While this book is tailored to business leaders, it should be read by high school seniors, college students, and those already in the workforce. With the broad societal application of these ideas, we can achieve levels of accomplishment not even imagined by most people." The Honorable Paul H. O'Neill, former CEO and Chairman, Alcoa, and Former Secretary of the Treasury"Some firms outperform competitors in many ways at once--cost, speed, innovation, service. How? Steve Spear opened my eyes to the secret of systemizing innovation: taking it from the occasional, unpredictable 'stroke of genius' to something you and your people do month-in, month-out to outdistance rivals." Scott D. Cook, founder and Chairman of the Executive Committee, Intuit, Inc."Steven Spear connects a deep study of systems with practical management insights and does it better than any organizational scholar I know. [This] is a profoundly important book that will challenge and inspire executives in all industries to think more clearly about the technical and social foundations of organizational excellence." Donald M. Berwick, M.D., M.P.P., President and CEO, Institute for Healthcare ImprovementAbout the BookHow can some companies perform so well that their industry counterparts are competitors in name only? Although they operate in the same industry, serve the same market, and even use the same suppliers, these extraordinary, high-velocity organizations consistently outperform all the competition--and, more importantly, continually widen their leads.In The High-Velocity Edge, the reissued edition of five-time Shingo Prize winner Steven J. Spear's critically acclaimed book Chasing the Rabbit, Spear describes what sets market-dominating companies apart and provides a detailed framework you can leverage to surge to the lead in your own industry. Spear examines the internal operations of dominant organizations across a wide spectrum of industries, from technology to design and from manufacturing to health care.While he investigates several great operational triumphs, like top-tier teaching hospitals' fantastic improvements in quality of care, Pratt & Whitney's competitive gains in jet engine design, and the U.S. Navy's breakthroughs in inventing and applying nuclear propulsion, The High-Velocity Edge is not just about the adoration of success. It also takes a critical look at some of the operational missteps that have humbled even the most reputable and respected of companies and organizations. The decades-long prominence of Toyota, for example, is contrasted with the many factors leading to the automaker's sweeping 2010 product recalls. Taken together, these multiple perspectives and in-depth case studies show how to:Build a system of "dynamic discovery" designed to reveal operational problems and weaknesses as they ariseAttack and solve problems when and where they occur, converting weaknesses into strengthsDisseminate knowledge gained from solving local problems throughout the company as a wholeCreate managers invested in developing everyone's capacity to continually innovate and improveWhatever kind of company you operate-- from technology to fi nance to healthcare-- mastery of these four key capabilities will put you on the fast track to operational excellence, where you will generate faster, better results--using less capital and fewer resources.Apply the lessons of Steven J. Spear and gain a high-velocity edge over every competitor in your industry.

    Volume 1 (this book) is a reprint of the original 1910 edition (published by Luzac & Co., London) of Sun Tzu on the Art of War: The Oldest Military Treatise in the World by Lionel Giles. The Chinese text, Giles' English translation, as well as his extensive notes are all faithfully reproduced. A Wade-Giles to Pinyin conversion table has been added to make the original classic more useful for the modern student. Volume 2, available separately, includes each chapter in Chinese traditional characters, the pinyin transcription, as well as the English translation.

    How advances in technology is affecting banking

    Buffett has managed to rise to the top of the ranks in stellar fashion, confounding the critics and earning the adulation of millions.As a leader, entrepreneur, potential investor, student, or whatever your calling may be, you stand to learn from the many life lessons of one of the most successful investors of all time, and one who is still very active and at the top of his game. The wisdom in this book can literally change your life.43 of his most valuable and inspiring life lessons relating to investment, human relationships and overall betterment have been de-constructed and explained including actionable information as to how you can implement the lessons into your day-to-day life.The aim of this book is to be educational and inspirational with actionable principles you can incorporate into your own life straight from the great man himself. Don't wait - grab your copy today!

    Typical characteristics of a left brainer.What makes a good marketing executive? A person who is highly visual, intuitive, and holistic. Typical characteristics of a right brainer.These different mind-sets often result in conflicting approaches to branding, and the Ries' thought-provoking observations—culled from years on the front lines—support this conclusion, including:Management deals in reality. Marketing deals in perception.Management demands better products. Marketing demands different products.Management deals in verbal abstractions. Marketing deals in visual hammers.Using some of the world's most famous brands and products to illustrate their argument, the authors convincingly show why some brands succeed (Nokia, Nintendo, and Red Bull) while others decline (Saturn, Sony, and Motorola). In doing so, they sound a clarion call: to survive in today's media-saturated society, managers must understand how to think like marketers—and vice versa. Featuring the engaging, no-holds-barred writing that readers have come to expect from Al and Laura Ries, War in the Boardroom offers a fresh look at a perennial problem and provides a game plan for companies that want to break through the deadlock and start reaping the rewards.

    Today's professionals feel rushed, overwhelmed, and perennially behind. So we keep our heads down, focused on the next thing, and the next, without a moment to breathe.How can we break out of this endless cycle and create the kind of interesting, meaningful lives we all seek?Just as CEOs who optimize for quarterly profits often fail to make the strategic investments necessary for long-term growth, the same is true in our own personal and professional lives. We need to reorient ourselves to see the big picture so we can tap into the power of small changes that, made today, will have an enormous and disproportionate impact on our future success. We need to start playing The Long Game.As top business thinker and Duke University professor Dorie Clark explains, we all know intellectually that lasting success takes persistence and effort. And yet so much of the relentless pressure in our culture pushes us toward doing what's easy, what's guaranteed, or what looks glamorous in the moment. In The Long Game, she argues for a different path. It's about doing small things over time to achieve our goals—and being willing to keep at them, even when they seem pointless, boring, or hard.In The Long Game, Clark shares unique principles and frameworks you can apply to your specific situation, as well as vivid stories from her own career and other professionals' experiences. Everyone is allotted the same twenty-four hours—but with the right strategies, you can leverage those hours in more efficient and powerful ways than you ever imagined. It's never an overnight process, but the long-term payoff is immense: to finally break out of the frenetic day-to-day routine and transform your life and your career.

    The true measure of any leader is his or her ability to react based on past experience and gut feelings, respond in real time to current circumstances, and then to recover quickly and move on with new lessons learned. The Little Book of Leadership combines classic style with the latest innovations to challenges the reader to self-evaluate every facet of their leadership, coaching, and communication abilities in order to better formulate what actions can be taken to improve their natural skills. Ideas and answers are provided for every challenge.Chapters include information about the 12.5 leadership strengths: From insights to legacy and every element in between. Morale, Attitude, Resilience, Opportunity, Guts, Measurement, Coach, Celebration, Next-level, and Lost Secret of Leadership Foreword by Dr. Paul "Doc" Hersey, creator of Situational Leadership Other books by Gitomer: The Sales Bible: The Ultimate Sales Resource, Revised Edition, also by Wiley, The Little Red Book of Selling (Bard Press) The Little Gold Book of YES! Attitude (Pearson) Whereas other books rely on theory or philosophy, The Little Book of Leadership takes leadership into the real world of business, providing proven methods for becoming a successful leader.

    Now it's a game for grown-ups. What really sets you apart is the relationships you build with people of influence. These people can include your peers, your employees, your organization's directors, reporters, vendors, and regulators-as well as the people directly above you in the organizational hierarchy.In senior management, you no longer answer to just one boss. There is now a hazy matrix of hundreds of bosses both inside and outside the office, any one of whom can stop you cold or give you a tremendous push forward. "Executive Warfare" offers concrete advice for handling all of them, including YOUR PEERS: They are the most valuable of allies or the most dangerous of enemies THE CEO: Her office is often where the real fairy dust is kept. Make sure you have a good relationship here THE BOARD OF DIRECTORS: They won't judge you fairly if all they see of you is your PowerPoints YOUR DIRECT REPORTS: They are your vital organs, so treat them accordingly. And if you find a blood clot among them-excise that person before he kills you YOUR RIVALS: It's not always wise to shoot at them, but if you do, do "not" shoot to woundIn his bestsellers "Brand Warfare" and "Career Warfare," author David D'Alessandro offered sharp advice for building a brand and building a career. Now "Executive Warfare" is the advanced class for the truly ambitious. Learn what it takes to rise to the top-and to do the even harder thing, which is survive there.

    The result: Though often faced with extraordinarily dynamic and complex challenges, the Marines get the job done every time.Their secret? Don't think boot camp. Instead, the Marines have refined a wide-ranging system of management practices that have undergone continuous evolution under the most demanding conditions conceivable. Armed with these straightforward principles, any organization can achieve the high-impact responsiveness demanded by today's ultra-competitive, fast-changing business environments.In Corps Business, author David H. Freedman brings these principles--and their application to the business world--to light in clear, fascinating form. Freedman brings you along to observe, firsthand the high-speed Marine environment, where you'll take part in urban combat practice maneuvers, sit in on mission planning sessions, spend time on a "floating invasion party," and participate in a live-fire combat exercise. Along the way, you'll tap the wisdom of scores of Marines from three-star generals to grunts. Here are some examples:Managing by end-state--Tell people what needs to be accomplished and why, and leave the details to them.The 70-percent solution--It's better to decide quickly on an imperfect plan than to spend time considering every angle and roll out a perfect plan when it's too late.Authority on demand--While retaining a strong management pyramid, encourage people even at the lowest levels to make any and all decisions necessary to accomplish the mission when management guidance isn't at hand.Anyone facing entrenched or predatory competitors, short time frames, chaotic markets, and obstacles in every direction, has a simple choice: Learn to move fast, change on the fly, and inspire employees--or die. The Marines are here to help.With a foreword by Gen. Charles C. Krulak, Thirty-first Commandant of the United States Marine Corps.

    

     In The Lean Startup, Eric Ries laid out the practices of successful startups - building minimal viable products ("MVPs"), extensive customer-focused testing based on a build, measure, learn method of continuous innovation, and deciding whether to persevere or pivot. In The Startup Way, he turns his attention to a whole new group of organizations: iconic multinationals like GE and Toyota, Silicon Valley tech titans like Amazon and Facebook, and the next generation of Silicon Valley upstarts like Airbnb and Twilio. Drawing on his experiences over the past five years working with these organizations, as well as nonprofits, NGOs, and governments, Ries lays out a new management system that leads to sustainable growth and long-term impact. Filled with in-the-field stories, insights, and tools, The Startup Way is an essential roadmap for any organization navigating the uncertain waters of the century ahead.

    And in these pages, he shows you how taking the same revolutionary approach might be the smartest business decision you’ll ever make.Upon taking his place as CEO of Honeywell International in 2002, he encountered an organization on the verge of failure thanks to years of short-termism.Winning Now, Winning Later reveals the bold the operational reforms and counterintuitive leadership practices you can put into practice that will allow you to do two conflicting things at the same time—pursue strong short- and long-term results. This tested and proven approach can strengthen your business like never before, and even rescue it from the brink of disaster no matter how dire the current circumstances may seem. Offering 10 essential principles for winning both today and tomorrow, this book will help you:Spot practices that seem attractive in the short term but will cost the company in the future Determine where and how to invest in growth for maximum impact Sustain both short-term performance and long-term investments even in challenging times, such as during recessions and leadership transitions Feel inspired to stand up to investors and other managers who are solely focused on either short- or long-term objectives Step back, think independently, and foster independent thinking among others around youPresenting a comprehensive solution to a perennial problem, Winning Now, Winning Later is a go-to guide for you and leaders everywhere to finally transcend short-termism’s daily grind and leave an enduring legacy of success.

    If you find yourself trapped between stagnating sales, staff turnover, and unhappy customers, what do you do first? Every problem seems urgent -- but there's no way to address all of them at once. The usual result: a business that continues to go in endless circles putting out urgent fires or prioritizing the wrong things.Fortunately, Mike Michalowicz has a simple system to help you eradicate these frustrations and get your business moving forward, fast. Mike himself has lived through the struggles and self-doubt of a stagnating business. He figured out that every business has a hierarchy of needs, and if you can understand where you are in that hierarchy, you can identify what needs immediate attention. Simply fix that one thing next, and your business will naturally and effortlessly level-up.Over the past decade, Mike has developed an ardent following for his funny, honest, and actionable insights told through the stories of real entrepreneurs. Now Fix This Next offers a simple, unique, and wildly powerful business compass that has already helped hundreds of companies get to the next level, and will do the same for you. Immediately.

    Books on the current financial crisis which started in late 2008 are a tad like that. Until now they have tended to deal with certain aspects of the crisis without looking at the bigger picture of what really went wrong. That bigger picture of the ongoing financial crisis has now started to evolve. Easy Money captures this big picture. The history of money and the financial system as it has evolved over the centuries stand at the heart of this endeavor. It explores the idea that the evolution of money over centuries has led to an easy money policy being followed by governments and central banks across the world, which in turn has fueled humongous Ponzi schemes, which have now started to unravel, bringing the whole world on the brink of a financial disaster. The book also explains how the lessons of the financial crisis have still not been learned, and in trying to deal with it, governments across the world are making the same mistakes which led to the current crisis in the first place.

    When it collapsed in February 2014, lawyers across Canada and the business community were stunned. What went wrong? Why did so many lawyers run for the exit? How did it implode? What is it that holds professional partnerships together?This is the story of the rise and fall of a great company by the ultimate insider, Norman Bacal, who served as managing partner until a year before the firm's demise. Breakdown takes readers into the boardroom offices during the heady growth of a legal empire built from the ground up over 40 years. We see how after a change of leadership tensions erupted between the Toronto and Montreal offices, and between the hard-driving lawyers themselves. It is a story about the extraordinary fragility of the legal partnership, but it's also a classic business story, a cautionary tale of the perils of ignoring a firm's culture and vision.Normal0falsefalsefalseEN-USJAX-NONE<!--StartFragment--><!--EndFragment--><!--EndFragment-->