Based on years of research examining teams across many industries, Ancona and Bresman show that traditional team models are falling short, and that what’s needed--and what works--is a new brand of team that emphasizes external outreach to stakeholders, extensive ties, expandable tiers, and flexible membership.The authors highlight that X-teams not only are able to adapt in ways that traditional teams aren’t, but that they actually improve an organization’s ability to produce creative ideas and execute them—increasing the entrepreneurial and innovative capacity within the firm. What’s more, the new environment demands what the authors call “distributed leadership,” and the book highlights how X-teams powerfully embody this idea.

    Praise for The Seven-Day Weekend'Are there real-life lessons to be learned? The answer is yes-Pragmatic, inspirational and intriguing advice' The Times'Ricardo Semler is our kind of capitalist.' Guardian'In this book, Ricardo Semler tells how Semco, Latin America's fastest growing company, uses a revolutionary way of working to run a profit making company with a work force who love their jobs.' The Sunday Times'The Seven-Day Weekend challenges conventional approaches to work. It sparks ideas that can be applied to one's own business [and] will certainly encourage managers to look very carefully at their management practices.' Rocco Forte, Management TodayPraise for Ricardo Semler's Maverick!'Semco takes workplace democracy to previously unimagined frontiers' The Times'His egalitarian approach works like a dream' Today

    . . whether you’re running an entire company or in your first management job.Over the past seven years, Procter & Gamble has tripled profits; significantly improved organic revenue growth, cash flow, and operating margins; and averaged earnings per share growth of 12 percent. How? A. G. Lafley and his leadership team have integrated innovation into everything P&G does and created new customers and new markets. Through eye-opening stories A. G. Lafley and Ram Charan show how P&G and companies such as Honeywell, Nokia, LEGO, GE, HP, and DuPont have become game-changers. Their inspiring lessons can help you learn how to:• Make consumers and customers the boss, not the CEO or the management team• Innovate to grow a mature business• Develop higher growth, higher margin businesses • Create new customers and new markets • Revitalize a business model• Reach outside your own business and tap into the abundant brainpower and creativity of the world • Integrate innovation into the mainstream of your managerial decision making • Manage risk• Become a leader of innovationWe live in a world of unprecedented change, increasing global competitiveness, and the very real threat of commoditization. Innovation in this world is the best way to win—arguably the only way to really win. Innovation is not a separate, discrete activity but the job of everyone in a leadership position and the integral, central driving force for any business that wants to grow organically and succeed on a sustained basis.This is a game-changing book that helps you redefine your leadership and improve your management game.

    While this advice may work for everyday life, it is, as Kim Scott has seen, a disaster when adopted by managers.Scott earned her stripes as a highly successful manager at Google and then decamped to Apple, where she developed a class on optimal management. She has earned growing fame in recent years with her vital new approach to effective management, the “radical candor” method.Radical candor is the sweet spot between managers who are obnoxiously aggressive on one side and ruinously empathetic on the other. It’s about providing guidance, which involves a mix of praise as well as criticism—delivered to produce better results and help employees achieve.Great bosses have strong relationships with their employees, and Scott has identified three simple principles for building better relationships with your employees: make it personal, get (sh)it done, and understand why it matters.Radical Candor offers a guide to those bewildered or exhausted by management, written for bosses and those who manage bosses. Taken from years of the author’s experience, and distilled clearly giving actionable lessons to the reader; it shows managers how to be successful while retaining their humanity, finding meaning in their job, and creating an environment where people both love their work and their colleagues.

    It shows you how to use the Value Proposition Canvas, a practical business tool to design, test, create, and manage products and services customers want. It compliments and perfectly integrates with the Business Model Canvasfrom "Business Model Generation" so you can succeed with great value propositions embedded in scalable and profitable business models.Practical exercises, process illustrations, and workshop suggestions help you immediately apply the tools in the book to your daily work. The book includes an online access to Strategyzer.com to complete and assess exercises interactively, learn from peers, and download pdfs, checklists, and more.You'll love "Value Proposition Design" if you've been overwhelmed by the task of true customer value creation, frustrated by unproductive product meetings and misaligned teams, involved in bold shiny projects that blew up, or simply disappointed by the failure of a good idea."Value Proposition Design" will help you successfully understand the patterns of value creation, leverage the experience and skills of your team, avoid wasting time with ideas that won't work, and guide you through the design and test of products and services that customers want.

    Porter). We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you catalyze your organization's strategy development and execution.HBR's 10 Must Reads on Strategy will inspire you to:• Distinguish your company from rivals• Clarify what your company will and won't do• Craft a vision for an uncertain future• Create blue oceans of uncontested market space• Use the Balanced Scorecard to measure your strategy• Capture your strategy in a memorable phrase• Make priorities explicit• Allocate resources early• Clarify decision rights for faster decision making"This collection of best-selling articles includes: featured article "What Is Strategy?" by Michael E. Porter, "The Five Competitive Forces That Shape Strategy," "Building Your Company's Vision," "Reinventing Your Business Model," "Blue Ocean Strategy," "The Secrets to Successful Strategy Execution," "Using the Balanced Scorecard as a Strategic Management System," "Transforming Corner-Office Strategy into Frontline Action," "Turning Great Strategy into Great Performance," and "Who Has the D? How Clear Decision Roles Enhance Organizational Performance."

    Step-by-step strategy of how to successfully organize sales, marketing and business development for a new product or company. The book offers insight into what makes some startups successful and leaves others selling off their furniture. Packed with concrete examples, the book will leave you with new skills to organize sales, marketing and your business for success.

    His second book is the natural extension of Start with Why, expanding his ideas at the organizational level. Determining a company’s WHY is crucial, but only the beginning. The next step is how do you get people on board with your WHY? How do you inspire deep trust and commitment to the company and one another? He cites the Marine Corps for having found a way to build a culture in which men and women are willing to risk their lives, because they know others would do the same for them. It’s not brainwashing; it’s actually based on the biology of how and when people are naturally at their best. If businesses could adopt this supportive mentality, employees would be more motivated to take bigger risks, because they’d know their colleagues and company would back them up, no matter what. Drawing on powerful and inspiring stories, Sinek shows how to sustain an organization’s WHY while continually adding people to the mix.

    Such a book is Broken Windows, Broken Business, a breakthrough in management theory that can alter the destiny of countless companies striving to stay ahead of their competition. "In this vital work, author Michael Levine offers compelling evidence that problems in business, large and small, typically stem from inattention to tiny details. Social psychologists and criminologists agree that if a window in a building is broken and left unrepaired, soon thereafter the rest of the windows will be broken - and the perception will build that crime in that neighborhood is out of control. The same principle applies to business." "Drawing on real-world corporate examples, from JetBlue's decision to give fliers what they really want - leather seats, personal televisions, online ticketing - to Google's customer-based strategy for breaking out of the pack of Internet search engines, to business-to-business firms' successes and failures, Levine proves again and again how constant vigilance and an obsession with detail can make or break a business or a brand." "With tips and advice on changing any business to one that dots its i's, crosses its t's, and attracts more clients, Broken Windows, Broken Business goes straight to the heart of what makes all enterprises successful - the little things that mean a lot."--BOOK JACKET.

    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

    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.

    The company's early years were an unending series of legal, financial, and operational crises that continually threatened its ability to stay in business. Yet FedEx's leaders and employees were incredibly resourceful and resilient. Pilots used personal credit cards to gas up planes, paychecks weren't cashed, and in one of the most famous episodes, founder Fred Smith literally gambled the company's last remaining funds to keep the planes flying. Becuase Roger Frock was with the companies from the start, he is able to chronicle these real-life hardships and hard-fought triumphs as only an insider can. With humor and insight, he describes how FedEx overcame impossible odds to become one of the world's greatest success stories, a revolutionary company that truly changed the way the world does business.

    Benefitting from Roman Pichler’s extensive experience, you’ll learn how to align stakeholders and guide development teams even in challenging circumstances, avoid common leadership mistakes, and grow as a leader. Written in an engaging and easily accessible style, "How to Lead in Product Management" offers a wealth of practical tips and strategies. Through helpful examples, the book illustrates how you can directly apply the techniques to your work. Coverage includes: • Choosing the right leadership style • Cultivating empathy, building trust, and influencing others • Increasing your authority and empowering others • Directing stakeholders and development teams through common goals • Making decisions that people will support and follow through • Successfully resolving disputes and conflicts even with senior stakeholders • Listening deeply to discover and address hidden needs and interests • Practising mindfulness and embracing a growth mindset to develop as a leader Praise for How to "Lead in Product Management": “Roman has done it again, delivering a practical book for the product management community that appeals to both heart and mind. 'How to Lead in Product Management' is packed with concise, direct, and practical advice that addresses the deeper, personal aspects of the product leadership. Roman’s book shares wisdom on topics including goals, healthy interactions with stakeholders, handling conflict, effective conversations, decision-making, having a growth mindset, and self-care. It is a must read for both new and experienced product people.” Ellen Gottesdiener, Product Coach at EBG Consulting “Being a great product manager is tough. It requires domain knowledge, industry knowledge, technical skills, but also the skills to lead and inspire a team. Roman Pichler’s 'How to Lead in Product Management' is the best book I’ve read for equipping product managers to lead their teams.” Mike Cohn, Author of "Succeeding with Agile", "Agile Estimating and Planning", and "User Stories Applied" “This is the book that has been missing for product people. Roman has created another masterpiece, a fast read with lots of value. It’s a must read for every aspiring product manager.“ Magnus Billgren, CEO of Tolpagorni Product Management “'How Lead in Product Management' is for everyone who manages a product or drives important business decisions. Roman lays out the key challenges of product leadership and shows us ways of thoughtfully working with team members, stakeholders, partners, and the inevitable conflicts.” Rich Mironov, CEO of Mironov Consulting and "Smokejumper" Head of Product

    . .Mr. O'Toole puts soul and values squarely back into a vital topic, leadership."--Tom Peters The New York Times Book Review"A deeply philosophical and eminently practical study of leadership as change."--James MacGregor BurnsPulitzer Prize and National Book Award winner, and author of LeadershipCurrent management philosophy advocates an outmoded Machiavellian approach to running organizations: Leaders are told in countless books that they can only accomplish their goals by being tough, manipulative, dictatorial, or paternalistic as the situation requires.In Leading Change, noted management theorist James O'Toole proposes a provocative new vision of leadership in the business world--a vision of leadership rooted in moral values and a consistent display of respect for all followers. As O'Toole brilliantly demonstrates, values-based leadership is not only fair and just, it is also highly effective in today's complex organizations.When leaders truly believe that their prime goal is the welfare of their followers, they get results. The finest leaders--from political giants like Washington, Jefferson, and Lincoln to contemporary CEOs like Max De Pree and James Houghton--have always shared leadership with their followers. They create organizations that encourage change and self-reevaluation; they foster an atmosphere of open-mindedness and fresh thinking, in which assumptions can be challenged and goals reassessed. Grounded in the ideas of moral philosophy, Leading Change powerfully transcends the standard how-to management primer to define a challenging new approach to leadership. As O'Toole so persuasively argues, growth and change are possible, indeed necessary, and they will be effected by individuals who have the stature and the courage to lead morally. This important book, at once thought-provoking and totally practical, is bound to take its place as one of the landmark business volumes of our times."Jim O'Toole has written the essential work for organizations to survive and thrive in today's changing world. His intellectually penetrating thinking shows us how the sometimes conflicting problems we wrestle with--often in piecemeal fashion--fit together to form a complete picture, even as the picture itself continues to change. His message is so critical to the very existence of every organization that any leader who fails to heed his advice condemns his or her company to mediocrity and/or early death. It's that basic."--Warren Bennis Professor and founding chairman of the Leadership Institute at the University of Southern California Author of An Invented Life and Why Leaders Can't Lead

    Never Split the Difference takes you inside his world of high-stakes negotiations, revealing the nine key principles that helped Voss and his colleagues succeed when it mattered the most – when people’s lives were at stake.Rooted in the real-life experiences of an intelligence professional at the top of his game, Never Split the Difference will give you the competitive edge in any discussion.