Nothing could be further from the truth. In Behind Every Good Decision, authors and analytics experts Piyanka Jain and Puneet Sharma demonstrate how professionals at any level can take the information at their disposal and leverage it to make better decisions. The authors’ streamlined frame work demystifies the process of business analytics and helps anyone move from data to decisions in just five steps…using only Excel as a tool. Readers will learn how to: Clarify the business question • Lay out a hypothesis-driven plan • Pull relevant data • Convert it to insights • Make decisions that make an impact Packed with examples and exercises, this refreshingly accessible book explains the four fundamental analytic techniques that can help solve a surprising 80% of all business problems. Business analytics isn’t rocket science—it’s a simple problem-solving tool that can help companies increase revenue, decrease costs, improve products, and delight customers. And who doesn’t want to do that?

    Aaron Goldman has written an essential book that goes beyond telling us how Google became so important to explaining why the revolution it's leading will affect everyone in media and marketing." --Brian Morrissey, Digital Editor, Adweek"An insightful tour of the elements that have made Google successful combined with a usable guide on how to apply this learning to your business." --Rishad Tobaccowala, Chief Strategy & Innovation Officer, VivakiAbout the BookYou know you've hit it big when your name becomes a verb--and no one knows that better than Google. In just over 10 years, Google has become the world's most valuable brand, consistently dominating its category and generating $6 billion in revenue per quarter.How does Google do it? In a word: marketing.You may not think Google does much marketing. Indeed, it doesn't do a lot of what has traditionally been viewed as marketing. But in today's digital world, marketing has taken new shape--and Google is at the cutting edge.In Everything I Know about Marketing I Learned from Google, digital marketing expert Aaron Goldman offers 20 powerful lessons straight from Google's playbook. Taking you deep into the inner workings of the Googleplex (which are simpler than you think), Goldman provides the knowledge and tools you need to build and grow your brand (which is also simpler than you think).Along the way, he shows how Google's tactics are being used by a wide range of successful corporations, from Apple to Zappos. Key principles include:Tap into the Wisdom of Crowds: Get the signals you need directly from your customersKeep It Simple, Stupid: Craft messages people can grasp in a nanosecond and pass alongDon't Interrupt: Join the conversation-- but avoid disrupting itAct Like Content: Provide value, not sales pitchesTest Everything: Take no detail of your program for granted; you can always improveShow Off Your Assets: Distribute your brand everywhereThe beauty of it all is that these Googley lessons can be applied to every aspect of marketing, in organizations of any size. Whether you run a PR department in a multinational corporation or serve as the sole marketer in a small business, these tactics work.In its mission to "organize the world's information," Google has rewritten the book on marketing. Use Everything I Know about Marketing I Learned from Google to remake your own organization's marketing--and engage more customers than ever.

    The author shows how each manager must be a human resource problem solver. The tenth edition emphasises the most relevant and up-to-date practices.

     Instead of playing career roulette, you invest in deepening relationships and developing your skills. Instead of networking to get something, you lead with generosity. To further improve your odds, you make your work visible and frame it as a contribution. Combined, these elements form a powerful approach to work and life. In Working Out Loud, you’ll learn about research supporting this approach and read stories of people who’ve changed their lives by adopting it. Then you’ll go through a twelve-week mastery program to put the approach into practice yourself and turn that practice into a sustainable habit.

    Grounded in the latest knowledge and filled with illustrative examples from diverse institutions, as well as helpful reflection questions, the book's guidance can be put to immediate use. In addition, the authors suggest ways of avoiding common pitfalls and address what to do when faced with budget fluctuations and changing fiscal environments."This book is vitally important for understanding the complex financial underpinnings of higher education. Could there be a more critical time for administrators to add to their knowledge in this area? I don't think so." --EUGENE S. SUNSHINE, senior vice president for business and finance, Northwestern University"The authors have produced an easily readable and valuable resource for board members, administrators, students, faculty, or anyone interested in knowing about budgeting and the budgeting process. Their treatment of the subject is thorough and complete." --LARRY H. DIETZ, vice chancellor for student affairs, Southern Illinois University, Carbondale"This is the best 'nitty-gritty-how-to' book on university budgeting that I have found. My graduate students at both the master's and doctoral levels have found it to be a comprehensive, insightful, and useful tool in their graduate studies." --LINDA KUK, program chair, Higher Education Graduate Programs, and associate professor of education, Colorado State University

    Managers have more direct reports than before the recession, Millennials will soon out number all other generations at work, businesses have the new technology and tools to boost performance, cut costs, and give employees more freedom over their own projects, and of course, our ability to work from anyplace, at any time. In order for businesses to succeed in this new environment, employees, managers, and organizations as a whole need to redefine what it means to work. "The Future of Work" explores the new behaviors, new technologies, and the new people entering the workforce, focusing on: How the traditional command and control leadership model is deadWorking with and for Millennials, who expect to be doing meaningful work, share their voice, and want rapid feedbackHow to adapt to the mobile workerHow to succeed when the corporate ladder is replaced by employees creating their own wayWhy the future of work is about sharing information and not hoarding itHow new technologies are reshaping the way we communicate by forcing an open environment of collaboration among all levels"The Future of Work "is about what we can do to reach our bottom line while empowering our employees across the board, creating not only profitable businesses and meaningful work, but an environment to attract and keep the best talent.

    The Agile and Scrum software development method allows creation of the game–changing software you need to grow your business - in 30 days or less. Projects that use it are three times more successful than those that don′t, and the productivity gain versus traditional "waterfall" methods has been over 100 percent on many projects.For the business manager, the entrepreneur, or IT manager, Software in 30 Days explains how this unorthodox process works, how to get started, and how to succeed. Learn powerful concepts such as the "art of the possible," "bottom–up intelligence," and why it′s good to fail early. With simple but profound shifts in thinking, you will be able to control risk, manage projects, and deliver your best work possible, faster and cheaper than ever before.

    

    You would find yourself closely connected to these stories. They will encourage you to explore your own potential to inspire you, and to achieve your real worth. This book will also help you to understand the traits that keep you from achieving your dreams. The book lays down a process to help you emerge from the clutches of negativity and develop a positive approach towards life.By investing time in yourself, acknowledging your potential, setting a worthy goal, avoiding common traps, surviving bad days and harvesting the power of thoughts, you can be successful.Read this interesting book to Know Your Worth.-------------------------------------------------N.K. Sondhi:N.K. Sondhi’s first book was 'Management of Banking', which draws upon his experiences as a manager in the Punjab National Bank. He then turned to fiction writing, bringing forth the seen and unseen aftermaths of the partition of India in 1947 in his novel 'Cart full of Husk'. He followed it up with a short non-fiction, 'Forgotten City of Delhi (How Delhi became Delhi)'. He wrote his next book, 'A Match Made in Heaven: A 2000-year-old love story', based on the life of an Indian princess, who became first queen of Korea in 48 AD.Working with young people as he pursued social activities after his retirement, he sensed the restlessness among youngsters, who are facing a large number of problems due to stiff neck to neck competition in every field of life. Growing use of advanced technology has further alienated them from the main stream of the society. This has led him to initiate this book 'Know Your Worth' with the young and enterprising writer Ms. Vibha Malhotra.-------------------------------------------------Vibha Malhotra:Vibha Malhotra is the founder of 'Literature Studio' and editor-in-chief of the literary e-journal 'Literature Studio Review'. In the past, she has worked as an editor with Dorling Kindersley (Penguin Random House) where she has edited beautiful coffee table books on subjects such as history, nature, fitness, lifestyle, and travel.She is also a poet and a translator. Her work has been published in literary journals across the world such as Wasafiri, Muse India, Tipton Poetry Journal, The Luxembourg Review, Red Fez, and in dailies such as The Times of India and Ceylon Today. 'Know Your Worth' is her first work as an author.Vibha holds a Master of Arts in Creative Writing from Newcastle University, UK. She teaches creative writing to all age groups. By Profession, Vibha is a Lead Software Engineer at Adobe Systems.-------------------------------------------------CONTENTS1. Acknowledge Your Superpowers2. Invest in Yourself3. Take Charge4. Set a Worthy Goal5. Identify Your Worst Enemy6. Turn Your Fear into an Opportunity7. Avoid the Common Traps8. Harvest the Power of Thoughts9. Watch Your Attitude10. Keep Your Communication Clear11. Be Mindful12. Surviving Bad Days13. Nurture Your Ecosystem14. Stay SuccessfulINVEST IN YOURSELF Now that you know that you have superpowers that are there within you and can be harvested whenever you need them, it is important to take time to really explore all your strengths and weaknesses. Only then can you be fully prepared to achieve your goals. But we are mostly clueless that understanding ourselves doesn’t have to be a slow, tedious process, it can always be sped up.All of us are born with inherent likes and dislikes. Even a fetus in the womb has its own taste preferences, resulting in the seemingly irrational food cravings that expecting mothers experience. These preferences, likes, and dislikes are clues to the things you will be good at. If a child enjoys painting more than singing, chances are that the child will be better at painting than he/she is at singing. You can think of these as clues that nature chose to expose to us so that we can carve a satisfying path for ourselves.Most of us, even as adults, have whims, and mostly we choose to ignore them. Even as children, we are rarely able to indulge in every whim. There are always limitations – in terms of time, finances, facilities etc. – to keep us from fully exploring what we are capable of. But these are not the only factors that stop us. The biggest factor, in fact, is our own inhibitions, especially once we are grown-ups. We are afraid of new experiences, afraid of disappointment, afraid of failure, afraid of making fools of ourselves. And this fear keeps us from taking advantage of opportunities to gather new experiences. Let us try to understand this with the example of a young girl called Shikha. Shikha and the Ideation CompetitionShikha was an editor at a publishing house. She was very good at her job and apart from being an excellent editor, she also often proposed new book ideas to the publishing house.The publishing house announced a competition in which teams would work together and come up with new book ideas that they would then present to a jury comprising of senior publishers from all over the world. The selected idea would then be converted into a book that would be sold all over the world.Shikha had never ever participated in a competition, let alone won it. She wasn’t at all confident of her abilities to work in a team. And the fact that the competition was about new book ideas was making her restless. By proposing new book ideas in the past, she had earned a reputation in that area. Her colleagues and even her boss thought of her as a creative thinker. Shikha was worried that if she participated in this competition and lost it, her reputation as a creative thinker would be tarnished too. Can you guess why she was so full of doubts? It was because she had always attributed her past achievements to good luck, and had never given herself any credit for the book ideas she had come up with. Thus, she was afraid of being exposed as someone who really did not possess any great talent.She was still in this state of dilemma when she discovered that her manager had already nominated Shikha’s name for the competition. Now she had no choice, so she decided to go with the flow. With each passing day, her desperation to win the contest increased, and by the time the date of the competition arrived, she found herself unable to sleep. She knew that she would do anything to win this competition. For the first time in her life she was this passionate about something. She wanted to give it her all.On the day of the competition, she was put in a team and the team started with discussing the various ideas that all members had. Shikha had a great idea, but when she saw more merit in the idea proposed by another team member, she voted for it to be taken up for further preparation and the final presentation. She was almost feverish with excitement. And when her team members were of the opinion that they should give their best and not really care if they win or lose, Shikha was single-minded about her goal of winning the competition. Her focus proved to be contagious and soon all her team-members too were bubbling with enthusiasm. Guided by their single goal, the group of strangers really became a team and the initial idea evolved to become something they all believed in. Though the team leader was someone else, everyone could see that Shikha was the driving force for the team. When it was time to present their idea, the team leader proposed that Shikha should do it. And the presentation left the judges mesmerized. When their team emerged the winner, no one was surprised. Their idea and their presentation of it were deemed to be the best.Once she was out of the competition frenzy, Shikha herself was surprised. She couldn’t understand what had come over her during the competition. But she was glad to discover this other Shikha. She had gone into the competition based on her creative thinking, but her team had emerged a winner because of her team spirit and leadership skills. Shikha was surprised to discover these two new skills in herself. She had never thought herself capable of what she had achieved. Most of us are like Shikha – capable, but afraid of failure and public ridicule. And this is why we do not take chances in life. We like to play safe. But one can never really truly understand oneself by remaining in a shell. Unless you experience new things, you can never experience a new you. Unless you take risks, you can never transcend your normal, day-to-day existence.But, what gives us the capacity to take risks? Our confidence on our strengths and abilities. And from where do we get this confidence? Unfortunately, it isn’t a commodity and you cannot buy it from a shop. Money can’t buy you confidence. You need to work hard to develop it. You need to test yourself, which is again done by putting yourself in situations that you feel are beyond your reach. So, this is once again a chicken-and-egg situation. But after you have been through some such cycles and are confident of the situations you can handle, you are in a better position to fix your goals.However, it is easier said than done. Unfortunately, life is not a fairy tale and this means that we will not succeed every time we take up a challenge. There will also be times when we fail. This is inevitable. We will invariably have to face problems, and this may shake our confidence. Dealing with failures is not easy. It is like a double-edged sword. If you take failures too seriously, they may end up crushing you. On the other hand, if you take them too lightly, you will not learn any lessons from them, which means that the risk that you took would go to waste. So, you need to recognize failures for what they are – failures. Nothing more, nothing less. If you fail in a challenge, it does not mean that you yourself are a failure. This is the most common mistake we commit. Failing a challenge means that you failed that challenge. You need to analyze the situation, see what you could have done better, and move on to the next challenge where you can test your learnings.This act of never giving up, will give you confidence and this confidence helps us realize our capabilities. And this, in turn, shows in our personality. We hold our head high. We walk with determination. We talk with conviction, and we are normally in a good mood. Confidence also gives us perseverance – the ability to keep going after a failure. If you haven’t invested in yourself, you are more likely to give up after a failure or two.Confidence helps us stay on our path and not go astray. Many hurdles and problems may block our way and discourage us, but if we have confidence, we will not let these hurdles stop us. Instead we will search for an alternate path to our goal. The Little Bird and the BranchOnce a little bird landed on a branch high up a tall tree. The jungle below was full of dangerous predators but at this height, they posed no danger to the little bird. Feeling safe and protected, the little bird rested, enjoying the beautiful view around, and feeling completely at peace. Just as the bird became used to the branch, a strong wind started blowing, shaking the entire tree. The tree swayed with such intensity that it appeared the branch would break and fall down.To other animals, this could be a matter of great worry, but the little bird was not worried. Do you know why? Because the little bird knew its own powers and strengths. Even if the branch was to fall down, the bird knew that it had wings and the ability to fly. And the bird was also aware that if this branch was to fall, there are many other branches that could be used instead. Therefore, the bird, though tiny in size, sat on the branch, braving the high wind. The animals below, all of them much stronger than the bird, were filled with much admiration for this courageous little creature who was braving difficult circumstances. The story of this small bird tells us a lot about our own self-confidence and courage. If one road is blocked there are others we can follow. And if there are no new roads, there’s always the earth on which we can make a new road.

    If we really do get the government we deserve, On Mutiny might provoke a civilian rebellion.

    This is a powerful collection of bestselling books that will help you love the work you do - even if you can't always do work that you love.

    It has led nothing short of a revolution in the entertainment industries, generating billions of dollars in annual revenue while capturing the imaginations of hundreds of millions of people in over 190 countries. But to reach these great heights, Netflix, which launched in 1998 as an online DVD rental service, has had to reinvent itself over and over again. This type of unprecedented flexibility would have been impossible without the counterintuitive and radical management principles that cofounder Reed Hastings established from the very beginning. Hastings rejected the conventional wisdom under which other companies operate and defied tradition to instead build a culture focused on freedom and responsibility, one that has allowed Netflix to adapt and innovate as the needs of its members and the world have simultaneously transformed.Hastings set new standards, valuing people over process, emphasizing innovation over efficiency, and giving employees context, not controls. At Netflix, there are no vacation or expense policies. At Netflix, adequate performance gets a generous severance, and hard work is irrel-evant. At Netflix, you don't try to please your boss, you give candid feedback instead. At Netflix, employees don't need approval, and the company pays top of market. When Hastings and his team first devised these unorthodox principles, the implications were unknown and untested. But in just a short period, their methods led to unparalleled speed and boldness, as Netflix quickly became one of the most loved brands in the world.Here for the first time, Hastings and Erin Meyer, bestselling author of The Culture Map and one of the world's most influential business thinkers, dive deep into the controversial ideologies at the heart of the Netflix psyche, which have generated results that are the envy of the business world. Drawing on hundreds of interviews with current and past Netflix employees from around the globe and never-before-told stories of trial and error from Hastings's own career, No Rules Rules is the fascinating and untold account of the philosophy behind one of the world's most innovative, imaginative, and successful companies.

    Army leaders must be able to act decisively and effectively in challenging situations. But the Army, despite its organizational structure, does not train leaders in a hierarchical manner. Dispersed leadership is the key to the success of the Army leadership model.Now, for the first time, you can have access to the Army's successful leadership philosophy and the principles that are outlined in "Be Know Do" the official Army Leadership Manual. "Be Know Do" makes this critical information available to civilian leaders in all sectors--business, government, and nonprofit--and gives them the guidelines they need to create an organization where leadership thrives.

    In 1999, Tony introduced Clayton Christensen to the idea that “people have underlying needs or processes in their lives, that they are addressing in some way right now”—an insight that was to become Jobs-to-be-Done Theory. For 25 years, Ulwick and his company, Strategyn, have helped over 400 companies, applying Jobs-to-be-Done Theory in practice with a success rate of 86%—a 5-fold improvement. “Ulwick has taken the guesswork out of innovation,” says the ‘father of modern marketing,’ Philip Kotler, S. C. Johnson Distinguished Professor of International Marketing at the Kellogg School of Management, Northwestern University. “He has done this by introducing us to Jobs-to-be-Done theory, and converting it to practice using his rigorous innovation process known as Outcome-Driven Innovation. I call him the Deming of Innovation because, more than anyone else, Tony has turned innovation into a science,” adds Kotler. LEARN - Why companies fail at innovation and how to avoid critical mistakes. - How to employ the Jobs-to-be-Done Theory Needs Framework to categorize, define, capture, and prioritize customer needs. - A Jobs-to-be-Done Growth Strategy Matrix to categorize, understand, and employ the 5 strategies that drive growth. - Outcome-Based Segmentation: how does it create new opportunities? - The details of the innovation process known as Outcome-Driven Innovation. It ties customer-defined metrics to the customer’s Job-to-be-Done, transforming every aspect of opportunity discovery, marketing and innovation. - The Language of Job-to-be-Done – the syntax and lexicon of innovation.

    When inexperienced entrepreneurs ask my advice about their idea for a tech startup, they often worry "What if Google decides to compete with us? They will crush us!" I respond that far more startups die of suicide than homicide. If you can avoid hurting yourself, then you are already better off than most of your competitors. Startups are a chance to build something entirely original with brilliant and ambitious people. But startups are also dangerous. Limited money means there is little room for mistakes. One bad decision can mean bankruptcy. The potential payoff attracts capital, which in turn attracts scam artists. The unscrupulous often lack the skills needed to succeed, but sometimes they are smart enough to trick investors. Even entrepreneurs who start with a strong moral compass can find that the threat of failure unmoors their ethics from their ambition. Emotions matter. We might hope that those in leadership positions possess strength and resilience, but vanity and fragile egos have sabotaged many of the businesses that I’ve worked with. Defeat is always a possibility, and not everyone finds healthy ways to deal with the stress. In this book I offer both advice and also warnings. I've seen certain self-destructive patterns play out again and again, so I wanted to document one of the most extreme cases that I've witnessed. In 2015 I worked for a startup that began with an ingenious idea: to use the software techniques known as Natural Language Processing to allow people to interact with databases by writing ordinary English sentences. This was a multi-billion dollar idea that could have transformed the way people gathered and used information. However, the venture had inexperienced leadership. They burned through their $1.3 million seed money. As their resources dwindled, their confidence transformed into doubt, which was aggravated by edicts from the Board Of Directors ordering sudden changes that effectively threw away weeks' worth of work. Every startup forces its participants into extreme positions, often regarding budget and deadlines. Often these situations are absurd to the point of parody. Therefore, there is considerable humor in this story. The collision of inexperience and desperation gives rise to moments that are simply silly. I tell this story in a day-to-day format, both to capture the early optimism, and then the later sense of panic. Here then, is a cautionary tale, a warning about tendencies that everyone joining a startup should be on guard against."