This involves taking detailed and technical product information and distilling it into key marketing and sales messages as well as working among several teams in an organization to plan and execute product releases and launches. This book is a must-have for anyone who works as, or with, a Product Marketing Manager. It not only explains the role but focuses on practical applications of the information presented and ties everything together with entertaining life lessons and anecdotes collected through years of experience by the author as well as interviews with his colleagues and other industry experts. If you are considering a career as a Product Marketing Manager, are new to the profession and looking for guidance and clarification, already have many years of experience in the role and are looking for new inspiration and ideas, or are interested in learning what a Product Marketing Manager colleague of yours is responsible for within your organization, this book is for you.

    

    Combining his candid insights with a rigorous analysis of Toyota's attempts at Lean production, Ohno's book explains how Lean principles can improve any production endeavor. A historical and philosophical description of just-in-time and Lean manufacturing, this work is a must read for all students of human progress. On a more practical level, it continues to provide inspiration and instruction for those seeking to improve efficiency through the elimination of waste.

    Senge's best-selling The Fifth Discipline led Business Week to dub him the "new guru" of the corporate world; here he offers executives a step-by-step guide to building "learning organizations" of their own.

    In this updated and expanded 10th anniversary edition, internationally known leadership transition expert Michael D. Watkins gives you the keys to successfully negotiating your next move—whether you’re onboarding into a new company, being promoted internally, or embarking on an international assignment.In The First 90 Days, Watkins outlines proven strategies that will dramatically shorten the time it takes to reach what he calls the "breakeven point" when your organization needs you as much as you need the job. This new edition includes a substantial new preface by the author on the new definition of a career as a series of transitions; and notes the growing need for effective and repeatable skills for moving through these changes. As well, updated statistics and new tools make this book more reader-friendly and useful than ever.As hundreds of thousands of readers already know, The First 90 Days is a road map for taking charge quickly and effectively during critical career transition periods—whether you are a first-time manager, a mid-career professional on your way up, or a newly minted CEO.

    Learn about the components of a BI architecture, how to choose the appropriate tools and technologies, and how to roll out a BI strategy throughout the organisation.

    In The Reality-Based Rules of the Workplace, Cy Wakeman shows how to calculate how your true value to your organization by understanding your current and future potential against your emotional expense--the toll your actions and attitudes take on the people around you. With Cy's clear, straight-to-the-point advice, you can confront and reduce your emotional costliness, become an invaluable member of your team, and even learn to love your job again.Reveals a formula for measuring your current performance, future potential, and the biggest detractor, your emotional expense Shares real-world advice for quickly boosting your value and becoming a highly-valued, sought after employee and teammate Builds on the lessons in Reality-Based Leadership, Cy Wakeman's first book for leaders and managers The Reality-Based Rules of the Workplace is the essential guide for boosting your value, owning your career, and becoming the kind of employee no organization can afford to lose.

    Unfortunately, change is extraordinarily difficult, and most attempts to initiate and sustain it fail. In It Starts with One, J. Stewart Black and Hal B Gregersen identify the core problem: changing individuals and the "mental maps" inside their heads must happen before you can change the organization. Just as actual maps guide people's footsteps, mental maps guide daily behavior. Successful strategic change for the organization is all about changing individual mental maps and behaviors first, because they are the organization.To change organizations, you must break through your own brain barrier -- and help those around you do the same. One step at a time, It Starts with One shows how to do that: how to create new destinations, and new, more inspiring effective paths to sustainable change. Black and Gregersen systematically identify the brain barriers that stand in your way: failure to see, failure to move, and failure to finish. Drawing on their extensive experience consulting with world-class organizations, they offer integrated tools, strategies, and solutions for overcoming each of these obstacles. This edition offers even more effective tools, more guidance on leading change in globalizing environments, and more insight into changing your own mental maps...liberating yourself to transform your entire organization.Seventy percent of organizations that seek strategic change fail. Organizations can't change because individuals don't change. Individuals don't change because powerful mental maps stand in their way. This book offers a powerful, start-to-finish strategy for helping people redraw their mental maps -- and unleash their power to deliver superior, sustained strategic change. Thoroughly updated with new techniques, case studies, and examples, this book offers even more valuable insights for today's leaders and managers.

    Selling to the C-Suite is the first book that reveals how to land those career-making sales in the words of CEOs themselves!With 60 years of combined experience selling to corporations around the world, Nicholas A.C. Read and Stephen J. Bistritz, Ed.D., conducted in-depth interviews with executive- level decision makers of more than 500 organizations. One thing they learned might surprise you: leaders at the highest corporate levels don't avoid sales pitches; in fact, they welcome them--provided the salesperson approaches them the right way. Inside this invaluable book, CEOs reveal exactly which sales techniques they find most effective, as well as those you should avoid.Selling to the C-Suite provides all the insight you need to:Gain access to executivesEstablish trust and credibilityLeverage relationshipsCreate value at the executive levelIt also reveals when executives personally enter the buying process and sheds light on what role they play.Selling to the C-Suite provides field-tested techniques to put you well ahead of thecompetition when it comes to making those multimillion-dollar sales you never thought possible.

    Here is a firsthand account of the supply effort that led to the dramatic Allied victory in the Gulf, written by the general who spearheaded the remarkable undertaking. General Pagonis recounts the Gulf War from the first fateful telephone call, to the mobilization of 550,000 troops and the shipment of 7,000,000 tons of supplies, to the enormously complex challenge of bringing home a half million soldiers and their equipment. Numerous leadership and logistics lessons can be gleaned from his experience. Pagonis describes his battlefield innovations as well as his inspirational leadership style. Using historical examples and current business practice, he makes a strong case for better leadership and better logistics, both in the military and in the private sector. In the Gulf War, leadership and logistics came together, and extraordinary goals were achieved. Pagonis demonstrated what senior managers of world-class companies now recognize: good logistics is an important source of competitive advantage. "Moving Mountains" offers lessons for all organizations facing major operational challenges.

    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.

    And be advised: Those who are the best prepared to effectively compete in today’s still dynamic job market will have the best chance to be hired for one of these new jobs.Here is another factor to consider in today’s job market: According to LinkedIn, up to 50% of currently employed men and women say they are interested in exploring new career opportunities. Altogether, then, it is estimated that as many as 70 million people are now (or soon will be) competing for a finite number of available jobs.If you count yourself among those who want to explore new career opportunities in today's expanding job market, are you adequately prepared to successfully compete? If not, top professional "headhunter" and best-selling job-hunting book author Skip Freeman can show you how to get prepared and land the job of your dreams!In "Headhunter” Hiring Secrets, Skip shows you how you can adopt and implement the time-tested tactics and strategies he has successfuly used for over a decade in his executive recruiting firm, The HTW (Hire to Win) Group, to turn your job search into a job found!Attesting to the effectiveness of his firm's approach and candidate coaching & preparation is this fact: Whenever candidates The HTW Group presents to hiring company clients go up against candidates either going it alone or being presented by other recruiting firms, The HTW Group candidates walk away with the job offer SEVEN out of TEN times! Using an easy-to-follow, step-by-step approach, Skip shows you how to . . . Avoid the “shadows on the wall” syndrome (saying or doing something during an interview that makes the hiring manager uneasy about your candidacy). ”Lead the Witness,” i.e., the hiring manager, to take the interview in the direction you desire. Ask questions Superstars ask during a job interview. Answer tricky “Gotcha!” questions, e.g., “Tell me about yourself.” “How do you get along with your current boss?” “Why should I hire you?” Close the interview on a high note, making sure you not only stand out from the competition, but also that you stay in the game! And much, much more!Also prominently featured in ”Headhunter” Hiring Secrets are time-tested examples of . . . Job-winning resumes. Targeted, effective cover letters. A wide variety of telephone scripts that actually work. Direct mail letters to use in campaigns.

    Through four years of groundbreaking research, Dr. Nicole Forsgren, Jez Humble, and Gene Kim set out to find a way to measure software delivery performance—and what drives it—using rigorous statistical methods. This book presents both the findings and the science behind that research. Readers will discover how to measure the performance of their teams, and what capabilities they should invest in to drive higher performance.

    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.

    It describes the Disciplined Agile Delivery (DAD) process decision framework and then works through a case study describing a typical agile team’s experiences adopting a disciplined agile approach. The book describes how the team develops the first release of a mission-critical application while working in a legacy enterprise environment. It describes their experiences from beginning-to-end, starting with their initial team initiation efforts through construction and finally to deploying the solution into production. It also describes how the team stays together for future releases, overviewing their process improvement efforts from their Scrum-based beginnings through to a lean continuous delivery approach that fits in with their organization’s evolving DevOps strategy. The DAD framework is a hybrid of existing methods such as Scrum, Kanban, Agile Modeling, SAFe, Extreme Programming, Agile Data, Unified Process and many others. DAD provides the flexibility to use various approaches and plugs the gaps not addressed by mainstream agile methods. In a nutshell, DAD is “pragmatic agile.” DAD describes proven strategies to adapt and scale your agile initiatives to suit the unique realities of your enterprise without having to figure it all out by yourself. Here’s an overview of what each chapter covers: * Chapter 1: Introduction. This chapter provides a quick overview of the book and a brief history of Disciplined Agile. * Chapter 2: Reality over Rhetoric. This chapter explores several common myths about DAD and more importantly disproves them. * Chapter 3: Disciplined Agile Delivery in a Nutshell. This chapter provides a brief yet comprehensive overview of the DAD framework. * Chapter 4: Introduction to the Case Study. This chapter introduces us to the team, describes the market opportunity that they hope to address, and describes the environment in which they’re working. * Chapter 5: Inception. The team’s initiation effort includes initial requirements modeling and planning with their stakeholders in a streamlined manner, initial architecture modeling, setting up their physical work environment, setting up the start of their tooling infrastructure, initial risk identification, and finally securing stakeholder support and funding for the rest of the first release. * Chapters 6 through 10: Construction. These chapters each describe a single Construction iteration, sharing the team’s experiences during each of those two-week timeboxes. * Chapter 11: Transition. The two-week transition phase focuses on final testing and fixing, training the support/help-desk staff, finishing a few short end-user “how to” videos, and deploying the solution into production. * Chapter 12: Future Releases. This chapter overviews the team’s improvement efforts over the next few releases, describing how they evolve from the agile Scrum-based lifecycle to a leaner approach and eventually to continuous delivery. * Chapter 13: Closing Thoughts. This chapter overviews the disciplined agile resources that are available to you. * Appendix: The Disciplined Agile IT Department. This short appendix overviews our ongoing work on the Disciplined Agile framework to address the full scope of an IT department. At 102 pages, you should find this book to be a quick, informative read.