Most leaders need reminding everyday that with their privileges comes responsibility and obligation. If any young man or woman seeking to become a leader and not a manager only reads one book on leadership, let it be this one!

     With a foreword by Larry Page, and contributions from Bono and Bill Gates. Measure What Matters is about using Objectives and Key Results (OKRs), a revolutionary approach to goal-setting, to make tough choices in business. In 1999, legendary venture capitalist John Doerr invested nearly $12 million in a startup that had amazing technology, entrepreneurial energy and sky-high ambitions, but no real business plan. Doerr introduced the founders to OKRs and with them at the foundation of their management, the startup grew from forty employees to more than 70,000 with a market cap exceeding $600 billion. The startup was Google. Since then Doerr has introduced OKRs to more than fifty companies, helping tech giants and charities exceed all expectations. In the OKR model objectives define what we seek to achieve and key results are how those top­ priority goals will be attained. OKRs focus effort, foster coordination and enhance workplace satisfaction. They surface an organization's most important work as everyone's goals from entry-level to CEO are transparent to the entire institution. In Measure What Matters, Doerr shares a broad range of first-person, behind-the-scenes case studies, with narrators including Bono and Bill Gates, to demonstrate the focus, agility, and explosive growth that OKRs have spurred at so many great organizations. This book will show you how to collect timely, relevant data to track progress - to measure what matters. It will help any organization or team aim high, move fast, and excel.

    Long-term commitment to new learning and new philosophy is required of any management that seeks transformation. The timid and the fainthearted, and the people that expect quick results, are doomed to disappointment.According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.Previously published by MIT-CAES

    It then identifies and describes the advantages of this system, which needs less of everything including time, human effort, inventories, and investment to produce products with fewer defects in smaller volumes at lower costs for fragmenting markets. The Machine That Changed the World even gave the system its name: lean.In the decade since its launch in the fall of 1990, The Machine That Changed the World has sold more than 600,000 copies in 11 languages and has introduced a whole generation of managers and engineers to lean thinking. No lean library is complete without this groundbreaking book."The fundamentals of this system are applicable to every industry across the globea[and] will have a profound effect on human society. It will truly change the world." - New York TimesPaperback / 1990 / 323 pages

    This complexity and the emergence of networks is changing the practice of strategic management. Today's leaders need to understand how to design and guide complex collaborations to accelerate innovation and change--collaborations that cross boundaries both inside and outside organizations.Strategic Doing introduces you to the new disciplines of agile strategy and collaborative leadership. You'll learn how to design and guide complex collaborations by following a discipline of simple rules that you won't find anywhere else.- Unleash the power of true collaboration- Learn and master the 10 skills of agile leadership- Apply individual skills to targeted situations- Introduces a new discipline of leadership strategyFilled with compelling case studies, Strategic Doing outlines a new discipline of leadership strategy specifically designed for open, loosely-connected networks.

    First implemented by financial advisors at Merrill Lynch--under the leadership of author Rob Knapp--it has grown increasingly popular within the financial services industry. The Supernova Advisor skillfully outlines this proven model and reveals how it can be used to create an exceptional experience for your clients, while significantly growing your business.

     Share before you’re ready. Get more agreements. Have difficult conversations. These are a few of the practical but profound ideas Lessonly CEO Max Yoder shares in Do Better Work. No matter your rank or role, if you want to see more understanding, accountability, and progress on your team, these stories and examples are for you. Praise for Do Better Work: “Devastatingly effective, and a must-read for business leaders with a soul. Do Better Work is the modern manual for how to align company success and personal growth.” Jay Baer, New York Times bestselling author of Youtility and co-author of Talk Triggers “The best books pop lightbulbs over our heads that feel so obvious we wonder why we didn't realize them all along. This book does that. An essential read for any 21st-century leader." Coco Brown, CEO and founder of The Athena Alliance “Our world needs a style of leadership that puts people at the center, and I can think of no better guide than the lessons contained in this book.” Scott Dorsey, former CEO of ExactTarget/Salesforce Marketing Cloud “Practical advice with a soul and a deep understanding of how humans connect and work together.” Nataly Kogan, founder of Happier @ Work and author of Happier Now

    To the almost universal disdain of their friends and professors, these two turned down tempting job offers, borrowed money from friends and family, loaded up on credit card debt, and decided to start a single-product company to manufacture and market a computer mouse shaped like the head of a golf club. They watched enviously as nearly all of their friends became millionaires in the dot-com boom, but they persevered and forged their own path. To chart their progress and to keep themselves motivated against the odds, they kept a diary that recorded the realities of their everyday life as entrepreneurs. Out of their diary entries grew The MouseDriver Chronicles, an intimate, insightful, and often funny look into the minds of two entrepreneurs and how they brought a simple idea to market. From The MouseDriver Chronicles: "School was just about over, and the wondrous combination of brick-baking heat and relentless high humidity that defines summer in south Philadelphia wasn't too far off. We couldn't afford to wait around for it. We needed to blaze to San Francisco and get rolling. Fine. No problem. Except we didn't yet have an office in San Francisco. Or a place to live. Or MouseDrivers in stock. We had all our plans and ambition, but everything real about running a business was ahead of us. Immediately ahead."

    There’s a good side, which gets the job done. There’s often also a downside that makes them hard to understand or difficult to work for. It’s precisely that they are impatient, stubborn, opinionated, unsatisfied, and domineering that makes them successful.”   When Bob Lutz retired from General Motors in 2010, after an unparalleled forty-seven-year career in the auto industry, he was one of the most respected leaders in American business. He had survived all kinds of managers over those decades: tough and timid, analytical and irrational, charismatic and antisocial, and some who seemed to shift frequently among all those traits.  His experiences made him an expert on leadership, every bit as much as he was an expert on cars and trucks.   Now Lutz is revealing the leaders—good, bad, and ugly—who made the strongest impression on him throughout his career.  Icons and Idiots is a collection of shocking and often hilarious true stories and the lessons Lutz drew from them. From enduring the sadism of a Marine Corps drill instructor, to working with a washed-up alcoholic, to taking over the reins from a convicted felon, he reflects on the complexities of all-too-human leaders. No textbook or business school course can fully capture their idiosyncrasies, foibles and weaknesses – which can make or break companies in the real world.   Lutz shows that we can learn just as much from the most stubborn, stupid, and corrupt leaders as we can from the inspiring geniuses. He offers fascinating profiles of icons and idiots such as...Eberhard von Kuenheim. The famed CEO of BMW was an aristocrat-cum-street fighter who ruled with secrecy, fear, and deft maneuvering. Harold A. “Red” Poling: A Ford CEO and the ultimate bean counter. If it couldn’t be quantified, he didn’t want to know about it. Lee Iacocca: The legendary Chrysler CEO appeared to be brillant and bold, but was often vulnerable and insecure behind the scenes. G. Richard “Rick” Wagoner: The perfect peacetime CEO whose superior intelligence couldn’t save GM from steep decline and a government bailout. As Lutz writes:We’ll examine bosses who were profane, insensitive, totally politically incorrect, and who “appropriated” insignificant items from hotels or the company. We’ll visit the mind of a leader who did little but sit in his office. We’ll look at another boss who could analyze a highly complex profit-and-loss statement or a balance sheet at a glance, yet who, at times, failed to grasp the simplest financial mechanisms—how things actually worked in practice to create the numbers in the real world.   The result is a powerful and entertaining guide for any aspiring leader.

    But most don't realize that Toyota's new product development system is every bit as important to Toyota's ongoing success. This book is suitable for those whose livelihood depends on new products.

    Companies that embrace Agile Management learn to connect everyone and everything . . . all the time. They can deliver instant, intimate, frictionless value on a large scale.Agile began emerging many decades ago, but truly took off in the software development industry. Sparking dramatic improvements in quality, innovation, and speed-to-market, the Agile movement is now spreading quickly throughout all kinds of companies. It enables a team, a unit, or an enterprise to nimbly adapt and upgrade products and services to meet rapidly changing technology and customer needs. And the process is applicable anywhere — companies don’t need to be born Agile, like Spotify. Even centuries-old Barclays is making the transition and reaping rewards.Filled with examples from every sector, The Age of Agile helps readers:Master the three laws of Agile Management (team, customer, network) ● Embrace the new mindset ● Overcome constraints ● Employ meaningful metrics ● Make the entire organization Agile ● And moreWith this breakthrough approach, even global giants can learn to act entrepreneurially. Their future depends on it.

    and industrialists of the lime were not afraid to think ahead and plan big. Among the entrepreneurs who led this Industrial resurgence, four were particularly outstanding, G.D. Birla, Walchand Hirachand, Kasturbhai Lalbhai and, J.R.D. Tata. Gita Piramal, author of the acclaimed Business Maharajas, sensitively recreates the Lives and Times of these four titans of industry. She draws upon hitherto untapped sources of information to Sketch her profiles, making htis perhaps the closest Look at these legends this fair. Thought provoking and incisive. Business Legends is a compelling Account of ambition and achievement.

    Leading Scrum coach and trainer Kenny Rubin illuminates the values, principles, and practices of Scrum, and describes flexible, proven approaches that can help you implement it far more effectively. Whether you are new to Scrum or years into your use, this book will introduce, clarify, and deepen your Scrum knowledge at the team, product, and portfolio levels. Drawing from Rubin's experience helping hundreds of organizations succeed with Scrum, this book provides easy-to-digest descriptions enhanced by more than two hundred illustrations based on an entirely new visual icon language for describing Scrum's roles, artifacts, and activities. Essential Scrum will provide every team member, manager, and executive with a common understanding of Scrum, a shared vocabulary they can use in applying it, and practical knowledge for deriving maximum value from it.

    The book reveals the secrets, deals, schemes and dreams of these, the world's fiercest business competitors.

    The application of the developed guidelines within the framework of ITIL® allows IT departments to improve their overall efficiency; from the way IT infrastructure is created and managed to how individual service interactions within the business are conducted. Through the use of Key Performance Indicators (KPIs), ITIL® measures the effectiveness of an IT organization by analyzing data related to performance, issues, process improvement and progress. Given its framework structure, one of the key strengths of ITIL® is its ability to be adapted and modified to fit the unique structure and needs of an organization. By not prescribing a specific set of rules, the dynamic nature of ITIL® affords the ability to be scalable and flexible within an organization. The goal of this book is simple: breakdown ITIL® into easy to follow concepts and examples that anyone can follow. Put simply This Book Will Become Your ITIL® Bible. ITIL® is quickly changing the way IT departments around the world are operated. The sooner your organization implements the framework, the sooner you will start to see improvements in both how business is conducted internally as well as with external stakeholders. For those within or outside of the IT field, This Book Will Break Down All of The Concepts and Guidelines Included Within the ITIL® Framework Into Easy to Understand and Follow Pieces. Regardless of your prior experience, you will be completely knowledgeable with the ITIL® framework so that you will be able to able to begin implementing the guidelines by the end of this book. If you are an IT professional looking to increase your skill set and increase your contributions to your organization – this book is for you. If you are preparing for the ITIL® Foundation Exam - this book is for you. If you are a business owner who wants to improve the efficiency and effectiveness of your IT department – this book is for you. Here Is A Preview Of What You'll Learn... The Principles & Philosophies That Define The ITIL® Framework The Tools & Techniques You Need To Understand The ITIL® Guidelines How ITIL® Can Directly Affect Your Employees and Customers A Thourough Explanition of Each Process Within ITIL® The Specific KPIs That Are Relevant To Each Process The Top Mistakes to AVOID That Those New To ITIL® Make A FREE Gift from ClydeBank Media Worth Over $250 Dollars! Much, Much More! Our Personal Guarantee We are so confident that methods outlined in this book will help you understand ITIL® that we're willing to let you try the book risk-free. If you are not fully satisfied with the product, simply let us know and we will provide a 100% full refund. That’s right, a 100% Money-Back Guarantee! What reason do you have to not give this book a try? Scroll Up To The Top Of The Page And Click The Orange "Buy Now" or "Read For Free" Icon On The Right Side Right Now! ClydeBank Media LLC All Rights Reserved