Courses tailored to fit individual pupils. Textbooks that talk back. This is tomorrow’s education landscape, thanks to the power of big data. These advances go beyond the much-discussed rise of online courses. As the New York Times-bestselling authors of Big Data explain, the truly fascinating changes are actually occurring in how we measure students’ progress and how we can use that data to improve education for everyone, in real time, both on- and offline. Learning with Big Data offers an eye-opening, insight-packed tour through these new trends, for educators, administrators, and readers interested in the latest developments in business and technology.

    Ambiguity is the corporate default state, a condition so prevalent that "tolerance for ambiguity" has become a clich�d job requirement.It doesn't have to be this way.In Clarity First, Karen provides methods and insights for achieving clarity to unleash potential, innovate at higher levels, and solve the problems that matter to deliver outstanding business results. Both a visionary road map and practical guide, this book will help leaders:-Identify and communicate the organization's true purpose-Set achievable priorities-Deliver greater customer value through more efficient processes-Provide greater transparency about true versus assumed performance-Build strong problem-solving and critical thinking capabilities throughout the organization-Develop personal clarity to be a more direct, purposeful, and successful leaderEliminating ambiguity is the first step for leaders and organizations to achieve strategic goals. Learn how to gain the clarity needed to make better decisions, lead more effectively, and boost organizational performance.When it comes to leading an outstanding organization, every great leader needs Clarity First.

    

    What resulted was Apple.When Sergey Brin and Larry Page met at Stanford, they were in their early twenties. They were soon to start Google.Today’s teenagers are our smartest generation yet. They are tomorrow’s entrepreneurs, investors, managers, policy makers, watchdogs and of course, consumers. But do you know what the corporate and business world is all about? How do businesses touch everyone’s lives? What really makes an entrepreneur tick? How does the engine of a company run? Who is a social entrepreneur?And why do we need the world of business—is business good or bad for us?If you are curious, come join Subroto Bagchi and a group of smart teenagers on their exciting voyage of discovery, and in the process, get yourself a teen MBA!

    The world is more complex and volatile today than at any other time in our history. The tools of our modern existence are getting faster, cheaper, and smaller at an exponential rate, transforming every aspect of society, from business to culture and from the public sphere to our most private moments. The people who succeed will be the ones who learn to think differently. In Whiplash, Joi Ito and Jeff Howe distill that logic into nine organizing principles for navigating and surviving this tumultuous period: Emergence over AuthorityPull over PushCompasses over MapsRisk over SafetyDisobedience over CompliancePractice over TheoryDiversity over AbilityResilience over StrengthSystems over Objects Filled with incredible case studies and cutting-edge research and philosophies from the MIT Media Lab and beyond, Whiplash will help you adapt and succeed in this unpredictable world.

    The authors guide individuals and teams on an inspiring journey to show them how to persevere through challenges, overcome obstacles, and create success together.Stick Together follows Coach David, a high school basketball coach looking to motivate his team for the new season. The team members are given sticks with words written on them and tasked with a number of missions:To find another player with the same word written on their stick To explain why that word is important for a team to be their best To render their sticks unbreakable As the players work together to complete their tasks, they discover how to make their team stronger and create an unbreakable bond. Perfect for student athletes and teams in all industries including business, education, healthcare, and nonprofit, and for readers of all ages, Stick Together will resonate with anyone looking to improve their team performance and excel in a group environment.

    With so much riding on innovation, creativity, and spark, it is essential to attract and retain quality talent--but what good does this talent do if no one is able to speak their mind? The traditional culture of "fitting in" and "going along" spells doom in the knowledge economy. Success requires a continuous influx of new ideas, new challenges, and critical thought, and the interpersonal climate must not suppress, silence, ridicule or intimidate. Not every idea is good, and yes there are stupid questions, and yes dissent can slow things down, but talking through these things is an essential part of the creative process. People must be allowed to voice half-finished thoughts, ask questions from left field, and brainstorm out loud; it creates a culture in which a minor flub or momentary lapse is no big deal, and where actual mistakes are owned and corrected, and where the next left-field idea could be the next big thing.This book explores this culture of psychological safety, and provides a blueprint for bringing it to life. The road is sometimes bumpy, but succinct and informative scenario-based explanations provide a clear path forward to constant learning and healthy innovation.* Explore the link between psychological safety and high performance * Create a culture where it's "safe" to express ideas, ask questions, and admit mistakes * Nurture the level of engagement and candor required in today's knowledge economy* Follow a step-by-step framework for establishing psychological safety in your team or organization Shed the "yes-men" approach and step into real performance. Fertilize creativity, clarify goals, achieve accountability, redefine leadership, and much more. The Fearless Organization helps you bring about this most critical transformation.

    The secret for creating magic in our careers, our organizations, and our lives is simple: outstanding leadership--the kind that inspires employees, delights customers, and achieves extraordinary business results. No one knows more about this kind of leadership than Lee Cockerell, the man who ran Walt Disney World(R) Resort operations for over a decade. And in Creating Magic, he shares the leadership principles that not only guided his own journey from a poor farm boy in Oklahoma to the head of operations for a multibillion dollar enterprise, but that also soon came to form the cultural bedrock of the world's number one vacation destination. But as Lee demonstrates, great leadership isn't about mastering impossibly complex management theories. We can all become outstanding leaders by following the ten practical, common sense strategies outlined in this remarkable book. As straightforward as they are profound, these leadership lessons include: Everyone is important.Make your people your brand. Burn the free fuel: appreciation, recognition, and encouragement. Give people a purpose, not just a job. Combining surprising business wisdom with insightful and entertaining stories from Lee's four decades on the front lines of some of the world's best-run companies, Creating Magic shows all of us - from small business owners to managers at every level - how to become better leaders by infusing quality, character, courage, enthusiasm, and integrity into our workplace and into our lives.

    The digital transformation demands that we focus our attention on experiences and outcomes. Business leaders and their organizations must shift to keeping promises—no matter how their customers interact with them.But organizations no longer control the conversation. In this era of social and mobile technology, customers, employees, suppliers, and partners are in direct communication with one another. Those personal networks and the brands they’re passionate about influence their decision making and their spending.The workforce has changed too. Employees expect to be able to determine when and how they will work, the technology they’ll use, and the values their company will espouse.Organizations can take part in this conversation only if they recognize how and where it’s happening. Resisting these changes will leave executives, managers, and their companies powerless. Organizations must pivot with and ahead of these social, organizational, and technological shifts or risk being left behind.Technology guru Ray Wang shows how organizations can surf the waves of change—how they can keep their promises. Current trends, when taken seriously, require a new way of thinking about business that includes five key areas:1. Consumerization of technology and the new C-suite2. Data’s influence in driving decisions3. Digital marketing transformation4. The future of work5. Matrix commerceDigital disruption has changed how we do our work. But by mastering these trends you’ll delight your customers with every interaction.

    It is scary to face a wall of choices, knowing that no one is going to tell us whether or not we are making the right decision. There is no clearly delineated path or recipe for success. Even figuring out how and where to start can be a challenge. That is, until now.As executive director of the Stanford Technology Ventures Program, Tina Seelig guides her students as they make the difficult transition from the academic environment to the professional world, providing tangible skills and insights that will last a lifetime. Seelig is an entrepreneur, neuroscientist, and popular teacher, and in What I Wish I Knew When I Was 20 she shares with us what she offers her students—provocative stories, inspiring advice, and a big dose of humility and humor.These pages are filled with fascinating examples, from the classroom to the boardroom, of individuals defying expectations, challenging assumptions, and achieving amazing success. Seelig throws out the old rules and provides a new model for reaching our highest potential. We discover how to have a healthy disregard for the impossible, how to recover from failure, and how most problems are remarkable opportunities in disguise.What I Wish I Knew When I Was 20 is a much-needed book for everyone looking to make their mark on the world.

    This text is organized into two sections. The first section, Chapters 1-7, examines the context of strategic HR and develops a framework and conceptual model for the practice of strategic HR. The second section, Chapters 8-14, examines the actual practice and implementation of strategic HR through a discussion of strategic issues that need to be addressed while developing specific programs and policies related to the traditional functional areas of HR (staffing, training, performance management, etc.). The integrative framework that requires linkage between, consistency among these functional HR activities, and the approach toward writing about these traditional functional areas from a strategic perspective distinguish the text from what is currently on the market.

    Damodar, in Supermarketwala, provides the very basics for the growth of modern retail and consumerism in India, through interesting and carefully studied consumer behaviour, an art that few in his domain possess. Supermarketwala, is intended to be the go-to book for all consumer business enthusiasts and readers alike, who wish to understand how and why we as consumers behave in a certain manner at different places. These insights, which are the analyses of the sector so far, could become the pillars for shaping successful consumer products and retail businesses in the huge consumer economy that India will soon be. Rita, the young bahu, avoids buying personal products from the family grocer. Sonu's breakfast table on a Sunday represents global cuisines. Do you know how it is possible? Where do big corporates and MNC retailers fumble, and what helps simple DMart get its model right? What is Ching's Sercret that is not Knorr's, Maggi's, or Yippie's?

    The average kitchen, for example, is home to stuff galore, and every appliance, every utensil, every thing, is compound--composed of tens, hundreds, even thousands of other things. Although each piece of stuff satisfies some desire, it also creates the need for even more stuff: cereal demands a spoon; a television demands a remote. Rich Gold calls this dense, knotted ecology of human-made stuff the Plenitude. And in this book--at once cartoon treatise, autobiographical reflection, and practical essay in moral philosophy--he tells us how to understand and live with it.Gold writes about the Plenitude from the seemingly contradictory (but in his view, complementary) perspectives of artist, scientist, designer, and engineer--all professions pursued by him, sometimes simultaneously, in the course of his career. I have spent my life making more stuff for the Plenitude, he writes, acknowledging that the Plenitude grows not only because it creates a desire for more of itself but also because it is extraordinary and pleasurable to create.Gold illustrates these creative expressions with witty cartoons. He describes seven patterns of innovation--including The Big Kahuna, Colonization (which is illustrated by a drawing of The real history of baseball, beginning with Play for free in the backyard and ending with Pay to play interactive baseball at home), and Stuff Desires to Be Better Stuff (and its corollary, Technology Desires to Be Product). Finally, he meditates on the Plenitude itself and its moral contradictions. How can we in good conscience accept the pleasures of creating stuff that only creates the need for more stuff? He quotes a friend: We should be careful to make the world we actually want to live in.

    There was atime when this revered organization ranked among the lowest in the country in this area. Within ten years, however, it had climbed to among the highest and has emerged as the thought leader in the space.How did Cleveland Clinic turn itself around so effectively and so quickly?More important, how can you do the same with your organization?In gripping, visceral, on-the ground fashion, Service Fanatics reveals the strategies and tactics the Clinic applied to become one of today's leading patient-experience healthcare organizations--methods that seamlessly translate to any business seeking to improveits customer experience. This strategic guide covers:How the Clinic's leaders redefined the concept of patient experience and developed a strategy to improve itCritical lessons learned regarding organization, recruitment, training, and measuring service excellenceWays in which the Clinic aligned its entire workforce around its Patients First strategyHow leaders improved the critical element of physician communicationRather than view patients simply as sick people who need treatment, Cleveland Clinic sees them also as important stakeholders in the organization's success. Patients are customers--who desire, pay for, and deserve the best possible care and experience during what is often a challenging time in their lives.Featuring customer service case studies, as well as invaluable insight from C-level executives at top corporations in various industries, Service Fanatics provides actionable lessons for any manager and business leader beyond healthcare.Whether you run a healthcare institution, nonprofit, or for-profit business, Service Fanatics will help you create the kind of customer experience that promises to transform your organization into an industry powerhouse.

    A manager spots consumer-spending patterns no one else sees and defines new market categories your enterprise can serve. A strategist anticipates global changes and correctly interprets their business implications. Companies' competitiveness, even survival, increasingly hinge on such "clever people." But the truth is, clever people are as fiercely independent as they are clever-they don't want to be led. So how do you corral these players in your organization and inspire them to achieve their highest potential? In Clever, Rob Goffee and Gareth Jones offer potent insights drawn from their extensive research. The authors explain how to: • Identify your clever people and their motivations • Shelter your "clevers" from political distractions that can inhibit their productivity • Help clevers generate even more value by creating clever teams • Manage the unique tensions that can arise when clevers work together Leading clever people can be enormously challenging, yet doing so effectively is the key to your organization's sustained success. Lively and engaging, this book provides the ideas, practices, and examples you need to create an environment where your most brilliant people can flourish.