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Leading thinker and change consultant Peggy Holman provides leaders, trainers, and other agents of change grappling with disruption with a theory of "emergence" and tools for fostering it in organizations.
This exposé of the investment world shows how most popular investment strategies are based on confusion and deception and do not work-and reveals the few, simple, low-cost, easy-to-follow strategies that do work.
The fact is, because they're the ones actually doing the day-to-day work front-line employees see a great many problems and opportunities that their managers don't. But most organizations do very poorly at tapping into this extraordinary potential source of revenue-enhancing, savings-generating ideas.
Ideas Are Free sets out a roadmap for totally integrating ideas and idea management into the way companies are structured and operate. Alan Robinson and Dean Schroeder draw on their ten years experience with more than three hundred organizations in fifteen countries to show precisely how to design a system to take advantage of this virtually free, perpetually renewing font of innovation.
Robinson and Schroeder deal with two fundamental principles of managing ideas that are highly counterintuitive - the importance of going after small ideas rather than big ones, and the problems with the most common reward schemes and how to avoid them. They describe how to make ideas part of everyone's job, and how to set up and run an effective process for handling ideas-how to take a good idea system and make it great. And they show how good idea systems have a profound impact on an organization's culture. At the end of each chapter they provide "Guerrilla Tactics for the Idea Revolutionary", actions to promote ideas that any manager can take on his or her own authority, and that require little or no resources.
Ideas Are Free sets out a roadmap for totally integrating ideas and idea management into the way companies are structured and operate. Alan Robinson and Dean Schroeder draw on their ten years experience with more than three hundred organizations in fifteen countries to show precisely how to design a system to take advantage of this virtually free, perpetually renewing font of innovation.
Robinson and Schroeder deal with two fundamental principles of managing ideas that are highly counterintuitive - the importance of going after small ideas rather than big ones, and the problems with the most common reward schemes and how to avoid them. They describe how to make ideas part of everyone's job, and how to set up and run an effective process for handling ideas-how to take a good idea system and make it great. And they show how good idea systems have a profound impact on an organization's culture. At the end of each chapter they provide "Guerrilla Tactics for the Idea Revolutionary", actions to promote ideas that any manager can take on his or her own authority, and that require little or no resources.
In this hard-hitting and controversial exposé, activist, writer, and former Ford Foundation officer Michael Edwards critiques the ubiquitous and deeply flawed myth that we can achieve real social change by making civil society run more like a business.
An Instant New York Times Bestseller
Winner, 2025 Good Business Book Awards (Business – Management)
Finalist, 2025 IAN Book Awards (Business/Leadership/Management)
What if the most powerful growth strategy in business today isn’t AI or cost-cutting—but your people?
In an era defined by talent shortages, employee disengagement, DEI backlash, and pressure for measurable ROI, this groundbreaking leadership book delivers a bold answer: share power to unlock performance.
Based on research from more than 1,200 companies—including Walmart, Google, and JPMorgan Chase—this data-driven business book reveals how employee empowerment, inclusive leadership, and human capital strategy drive profitability, retention, and long-term growth. For the first time, the research quantifies the financial impact of investing in people.
Jackson offers 9 proven strategies:
For CEOs, CHROs, HR leaders, and managers, this practical guide shows how equity and profits rise together—proving that people-first leadership is a competitive advantage.
Winner, 2025 Good Business Book Awards (Business – Management)
Finalist, 2025 IAN Book Awards (Business/Leadership/Management)
What if the most powerful growth strategy in business today isn’t AI or cost-cutting—but your people?
In an era defined by talent shortages, employee disengagement, DEI backlash, and pressure for measurable ROI, this groundbreaking leadership book delivers a bold answer: share power to unlock performance.
Based on research from more than 1,200 companies—including Walmart, Google, and JPMorgan Chase—this data-driven business book reveals how employee empowerment, inclusive leadership, and human capital strategy drive profitability, retention, and long-term growth. For the first time, the research quantifies the financial impact of investing in people.
Jackson offers 9 proven strategies:
- Centering employee voice
- Building mutualistic, high-trust workplaces
- Advancing intersectional inclusion
- Reimagining employee benefits
- Activating frontline leaders
- Hiring STARs (Skilled Through Alternative Routes)
- Developing deep talent benches
- Using human capital reporting as competitive strategy
- Practicing distributed leadership
For CEOs, CHROs, HR leaders, and managers, this practical guide shows how equity and profits rise together—proving that people-first leadership is a competitive advantage.
Tim Mohin argues that environmentalists can do as much good for the earth working "inside" the corporate system as by protesting from the outside. This book outlines how to work in Corporate Social Responsibility (CSR), either as a new career, of as a leader in a CSR initiative.
Nationally syndicated radio host and bestselling author Thom Hartmann exposes the covert war conservatives, and corporations are waging against America's middle class-a war that's reducing the rest of us to a politically impotent working poor. This book asks: How did this happen? Who's benefiting? And how can we stop it?
You are not in charge and you want to make a difference: that is the dilemma. You may not know who is in charge in today's changing, temporary, and virtual organizations, but you know you are not! You are searching for ways to contribute through the work you do and gain some personal satisfaction in the process. This book can help you do just that.
In this new edition of his classic book, Geoff Bellman shows readers how to make things happen in any organization regardless of their formal position. The new edition has been written for a wider audience, including people in both the for-profit and not-for-profit sectors, paid and volunteer workers, managers and individual contributors, contract and freelance workers. More than seventy percent of the material is brand new, including new examples, new chapters, new exercises, and much more.
In this new edition of his classic book, Geoff Bellman shows readers how to make things happen in any organization regardless of their formal position. The new edition has been written for a wider audience, including people in both the for-profit and not-for-profit sectors, paid and volunteer workers, managers and individual contributors, contract and freelance workers. More than seventy percent of the material is brand new, including new examples, new chapters, new exercises, and much more.
If management theories and systems (think: "Management by Objectives" and "Process Optimization") are the religion, consultants are the high-priests. With years as a top Fortune 100 executive and, yes, management consultant, Karen Phelan exposes the whole game. Takeaway: consultants have forgotten that business are made up of real people, not numbers. Empathy, not MBA's, is the real future of management.
Based on rigorous research of twenty-three real companies-and the unique practices they are using to encourage innovation and spur growth-DRIVING GROWTH THROUGH INNOVATION by bestselling author Robert Tucker (Managing the Future - over 75,000 copies sold) offers a practical but comprehensive approach for designing and implementing an enterprise-wide innovation strategy.
Leaders, coaches, and mentors are charged with helping others to stretch their limits. However, few people enjoy hearing the messy-and sometimes painful-feedback it takes to overcome a personal obstacle. Marcia Reynolds shows how to use the discomfort zone to help others grow, not suffer.
John Perkins's sensational New York Times bestseller Confessions of an Economic Hit Man (more than 300,000 sold) revealed just the tip of the iceberg of the secret world of economic hit men and the web of global corruption. Now more economic hit men and investigators tell the whole shocking story.
Milton Friedman's “financial capitalism” business model, which focuses exclusively on maximizing returns to shareholders, has caused tremendous harm to people, planet, and even profits, argue Mars, Inc., executives Bruno Roche and Jay Jakub. They advocate a detailed, field-tested alternative that takes a broader view and enables businesses to do well while doing good.
For the past fifty years, the business world has been dominated by the Milton Friedman “financial capitalism” economic model, which preaches that it is the “sole social responsibility of business to maximize profit for distribution to shareholders.” This one-dimensional focus represents a grossly incomplete view of reality-businesses need to pay attention to many other factors if they are to thrive and endure-and has resulted in increasing global economic dysfunction, widening inequality, and environmental destruction.
In this new book, Roche and Jakub offer a new model that is built around detailed metrics to measure and track performance in all forms of capital, including social, human, and natural, as well as financial. And this is not simply theory: the model has been extensively field-tested in live business pilots in Africa, Asia, and elsewhere. It is delivering superior measurable performance across the different forms of capital, including generating more profit than a profit maximization approach. Recent high-profile books like Capital in the Twenty-First Century have exposed the shortcomings of today's financial capitalism model, but this book goes far beyond by describing a well-developed, proven alternative.
For the past fifty years, the business world has been dominated by the Milton Friedman “financial capitalism” economic model, which preaches that it is the “sole social responsibility of business to maximize profit for distribution to shareholders.” This one-dimensional focus represents a grossly incomplete view of reality-businesses need to pay attention to many other factors if they are to thrive and endure-and has resulted in increasing global economic dysfunction, widening inequality, and environmental destruction.
In this new book, Roche and Jakub offer a new model that is built around detailed metrics to measure and track performance in all forms of capital, including social, human, and natural, as well as financial. And this is not simply theory: the model has been extensively field-tested in live business pilots in Africa, Asia, and elsewhere. It is delivering superior measurable performance across the different forms of capital, including generating more profit than a profit maximization approach. Recent high-profile books like Capital in the Twenty-First Century have exposed the shortcomings of today's financial capitalism model, but this book goes far beyond by describing a well-developed, proven alternative.
THE WAYS WE GO about changing organizations usually don't work, asserts Geoff Bellman. Our underlying assumptions predetermine the results and preclude the broad success we so desperately seek. Change efforts often end up off-track because of small expectations. What is needed are grand expectations, so big that they cannot be realized in many lifetimes. It is only when people awaken to and work toward these immense purposes that they have the chance of finding fulfillment. Organizations are the perfect place to do this-these "beasts" which we create and curse, love and hate, that are so essential to our lives. In The Beauty of the Beast, Bellman shows how we can explore our huge potential and shift our daily organizational focus to one of long life and fulfillment-and in the process redesign our organizations for tomorrow.
Bellman examines why we keep creating these creatures that fall so far short of our dreams for them. He reveals how to recognize the beast in ourselves, showing how organizational control and hierarchy multiply our natural and less constructive inclinations many times over. He points out that the problem is not the existence of organizations but in the ways we imagine them.
Bellman asks us to consider what we want to pass on to future generations, helps us imagine the organizations we would be proud to create, and challenges us to take action from where we are today. He offers twenty renewal assertions to help us in redesigning organizations for tomorrow. These solid guides (with related questions for work groups) open the organization to new possibilities, helping us to embrace the organizational world as it really is while working hard to change it. In the process we will also change ourselves, as we ultimately feel less distant from-and more responsible for-creating those troubling structures we love to vent about.
The Beauty of the Beast. will help people see their daily work in a new and larger perspective. It will help them embrace the real organizational world while they work at renewing it. And it will help people to recognize the choices available to them-and to exercise those choices for positive results.
Bellman examines why we keep creating these creatures that fall so far short of our dreams for them. He reveals how to recognize the beast in ourselves, showing how organizational control and hierarchy multiply our natural and less constructive inclinations many times over. He points out that the problem is not the existence of organizations but in the ways we imagine them.
Bellman asks us to consider what we want to pass on to future generations, helps us imagine the organizations we would be proud to create, and challenges us to take action from where we are today. He offers twenty renewal assertions to help us in redesigning organizations for tomorrow. These solid guides (with related questions for work groups) open the organization to new possibilities, helping us to embrace the organizational world as it really is while working hard to change it. In the process we will also change ourselves, as we ultimately feel less distant from-and more responsible for-creating those troubling structures we love to vent about.
The Beauty of the Beast. will help people see their daily work in a new and larger perspective. It will help them embrace the real organizational world while they work at renewing it. And it will help people to recognize the choices available to them-and to exercise those choices for positive results.
As a millennial herself, Crystal Kadakia gives baby boomers and Gen Xers an inside look into the true value of their millennial colleagues in the workplace. She shows that the key to managing millennials is understanding that they are a product of their fast-paced, technology-driven environment.
Despite the countless books written on the subject of managing millennials (most often authored by nonmillennials), no one has until now diagnosed the real issue of generational differences in the workplace: generations do not define themselves; their environment defines them.
The five main traits attributed to millennials-entitled, lazy, disrespectful, and disloyal-are misguided assumptions that Kadakia argues are actually positive attributes that every business and industry should internalize. The five “faults” are in fact give qualities of the evolved workplace and worker. Millennials are simply reflecting the fast-changing environment around them. Therefore, understanding millennials is not just about managing a generation; it is about seeing the future of business as changing at an exponential rate and making the necessary adjustments to remain vital and competitive.
Kadakia's mindset shift details the ways in which businesses can evolve their thinking to include technological advances as well as support the technological thinker, otherwise known as the millennial. This book not only is a guide to managing millennials but can also influence the development of business as a whole.
Despite the countless books written on the subject of managing millennials (most often authored by nonmillennials), no one has until now diagnosed the real issue of generational differences in the workplace: generations do not define themselves; their environment defines them.
The five main traits attributed to millennials-entitled, lazy, disrespectful, and disloyal-are misguided assumptions that Kadakia argues are actually positive attributes that every business and industry should internalize. The five “faults” are in fact give qualities of the evolved workplace and worker. Millennials are simply reflecting the fast-changing environment around them. Therefore, understanding millennials is not just about managing a generation; it is about seeing the future of business as changing at an exponential rate and making the necessary adjustments to remain vital and competitive.
Kadakia's mindset shift details the ways in which businesses can evolve their thinking to include technological advances as well as support the technological thinker, otherwise known as the millennial. This book not only is a guide to managing millennials but can also influence the development of business as a whole.