Drawing upon a six-year research project at the Stanford University Graduate School of Business, James C. Collins and Jerry I. Porras took eighteen truly exceptional and long-lasting companies and studied each in direct comparison to one of its top competitors. They examined the companies from their very beginnings to the present day -- as start-ups, as midsize companies, and as large corporations. Throughout, the authors asked: What makes the truly exceptional companies different from the comparison companies and what were the common practices these enduringly great companies followed throughout their history?
Filled with hundreds of specific examples and organized into a coherent framework of practical concepts that can be applied by managers and entrepreneurs at all levels, Built to Last provides a master blueprint for building organizations that will prosper long into the 21st century and beyond.
Since Peter Senge published his groundbreaking book The Fifth Discipline, he and his associates have frequently been asked by the business community: "How do we go beyond the first steps of corporate change? How do we sustain momentum?" They know that companies and organizations cannot thrive today without learning to adapt their attitudes and practices. But companies that establish change initiatives discover, after initial success, that even the most promising efforts to transform or revitalize organizations--despite interest, resources, and compelling business results--can fail to sustain themselves over time. That's because organizations have complex, well-developed immune systems, aimed at preserving the status quo.Now, drawing upon new theories about leadership and the long-term success of change initiatives, and based upon twenty-five years
of experience building learning organizations, the authors of The Fifth Discipline Fieldbook show how to accelerate success and avoid the obstacles that can stall momentum. The Dance of Change, written for managers and executives at every level of an organization, reveals how business leaders can work together to anticipate the challenges that profound change will ultimately force the organization to face. Then, in a down-to-earth and compellingly clear format, readers will learn how to build the personal and organizational capabilities needed to meet those challenges. These challenges are not imposed from the outside; they are the product of assumptions and practices that people take for granted--an inherent, natural part of the processes of change. And they can stop innovation cold, unless managers at all levels learn to anticipate them and recognize the hidden rewards in each challenge, and the potential to spur further growth. Within the frequently encountered challenge of "Not Enough Time," for example--the lack of control over time available for innovation and learning initiatives--lies a valuable opportunity to reframe the way people organize their workplaces. This book identifies universal challenges that organizations ultimately find themselves confronting, including the challenge of "Fear and Anxiety"; the need to diffuse learning across organizational boundaries; the ways in which assumptions built in to corporate measurement systems can handcuff learning initiatives; and the almost unavoidable misunderstandings between "true believers" and nonbelievers in a company. Filled with individual and team exercises, in-depth accounts of sustaining learning initiatives by managers and leaders in the field, and well-tested practical advice, The Dance of Change provides an insider's perspective on implementing learning and change initiatives at such corporations as British Petroleum, Chrysler, Dupont, Ford, General Electric, Harley-Davidson, Hewlett-Packard, Mitsubishi Electric, Royal DutchShell, Shell Oil Company, Toyota, the United States Army, and Xerox. It offers crucial advice for line-level managers, executive leaders, internal networkers, educators, and others who are struggling to put change initiatives into practice.
For more than twenty years, millions of managers in Fortune 500 companies and small businesses nationwide have followed The One Minute Manager's techniques, thus increasing their productivity, job satisfaction, and personal prosperity. These very real results were achieved through learning the management techniques that spell profitability for the organization and its employees.
The One Minute Manager is a concise, easily read story that reveals three very practical secrets: One Minute Goals, One Minute Praisings, and One Minute Reprimands.
The book also presents several studies in medicine and the behavioral sciences that clearly explain why these apparently simple methods work so well with so many people. By the book's end you will know how to apply them to your own situation and enjoy the benefits.
That's why The One Minute Manager has continued to appear on business bestseller lists for more than two decades, and has become an international sensation.
The extraordinary breakthrough management program--heralded by GE, Motorola, and AlliedSignal--that is sweeping corporate America with its unprecedented ability to achieve superior financial results.
Six Sigma is the most powerful breakthrough management tool ever devised, promising increased market share, cost reductions, and dramatic improvements in bottom-line profitability for companies of any size. The darling of Wall Street, it has become the mantra of Fortune 500 boardrooms around the world because it works.
What is Six Sigma? It is first and foremost a business process that enables companies to increase profits dramatically by streamlining operations, improving quality, and eliminating defects or mistakes in everything a company does, from filling out purchase orders to manufacturing airplane engines. While traditional quality programs have focused on detecting and correcting defects, Six Sigma encompasses something broader: "It provides specific methods to re-create the process itself so that defects are never produced in the first place."
Most companies operate at a three- to four-sigma level, where the cost of defects is roughly 20 to 30 percent of revenues. By approaching Six Sigma--fewer than one defect per 3.4 million opportunities--the cost of quality drops to less than 1 percent of sales.
This is because the highest quality also results in the lowest costs. When GE reduced its costs from 20 percent to less than 10 percent, it saved a billion dollars in just two years--money that goes directly to the bottom line. This is the reason Wall Street and corporations as diverse as Sony, Ford, Nokia, Texas Instruments, Canon, Hitachi, Lockheed Martin, AmericanExpress, Toshiba, DuPont, and Polaroid have embarked on corporate-wide Six Sigma programs.
Six Sigma should be of paramount importance to every forward-thinking executive and manager determined to make their company world-class in their industry.
The "what you need to know" guide that will unleash your leadership potential, direct from the playbooks of America's most trusted leadership expert, John C. Maxwell.
Unleash your leadership potential.
No matter who you are, you can lead--and lead well.
That is the message New York Times bestselling author John C. Maxwell gives in this power-packed guidebook: Leadership 101. Here the consummate leader offers a succinct and inspiring framework for enhancing the leadership abilities you already possess. Learn how to:
- Follow your vision and bring others with you
- Produce a lasting legacy
- Grow the loyalty of your followers
- Make continual investments in the quality of your leadership
- Increase your ability to influence others
- Determine your leadership "lid"
- Empower others through mentoring
- Create a foundation of trust
- Use self-discipline to improve your character--and your results
One of the keys to successful leadership is applying the concepts that have made other leaders strong. Here's your opportunity to do just that.
Absorbing, compelling, and utterly memorable, The Five Temptations of a CEO is like no other business book that's come before. Author Patrick Lencioni--noted screenplay writer and sought-after executive coach -- deftly tells the tale of a young CEO who, facing his first annual board review, knows he is failing, but doesn't know why.
"This book provides extraordinary insight into the pitfalls that leaders face when they lose sight of the true measure of success: results. This model is required reading for my staff."
--Eric Schmidt, chairman of the board and CEO, Novell
Any executive can learn how to:
- recognize the mistakes that leaders can make
- avoid errors before they occur
- and much more
Refreshingly original and utterly compelling, the story of this executive (written to be read in one sitting) will be enjoyed, remembered, and reread for years to come. It serves a timeless and potent reminder that success as a leader can come down to practicing a few simple behaviors--behaviors that are painfully difficult for each of us to master.
"Lencioni delivers a provocative message: CEOs mainly have themselves to blame when things go wrong. If you're a CEO (or any manager for that matter), do you have the courage to face the blame? Doing so could change your future-for the better."
--Dr. Jerry Porras, coauthor, Built to Last; professor, Stanford School of Business
You won't find any dry management rhetoric in this razor-sharp novelette. Apply these riveting lessons in leadership with the self-assessment at the end of the book. It will change your career
* How to generate enthusiasm and excitement
* How to establish feedback and accountability
* How to rebuild an organization, and then lead and energize it
* How to put the organization on top and keep it there year after year This book is check-full of practical, proven tips on leadership and management, everything from motivation to communication to all the nuts and bolts of selling successfully. And Pacetta has included his Top Ten Tips (and created Ten More Top Tips), which were featured in The Wall Street Journal and which have been copied and posted on office bulletin boards across the country.
The 17 Indisputable Laws of Teamwork has quickly become one of John Maxwell's bestselling books on leadership. Now, in this companion workbook, Dr. Maxwell provides a tool every person can use to adapt the 17 Laws to leadership at home, work, and church.
Why is "1001 Ways to Reward Employees," with over 1.4 million copies in print, such an extraordinary bestseller? Because a little over ten years ago Bob Nelson took the seeds of an idea and turned it into something indispensable for business. The idea? That it's not a raise that motivates an employee, and it's not a promotion--what really sparks a person to perform are those intangible, unexpected gestures that signify real appreciation for a job well done.
Now, after having worked with thousands of organizations in the years since 1"1001 Ways to Reward." . . was first published, Bob Nelson presents a second edition packed with hundreds of new ideas and examples of how companies are using rewards and recognitions to boost productivity and keep their valued employees happy. Airplane mechanics are rewarded with balloons and pinwheels. Another manager calls his employees' mothers and thanks them for raising such industrious children. There are ideas from the offbeat (The Margarita Award) to the company-wide (a quiet room) to the embarrassingly simple (a hand-written thank you note) to the wacky (the Laugh-a-Day challenge) to the formal (a two-week promotion to special assistant to the president). Each section includes no-cost rewards and low-cost rewards, both public and private, making this new edition an indispensable resource for making the person/achievement/reward equation work.