Written by one of the industry's most knowledgeable client services executives, the book begins with a definition, then follows a path from an initial new business win to beginning, building, losing, then regaining trust with clients. It is a powerful source of counsel for those new to the business, for industry veterans who want to refresh or validate what they know, and for anyone in the middle of the journey to get better at what they do.

    Every so often employees are sent to “Brainstorm Island”: an off-site replete with trendy lectures, creative workshops, and overenthusiastic facilitators. But once they return, it’s back to business as usual.Innovation experts Paddy Miller and Thomas Wedell-Wedellsborg suggest a better approach. They recommend that leaders at all levels become “innovation architects,” creating an ecosystem in which people engage in key innovation behaviors as part of their daily work.In short, this book is about getting to a state of “innovation as usual,” where regular employees—in jobs like finance, marketing, sales, or operations—make innovation happen in a way that’s both systemic and sustainable.Instead of organizing brainstorming sessions, idea jams, and off-sites that rarely result in success, leaders should guide their people in what the authors call the “5 + 1 keystone behaviors” of innovation: focus, connect, tweak, select, stealthstorm, (and the + 1) persist:• Focus beats freedom: Direct people to look only for ideas that matter to the business• Insight comes from the outside: Urge people to connect to new worlds• First ideas are flawed: Challenge people to tweak and reframe their initial ideas• Most ideas are bad ideas: Guide people to select the best ideas and discard the rest• Stealthstorming rules: Help people navigate the politics of innovation• Creativity is a choice: Motivate everyone to persist in the five keystone behaviorsUsing examples from a wide range of companies such as Pfizer, Index Ventures, Lonza, Go Travel, Prehype, DSM, and others, Innovation as Usual lights the way toward embedding creativity in the DNA of the workplace.So cancel that off-site. Instead, read Innovation as Usual—and put innovation at the core of your business.

    Lancaster and David Stillman, the nationally recognized generational experts and authors of When Generations Collide, comes the definitive guide to “Millennials” (those born between 1982 and 2000) in the workplace—what they want, how they think, and how to unlock their talents to your organization’s advantage. If you enjoyed the insights in It’s Okay to Be the Boss, you need to read The M-Factor, destined to become “the” business book on this Millennial generation in the workplace.

    Victor Cheng, a former McKinsey management consultant, reveals his proven, insider's method for acing the case interview. Having personally secured job offers from McKinsey, Bain & Company, Monitor, L.E.K, Oliver Wyman, and A.T. Kearney, he has also been a McKinsey case interviewer providing you with a hands-on, real-world perspective on what it really takes to land job offers. Cheng 's prot g es work in all the major strategy management consulting firms, including McKinsey, The Boston Consulting Group, Bain & Company, Monitor Company, A.T. Kearny, Oliver Wyman, L.E.K, Roland Berger, Accenture, and Deloitte, as well as in the strategic planning departments of numerous Fortune 500 companies. Whether you re an undergraduate, MBA, PhD, or experienced-hire applicant candidate, you ll discover: * What case interviewers really say about you behind closed doors but wouldn t dare tell you until now * The subtle yet specific performance differences that separate those who get management consulting offers from those who don t * The 10 biggest mistakes candidates make in case interviews (and how to avoid them) * The 3 specific things interviewers expect in the first 5 minutes of a case that often decide the outcome on the spot * An insider 's take on what interviewers really look for and why and how to give them what they want Praise for Victor Cheng and Case Interview Secrets With Victor 's help, I went from not knowing anything about consulting to securing offers from McKinsey and BCG. Mihnea Munteanu, University of Michigan I received six offers from McKinsey, BCG, Booz, Deloitte, A.T. Kearney, and Marakon. Everything Victor said was right Michael Yang, Northwestern University Despite having a liberal arts degree from a state school, I landed a dream job with L.E.K. Consulting. Thanks, Victor. Jackson Boyar, Indiana University Victor has put me in a very difficult position now I have to decide between offers from two of the top three consultancies Christopher Perez, The Wharton School In my first attempt to break into consulting, I failed every one of my interviews with McKinsey, Bain, BCG, Oliver Wyman, Monitor, Booz and probably a few others. On my second attempt two years later, I followed everything Victor Cheng suggested and took advantage of every resource he provided and received an offer from McKinsey Daniel Suo, Business Analyst (Offer Recipient), McKinsey, Stamford Without Victor 's help, I never would have gotten an offer from BCG. What he teaches really makes the difference between getting an offer and not. Puttipath Tasnavites, Boston Consulting Group, Thailand After following Victor 's guidance, I had a complete breakthrough in my case interview performance and got an offer from Monitor. Marine Serres, Monitor & Company As a PhD candidate in engineering, I had an academic background that left me completely unprepared for the case interview process. That 's when I found Victor Cheng and ended up getting my dream job. Thank you, Victor Zach Jacobson, McKinsey, New York About the Author As a former McKinsey consultant, r sum screener, and case interviewer, Victor Cheng mentors thousands of aspiring consultants via his articles and video tutorials at www.caseinterview.com. As a candidate, he passed 60 cases and received job offers from McKinsey, Bain, Monitor, LEK, AT Kearney, and Oliver Wyman. At McKinsey, he was rated in the top 10 percent of consultants worldwide in his cohort. Today he advises Inc. 500 CEOs.

    Gerard, PhD, its chief learning officer, candidly describe the triumphs and stumbles of a seven-year journey to lean healthcare, an effort that continues today and that has slashed medical errors, improved patient outcomes, raised staff morale, and saved $27 million dollars in costs without layoffs. Find out:> How lean techniques of value-stream-mapping and rapid improvement events cut the average “door-to-balloon” time for heart attack patients at two hospitals from 90 minutes to 37.> What ThedaCare leaders did to replace medicine’s “shame and blame” culture with a lean culture based on continuous improvement and respect for people.> How the lean principle of “building in quality at the source” broke down divisions among medical specialties allowing teams to develop patient care plans faster.> Why traditional modern management is the single biggest impediment to lean healthcare.> How the plan-do-study-act cycle coupled with rapid improvement events cut the wait time at a robotic radiosurgery unit from 26 days to six.> How the lean concept of “one piece flow” saved time in treating ischemic stroke patients, increasing the number of patients receiving a CT scan within 25 minutes from 51% to 89%.> How senior leaders at other healthcare organizations can begin their own lean transformations using a nine-step action plan based on what ThedaCare did — and what it would do differently.Toussaint and Gerard prove that lean healthcare does not mean less care. On the Mend shows that when care is truly re-designed around patients, waste and errors are eliminated, quality improves, costs come down, and healthcare professionals have more time to spend with patients, who get even better care.

    The authors of this book draw information from themanual that is specific to academic writing and expand uponit using set-up instructions and a sample paper. The end resultof this transformational process yields a useful guide that canbe used along with the actual manual for successful academicwriting.The handbook covers many detailed specifications of the APAstyle...including in-text citations, source citations, and a samplepaper. It also sheds new light on the manual using step-by-stepprocesses and exemplification that enable readers to fulfill APArules and regulations while focusing on content, rather than theformat, of their academic research.

    This is a sustainable source of advantage in today’s turbulent global marketplace, where demand is difficult to predict and supply chains need to be more flexible as a result. In fact, the real competition today is not between companies, but between supply chains. The winning approach to supply chains is an integrated perspective that takes account of networks of relationships, sustainability and product design, as well as the logistics of procurement, distribution, and fulfilment. Logistics and Supply Chain Management examines the tools, core processes and initiatives that ensure businesses gain and maintain their competitive advantage. The fourth edition has been completely updated and now contains four new chapters covering:· managing supply chain relationships· product design in the supply chain· matching supply and demand · creating a sustainable supply chain Front Flap The updated 4th edition of the bestselling Logistics and Supply Chain Management is the practical guide to all the key topics in an integrated approach to supply chains, including: The link between logistics and customer value Logistics and the bottom line – measuring costs and performance Creating a responsive supply chain Managing the global pipeline Managing supply chain relationships Managing risk in the supply chain Matching supply and demand Creating a sustainable supply chain Product design in the supply chain Back Flap About the author Martin Christopher is Chairman of the Centre for Logistics and Supply Chain Management. He has written numerous books and articles and is on the editorial advisory board of a several professional journals. Until recently he was co-editor of The International Journal of Logistics Management and his latest books have focused upon relationship marketing, logistics and supply chain management. He has held appointments as Visiting Professor at the Universities of British Columbia, Canada, New South Wales, Australia and South Florida, USA. Professor Christopher is a Fellow of the Chartered Institute of Marketing, the Chartered Institute of Logistics and Transport and the Chartered Institute of Purchasing and Supply. In 1987 he was awarded the Sir Robert Lawrence medal of the Institute of Logistics and Transport for his contribution to the development of logistics education in Britain. In 2005 he was awarded the Distinguished Service Award of the USA Council for Supply Chain Management Professionals. In 2007 he was designated as Foundation Professor by the Chartered Institute of Purchasing and Supply. Martin has also worked as a consultant for major international companies in North America, Europe, the Far East and Australasia.

    At Mach 2, the instrument panel of an F-15 is screaming out information, the horizon is a blur, the wingman is occupied, the jet is hanging on the edge -- and yet fighter pilots routinely handle the stress. It's not much different in today's unforgiving business world. One slipup and your company is bankrupt before your employees know what hit them.What works on the squadron level for F-15 pilots will also work for your marketing team, sales force, or research and development group. By analyzing the work environment and attacking its centers of gravity in parallel, you'll begin to utilize the Plan-Brief-Execute-Debrief-Win cycle that will rapidly impact your business's future success. U.S. fighter squadrons have been using this program for nearly fifty years to reduce their mistake rate, cut casualties and equipment losses, and rack up an envious victory record. Now, with Flawless Execution, your business can too.

    Over the same time frame Jack has advised more than seventy-five companies through private equity and dozens more in a senior advisory role at IAC. Now Jack and Suzy Welch draw on their experiences to address the biggest problems facing modern management and offer pragmatic solutions to overcome them.Going beyond theories concepts and ideologies they tackle the real stuff of work today. When you get down to it they argue winning in business is all about mastering the gritty inescapable make-or-break real-life dilemmas that define the new economy the old economy and everything in between.Work is a grind. We just got whacked. My boss is driving me nuts. I m stuck in career purgatory. My team has lost its mojo. IT is holding us hostage. Our strategy is outdated the day we launch it. We don t know what our Chinese partners are talking about. We re just not growing. These are some of the day-to-day issues the Welches take on. Coupled with Jack s years of iconic leadership and Suzy s insights as former editor of the Harvard Business Review their new database of knowledge infuses The Real Life MBA with fresh relevant stories and equally powerful solutions that every manager at any level can

    The average hiring mistake costs a company $1.5 million or more a year and countless wasted hours. This statistic becomes even more startling when you consider that the typical hiring success rate of managers is only 50 percent.The silver lining is that "who" problems are easily preventable. Based on more than 1,300 hours of interviews with more than 20 billionaires and 300 CEOs, Who presents Smart and Street's A Method for Hiring. Refined through the largest research study of its kind ever undertaken, the A Method stresses fundamental elements that anyone can implement-and it has a 90 percent success rate.Whether you're a member of a board of directors looking for a new CEO, the owner of a small business searching for the right people to make your company grow, or a parent in need of a new babysitter, it's all about Who. Inside you'll learn how to- avoid common "voodoo hiring" methods- define the outcomes you seek- generate a flow of A Players to your team-by implementing the #1 tactic used by successful businesspeople- ask the right interview questions to dramatically improve your ability to quickly distinguish an A Player from a B or C candidate- attract the person you want to hire, by emphasizing the points the candidate cares about mostIn business, you are who you hire. In Who, Geoff Smart and Randy Street offer simple, easy-to-follow steps that will put the right people in place for optimal success.

    Drucker reminds us, is the ability to "get the right things done." This usually involves doing what other people have overlooked as well as avoiding what is unproductive. Intelligence, imagination, and knowledge may all be wasted in an executive job without the acquired habits of mind that mold them into results.Drucker identifies five practices essential to business effectiveness that can, and must, be learned: Managing time Choosing what to contribute to the organization Knowing where and how to mobilize strength for best effect Setting the right priorities Knitting all of them together with effective decision-makingRanging widely through the annals of business and government, Peter F. Drucker demonstrates the distinctive skill of the executive and offers fresh insights into old and seemingly obvious business situations.

    It explains how to set clear expectations and focus on the endpoint as opposed to managing the process that gets you there. With eyes set on getting rid of distractions, long meetings, and unnecessary updates, this book offers quick, everyday strategies to experience huge increases in productivity (without adding resources) and dramatic drops in turnover.Authors Ressler and Thompson began their work together at Best Buy where they are credited with revolutionizing the workplace Reframes thinking away from counting on general availability (Where's Bob?) to creating clear expectations (Does Bob know exactly what's expected of him?) Explains how to reduce the number of meetings while increasing their quality Shows how to eliminate scheduled events in order to increase critical thinking and improve communication ROWE is a bold, cultural transformation that permeates the attitudes and operating style of an entire workplace, leveling the playing field and giving people complete autonomy--to manage their measurable results using adult common sense.

    The focus is on understanding why and how we sabotage our own best intentions with needless delay, and how we can reduce this procrastination in our lives. Based on psychological research, and supplemented with short stories and comics to help make the content memorable, the digest format of the book provides a concise summary of key concepts and strategies for change. You will learn about the psychology of self-regulation failure and how to more successfully achieve your goals.

    This entertaining guide builds on scores of case studies taken from business, sports, the movies, politics, and gambling. It outlines the basics of good strategy making and then shows how you can apply them in any area of your life.

     The book begins with Laura covering the essential groundwork of discovering your niché, defining your content categories, choosing a blog name, selecting a platform, and creating a healthy and attainable blogging routine. Then, she takes a deep dive into describing the the most effective ways to invest in yourself and your blog by explaining the importance of quality design, high resolution photos, email marketing services, and more. You’ll also learn how to partner and collaborate with brands by building an online media kit, how to promote your blog on social media, and how to create a thriving community around your blog that will stand the test of time.