Showing how salesforce.com not only survived the dotcom implosion of 2001, but went on to define itself as the leader of the cloud computing revolution and spark a $46-billion dollar industry, Benioff's story will help business leaders and entrepreneurs stand out, innovate better, and grow faster in any economic climate. In Behind the Cloud, Benioff shares the strategies that have inspired employees, turned customers into evangelists, leveraged an ecosystem of partners, and allowed innovation to flourish.

    Description:- The Lean Startup: How Constant Innovation Creates Radically Successful Businesses The Lean Startup is a new approach to business that's being adopted around the world. It is changing the way companies are built and new products are launched.The Lean Startup is about learning what your customers really want. It's about testing your vision continuously, adapting and adjusting before it's too late. Zero to One: Notes on Start Ups, or How to Build the Future The next Bill Gates will not build an operating system. The next Larry Page or Sergey Brin won’t make a search engine. If you are copying these guys, you aren’t learning from them. It’s easier to copy a model than to make something new: doing what we already know how to do takes the world from 1 to n, adding more of something familiar. Every new creation goes from 0 to 1. This book is about how to get there. The 7 Habits of Highly Effective People In THE 7 HABITS OF HIGHLY EFFECTIVE PEOPLE Stephen R. Covey presents a holistic, integrated, principle-centred approach for solving personal and professional problems. With penetrating insights and pointed anecdotes, Covey reveals a step-by-step pathway for living with fairness, integrity, honesty and human dignity - principles that give us the security to adapt to change, and the wisdom and power to take advantage of the opportunities that change creates. 'Fundamentals are the key to success. Stephen Covey is the master of them. Buy his book, but most importantly, use it!' - Anthony Robbins, author of UNLIMITED POWER.

    This work contains components of the model, which include staffing models and strategy, staffing support systems (legal compliance, planning, job analysis and rewards), core staffing systems (recruitment, selection, employment), and staffing system and retention management.

    For decades, technology leaders have struggled to balance agility, reliability, and security. The consequences of failure have never been greater whether it's the healthcare.gov debacle, cardholder data breaches, or missing the boat with Big Data in the cloud.And yet, high performers using DevOps principles, such as Google, Amazon, Facebook, Etsy, and Netflix, are routinely and reliably deploying code into production hundreds, or even thousands, of times per day.Following in the footsteps of The Phoenix Project, The DevOps Handbook shows leaders how to replicate these incredible outcomes, by showing how to integrate Product Management, Development, QA, IT Operations, and Information Security to elevate your company and win in the marketplace."Table of contentsPrefaceSpreading the Aha! MomentIntroductionPART I: THE THREE WAYS1. Agile, continuous delivery and the three ways2. The First Way: The Principles of Flow3. The Second Way: The Principle of Feedback4. The Third Way: The Principles of Continual LearningPART II: WHERE TO START5. Selecting which value stream to start with6. Understanding the work in our value stream…7. How to design our organization and architecture8. How to get great outcomes by integrating operations into the daily work for developmentPART III: THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW9. Create the foundations of our deployment pipeline10. Enable fast and reliable automated testing11. Enable and practice continuous integration12. Automate and enable low-risk releases13. Architect for low-risk releasesPART IV: THE SECOND WAY: THE TECHNICAL PRACTICES OF FEEDBACK14*. Create telemetry to enable seeing abd solving problems15. Analyze telemetry to better anticipate problems16. Enable feedbackso development and operation can safely deploy code17. Integrate hypothesis-driven development and A/B testing into our daily work18. Create review and coordination processes to increase quality of our current workPART V: THE THRID WAY: THE TECHNICAL PRACTICES OF CONTINUAL LEARNING19. Enable and inject learning into daily work20. Convert local discoveries into global improvements21. Reserve time to create organizational learning22. Information security as everyone’s job, every day23. Protecting the deployment pipelinePART VI: CONCLUSIONA call to actionConclusion to the DevOps HandbookAPPENDICES1. The convergence of Devops2. The theory of constraints and core chronic conflicts3. Tabular form of downward spiral4. The dangers of handoffs and queues5. Myths of industrial safety6. The Toyota Andon Cord7. COTS Software8. Post-mortem meetings9. The Simian Army10. Transparent uptimeAdditional ResourcesEndnotes

    For more than a decade, Belle Linda Halpern and Kathy Lubar have applied the lessons and expertise they have learned as performing artists to the work of their company, The Ariel Group. Halpern and Lubar have helped tens of thousands of executives at major companies around the country and the globe, including General Electric, Mobil Oil, Capital One, and Deloitte. In Leadership Presence, they make their time-tested strategies available to everyone, from high-profile CEOs to young professionals seeking promotion. Their practical, proven approach will enable you to develop the skills necessary to inspire confidence, command respect, build credibility, and motivate others. Halpern and Lubar teach you: * How to handle tough situations with heightened confidence and flexibility * How to build your relationships to enhance collaboration and business development * How to express yourself dramatically and motivate others* How to integrate your personal values into communication to inspire others and become a more effective leader Learning the skills of the true performance experts, readers will understand why Leadership Presence is the key to dynamic and authentic leadership.

    To achieve consistent success, the Spurs have built an organization with a team-first mindset where all of the players, staff and management are focused on the same goals. How do they do it? How does head coach Gregg Popovich create strong relationships with his players? How did he get his team to bounce back from a devastating loss in the 2013 NBA Finals to come back one year later and to win it all? How does he create a team culture where players from around the world are able to work together towards a common goal? In this brief leadership case study, we analyze the methods and ideas that Gregg Popovich uses to get his team performing at a high level. By reading how a 3x NBA Coach of the Year manages his team, you’ll learn the following lessons: - How to create solid, trustworthy relationships with your players and staff. - How to exploit advantages and untapped resources before your competition - Why it’s essential to build a strong foundation and not skip any steps in your development. - What are the specific steps to focus on in order to persevere and bounce back from setback. Although Gregg Popovich is an expert at coaching basketball, this case study isn’t focused on his playbook. Rather, it highlights the strategy, culture, and organizational development style of the San Antonio Spurs. Basketball coaches will find it useful for developing their squads, but other team coaches, managers, and leaders in all industries will find the lessons useful as well. The lessons can be applied to any business or organization looking to create a strong team culture and achieve continuing success.

    Froeb/McCann's MANAGERIAL ECONOMICS: A PROBLEM SOLVING APPROACH, 2E covers traditional material using a problem-based pedagogy built around common business mistakes. Models are used sparingly, and then only to the extent that they help students figure out why mistakes are made, and how to fix them. This edition's succinct, fast-paced presentation and challenging, interactive applications place students in the role of a decision maker who has to identify mistakes that reduce profits, and propose solutions to bring profits back up. The lively book provides an excellent ongoing reference for students pursuing business careers. New chapters and updates highlight mistakes that precipitated the financial crisis. With MANAGERIAL ECONOMICS, 2E your students are taught to use economics to not only identify profitable decisions, but also how to implement them within an organization.

    Whatever your needed transformation may be: a new initiative, a new market, a new product, your fresh strategy is up against a powerful foe: an organization's tendency to stay very busy and completely engaged what it's already doing. This book shows you how to cut through resistance and get your team engaged and proactively doing the new thing! Author Patty Azzarello draws on over twenty-five years of international business management experience to identify the chronic challenges that keep organizations from decisively executing strategy, and to give you a practical game plan for breaking through. Leaders tend to assume that stalls in execution are inevitable, unchanging parts of the workplace—but things can change. At the heart of every execution problem is the fact that there simply are not enough people doing what the business needs. This guide shows you how to get your entire organization on board—remove the fear, excuses, and hurdles—and uphold the new pursuit against distractions and dissent. No transformation can succeed without suitable engagement from the whole organization, but building engagement can be difficult, uncomfortable, and tentative. This book shows you how to get it done. Get your organization to embrace and personally commit to the new work Remove obstacles and passive aggressive attacks that block progress Defend new strategic initiatives against short term pressures to revert to "business as usual" Sustain momentum and the desire to move forward Make sure no one is ever asking, 'Are we still doing this?' Inertia isn't just a law of the universe, it's a law in the workplace that can be a major obstacle to making things happen. The great thing about inertia is that it cuts two ways: a body at rest remains at rest, but a body in motion remains in motion. People love to finish things. Move shows you how to make successful execution the new norm—starting today.

    Thank you, Scott, for a wonderful book that has changed my life!" --Scott Alexander"Compelling...startling...I recommend it for everyone!" --Scott Alexander

    Deep inside, we sense that more is possible. We long for soulful workplaces, for authenticity, community, passion, and purpose.In this groundbreaking book, the author shows that every time, in the past, when humanity has shifted to a new stage of consciousness, it has achieved extraordinary breakthroughs in collaboration. A new shift in consciousness is currently underway. Could it help us invent a more soulful and purposeful way to run our businesses and nonprofits, schools and hospitals?A few pioneers have already cracked the code and they show us, in practical detail, how it can be done. Leaders, founders, coaches, and consultants will find this work a joyful handbook, full of insights, examples, and inspiring stories.ADVANCE PRAISE"Congratulations on a spectacular treatise! This is truly pioneering work. In terms of integral sophistication, there is simply nothing like it out there."--Ken Wilber, from the Foreword"The most exciting book I've read in years on organization design and leadership models."--Jenny Wade, Ph.D., Author of Changes of Mind"A book like Reinventing Organizations only comes along once in a decade. Sweeping and brilliant in scope, it is the Good To Great for a more enlightened age. What it reveals about the organizational model of the future is exhilarating and deeply hopeful."--Norman Wolfe, Author of The Living Organization"A comprehensive, highly practical account of the emergent worldview in business. Everything you need to know about building a new paradigm organization!"--Richard Barrett, Chairman and Founder, Barrett Values Center"Frederic Laloux has done business people and professionals everywhere a signal service. He has discovered a better future for organizations by describing, in useful detail, the unusual best practices of today."--Bill Torbert, Author of Action Inquiry"As the rate of change escalates exponentially, the old ways of organizing and educating, which were designed for efficiency and repetition, are dying. Frederic Laloux is one of the few management leaders exploring what comes next. It's deeply different."--Bill Drayton, Founder, Ashoka: Innovators for the Public

    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.

    Patterns are like the lower-level steps found inside recipes; they are the techniques you must master to be considered a master chef or master presenter. You can use the patterns in this book to construct your own recipes for different contexts, such as business meetings, technical demonstrations, scientific expositions, and keynotes, just to name a few. Although there are no such things as antirecipes, this book shows you lots of antipatterns--things you should avoid doing in presentations. Modern presentation tools often encourage ineffective presentation techniques, but this book shows you how to avoid them. Each pattern is introduced with a memorable name, a definition, and a brief explanation of motivation. Readers learn where the pattern applies, the consequences of applying it, and how to apply it. The authors also identify critical antipatterns: cliches, fallacies, and design mistakes that cause presentations to disappoint. These problems are easy to avoid--once you know how. Presentation Patterns will help youPlan what you'll say, who you'll say it to, how long you'll talk, and where you'll present Perfectly calibrate your presentation to your audience Use the storyteller's "narrative arc" to full advantage Strengthen your credibility--and avoid mistakes that hurt it Hone your message before you ever touch presentation software Incorporate visuals that support your message instead of hindering it Create highly effective "infodecks" that work when you're not able to deliver a talk in person Construct slides that really communicate and avoid "Ant Fonts," "Floodmarks," "Alienating Artifacts," and other errors Master 13 powerful techniques for delivering your presentation with power, authority, and clarity Whether you use this book as a handy reference or read it from start to finish, it will be a revelation: an entirely new language for systematically planning, creating, and delivering more powerful presentations. You'll quickly find it indispensable--no matter what you're presenting, who your audiences are, or what message you're driving home.

    This summary explores the fundamental causes of organizational politics and team failure.

    This description will provide a description where the core, text-only product or an eBook is sold. Please remember to fill out the variations section on the PMI with the book only information.Important Notice: Media content referenced within the product description or the product text may not be available in the ebook version.

    But honest and open conversations are not taking place between management and Agile delivery teams.In A Seat at the Table, CIO Mark Schwartz explores the role of IT leadership as it is now and opens the door to reveal IT leadership as it should be - an integral part of the value creation engine. With wit and easy style, Schwartz reveals that the only way to become an Agile IT leader is to be courageous - to throw off the attitude and assumptions that have kept CIOs from taking their rightful seat at the table. CIOs, step on up, your seat at the table is waiting for you.Listening Length: 9 hours and 20 minutes