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Become an Expert on the Work Breakdown Structure!
The basic concept and use of the work breakdown structure (WBS) are fundamental in project management. In Work Breakdown Structures for Projects, Programs, and Enterprises, author Gregory T. Haugan, originator of the widely accepted 100 percent rule, offers an expanded understanding of the WBS concept, illustrating its principles and applications for planning programs as well as its use as an organizing framework at the enterprise level. Through specific examples, this book will help you understand how the WBS aids in the planning and management of all functional areas of project management.
With this valuable resource you will be able to:
• Tailor WBSs to your organization's unique requirements using provided checklists and principles
• Develop and use several types of WBS
• Use WBS software to gain a competitive edge
• Apply the 100 percent rule when developing a WBS for a project or program
• Establish a WBS for a major construction project using included templates
• Understand portfolio management and establish an enterprise-standard WBS
The basic concept and use of the work breakdown structure (WBS) are fundamental in project management. In Work Breakdown Structures for Projects, Programs, and Enterprises, author Gregory T. Haugan, originator of the widely accepted 100 percent rule, offers an expanded understanding of the WBS concept, illustrating its principles and applications for planning programs as well as its use as an organizing framework at the enterprise level. Through specific examples, this book will help you understand how the WBS aids in the planning and management of all functional areas of project management.
With this valuable resource you will be able to:
• Tailor WBSs to your organization's unique requirements using provided checklists and principles
• Develop and use several types of WBS
• Use WBS software to gain a competitive edge
• Apply the 100 percent rule when developing a WBS for a project or program
• Establish a WBS for a major construction project using included templates
• Understand portfolio management and establish an enterprise-standard WBS
Competence does not speak for itself! You can't simply display it; you have to draw people's attention to it. World-renowned negotiation and deception detection expert, business professor, and mentalist Jack Nasher offers effective, proven techniques to convince others that we are talented, trustworthy, and yes, even brilliant.
Nasher offers the example of Joshua Bell, possibly the world's most famous violinist. In January 2007, at rush hour, he stepped into a Washington, DC, subway station, dressed like any street busker, and began to play a $4,000,000 Stradivarius. It was part of an experiment staged by a journalist of the Washington Post, who expected Bell's skill alone to attract an immense, awed crowd. But Bell was generally ignored, and when he stopped, nobody applauded. He made $34.17.
The good news is that you don't have to accept obscurity: you can positively affect others' perception of your talent. Whether you're looking for work, giving an important presentation, seeking clients or customers for your business, or vying for a promotion, Nasher explains how to use techniques such as expectation management, verbal and nonverbal communication, the Halo Effect, competence framing, and the power of nonconformity to gain control of how others perceive you.
Competence is the most highly valued professional trait. But it's not enough to be competent, you have to convey your competence. With Nasher's help you can showcase your expertise, receive the recognition you deserve, and achieve lasting success.
Nasher offers the example of Joshua Bell, possibly the world's most famous violinist. In January 2007, at rush hour, he stepped into a Washington, DC, subway station, dressed like any street busker, and began to play a $4,000,000 Stradivarius. It was part of an experiment staged by a journalist of the Washington Post, who expected Bell's skill alone to attract an immense, awed crowd. But Bell was generally ignored, and when he stopped, nobody applauded. He made $34.17.
The good news is that you don't have to accept obscurity: you can positively affect others' perception of your talent. Whether you're looking for work, giving an important presentation, seeking clients or customers for your business, or vying for a promotion, Nasher explains how to use techniques such as expectation management, verbal and nonverbal communication, the Halo Effect, competence framing, and the power of nonconformity to gain control of how others perceive you.
Competence is the most highly valued professional trait. But it's not enough to be competent, you have to convey your competence. With Nasher's help you can showcase your expertise, receive the recognition you deserve, and achieve lasting success.
Competence does not speak for itself! You can't simply display it; you have to draw people's attention to it. World-renowned negotiation and deception detection expert, business professor, and mentalist Jack Nasher offers effective, proven techniques to convince others that we are talented, trustworthy, and yes, even brilliant.
Nasher offers the example of Joshua Bell, possibly the world's most famous violinist. In January 2007, at rush hour, he stepped into a Washington, DC, subway station, dressed like any street busker, and began to play a $4,000,000 Stradivarius. It was part of an experiment staged by a journalist of the Washington Post, who expected Bell's skill alone to attract an immense, awed crowd. But Bell was generally ignored, and when he stopped, nobody applauded. He made $34.17.
The good news is that you don't have to accept obscurity: you can positively affect others' perception of your talent. Whether you're looking for work, giving an important presentation, seeking clients or customers for your business, or vying for a promotion, Nasher explains how to use techniques such as expectation management, verbal and nonverbal communication, the Halo Effect, competence framing, and the power of nonconformity to gain control of how others perceive you.
Competence is the most highly valued professional trait. But it's not enough to be competent, you have to convey your competence. With Nasher's help you can showcase your expertise, receive the recognition you deserve, and achieve lasting success.
Nasher offers the example of Joshua Bell, possibly the world's most famous violinist. In January 2007, at rush hour, he stepped into a Washington, DC, subway station, dressed like any street busker, and began to play a $4,000,000 Stradivarius. It was part of an experiment staged by a journalist of the Washington Post, who expected Bell's skill alone to attract an immense, awed crowd. But Bell was generally ignored, and when he stopped, nobody applauded. He made $34.17.
The good news is that you don't have to accept obscurity: you can positively affect others' perception of your talent. Whether you're looking for work, giving an important presentation, seeking clients or customers for your business, or vying for a promotion, Nasher explains how to use techniques such as expectation management, verbal and nonverbal communication, the Halo Effect, competence framing, and the power of nonconformity to gain control of how others perceive you.
Competence is the most highly valued professional trait. But it's not enough to be competent, you have to convey your competence. With Nasher's help you can showcase your expertise, receive the recognition you deserve, and achieve lasting success.
Creating an enforceable international guarantee of basic human rights
Outlines the basics of a universally acceptable agreement
Shows what everyone can do to make this agreement a reality
In 1948 the United Nations General Assembly adopted the Universal Declaration of Human Rights, a deeply inspiring document that has been translated into over 300 languages and dialects. But because its provisions are not enforceable, its promise has not been fulfilled. Human rights violations continue in every corner of the globe, the cause of countless individual tragedies as well as large-scale disasters like war, poverty and environmental ruin.
It’s time to take the next step. 2048 sets out a visionary, audacious, but, Kirk Boyd insists, achievable goal: drafting an enforceable international agreement that will allow the people of the world to create a social order based upon human rights and the rule of law. Boyd and the 2048 Project aim to have this agreement, the International Convention on Human Rights, in place by the 100th anniversary of the Universal Declaration.
Written documents have always played a key role in advancing human rights: the Code of Hammurabi, the Magna Carta, the Declaration of Independence. The express purpose of the International Convention is to safeguard what Boyd calls the Five Freedoms, adding freedom for the environment to Franklin Roosevelt’s famous Four Freedoms: freedom of speech, freedom of religion, freedom from want, and freedom from fear.
Boyd skillfully anticipates objections to the notion of a universal and enforceable written agreement—that it would be culturally insensitive, too expensive, unacceptably limit national sovereignty—and convincingly answers them. In fact some promising first steps have already been taken. He describes existing transnational agreements with effective compliance mechanisms that can serve as models.
But Boyd wants to inspire more than argue. In 2048 he urges everyone to participate in the drafting of the agreement via the 2048 website and describes specific actions people can take to help make it a reality. “What you do with what you read” Boyd writes, “is as important as what this book says.” Little by little, working together creatively with the tools now available, we can take the next step forward in the evolution of human rights.
2048 is the story of the most important international social movement in the 21st century: the drafting and implementation of an International Bill of Rights that will be enforceable in the courts of every country on Earth.
Written documents have always played a key part in the evolution of human rights—the Code of Hammurabi, the Magna Carta, the Declaration of Independence. In 1948 the United Nations adopted the Universal Declaration of Human Rights, but its provisions are not enforceable so its promise remains unfulfilled. It's time to take the next step. 2048 shows how we can create an agreement that will truly guarantee global human rights and the rule of law and have it in place by the 100th anniversary of the Universal Declaration—a visionary, audacious, but eminently achievable goal. J. Kirk Boyd outlines the freedoms this new document would protect and describes successful international agreements already in place that can serve as models.
But the 2048 Project needs you. “What you do with what you read,” Boyd writes, “is as important as what this book says.” He explains how people in all countries can help shape the document through the 2048 Project website (www.2048.berkeley.edu)—hosted by the University of California, Berkeley, School of Law—and offers practical advice for reaching out and building support step by step so that the International Bill of Rights will become the foundation of an irresistible grassroots movement.
Written documents have always played a key part in the evolution of human rights—the Code of Hammurabi, the Magna Carta, the Declaration of Independence. In 1948 the United Nations adopted the Universal Declaration of Human Rights, but its provisions are not enforceable so its promise remains unfulfilled. It's time to take the next step. 2048 shows how we can create an agreement that will truly guarantee global human rights and the rule of law and have it in place by the 100th anniversary of the Universal Declaration—a visionary, audacious, but eminently achievable goal. J. Kirk Boyd outlines the freedoms this new document would protect and describes successful international agreements already in place that can serve as models.
But the 2048 Project needs you. “What you do with what you read,” Boyd writes, “is as important as what this book says.” He explains how people in all countries can help shape the document through the 2048 Project website (www.2048.berkeley.edu)—hosted by the University of California, Berkeley, School of Law—and offers practical advice for reaching out and building support step by step so that the International Bill of Rights will become the foundation of an irresistible grassroots movement.
When leaders learn how to manage the emotions and drama in their organizations, conflict can be made healthier. Nate Regier uses the Drama Triangle Model and the Compassion Cycle to show leaders how to exercise compassion, not passion, and turn the negative energy of conflict into a positive energy for increased productivity and growth.
Conflict without Casualties fills a gap by showing leaders at any level how to leverage positive conflict. Practical, insightful, challenging, relevant.
-Dan Pink, New York Times bestselling author
Most organizations are terrified of conflict in the workplace, seeing it as a sign of trouble. But Nate Regier says conflict is really just a kind of energy and can be used in positive or negative ways. Handled incorrectly, conflict becomes drama, which is costly to companies, teams, and relationships at all levels. Avoiding, managing, or reducing conflict is a limited alternative. Instead, Regier explores the interpersonal dynamics that perpetuate drama in organizations through a concept called the Drama Triangle and offers an alternative: the Compassion Cycle. The Compassion Cycle allows leaders to balance compassion and accountability, transforming conflict into a growth experience that enables organizations to achieve significant gains in energy, productivity, engagement, and satisfaction in relationships. Provocative and illuminating, the concepts Regier shares will turn conflict from an experience to be avoided into a partner for positive change.
Conflict without Casualties fills a gap by showing leaders at any level how to leverage positive conflict. Practical, insightful, challenging, relevant.
-Dan Pink, New York Times bestselling author
Most organizations are terrified of conflict in the workplace, seeing it as a sign of trouble. But Nate Regier says conflict is really just a kind of energy and can be used in positive or negative ways. Handled incorrectly, conflict becomes drama, which is costly to companies, teams, and relationships at all levels. Avoiding, managing, or reducing conflict is a limited alternative. Instead, Regier explores the interpersonal dynamics that perpetuate drama in organizations through a concept called the Drama Triangle and offers an alternative: the Compassion Cycle. The Compassion Cycle allows leaders to balance compassion and accountability, transforming conflict into a growth experience that enables organizations to achieve significant gains in energy, productivity, engagement, and satisfaction in relationships. Provocative and illuminating, the concepts Regier shares will turn conflict from an experience to be avoided into a partner for positive change.
When leaders learn how to manage the emotions and drama in their organizations, conflict can be made healthier. Nate Regier uses the Drama Triangle Model and the Compassion Cycle to show leaders how to exercise compassion, not passion, and turn the negative energy of conflict into a positive energy for increased productivity and growth.
Conflict without Casualties fills a gap by showing leaders at any level how to leverage positive conflict. Practical, insightful, challenging, relevant.
-Dan Pink, New York Times bestselling author
Most organizations are terrified of conflict in the workplace, seeing it as a sign of trouble. But Nate Regier says conflict is really just a kind of energy and can be used in positive or negative ways. Handled incorrectly, conflict becomes drama, which is costly to companies, teams, and relationships at all levels. Avoiding, managing, or reducing conflict is a limited alternative. Instead, Regier explores the interpersonal dynamics that perpetuate drama in organizations through a concept called the Drama Triangle and offers an alternative: the Compassion Cycle. The Compassion Cycle allows leaders to balance compassion and accountability, transforming conflict into a growth experience that enables organizations to achieve significant gains in energy, productivity, engagement, and satisfaction in relationships. Provocative and illuminating, the concepts Regier shares will turn conflict from an experience to be avoided into a partner for positive change.
Conflict without Casualties fills a gap by showing leaders at any level how to leverage positive conflict. Practical, insightful, challenging, relevant.
-Dan Pink, New York Times bestselling author
Most organizations are terrified of conflict in the workplace, seeing it as a sign of trouble. But Nate Regier says conflict is really just a kind of energy and can be used in positive or negative ways. Handled incorrectly, conflict becomes drama, which is costly to companies, teams, and relationships at all levels. Avoiding, managing, or reducing conflict is a limited alternative. Instead, Regier explores the interpersonal dynamics that perpetuate drama in organizations through a concept called the Drama Triangle and offers an alternative: the Compassion Cycle. The Compassion Cycle allows leaders to balance compassion and accountability, transforming conflict into a growth experience that enables organizations to achieve significant gains in energy, productivity, engagement, and satisfaction in relationships. Provocative and illuminating, the concepts Regier shares will turn conflict from an experience to be avoided into a partner for positive change.
Old-school divide-and-conquer tactics—demonizing opponents, frightening voters, refusing to compromise—may make us feel good about the purity of our ideals, but it's no way to get anything done. Worse, this approach betrays some of the most cherished ideals of the progressive movement: inclusion, reason, justice, and hope. Illuminated by examples from her own work and a host of campaigns across the country, Kyrsten Sinema shows how to forge connections—both personal and political—with seemingly unlikely allies and define our values, interests, and objectives in ways that broaden our range of potential partners and expand our tactical options. With irreverent humor, enthralling campaign stories, and solid, practical advice, Sinema enables us to move past “politics as war” and build support for progressive causes on the foundation of our common humanity.
Old-school divide-and-conquer tactics—demonizing opponents, frightening voters, refusing to compromise—may make us feel good about the purity of our ideals, but it's no way to get anything done. Worse, this approach betrays some of the most cherished ideals of the progressive movement: inclusion, reason, justice, and hope. Illuminated by examples from her own work and a host of campaigns across the country, Kyrsten Sinema shows how to forge connections—both personal and political—with seemingly unlikely allies and define our values, interests, and objectives in ways that broaden our range of potential partners and expand our tactical options. With irreverent humor, enthralling campaign stories, and solid, practical advice, Sinema enables us to move past “politics as war” and build support for progressive causes on the foundation of our common humanity.
As the new century unfolds, we face a host of economic and social challenges--jobs lost to "off shoring," a huge and growing number of Americans without health insurance coverage, an expanding gap between rich and poor, stagnant wages, decaying public schools, and many others. These are difficult and complex problems, but our government's strategy for dealing with them has been essentially not to deal with them at all. Over and over, in subtle and not-so-subtle ways, we're told that we're on our own--"Here's a tax cut and a private account; now go fend for yourself."
As Jared Bernstein points out, this approach doesn't make any sense as a strategy for solving the enormous systemic problems we face. It's just a way of shifting economic risk from those most able to bear it--the government and the nation's corporations--to those least able: individuals and families. The result has been greater wealth for the top 1% of Americans and stagnant living standards and increasing insecurity for the vast majority.
In All Together Now, Bernstein outlines a new strategy, one that applauds individual initiative but recognizes that the problems we face as a nation can be solved only if we take a more collaborative approach. The message is simple: we're all in this together.
Bernstein draws on recent and historic events to explore how the proponents of what he dubs the YOYO (you're-on-your-own) approach have sold the idea, exposing the fallacies and ulterior motives in their arguments as well as the disasterous consequences of their policies. More importantly, he details practical WITT (we're-in-this-together) initiatives in specific areas like globalization, health care, and employment that could improve the lives of millions of Americans without increasing overall national spending. And he offers advice on how to overcome objections to the WITT agenda and bring the country together so that both risks and benefits are shared more fairly.
While the prevailing philosophy insists that all we can do is cope with massive social forces, each of us on our own, Bernstein argues that we can unite and shape these forces to meet our needs. The optimistic message of All Together Now is that the economic challenges we face are not insoluble; we can wield the tools of government to meet them in such a way as to build a more just and equitable society.
So said American patriot Tom Paine. He, like the other Founders, saw this country as a unique opportunity to build a society that valued the wellbeing of all of its people over the interests of the few.
In the past 230 years, we've lost sight of Paine's vision. Our government has adopted a YOYO (you're-on-your-own) response in the face of even the most pressing national problems—diminished job security, the rising number of Americans without health coverage, stagnant incomes, decaying public schools, and more. “Here's a tax cut and a private account,” they tell us, “now go fend for yourself.”
It hasn't worked. The YOYO strategy has proven to be incapable of addressing the economic challenges that confront us and has instead led to a massive upward shift in wealth and opportunity favoring the few and deteriorating living standards and increasing insecurity for the rest of us.
All Together Now details an alternative WITT (we're-in-this-together) strategy for solving our most daunting problems. Detailing practical, collaborative responses to globalization, health care, employment, and other areas that could improve the lives of millions of Americans without increasing national spending, All Together Now shows that the challenges we face can be solved. Together, we can wield the tools of government to build a more just and equitable society.
In the past 230 years, we've lost sight of Paine's vision. Our government has adopted a YOYO (you're-on-your-own) response in the face of even the most pressing national problems—diminished job security, the rising number of Americans without health coverage, stagnant incomes, decaying public schools, and more. “Here's a tax cut and a private account,” they tell us, “now go fend for yourself.”
It hasn't worked. The YOYO strategy has proven to be incapable of addressing the economic challenges that confront us and has instead led to a massive upward shift in wealth and opportunity favoring the few and deteriorating living standards and increasing insecurity for the rest of us.
All Together Now details an alternative WITT (we're-in-this-together) strategy for solving our most daunting problems. Detailing practical, collaborative responses to globalization, health care, employment, and other areas that could improve the lives of millions of Americans without increasing national spending, All Together Now shows that the challenges we face can be solved. Together, we can wield the tools of government to build a more just and equitable society.
Despite considerable investment in resources and tools, many companies struggle to meet the demand for the talent they require. Make Talent Your Business\u201d gets to the heart of the matter: Managers themselves are in the best position to help people learn from experience (the uncontested major source of development) and shows managers how to do it by using the five practices that work for managers who are exceptional at building talent. This set of practices goes well beyond the usual managerial coaching and performance management. It moves the focus from performance today to development of skills that truly "raise the game" of employees—skills such as in-the-moment judgment, customer relationship building and collaborative decision-making. Managers who grow talent enhance their own reputations and get better results, retain people, attract talent and make their organizations more agile and capable to deal with future challenges.
Highly talented employees are the key to every organization's success. Yet despite their best intentions, for most managers growing talent while successfully doing their ‘day jobs' and staying on top of results seems like a pipe dream. But it doesn't have to be.
Wendy Axelrod and Jeannie Coyle show you how exceptional managers make this dream a reality. These managers go way beyond the usual coaching and performance management to integrate development into their everyday workflow rather than making it a separate “to do.” Axelrod and Coyle draw from their research with exceptional managers from companies like Corning, Microsoft, Siemens, Merck, and many more to illustrate five powerful practices that can be used in any organization, of any size, in any industry.
Wendy Axelrod and Jeannie Coyle show you how exceptional managers make this dream a reality. These managers go way beyond the usual coaching and performance management to integrate development into their everyday workflow rather than making it a separate “to do.” Axelrod and Coyle draw from their research with exceptional managers from companies like Corning, Microsoft, Siemens, Merck, and many more to illustrate five powerful practices that can be used in any organization, of any size, in any industry.
Offers concrete, field-tested advice for helping nonprofits, social advocacy organizations, and political campaigns connect more effectively with women
Includes examples from both the for-profit and non-profit sectors
Written by top executives from the largest public interest communication firm in the country
The secret to changing the world is hidden in plain sight—in fact, it’s half the population. Women vote more, volunteer more, and give to more charities than men do. They control over half of the total wealth in America. Corporations have long recognized the growing power of woman and have been targeting them for years. The She Spot is a practical and provocative primer showing how nonprofits and social change organizations can do it too.
Lisa Witter and Lisa Chen reveal surprising insights into women’s real social priorities (for example, in one poll only 7% of women identified “protecting reproductive choice," supposedly the women’s issue, as a top priority for Congress). They describe four core principles—care, control, connect, and cultivate—for designing messages that will resonate with women of all ages and backgrounds. And using case histories from companies like Home Depot, T-Mobile and Kellogg’s as well as nonprofits like MoveOn.org, The American Lung Association and The Environmental Defense Fund, they explain precisely how to put these four principles into practice.
This book makes the case that simply painting your marketing campaign “pink” and calling it a day will miss the mark with most women. Witter and Chen show that you can expand your outreach to connect with women in addition to men—think both/and, not either/or. You’ll raise more money and recruit more supporters for your cause. In the end, those who hit the “She Spot” claim the power to create a better, brighter world for all of us.
Women are a huge, uniquely receptive but still underutilized audience for a whole range of social and political causes, not just “women's issues.” In The She Spot, Lisa Witter and Lisa Chen, top executives in the nation's largest public interest communications firm, explain why women's enormous potential is still largely untapped. Citing examples from both the for-profit and nonprofit sectors, they offer specific, detailed advice—much of which flies in the face of conventional wisdom—on how to better connect with women and advance your mission.
The Pebble and the Avalanche shows how the Internet, the auto industry, music downloading, and other rapidly evolving industries are all connected by the same dynamic -- disaggregation. Moshe Yudkowsky shows why this dynamic is crucial to survival in the 21st century marketplace, and how you can use it to bring about change in your industry.
Disaggregation means taking things apart -- for example, the break-up of AT&T, which greatly improved phone service. But there are more subtle examples. Separating information from the storage medium -- digital music doesn't rely on records, tapes, or CDs; digital photographs don't require paper; and digital movies don't need film -- has enabled millions of people to create and share their work (and others') far more easily than ever before, with enormous implications.
Think of this process as an avalanche: at the top of a mountain, rocks are jammed together in a solid mass. Pry some of these rocks loose and you will unleash a tremendous outpouring of energy that sweeps everything from its path. The same thing happens in technology: with the right innovation, you can pry the pieces of technology apart and unleash an outpouring of powerful ideas that shake apart whole industries.
Yudkowsky details exactly how disaggregation works, describing five different ways of taking things apart, and the many ways it can be used to generate new innovations. The Pebble and the Avalanche provides strategies for successfully adapting to a disaggregation revolution, and points towards the future, identifying several industries that are about to be completely transformed by disaggregation.
Disaggregation means taking things apart -- for example, the break-up of AT&T, which greatly improved phone service. But there are more subtle examples. Separating information from the storage medium -- digital music doesn't rely on records, tapes, or CDs; digital photographs don't require paper; and digital movies don't need film -- has enabled millions of people to create and share their work (and others') far more easily than ever before, with enormous implications.
Think of this process as an avalanche: at the top of a mountain, rocks are jammed together in a solid mass. Pry some of these rocks loose and you will unleash a tremendous outpouring of energy that sweeps everything from its path. The same thing happens in technology: with the right innovation, you can pry the pieces of technology apart and unleash an outpouring of powerful ideas that shake apart whole industries.
Yudkowsky details exactly how disaggregation works, describing five different ways of taking things apart, and the many ways it can be used to generate new innovations. The Pebble and the Avalanche provides strategies for successfully adapting to a disaggregation revolution, and points towards the future, identifying several industries that are about to be completely transformed by disaggregation.
The Pebble and the Avalanche shows how the Internet, the auto industry, music downloading, and other rapidly evolving industries are all connected by the same dynamic -- disaggregation. Moshe Yudkowsky shows why this dynamic is crucial to survival in the 21st century marketplace, and how you can use it to bring about change in your industry.
Disaggregation means taking things apart -- for example, the break-up of AT&T, which greatly improved phone service. But there are more subtle examples. Separating information from the storage medium -- digital music doesn't rely on records, tapes, or CDs; digital photographs don't require paper; and digital movies don't need film -- has enabled millions of people to create and share their work (and others') far more easily than ever before, with enormous implications.
Think of this process as an avalanche: at the top of a mountain, rocks are jammed together in a solid mass. Pry some of these rocks loose and you will unleash a tremendous outpouring of energy that sweeps everything from its path. The same thing happens in technology: with the right innovation, you can pry the pieces of technology apart and unleash an outpouring of powerful ideas that shake apart whole industries.
Yudkowsky details exactly how disaggregation works, describing five different ways of taking things apart, and the many ways it can be used to generate new innovations. The Pebble and the Avalanche provides strategies for successfully adapting to a disaggregation revolution, and points towards the future, identifying several industries that are about to be completely transformed by disaggregation.
In this time when "change is everything," leaders and people at all levels of organizations need guideposts to live, work and grow by - unshakable principles that can be relied upon implicitly, irrespective of how much technology and globalization drive people to change. Today, organizations and individuals alike need a compass with which to set a course that is true and that they can believe in no matter what.
In this groundbreaking book, Laurence Ackerman reveals that identity - the unique characteristics that define who we are-is such a compass. Surprisingly, Identity Is Destiny shows that organizations who are best able to adapt to change are those whose leaders understand and "invest in"-rather than change-their companies' unique identities. It is when leaders align strategic development and day-to-day operations with their company's unique, value-creating capacities that identity truly becomes destiny.
The author illustrates how identity gives rise to culture, that identity precedes strategy, and that, most important, companies like individuals, can never be other than who they are.
Ackerman describes three features that mark organizations who are led according to their true identities: grand efficiency - having all parts of the enterprise working in sync; integrity - in the sense of unity, or "wholeness;" and endurance-the possibility of the company living in perpetuity. The author goes on to provide a comprehensive blueprint for "identity-based management"-everyday decision-making and action-that reveals a path to authentic leadership.
When it is clear who a company is, Ackerman explains, everything else follows naturally: making acquisitions that fulfill their promise; hiring and retaining people who "fit in;" developing marketing and product strategies that make sense for customers and the company alike; establishing partnerships that work.
In this groundbreaking book, Laurence Ackerman reveals that identity - the unique characteristics that define who we are-is such a compass. Surprisingly, Identity Is Destiny shows that organizations who are best able to adapt to change are those whose leaders understand and "invest in"-rather than change-their companies' unique identities. It is when leaders align strategic development and day-to-day operations with their company's unique, value-creating capacities that identity truly becomes destiny.
The author illustrates how identity gives rise to culture, that identity precedes strategy, and that, most important, companies like individuals, can never be other than who they are.
Ackerman describes three features that mark organizations who are led according to their true identities: grand efficiency - having all parts of the enterprise working in sync; integrity - in the sense of unity, or "wholeness;" and endurance-the possibility of the company living in perpetuity. The author goes on to provide a comprehensive blueprint for "identity-based management"-everyday decision-making and action-that reveals a path to authentic leadership.
When it is clear who a company is, Ackerman explains, everything else follows naturally: making acquisitions that fulfill their promise; hiring and retaining people who "fit in;" developing marketing and product strategies that make sense for customers and the company alike; establishing partnerships that work.