About this title: What fuels long-term business success? Not operational excellence, technology breakthroughs, or new business models, but management innovation - new ways of mobilizing talent, allocating resources, and formulating strategies. Through history, management innovation has enabled companies to cross new performance thresholds and build enduring ...
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Note: This is a general synopsis. Each listing is described below.
Binding: Hardcover
Publisher: Harvard Business School Press
Date Published: 2007-10-09
ISBN-13:9781422102503ISBN:1422102505
Description: Very Good in Very Good jacket. Dust jacket has some shelf wear. No highlighting or underlining. Gently read once! Get successful! read more
Binding: Spoken Word Compact Disc
Publisher: Gildan Audio
Date Published: 2008-04-01
ISBN-13:9781596591615ISBN:1596591617
Description: NEW. Spoken Word Compact Disc. From an inventory that is 100% brand-new, 100% direct from the publishers' distribution channel. We carry NO pre-owned, NO remaindered. We pack in CARDBOARD to ensure the pristine quality is maintained. (Bubble-wrap alone is NOT sufficient to protect from USPS equipment. ) Guaranteed brand-NEW, protected with CARDBOARD, your satisfaction is guaranteed. BKLUVID: 9781596591615. read more
Binding: Hardcover
Publisher: Harvard Business School Pr
Date Published: 2007-10-08
ISBN-13:9781422102503ISBN:1422102505
Description: NEW. Hardcover. From an inventory that is 100% brand-new, 100% direct from the publishers' distribution channel. We carry NO pre-owned, NO remaindered. We pack in CARDBOARD to ensure the pristine quality is maintained. (Bubble-wrap alone is NOT sufficient to protect from USPS equipment. ) Guaranteed brand-NEW, protected with CARDBOARD, your satisfaction is guaranteed. BKLUVID: 9781422102503. read more
Binding: Hardcover
Publisher: Harvard Business School Press
Date Published: 2007
ISBN-13:9781422102503ISBN:1422102505
Description: New. Brand New! Buy with confidence-your satisfaction is guaranteed at B-Logistics! Due to the large scale of our operation, we do not have access to the specific contents/condition of our items. Please note that Expedited shipping is not available at this time. read more
Edition: 1st ed.
Binding: Hardcover
Publisher: Harvard Business School Press, Boston
Date Published: 2007
ISBN-13:9781422102503ISBN:1422102505
Description: Hardback dustjacket, very good plus condition (in very good plus dustjacket), tables, figures. 272 pp. Argues that organizations need bold management innovation now more than ever. With incisive analysis and vivid illustrations, the author explains how to turn your company into a serial management innovator. read more
Binding: Hardback
Publisher: McGraw-Hill Education(Harvard Business School Press)
Date Published: 2007
ISBN-13:9781422102503ISBN:1422102505
Description: BRAND NEW HARDBACK. 8.299 by 6 inches. (288 pages) what fuels long-term business success? not operational excellence, technology breakthroughs, or new business models, but management innovation—new ways of mobilising talent, allocating resources, and formulating strategies. through history, management innovation has enabled companies to cross new performance thresholds and build enduring advantages. in the future of management, gary hamel argues that organisations need management innovation now ... read more
Binding: Hardback
Publisher: HARVARD BUSINESS SCHOOL PUBLISHING Country = UNITED STATES
Date Published: 2007
ISBN-13:9781422102503ISBN:1422102505
Description: BRAND NEW HARDBACK. 288 pages. What fuels long-term business success? not operational excellence, technology breakthroughs, or new business models, but management innovation-new ways of mobilizing talent, allocating resources, and formulating strategies. this book explains how to turn your company into a serial management innovator. illustrations (Hardback) read more
Edition: Unabridged
Binding: Audiobook CD
Publisher: GILDAN MEDIA
Date Published: 2008
ISBN-13:9781596591615ISBN:1596591617
Description: New. For organizations like GE, Procter & Gamble, and Visa, management innovation is the secret to success. But what is management innovation, and how does it happen? What activities and ways of thinking do such companies cultivate that encourage truly un... read more
Binding: Hardback
Publisher: Perseus Distribution Services
Date Published: 2007
ISBN-13:9781422102503ISBN:1422102505
Description: New. Hamel argues that management innovation fuels long-term business success. He contends that the management paradigm of the last century--centered on control and efficiency--no longer suffices in a world where adaptability and creativity drive business... read more
Description: What fuels long-term business success? Not operational excellence, technology breakthroughs, or new business models, but management innovation-new ways of mobilizing talent, allocating resources, and formulating strategies. This book explains how to... read more
"Despite the bad naming, I loved this book. This is not your typical business case-study book. What I love about this book is that it walks you through the thinking process of innovation, customizable to your own organization. It's like a Innovation Therapy session by a very smart consultant. I recommend this book to anyone who is part of an organization, and either themselves or through their coworkers felt the frustration of hitting a wall with innovative ideas. This book breaks down what the invisible walls are made of, and how each one of the people can contribute in organization as a creative mind. I think it's written for everyone who is a part of a group rather than just for the "managers" as the title suggest.
Very useful and concise. It's like this author generously shared his trade secret with everyone willing to see through the title of this book."
""It is times we all do away with antiquated 20th century, industrial aged thinking and managing. Titles, office location, etc. do not carry the influence it did in the last century. Productivity, meeting goals via clearly indentified metrics and accountability creates the innnovation needed in this new age of management leadership.""
"p. 131Distinguish between beliefs that describe the world as it is and beliefs that describe the world as it is and must forever remain. p. 170Faith has something to teach us about resilience--not because faith itself has survived, but because faith to the extent it provides individuals with a sense of meaning, helps make people more resilient."
"this is the best practical book on how management is changing and how you can be waaay ahead of the curve. read it, or my notes for an idea of what it's about. the book has a lot more practical advice about innovating your management processes regardless of whether you're running your own company or whether you're working at a big corporation.
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14: Max Weber has been dead for 90 years, but control, precision, stability, discipline, and reliability - the traits he saluted in his anthem to beaureacracy - are still the canonical views of modern management.
23: Toyota's capacity for continuous improvement has been powered by a belief in the ability of "ordinary" employees to solve complex problems. In 2005, the company received 540,000 improvement ideas from its Japanese employees.
43: Goal of mgmt innovation is to build organizations that are capable of continual, trauma-free renewal.
56: Something in orgs that deplete natural resilience and creativity of human beings - management principles that foster discipline, economy, rationality, and order, yet place little value on artistry, nonconformity, originality, and elan.
62: Hierarchies are good at aggregating effort, at coordinating activities of people with widely differing roles. But not good at mobilizing effort, at inspiring people to go above and beyond. When it comes to mobilizing human capabilities, communities outperform beaureacracies. For several reasons: * In bureaucracy, basis for exchange is contractual; in community, it's voluntary - give your labor to make a difference or exercise talents * In B, you are factor in production; in C, a partner in a cause * In B, loyalty is a product of economic dependency; in C, dedication and commitment depend on one's affiliation with the group's aims and goals * in B, policies and rules determine supervision and control; in C, norms, values, and peer pressure * in B, contributions based on role; in C, capability and disposition are more important than credentials and job desc * in B rewards are mostly financial; in C, mostly emotional
Compared with bureaucracies, communities tend to be unmanaged. That, more than anything else, is why they are amplifiers of human capability.
64: No discussions of mgmt process suggest participants have hearts - none of Beauty, Truth, Love, Service, Wisdom, Justice, Freedom, Compassion. You are unlikely to get bighearted contributions from your employees unless they feel they are working toward some goal that encompasses bighearted ideals.
74: Peer pressure enlists loyalty in ways that bureaucracy doesn't.
75: Whole Foods: 93% of company stock options have been granted to nonexecutives (In most companies, 75% of stock options go to give or fewer senior execs).
89: In a high-trust, low-fear organization, employees don't need a lot of oversight - they need to be mentored and supported, rather than bossed around.
91: Recruiting people to a new initiative is a process of giving away ownership of the idea to people who want to contribute. The project won't go anywhere is you don't let people run with it. - Terri Kelly, CEO, WL Gore
91: Willing commitment is many times more valuable to an org than resigned compliance. Gore tenet: "All commitments are self-commitments." At Gore, tasks can't be assigned, they can only be accepted. Associates are measured and rewarded on the basis of their contribution to team success, they have an incentive to commit to more rather than less. While associates are free to say "no" to any request, a commitment once made is regarded as a near-sacred oath.
97: Mgmt innovation almost always delegates power downward and outward. To enfranchise employees you must disenfranchise managers, yet the redistribution of power is one of the primary means for making organizations more adaptable, more innovative, and more highly engaging.
110: If you run the company as a set of extended conversations, you get a lot of buy-in, and buy-in drives execution.
119: Management innovations that humanize work are the ones most likely to succeed - and they'll help your company recruit the best of the best.
130: To sell one's time rather than what one produced, to pace one's work to the clock, to eat and sleep at precisely defined intervals, to spend long days endlessly repeating the same, small task - none of these were, or are, natural human instincts.
136: You don't need a lot of front-line discipline when four conditions are met: 1. First-line employees are responsible for results 2. Team members have access to real-time performance data 3. They have decision authority over the key variables that influence performance outcomes 4. There's a tight coupling between results, compensation, and recognition
138: Individuals often defend the how of a hoary old management process simply because they haven't thought deeply about other ways of accomplishing the goals that process serves.
161: What can management innovators learn from markets? First and foremost, this: resources (capital and talent) have to be free to seek the best returns.
164: Additional rules for building nimble companies: * First, process of evaluating and pricing new projects needs to be decentralized * Innovators should have access to multiple sources of experimental capital * The more efficient the market for ideas, talent, and capital (the easier it is for internal innovators and investors to find each other, and the fewer the constraints on the internal realignment of resources - the more adaptable a company will be)
167: Additional design rules for 21st century (adaptable) companies: * leaders must be truly accountable to the front lines * employees must feel free to exercise the right of dissent * policy making must be as decentralized as possible * activism must be encouraged and honored
196: What tools can we give to employees to make them fully empowered business innovators? * DB of customer insights and competitor intelligence? * detailed financial stats to explore implications of changes in pricing, promo spending, staffing, etc? * maps of key business processes to reconfigure and analyze them? * internal website that helps individuals gather feedback on their creative ideas?
207: in a community of peers, people bow to competence, commitment, and foresight, rather than to power.
255: For the first time since the dawning of the industrial age, the only way to build a company that's fit for the future is to build one that's fit for human beings as well. *This* is your opportunity - to build a 21st century management model that truly elicits, honors, and cherishes human initiative, creativity, and passion - these tender, essential ingredients for business success in this new millenium. Do that, and you will have built an organization that is fully human and fully prepared for the extraordinary opportunities that lie ahead."
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