Products

Don't risk the dire consequences of your work processes becoming obsolete-discover a powerful model for constant, ongoing, enterprise-wide process evolution and optimization.

If you have a great product, but don't have the operations in place to efficiently and effectively support it-production, manufacturing, sales, finance, human resources, etc.-you won't succeed. Product innovation is seen as flashier and so gets far more attention, but you can create an enduring competitive advantage by revolutionizing business operations.

The problem is most attempts to improve business operations are reactive, sporadic, and siloed. Tony Saldanha and Filippo Passerini's Dynamic Process Transformation model provides a living model for constant, ongoing process evolution and optimization.

The authors focus on maximizing three drivers of change. First, “open market rules”-each business process must be run as a separate business, instead of via monolithic mandates coming down from on high. Second, there must be “unified accountability”- outcomes must be clear and consistent across the company, instead of being siloed within departments. And third, there needs to be a “dynamic operating engine,” a methodology to convert the constantly changing business process goals into tactical day-to-day employee actions.

With numerous examples from leading companies, this book shows how to proactively keep business processes across the company from becoming obsolete and take advantage of a neglected key to success.

Our current economic system—which assumes endless growth and limitless potential wealth—flies in the face of the fact that the earth’s resources are finite. The result is increasing destruction of the natural world and growing, sometimes lethal, tension between rich and poor, global north and south. Trying to fix problems piecemeal is not the solution. We need a comprehensive new vision of an economy that can serve people and all of life’s commonwealth. Peter G. Brown and Geoffrey Garver use the core Quaker principle of “right relationship”—interacting in a way that is respectful to all and that aids the common good—as the foundation for a new economic model. Right Relationship poses five basic questions: What is an economy for? How does it work? How big is too big? What’s fair? And how can it best be governed? Brown and Garver expose the antiquated, shortsighted, and downright dangerous assumptions that underlie our current answers to these questions, as well as the shortcomings of many current reform efforts. They propose new answers that combine an acute awareness of ecological limits with a fundamental focus on fairness and a concern with the spiritual, as well as material, well-being of the human race. Brown and Garver describe new forms of global governance that will be needed to get and keep the economy in right relationship. Individual citizens can and must play a part in bringing this relationship with life and the world into being. Ultimately the economy, as indeed life itself, is a series of interconnected relationships. An economy based on the idea of “right relationship” offers not only the promise of a bountiful future but also an opportunity to touch the fullness of human meaning and, some would say, the presence of the Divine.

Our current economic system—which assumes endless growth and limitless potential wealth—flies in the face of the fact that the earth's resources are finite. The result is increasing destruction of the natural world and growing, sometimes lethal, tension between rich and poor, global north and south. Trying to fix problems piecemeal is not the solution. We need a comprehensive new vision of an economy that can serve people and all of life's commonwealth.

Peter G. Brown and Geoffrey Garver use the core Quaker principle of “right relationship”—interacting in a way that is respectful to all and that aids the common good—as the foundation for a new economic model. Right Relationship poses five basic questions: What is an economy for? How does it work? How big is too big? What's fair? And how can it best be governed? Brown and Garver expose the antiquated, shortsighted, and downright dangerous assumptions that underlie our current answers to these questions, as well as the shortcomings of many current reform efforts. They propose new answers that combine an acute awareness of ecological limits with a fundamental focus on fairness and a concern with the spiritual, as well as material, well-being of the human race. Brown and Garver describe new forms of global governance that will be needed to get and keep the economy in right relationship. Individual citizens can and must play a part in bringing this relationship with life and the world into being.

Ultimately the economy, as indeed life itself, is a series of interconnected relationships. An economy based on the idea of “right relationship” offers not only the promise of a bountiful future but also an opportunity to touch the fullness of human meaning and, some would say, the presence of the Divine.

In this groundbreaking guide to building an ethical economy, Peter Brown and his colleagues at the Quaker Institute for the Future show readers how a system that embodies the core Quaker principle of "right relationship" can deliver a more equitable and sustainable future.

Right-Brain Project Management: A Complementary Approach looks at contemporary project management from a fresh perspective, exploring “right-brain" approaches that are intuitive and capitalize on natural human thinking and activity. Coupled with the logical and formal, or “left-brain," methodology associated with conventional project management, facilitation of right-brain functions offers a good range of techniques for project success. Presenting extensive research and the experiences of project managers who use right-brain approaches successfully, this book sheds a unique and hopeful light on conquering the challenges of contemporary projects. In this valuable resource, you will:
•Explore the current landscape of project management, which highlights contemporary projects that are complex and aggressive
•Examine topics that address how people grow and develop patterns of thinking and attitudes that have a profound effect on the management of projects
•Consider what truly motivates people to get out of bed and right to their projects
•Evaluate the profound changes that take place on projects and how to navigate those changes
•Discover the seven principles of right-brain project management, founded on the powerful and rich processing capabilities of the right brain

Learn how the successful project manager can become a whole-brain project manager by enlisting resources from both the right and the left sides, and how to further enhance project management by incorporating innovation and flexibility.

Right-Brain Project Management: A Complementary Approach looks at contemporary project management from a fresh perspective, exploring “right-brain" approaches that are intuitive and capitalize on natural human thinking and activity. Coupled with the logical and formal, or “left-brain," methodology associated with conventional project management, facilitation of right-brain functions offers a good range of techniques for project success. Presenting extensive research and the experiences of project managers who use right-brain approaches successfully, this book sheds a unique and hopeful light on conquering the challenges of contemporary projects. In this valuable resource, you will:
•Explore the current landscape of project management, which highlights contemporary projects that are complex and aggressive
•Examine topics that address how people grow and develop patterns of thinking and attitudes that have a profound effect on the management of projects
•Consider what truly motivates people to get out of bed and right to their projects
•Evaluate the profound changes that take place on projects and how to navigate those changes
•Discover the seven principles of right-brain project management, founded on the powerful and rich processing capabilities of the right brain

Learn how the successful project manager can become a whole-brain project manager by enlisting resources from both the right and the left sides, and how to further enhance project management by incorporating innovation and flexibility.

This powerful guide draws on strategies from Black resistance movements and merges historical wisdom with modern technology to combat the DEI backlash and build sustainable workplace equity in today’s hostile climate.

As the unprecedented backlash against diversity, equity, and inclusion intensifies—with corporations dismantling initiatives, lawmakers passing anti-DEI legislation, and post–George Floyd promises abandoned—this tactical handbook arms advocates with revolutionary resistance strategies drawn from Black historical movements.

Dr. Janice Gassam Asare transforms centuries of Black resistance wisdom—from Underground Railroad networks to civil rights organizing tactics—into modern resistance plans, wielding ethical AI as a force multiplier to create sustainable change that outlasts corporate whims and political cycles.

Each chapter grounds modern workplace tactics in revolutionary approaches of more than twenty prominent Black historical figures, including the following:

• Ida B. Wells—Documentation techniques for workplace injustice inspired by her work
• Ella Baker and Fred Hampton—Coalition-building methods from the American civil rights movement
• Toni Morrison and Angela Davis—Narrative control strategies drawn from their celebrated writing

Whether you’re a DEI practitioner navigating corporate pushback, an employee experiencing equity rollbacks, or a leader committed to sustainable inclusion, this handbook provides battle-tested strategies for preserving workplace equity—even in hostile environments.

This isn’t just about surviving the backlash. It’s about reimagining workplaces where everyone thrives.

This powerful guide draws on strategies from Black resistance movements and merges historical wisdom with modern technology to combat the DEI backlash and build sustainable workplace equity in today’s hostile climate.

As the unprecedented backlash against diversity, equity, and inclusion intensifies—with corporations dismantling initiatives, lawmakers passing anti-DEI legislation, and post–George Floyd promises abandoned—this tactical handbook arms advocates with revolutionary resistance strategies drawn from Black historical movements.

Dr. Janice Gassam Asare transforms centuries of Black resistance wisdom—from Underground Railroad networks to civil rights organizing tactics—into modern resistance plans, wielding ethical AI as a force multiplier to create sustainable change that outlasts corporate whims and political cycles.

Each chapter grounds modern workplace tactics in revolutionary approaches of more than twenty prominent Black historical figures, including the following:

• Ida B. Wells—Documentation techniques for workplace injustice inspired by her work
• Ella Baker and Fred Hampton—Coalition-building methods from the American civil rights movement
• Toni Morrison and Angela Davis—Narrative control strategies drawn from their celebrated writing

Whether you’re a DEI practitioner navigating corporate pushback, an employee experiencing equity rollbacks, or a leader committed to sustainable inclusion, this handbook provides battle-tested strategies for preserving workplace equity—even in hostile environments.

This isn’t just about surviving the backlash. It’s about reimagining workplaces where everyone thrives.

This powerful guide draws on strategies from Black resistance movements and merges historical wisdom with modern technology to combat the DEI backlash and build sustainable workplace equity in today’s hostile climate.

As the unprecedented backlash against diversity, equity, and inclusion intensifies—with corporations dismantling initiatives, lawmakers passing anti-DEI legislation, and post–George Floyd promises abandoned—this tactical handbook arms advocates with revolutionary resistance strategies drawn from Black historical movements.

Dr. Janice Gassam Asare transforms centuries of Black resistance wisdom—from Underground Railroad networks to civil rights organizing tactics—into modern resistance plans, wielding ethical AI as a force multiplier to create sustainable change that outlasts corporate whims and political cycles.

Each chapter grounds modern workplace tactics in revolutionary approaches of more than twenty prominent Black historical figures, including the following:

• Ida B. Wells—Documentation techniques for workplace injustice inspired by her work
• Ella Baker and Fred Hampton—Coalition-building methods from the American civil rights movement
• Toni Morrison and Angela Davis—Narrative control strategies drawn from their celebrated writing

Whether you’re a DEI practitioner navigating corporate pushback, an employee experiencing equity rollbacks, or a leader committed to sustainable inclusion, this handbook provides battle-tested strategies for preserving workplace equity—even in hostile environments.

This isn’t just about surviving the backlash. It’s about reimagining workplaces where everyone thrives.

Meet the man whose work influenced some of the world's most prominent business leaders and spawned a worldwide movement that is still gaining strength today. Robert Greenleaf's landmark 1970 essay, The Servant as Leader, introduced the now common term “servant leadership” to the world. His work has been cited by leading writers and business people including Ken Blanchard, Stephen Covey, Peter Senge, Margaret Wheatley, and Peter Block and led to the development of Centers for Servant Leadership around the world.

This long-awaited biography of Robert Greenleaf, authorized by his surviving children, finally tells his story. Drawn from Greenleaf's personal papers, correspondence, and interviews with family and friends, it provides a fascinating look at the sources of Greenleaf's thought, his friendships with some of the most influential men and women of the twentieth century—including Eleanor Roosevelt, Peter Drucker, the Menninger brothers, Reinhold Niebuhr, Aldous Huxley, Alcoholics Anonymous co-founder Bill Wilson, and many others—and how he influenced business history well before his first book was published at the age of seventy-three.

At a time when leadership and management fads substitute as wisdom, Robert Greenleaf's life stories provide clues for how each person can make a difference in the workplace, no matter what position he or she holds.

Thousands if not millions of people have heard the term “servant leadership,” introduced by Robert K. Greenleaf in his landmark essay The Servant as Leader, published in 1970. There are now Centers for Servant Leadership in ten countries and counting. His work is regularly cited by some of the most prominent business writers and leaders in the world, such as Ken Blanchard, Stephen Covey, Peter Senge, Margaret Wheatley, and Peter Block. And yet until now there has been no biography of the man who first developed this revolutionary idea. Don Frick was given unfettered access to all of Greenleaf’s papers and correspondence. The result is a fascinating book that details the sources of Greenleaf’s thought, describes his friendships with dozens of well-known people, and shows how he influenced business history well before his first book was published at the age of 73, and lived his own life as a servant leader. As Director of Management Research at AT&T for 38 years, Greenleaf was known as “AT&T’s Kept Revolutionary.” Among other unusual initiatives, he oversaw a novel program which taught executive decision making through great literature, established the first corporate assessment center using knowledge gleaned from the OSS’s approach to training civilian spies during World War II, and invited leading philosophers and theologians to have conversations with AT&T executives. After a period of soul searching and some surprising experiments in consciousness, Greenleaf retired from AT&T and began to develop the concept of servant leadership, the then-heretical notion that leaders lead best by serving their followers rather than “commanding” them. He continued to promote the idea through teaching, writing, and consulting until his last years, and was instrumental in creating a score of important organizations such as The Center for Creative Leadership and Yokefellow Institute. Always, Greenleaf was a seeker opening himself up to novel experiences and astonishing people. He was a complex person—an introvert who served in public roles, a wise person who refused to give others “The Answer,” a brilliant thinker who often declared, “I am not a scholar.” His grave carries the epitaph he wrote for himself: “Potentially a good plumber; ruined by a sophisticated education.”

Thousands if not millions of people have heard the term “servant leadership,” introduced by Robert K. Greenleaf in his landmark essay The Servant as Leader, published in 1970. There are now Centers for Servant Leadership in ten countries and counting. His work is regularly cited by some of the most prominent business writers and leaders in the world, such as Ken Blanchard, Stephen Covey, Peter Senge, Margaret Wheatley, and Peter Block. And yet until now there has been no biography of the man who first developed this revolutionary idea.
Don Frick was given unfettered access to all of Greenleaf's papers and correspondence. The result is a fascinating book that details the sources of Greenleaf's thought, describes his friendships with dozens of well-known people, and shows how he influenced business history well before his first book was published at the age of 73, and lived his own life as a servant leader.
As Director of Management Research at AT&T for 38 years, Greenleaf was known as “AT&T's Kept Revolutionary.” Among other unusual initiatives, he oversaw a novel program which taught executive decision making through great literature, established the first corporate assessment center using knowledge gleaned from the OSS's approach to training civilian spies during World War II, and invited leading philosophers and theologians to have conversations with AT&T executives.
After a period of soul searching and some surprising experiments in consciousness, Greenleaf retired from AT&T and began to develop the concept of servant leadership, the then-heretical notion that leaders lead best by serving their followers rather than “commanding” them. He continued to promote the idea through teaching, writing, and consulting until his last years, and was instrumental in creating a score of important organizations such as The Center for Creative Leadership and Yokefellow Institute.
Always, Greenleaf was a seeker opening himself up to novel experiences and astonishing people. He was a complex person-an introvert who served in public roles, a wise person who refused to give others “The Answer,” a brilliant thinker who often declared, “I am not a scholar.” His grave carries the epitaph he wrote for himself: “Potentially a good plumber; ruined by a sophisticated education.”

Here is the truth that the powerful Dirty Energy public relations machine doesn't want you to know: the ascent of solar energy is upon us. Solar-generated electricity has risen exponentially in the last few years and employment in the solar industry has doubled since 2009. Meanwhile, electricity from coal has declined to pre-World War II levels as the fossil fuel industry continues to shed jobs.

Danny Kennedy systematically refutes the lies spread by solar's opponents—that it is expensive, inefficient, and unreliable; that it is kept alive only by subsidies; that it can't be scaled; and many other untruths. He shows that we need a rooftop revolution to break the entrenched power of the coal, oil, nuclear, and gas industries Solar energy can create more jobs, return our nation to prosperity, and ensure the sustainability and safety of our planet. Now is the time to move away from the dangerous energy sources of the past and unleash the amazing potential of the sun.

The Biggest Untold Economic Story of Our Time Here is the truth that the powerful Dirty Energy public relations machine doesn’t want you to know: the ascent of solar energy is upon us. Solar-generated electricity has risen exponentially in the last few years and employment in the solar industry has doubled since 2009. Meanwhile, electricity from coal has declined to pre-World War II levels as the fossil fuel industry continues to shed jobs. Danny Kennedy systematically refutes the lies spread by solar’s opponents—that it is expensive, inefficient, and unreliable; that it is kept alive only by subsidies; that it can’t be scaled; and many other untruths. He shows that we need a rooftop revolution to break the entrenched power of the coal, oil, nuclear, and gas industries Solar energy can create more jobs, return our nation to prosperity, and ensure the sustainability and safety of our planet. Now is the time to move away from the dangerous energy sources of the past and unleash the amazing potential of the sun.

We're at a tipping point in our global movement from dirty, big-industry electricity-- countries like Germany have 25% of their power grid on clean, local energy, yet the U.S is still under 1%. Solar pioneer Danny Kennedy has written this rallying cry for the solar industry and policy makers--the only obstacle to solar power is our ignorance.

Many of today's business leaders champion learning as essential to business success, backing their belief with massive investments in Training and Development (T&D). In fact, T&D investments reach $56 billion per year in the U.S. alone. In this era of unprecedented opportunity, the time is right for T&D to become a full-fledged "player" in the world of business. At issue, the authors contend, is T&D's inability to seize this opportunity and deliver unmistakable value to its most influential customers-the exectuvies who pay for trainiing services but are unable to see clear business value being returned on their companies' training investments. The authors also contend that T&D must alter the traditional precepts that keep it "separate form the business" and "out of the loop" strategically. Van Adelsberg and Trolley suggest that the key to delivering unmistakable business value lies in transforming T&D-in spirit and in practice-from a funciton to a business. The authors draw on their experiences working inside Moore Corporation, DuPont, Mellon Bank, Kaiser Permanente, Texas Instruments, and other top businesses to illustrate how "Running Training Like a Business": 1. Eliminates the many hidden costs of training; 2. Re-focuses T&D from delivering training content to addressing business issues; 3. Makes T&D a full stategic partner in business decision making; 4. Ensures that training measurement is "baked in, not bolted on"; 5. Improves the effectiveness and efficiency of internal and/or external T&D organizations. Trolley and van Adelsberg lead the reader through a proven four-step process for transforming traditional training organizations into training enterprises capable of delivering unmistakable value, quarter after quarter and year after year.

Many of today's business leaders champion learning as essential to business success, backing their belief with massive investments in Training and Development (T&D). In fact, T&D investments reach $56 billion per year in the U.S. alone. In this era of unprecedented opportunity, the time is right for T&D to become a full-fledged "player" in the world of business.
At issue, the authors contend, is T&D's inability to seize this opportunity and deliver unmistakable value to its most influential customers-the exectuvies who pay for trainiing services but are unable to see clear business value being returned on their companies' training investments. The authors also contend that T&D must alter the traditional precepts that keep it "separate form the business" and "out of the loop" strategically.
Van Adelsberg and Trolley suggest that the key to delivering unmistakable business value lies in transforming T&D-in spirit and in practice-from a funciton to a business. The authors draw on their experiences working inside Moore Corporation, DuPont, Mellon Bank, Kaiser Permanente, Texas Instruments, and other top businesses to illustrate how "Running Training Like a Business":
1. Eliminates the many hidden costs of training;
2. Re-focuses T&D from delivering training content to addressing business issues;
3. Makes T&D a full stategic partner in business decision making;
4. Ensures that training measurement is "baked in, not bolted on";
5. Improves the effectiveness and efficiency of internal and/or external T&D organizations.
Trolley and van Adelsberg lead the reader through a proven four-step process for transforming traditional training organizations into training enterprises capable of delivering unmistakable value, quarter after quarter and year after year.