You'll be taught each and every step of the influence process-including robust strategies for making change inevitable in your personal life, your business, and your world. You'll learn how to:- Identify a handful of high-leverage behaviors that lead to rapid and profound change.- Apply strategies for changing both thoughts and actions.- Marshall six sources of influence to make change inevitable.Influencer takes you on a fascinating journey from San Francisco to Thailand where you'll see how seemingly “insignificant” people are making incredibly significant improvements in solving problems others would think impossible. You'll learn how savvy folks make change not only achievable and sustainable, but inevitable. You'll discover why some managers have increased productivity repeatedly and significantly-while others have failed miserably.

    But there are a few remarkable firms that have withstood the test of several centuries. What hidden lessons do they hold for the rest of us? Arie de Geus, the man who introduced the revolutionary concept of the learning organization, reveals the key to managing for a long and prosperous organizational life. The Living Company speaks not just to aspiring leaders, but to anyone trying to adapt to a turbulent business environment. Only those steeped in the habits of a living company will survive. 'This profound and uplifting book is for the leaders in all of us. Arie de Geus challenges most of the conventional wisdom in management thinking today' - Dr. James F. Moore, author of "The Death of Competition".'Arie de Geus gives leaders of the future an indispensable guidebook in which commitment to values, people, learning, and innovation defines the living company. It's in my book bag' - Frances Hesselbein, President and CEO, The Drucker Foundation.

    Christensen). We've combed through hundreds of Harvard Business Review articles to select the most important ones to help you maximize yourself.HBR's 10 Must Reads on Managing Yourself will inspire you to:Stay engaged throughout your 50+-year work lifeTap into your deepest valuesSolicit candid feedbackReplenish physical and mental energyBalance work, home, community, and selfSpread positive energy throughout your organizationRebound from tough timesDecrease distractibility and frenzyDelegate and develop employees' initiativeThis collection of best-selling articles includes: bonus article “How Will You Measure Your Life?” by Clayton M. Christensen, "Managing Oneself," "Management Time: Who's Got the Monkey?" "How Resilience Works," "Manage Your Energy, Not Your Time," "Overloaded Circuits: Why Smart People Underperform," "Be a Better Leader, Have a Richer Life," "Reclaim Your Job," "Moments of Greatness: Entering the Fundamental State of Leadership," "What to Ask the Person in the Mirror," and "Primal Leadership: The Hidden Driver of Great Performance."

    Drucker). We've combed through hundreds of Harvard Business Review articles on leadership and selected the most important ones to help you maximize your own and your organization's performance.HBR's 10 Must Reads On Leadership will inspire you to:- Motivate others to excel- Build your team's self-confidence in others- Provoke positive change- Set direction- Encourage smart risk-taking- Manage with tough empathy- Credit others for your success- Increase self-awareness- Draw strength from adversityThis collection of best-selling articles includes: featured article "What Makes an Effective Executive" by Peter F. Drucker, "What Makes a Leader?" "What Leaders Really Do," "The Work of Leadership," "Why Should Anyone Be Led by You?" "Crucibles of Leadership," "Level 5 Leadership: The Triumph of Humility and Fierce Resolve," "Seven Transformations of Leadership," "Discovering Your Authentic Leadership," and "In Praise of the Incomplete Leader."

    Boyd for the world of business.The success of Robert Coram's monumental biography, Boyd, the Fighter Pilot Who Changed the Art of War, rekindled interest in this obscure pilot and documented his influence on military matters ranging from his early work on fighter tactics to the USMC's maneuver warfare doctrine to the planning for Operation Desert Storm. Unfortunately Boyd's written legacy, consisting of a single paper and a four-set cycle of briefings, addresses strategy only in war. Boyd and BusinessBoyd did study business. He read everything he could find on the Toyota Production System and came to consider it as an implementation of ideas similar to his own. He took business into account when he formulated the final version of his OODA loop and in his last major briefing, Conceptual Spiral, on science and technology. He read and commented on early versions of this manuscript, but he never wrote on how business could operate more profitably by using his ideas.Other writers and business strategists have taken up the challenge, introducing Boyd's concepts and suggesting applications to business. Keith Hammonds, in the magazine Fast Company, George Stalk and Tom Hout in Competing Against Time, and Tom Peters most recently in Re-imagine! have described the OODA loop and its effects on competitors.They made significant contributions. Successful businesses, though, don t concentrate on affecting competitors but on enticing customers. You could apply Boyd all you wanted to competitors, but unless this somehow caused customers to buy your products and services, you ve wasted time and money. If this were all there were to Boyd, he would rate at most a sidebar in business strategy.Business is not WarPart of the problem has been Boyd's focus on war, where affecting competitors is the whole idea. Armed conflict was Boyd's life for nearly 50 years, first as a fighter pilot, then as a tactician and an instructor of fighter pilots, and after his retirement, as a military philosopher. Coram describes (and I know from personal experience) how his quest consumed Boyd virtually every waking hour.It was not a monastic existence, though, since John was above everything else a competitor and loved to argue over beer and cigars far into the night. During most of the 1970s and 80s he worked at the Pentagon, where he could share ideas and debate with other strategists and practitioners of the art of war. The result was the remarkable synthesis we know as Patterns of Conflict. Discussions about generals and campaigns, however, did not give Boyd much insight into competition in other areas, like businessNow you might expect, at first glance, that business is so much like war that lifting concepts from one and applying them to the other would be straightforward. But think about that for a minute. Even in its simplest description, business doesn't really look much like war. For one thing, there are always three sides to business competition: you, customers, and competitors. Often it is vastly more complex, with a multitude of competitors who are customers of each other as well. In business, unlike war, it may even be desirable to be conquered by a competitor in a lucrative merger or acquisition. Finally, and most important, it is rarely possible to defeat the other player in the triangle, that is, to compel an unwilling customer to buy. Attempts to pressure customers into paying too much or into buying more than they need often open a window for competitors (as the US airline industry is belatedly discovering.) Generally all we can do is attract offer products and services to potential customers, whose decisions determine who wins and who loses.What this means is that the strategies and tactics of war, Boyd's included, are destructive in nature and so never apply to business. Expressions like Attack enemy weaknesses have no meaning, except as metaphors and analogies. Across different domains, such literary devices are as likely to be misleading as helpful.Boyd's Strategy Still AppliesBusiness is not war, but it is a form of conflict, a situation where one group can win only if another group loses. If you dig beneath Boyd's war-centered tactics you find a general strategy for ensuring that in most any type of conflict your group will be the one that wins.Although Boyd made a number of new and fundamental contributions, his is an ancient school, extending back in written form 2,500 years. It is built around two primary themes:A focus on time (not speed) and specifically, using dislocations in time to shape the competitive situation. These effects, by the way, are quite different in business than they are in war.A culture with attributes that enable even impel organizations to exploit time for competitive advantage. Within Boyd's culture, members will seek out or invent specific practices that will work for it.Why You Should Read this BookThis book will give you a firm foundation in Boyd's strategy, starting with its military roots, but it is not a how-to manual. There could never be such a manual for strategy since all sides could use it and so would derive no strategic benefit. Anything you can write a how-to manual for is tactics or even technique. Strategy begins where these leave off.You should read this book if you ve found other books on business strategy lacking something. You should read it if you appreciate that Sun Tzu seems to be revealing fundamental truths, but it's not clear what they have to do with business. You should read it if you intend to run your own show without the decision making by committee, shunning of responsibility, and breakdown of ethics and trust that you see around you every day.

    Drawing on Lopp's management experiences at Apple, Netscape, Symantec, and Borland, this book is full of stories based on companies in the Silicon Valley where people have been known to yell at each other. It is a place full of dysfunctional bright people who are in an incredible hurry to find the next big thing so they can strike it rich and then do it all over again. Among these people are managers, a strange breed of people who through a mystical organizational ritual have been given power over your future and your bank account.Whether you're an aspiring manager, a current manager, or just wondering what the heck a manager does all day, there is a story in this book that will speak to you.

    Combining tools, core principles, and plenty of humor, The Agile Samurai gives you the tools and the attitude to deliver something of value every week, and make rolling software into production a non-event. You’ll see how agile software delivery really works and how to help your team get agile fast, while having fun along the way.

    They have fought for competitive advantage, battled over market share, and struggled for differentiation. Yet, as this influential and immensely popular book shows, these hallmarks of competitive strategy are not the way to create profitable growth in the future.In the international bestseller Blue Ocean Strategy, W. Chan Kim and Renee Mauborgne argue that cutthroat competition results in nothing but a bloody red ocean of rivals fighting over a shrinking profit pool. Based on a study of 150 strategic moves (spanning more than 100 years across 30 industries), the authors argue that lasting success comes not from battling competitors, but from creating "blue oceans"—untapped new market spaces ripe for growth. Such strategic moves, which the authors call “value innovation,” create powerful leaps in value that often render rivals obsolete for more than a decade.Blue Ocean Strategy presents a systematic approach to making the competition irrelevant and outlines principles and tools any company can use to create and capture their own blue oceans. A landmark work that upends traditional thinking about strategy, this bestselling business book charts a bold new path to winning the future.

    Lean Analytics steers you in the right direction.This book shows you how to validate your initial idea, find the right customers, decide what to build, how to monetize your business, and how to spread the word. Packed with more than thirty case studies and insights from over a hundred business experts, Lean Analytics provides you with hard-won, real-world information no entrepreneur can afford to go without.Understand Lean Startup, analytics fundamentals, and the data-driven mindsetLook at six sample business models and how they map to new ventures of all sizesFind the One Metric That Matters to youLearn how to draw a line in the sand, so you’ll know it’s time to move forwardApply Lean Analytics principles to large enterprises and established products

    So do professors, facilitators and all changemakers. The challenge is how. Liberating Structures are novel, practical and no-nonsense methods to help you accomplish this goal with groups of any size.Prepare to be surprised by how simple and easy they are for anyone to use. This book shows you how with detailed descriptions for putting them into practice plus tips on how to get started and traps to avoid. It takes the design and facilitation methods experts use and puts them within reach of anyone in any organization or initiative, from the frontline to the C-suite.Part One: The Hidden Structure of Engagement will ground you with the conceptual framework and vocabulary of Liberating Structures. It contrasts Liberating Structures with conventional methods and shows the benefits of using them to transform the way people collaborate, learn, and discover solutions together.Part Two: Getting Started and Beyond offers guidelines for experimenting in a wide range of applications from small group interactions to system-wide initiatives: meetings, projects, problem solving, change initiatives, product launches, strategy development, etc.Part Three: Stories from the Field illustrates the endless possibilities Liberating Structures offer with stories from users around the world, in all types of organizations –– from healthcare to academic to military to global business enterprises, from judicial and legislative environments to R&D.Part Four: The Field Guide for Including, Engaging, and Unleashing Everyone describes how to use each of the 33 Liberating Structures with step-by-step explanations of what to do and what to expect.Discover today what Liberating Structures can do for you, without expensive investments, complicated training, or difficult restructuring. Liberate everyone’s contributions –– all it takes is the determination to experiment.

    How has Google done it? Veteran technology reporter Steven Levy was granted unprecedented access to the company, and in this revelatory book he takes readers inside Google headquarters—the Googleplex—to show how Google works.While they were still students at Stanford, Google cofounders Larry Page and Sergey Brin revolutionized Internet search. They followed this brilliant innovation with another, as two of Google’s earliest employees found a way to do what no one else had: make billions of dollars from Internet advertising. With this cash cow, Google was able to expand dramatically and take on other transformative projects: more efficient data centers, open-source cell phones, free Internet video (YouTube), cloud computing, digitizing books, and much more.The key to Google’s success in all these businesses, Levy reveals, is its engineering mind-set and adoption of such Internet values as speed, openness, experimentation, and risk taking. After its unapologetically elitist approach to hiring, Google pampers its engineers—free food and dry cleaning, on-site doctors and masseuses—and gives them all the resources they need to succeed. Even today, with a workforce of more than 23,000, Larry Page signs off on every hire.But has Google lost its innovative edge? With its newest initiative, social networking, Google is chasing a successful competitor for the first time. Some employees are leaving the company for smaller, nimbler start-ups. Can the company that famously decided not to be evil still compete?No other book has ever turned Google inside out as Levy does with In the Plex.

    It was the first such approach to bridge the gap between organization strategy and the individual. Now, in this revised and expanded new edition, Rummler and Brache reflect on the key needs of organizations faced with today's challenge of managing change. With multiple charts, checklists, hands-on tools and case studies, the authors show how they implemented their Performance Improvement methodology in over 250 successful projects with clients such as Hewlett-Packard, 3M, Shell Oil, and Citibank.

    Sutton and Rao have devoted much of the last decade to uncovering what it takes to build and uncover pockets of exemplary performance, to help spread them, and to keep recharging organizations with ever better work practices. Drawing on inside accounts and case studies and academic research from a wealth of industries – including start-ups, pharmaceuticals, airlines, retail, financial services, high-tech, education, non-profits, government, and healthcare -- Sutton and Rao identify the key scaling challenges that confront every organization. They tackle the difficult trade-offs that organizations must make between “Buddhism” versus “Catholicism” -- whether to encourage individualized approaches tailored to local needs or to replicate the same practices and customs as an organization or program expands. They reveal how the best leaders and teams develop, spread, and instill the right mindsets in their people -- rather than ruining or watering down the very things that have fueled successful growth in the past. They unpack the principles that help to cascade excellence throughout an organization, as well as show how to eliminate destructive beliefs and behaviors that will hold them back. Scaling Up Excellence is the first major business book devoted to this universal and vexing challenge. It is destined to become the standard bearer in the field.

    The author incudes OOD, UML, Design Patterns, Agile and XP methods with a detailed description of a complete software design for reusable programs in C++ and Java. Using a practical, problem-solving approach, it shows how to develop an object-oriented application -- from the early stages of analysis, through the low-level design and into the implementation. Walks readers through the designer's thoughts -- showing the errors, blind alleys, and creative insights that occur throughout the software design process. KEY TOPICS: Covers: Statics and Dynamics; Principles of Class Design; Complexity Management; Principles of Package Design; Analysis and Design; Patterns and Paradigm Crossings. Explains the principles of OOD, one by one, and then demonstrates them with numerous examples, completely worked-through designs, and case studies. Covers traps, pitfalls, and work arounds in the application of C++ and OOD and then shows how Agile methods can be used. Discusses the methods for designing and developing big software in detail. Features a three-chapter, in-depth, single case study of a building security system. MARKET: For Software Engineers, Programmers, and Analysts who want to understand how to design object oriented software with state of the art methods.

    Since 1992, its stock has risen a staggering 5,000 percent! The genius of Starbucks success lies in its ability to create personalized customer experiences, stimulate business growth, generate profits, energize employees, and secure customer loyalty-all at the same time. The Starbucks Experience contains a robust blend of home-brewed ingenuity and people-driven philosophies that have made Starbucks one of the world's most admired companies, according to Fortune magazine. With unique access to Starbucks personnel and resources, Joseph Michelli discovered that the success of Starbucks is driven by the people who work there-the partners -and the special experience they create for each customer. Michelli reveals how you can follow the Starbucks way to Reach out to entire communities Listen to individual workers and consumers Seize growth opportunities in every market Custom-design a truly satisfying experience that benefits everyone involved Filled with real-life insider stories, eye-opening anecdotes, and solid step-by-step strategies, this fascinating book takes you deep inside one of the most talked-about companies in the world today. For anyone who wants to learn from the best-and be the best-The Starbucks Experience is a rich, heady brew of unforgettable user-friendly ideas.