—the leader's self-awareness, values, discernment, and emotional integrity. The Outer Game is the skills, tools, and communication techniques built on that foundation. Finally, there's Culture—the visible and invisible structures around you that can encourage or discourage conflict.
Chism offers exercises, examples, and expert guidance on developing all three elements. Leaders will discover techniques to increase leadership clarity, identify obstacles, and reduce resistance. They'll develop powerful skills for dealing with high-conflict people and for initiating, engaging in, and staying with difficult conversations.
Readers will learn that when they see conflict as a teacher, courageously face it, and continually work on transforming themselves, they can get the resolution they are seeking. They can change minds.
Unresolved workplace conflict wastes time, increases stress, and negatively affects business outcomes. But conflict isn't the problem, mismanagement is.
Leaders unintentionally mismanage conflict when they fall into patterns of what Marlene Chism calls “the Three As:” aggression, avoidance, and appeasing. “These coping mechanisms are ways human beings avoid the emotions that come with conflict, but in the end it's all avoidance,” says Chism. In this book she shows how to fearlessly deal with conflict head-on by expanding your conflict capacity.
Conflict capacity is a combination of three elements. The foundation is the Inner Game—the leader's self-awareness, values, discernment, and emotional integrity. The Outer Game is the skills, tools, and communication techniques built on that foundation. Finally, there's Culture—the visible and invisible structures around you that can encourage or discourage conflict.
Chism offers exercises, examples, and expert guidance on developing all three elements. Leaders will discover techniques to increase leadership clarity, identify obstacles, and reduce resistance. They'll develop powerful skills for dealing with high-conflict people and for initiating, engaging in, and staying with difficult conversations.
Readers will learn that when they see conflict as a teacher, courageously face it, and continually work on transforming themselves, they can get the resolution they are seeking. They can change minds.
Unresolved conflict is workplace kryptonite. Learn how to develop the mindset and skills to defuse disagreements, overcome division, and turn conflict into an opportunity for growth.
Unresolved conflict wastes time, inhibits productivity, hampers team performance, and negatively affects business outcomes. As a result, many leaders either mismanage conflict or avoid it altogether, putting their entire organization at risk.
The only way for leaders to productively manage conflict is to expand their capacity for it. Conflict capacity is about recognizing one's own mental and emotional limits, expanding a tolerance for discomfort, and skillfully navigating the complexities of conflict.
Three integral elements make up conflict capacity:
• culture (workplace support for leaders initiating accountability conversations)
• the inner game (tolerance for withstanding the conflict storm)
• the outer game (development of the skills and abilities necessary to mediate conflict to a desired end result)
This book teaches readers how to approach difficult conversations and work with high-conflict people while overcoming their internal and external barriers to give them better emotional integrity and a clearer vision for the future of their organization.
Unresolved conflict wastes time, inhibits productivity, hampers team performance, and negatively affects business outcomes. As a result, many leaders either mismanage conflict or avoid it altogether, putting their entire organization at risk.
The only way for leaders to productively manage conflict is to expand their capacity for it. Conflict capacity is about recognizing one's own mental and emotional limits, expanding a tolerance for discomfort, and skillfully navigating the complexities of conflict.
Three integral elements make up conflict capacity:
• culture (workplace support for leaders initiating accountability conversations)
• the inner game (tolerance for withstanding the conflict storm)
• the outer game (development of the skills and abilities necessary to mediate conflict to a desired end result)
This book teaches readers how to approach difficult conversations and work with high-conflict people while overcoming their internal and external barriers to give them better emotional integrity and a clearer vision for the future of their organization.
Making the Hardest Decisions
As a young aid worker, Sasha Chanoff was sent to evacuate a group of refugees from the violence-torn Congo. But when he arrived he discovered a second group. Evacuating them too could endanger the entire mission. But leaving them behind would mean their certain death.
All leaders face defining moments, when values are in conflict and decisions impact lives. Why is moral courage the essential factor at such times? How do we access our own rock-bottom values, and how can we take advantage of them to make the best decisions? Through Sasha's own extraordinary story and those of eight other brave leaders from business, government, nongovernment organizations, and the military, this book reveals five principles for confronting crucial decisions and inspires all of us to use our moral core as a lodestar for leadership.
As a young aid worker, Sasha Chanoff was sent to evacuate a group of refugees from the violence-torn Congo. But when he arrived he discovered a second group. Evacuating them too could endanger the entire mission. But leaving them behind would mean their certain death.
All leaders face defining moments, when values are in conflict and decisions impact lives. Why is moral courage the essential factor at such times? How do we access our own rock-bottom values, and how can we take advantage of them to make the best decisions? Through Sasha's own extraordinary story and those of eight other brave leaders from business, government, nongovernment organizations, and the military, this book reveals five principles for confronting crucial decisions and inspires all of us to use our moral core as a lodestar for leadership.
Making the Hardest Decisions
As a young aid worker, Sasha Chanoff was sent to evacuate a group of refugees from the violence-torn Congo. But when he arrived he discovered a second group. Evacuating them too could endanger the entire mission. But leaving them behind would mean their certain death.
All leaders face defining moments, when values are in conflict and decisions impact lives. Why is moral courage the essential factor at such times? How do we access our own rock-bottom values, and how can we take advantage of them to make the best decisions? Through Sasha's own extraordinary story and those of eight other brave leaders from business, government, nongovernment organizations, and the military, this book reveals five principles for confronting crucial decisions and inspires all of us to use our moral core as a lodestar for leadership.
As a young aid worker, Sasha Chanoff was sent to evacuate a group of refugees from the violence-torn Congo. But when he arrived he discovered a second group. Evacuating them too could endanger the entire mission. But leaving them behind would mean their certain death.
All leaders face defining moments, when values are in conflict and decisions impact lives. Why is moral courage the essential factor at such times? How do we access our own rock-bottom values, and how can we take advantage of them to make the best decisions? Through Sasha's own extraordinary story and those of eight other brave leaders from business, government, nongovernment organizations, and the military, this book reveals five principles for confronting crucial decisions and inspires all of us to use our moral core as a lodestar for leadership.
We often feel leaders must be detached and aloof, but Sasha Chanoff explains how he became a better leader--and saved lives--when he chose empathy and altruism. Through his extraordinary story and the stories of other brave leaders, Sasha inspires all leaders to be guided by their deepest moral values.
We may never know when or where our calling as leaders will be revealed and put to the test. The decisions we make when faced with a crisis may shape our purpose for the rest of our lives. Sasha Chanoff here expands on his own story, first recounted on The Moth podcast as "An Impossible Choice." Charged with evacuating a specific number of refugees, Sasha and his colleague find a group of widows and orphans not on the rescue list. Leaving them behind will mean their death. But attempting to take them will jeopardize the lives of all those on the list.
Sasha and David have gathered other stories of crisis and decision, and have drawn out six principles for confronting critical decisions. They reveal the opportunities present in the hardest decisions. From Crisis to Calling is about recognizing your moral center, acting on it, and using it to shape and guide your life and the life of your organization. It's about how preparing for hard decisions can transform you into an inspiring, trusted and ethical leader. It celebrates the power of altruism, which is too often unappreciated in the leadership toolkit.
We may never know when or where our calling as leaders will be revealed and put to the test. The decisions we make when faced with a crisis may shape our purpose for the rest of our lives. Sasha Chanoff here expands on his own story, first recounted on The Moth podcast as "An Impossible Choice." Charged with evacuating a specific number of refugees, Sasha and his colleague find a group of widows and orphans not on the rescue list. Leaving them behind will mean their death. But attempting to take them will jeopardize the lives of all those on the list.
Sasha and David have gathered other stories of crisis and decision, and have drawn out six principles for confronting critical decisions. They reveal the opportunities present in the hardest decisions. From Crisis to Calling is about recognizing your moral center, acting on it, and using it to shape and guide your life and the life of your organization. It's about how preparing for hard decisions can transform you into an inspiring, trusted and ethical leader. It celebrates the power of altruism, which is too often unappreciated in the leadership toolkit.
Award-winning guide to transitioning leadership and creating lasting business impact.
Winner of the NYC Big Book Award in Business-Entrepreneurship & Small Business and silver winner of the Nonfiction Book Awards, this acclaimed handbook shows you how to transition leadership, implement shared ownership, and preserve your organization's core values—setting the stage for your business to thrive for generations to come.
This visionary but practical guide offers mission-driven business owners a roadmap for ensuring their company's lasting impact, building leadership internally, and fostering participatory management. Through inspiring real-world stories of B Corps, worker co-ops, ESOPs, and employee ownership trusts, this book demonstrates how to create resilient organizations that benefit workers and communities.
Drawing on his 50-year journey with South Mountain Company and extensive research, Abrams outlines five critical transitions for mission-driven businesses to become what he calls a CommonWealth company:
As 3,000,000 US small business founders over 55 prepare to retire, $10 trillion in assets will change hands over the next two decades. This timely guide shows how to preserve your company's mission and legacy while empowering the next generation.
Winner of the NYC Big Book Award in Business-Entrepreneurship & Small Business and silver winner of the Nonfiction Book Awards, this acclaimed handbook shows you how to transition leadership, implement shared ownership, and preserve your organization's core values—setting the stage for your business to thrive for generations to come.
This visionary but practical guide offers mission-driven business owners a roadmap for ensuring their company's lasting impact, building leadership internally, and fostering participatory management. Through inspiring real-world stories of B Corps, worker co-ops, ESOPs, and employee ownership trusts, this book demonstrates how to create resilient organizations that benefit workers and communities.
Drawing on his 50-year journey with South Mountain Company and extensive research, Abrams outlines five critical transitions for mission-driven businesses to become what he calls a CommonWealth company:
- From founder to next-generation leadership
- From sole ownership to widely shared
- From hierarchical control to democratic management
- From unprotected mission to preserved purpose
- From business-as-usual to B Corp force for good
As 3,000,000 US small business founders over 55 prepare to retire, $10 trillion in assets will change hands over the next two decades. This timely guide shows how to preserve your company's mission and legacy while empowering the next generation.
Award-winning guide to transitioning leadership and creating lasting business impact.
Winner of the NYC Big Book Award in Business-Entrepreneurship & Small Business and silver winner of the Nonfiction Book Awards, this acclaimed handbook shows you how to transition leadership, implement shared ownership, and preserve your organization's core values—setting the stage for your business to thrive for generations to come.
This visionary but practical guide offers mission-driven business owners a roadmap for ensuring their company's lasting impact, building leadership internally, and fostering participatory management. Through inspiring real-world stories of B Corps, worker co-ops, ESOPs, and employee ownership trusts, this book demonstrates how to create resilient organizations that benefit workers and communities.
Drawing on his 50-year journey with South Mountain Company and extensive research, Abrams outlines five critical transitions for mission-driven businesses to become what he calls a CommonWealth company:
As 3,000,000 US small business founders over 55 prepare to retire, $10 trillion in assets will change hands over the next two decades. This timely guide shows how to preserve your company's mission and legacy while empowering the next generation.
Winner of the NYC Big Book Award in Business-Entrepreneurship & Small Business and silver winner of the Nonfiction Book Awards, this acclaimed handbook shows you how to transition leadership, implement shared ownership, and preserve your organization's core values—setting the stage for your business to thrive for generations to come.
This visionary but practical guide offers mission-driven business owners a roadmap for ensuring their company's lasting impact, building leadership internally, and fostering participatory management. Through inspiring real-world stories of B Corps, worker co-ops, ESOPs, and employee ownership trusts, this book demonstrates how to create resilient organizations that benefit workers and communities.
Drawing on his 50-year journey with South Mountain Company and extensive research, Abrams outlines five critical transitions for mission-driven businesses to become what he calls a CommonWealth company:
- From founder to next-generation leadership
- From sole ownership to widely shared
- From hierarchical control to democratic management
- From unprotected mission to preserved purpose
- From business-as-usual to B Corp force for good
As 3,000,000 US small business founders over 55 prepare to retire, $10 trillion in assets will change hands over the next two decades. This timely guide shows how to preserve your company's mission and legacy while empowering the next generation.
Award-winning guide to transitioning leadership and creating lasting business impact.
Winner of the NYC Big Book Award in Business-Entrepreneurship & Small Business and silver winner of the Nonfiction Book Awards, this acclaimed handbook shows you how to transition leadership, implement shared ownership, and preserve your organization's core values—setting the stage for your business to thrive for generations to come.
This visionary but practical guide offers mission-driven business owners a roadmap for ensuring their company's lasting impact, building leadership internally, and fostering participatory management. Through inspiring real-world stories of B Corps, worker co-ops, ESOPs, and employee ownership trusts, this book demonstrates how to create resilient organizations that benefit workers and communities.
Drawing on his 50-year journey with South Mountain Company and extensive research, Abrams outlines five critical transitions for mission-driven businesses to become what he calls a CommonWealth company:
As 3,000,000 US small business founders over 55 prepare to retire, $10 trillion in assets will change hands over the next two decades. This timely guide shows how to preserve your company's mission and legacy while empowering the next generation.
Winner of the NYC Big Book Award in Business-Entrepreneurship & Small Business and silver winner of the Nonfiction Book Awards, this acclaimed handbook shows you how to transition leadership, implement shared ownership, and preserve your organization's core values—setting the stage for your business to thrive for generations to come.
This visionary but practical guide offers mission-driven business owners a roadmap for ensuring their company's lasting impact, building leadership internally, and fostering participatory management. Through inspiring real-world stories of B Corps, worker co-ops, ESOPs, and employee ownership trusts, this book demonstrates how to create resilient organizations that benefit workers and communities.
Drawing on his 50-year journey with South Mountain Company and extensive research, Abrams outlines five critical transitions for mission-driven businesses to become what he calls a CommonWealth company:
- From founder to next-generation leadership
- From sole ownership to widely shared
- From hierarchical control to democratic management
- From unprotected mission to preserved purpose
- From business-as-usual to B Corp force for good
As 3,000,000 US small business founders over 55 prepare to retire, $10 trillion in assets will change hands over the next two decades. This timely guide shows how to preserve your company's mission and legacy while empowering the next generation.
“This timely book reminds us that innovation is agnostic about where it's created.”
—Satya Nadella, CEO, Microsoft
Over and over, we see big legacy businesses getting beaten to the punch by energetic little start-ups. It seems like innovation can come from only the bottom up or from the outside in. But tech experts Vivek Wadwha and Ismail Amla are here to tell you that “big equals slow and stodgy” is a myth. Based on decades of experience working with both the world's leading brands and disruptive start-ups, this book explores the opportunity legacy companies have to create new markets, supercharge growth, and remake their businesses by combining the mindset and tool belt of start-ups with the benefits of incumbency: boatloads of customer data, decades of brand equity, robust distribution channels, enormous financial assets, and more.
Wadhwa and Amla go deeply into why the pace and dynamics of innovation have changed so dramatically in recent years and show how companies can overcome obstacles like the Eight Deadly Sins of Stasis. Equally important, they provide a playbook on how to use their insights in your own company, team, or career. This fast-paced, anecdote-rich story rethinks modern innovation—a book every manager, executive, and ambitious employee will want to read.
—Satya Nadella, CEO, Microsoft
Over and over, we see big legacy businesses getting beaten to the punch by energetic little start-ups. It seems like innovation can come from only the bottom up or from the outside in. But tech experts Vivek Wadwha and Ismail Amla are here to tell you that “big equals slow and stodgy” is a myth. Based on decades of experience working with both the world's leading brands and disruptive start-ups, this book explores the opportunity legacy companies have to create new markets, supercharge growth, and remake their businesses by combining the mindset and tool belt of start-ups with the benefits of incumbency: boatloads of customer data, decades of brand equity, robust distribution channels, enormous financial assets, and more.
Wadhwa and Amla go deeply into why the pace and dynamics of innovation have changed so dramatically in recent years and show how companies can overcome obstacles like the Eight Deadly Sins of Stasis. Equally important, they provide a playbook on how to use their insights in your own company, team, or career. This fast-paced, anecdote-rich story rethinks modern innovation—a book every manager, executive, and ambitious employee will want to read.