О бизнесе популярно
Различные книги в жанре О бизнесе популярно
Закон Клеменцо, или Делай бизнес быстро, приятно и легко
По каким правилам существует бизнес? Какие законы ведут к успеху? Что важнее: дружба или любовь, бизнес или семья? Правда ли, что не обманешь – не проживешь? Не упускаем ли мы чего-то главного в жизни, отдаваясь любимому делу без остатка? Ответы на эти вопросы люди, как правило, ищут в течение многих лет, идя своим путем – через победы и ошибки. Автор книги, которую вы держите в руках, уверен, что бизнеса без падений, граблей и шишек не бывает, важно не бояться ошибиться, так как любая ошибка – это обучение, а любой неуспех может открыть дверь к успеху. Для себя автор давно нашел ответы на поставленные выше вопросы – благодаря законам и правилам, открытым ему самой жизнью – через людей, с которыми он встречался, и через ситуации, в которых оказывался. Но самое интересное, что законы эти оказались универсальными – как показывает практика, они работают не только в бизнесе, но и в повседневной жизни, политике, семейных отношениях, дружбе и любви. Автор книги, успешный, но не публичный бизнесмен, совладелец одной из динамично развивающихся компаний современной России, собрал для вас целую коллекцию правил, которыми руководствовался в течение 30 лет активной предпринимательской деятельности и которые помогут вам проложить собственный путь к успеху. В книге вы не найдете сухих поучений – наоборот, это увлекательный художественный рассказ о переломном моменте в жизни московского бизнесмена Александра Аксенова. Здесь есть все: и любовь, и дружба, и поражения, и победы, и деньги, и размышления о жизни. Здесь нет лишь одного – скуки.
What I Didn't Learn in Business School
Meet John Downs. He's a new MBA graduate who's landed a job with a strategy consultancy. His engagement team is on a mission: help HGS Inc., a specialty chemicals firm, define and execute a strategy for exploiting a textile technology the company developed.John and his team deploy state-of-the-art strategy tools to analyze the attractiveness of potential markets for the technology. But they soon realize the tools don't help them grapple with the human side of strategy–including political forces swirling within HGS. Everyone involved in the engagement is biased and insecure, brilliant and hardworking, selfish and lazy, loyal and dedicated.John and his cohorts aren't «real»–What I Didn't Learn in Business School is a business novel. But they're realistic: they're just like us. Their story reveals the limitations of strategy tools and demonstrates tactics for navigating the messy, human dynamics that can make or break a company's strategy efforts.This engaging book uses the power of story to present potent lessons for anyone seeking to excel at strategy management. It's a compelling read–whether you're an MBA grad struggling to apply what you learned or in the fray and eager to see what MBAs get wrong when they land in the real world.
Seven Strategy Questions
To stay ahead of the pack, you must translate your organization's competitive strategy into the day-to-day actions carried out in your company. That means channeling resources into the right efforts, achieving the right balance between innovation and control, and getting everyone pulling in the same direction. How to keep all this on track?Identify critical gaps in your strategy execution processes, focus on the most important choices you must make, and understand what's at stake in each one. In this concise guide, Harvard Business School professor Robert Simons presents the seven key questions you and your team must continually ask, beginning now. These questions–including «Who is our primary customer?» «What critical performance variables are we tracking?» and «What strategic uncertainties are keeping us awake at night?»–force you to reexamine the emerging data and unspoken assumptions underlying your strategy and how it's implemented through your business processes and structures. Simons's extensive examples then help you understand your options and position you to make the tough choices needed to excel at execution.Drawing on decades of research into performance management systems and organization design, Seven Strategy Questions is a no-nonsense, must-read resource for all leaders in your organization.
Managing Global Innovation
The key to bridging your global innovation gapIn today’s global economy, it would be short-sighted to rely solely on local resources for new-product innovations. Instead, knowledge and activity critical to innovation most likely lie outside your company’s home territories—sometimes far outside. And this distance makes it harder than ever to obtain and integrate these resources, eating away at your competitive edge.How to tackle this challenge? In Managing Global Innovation, INSEAD’s Yves L. Doz and Keeley Wilson show you how to build and leverage a global innovation network. Drawing on extensive research and real-life company examples, they walk you through a set of practical frameworks for acquiring and integrating innovation-critical knowledge from multiple sources. You’ll learn to optimize your innovation footprint, improve communication and receptivity, and enhance collaboration in order to succeed on a global scale.Based on in-depth research within more than three dozen corporations—including Citibank, Essilor, GE, GlaxoSmithKline, HP Labs, HP Singapore, Nokia, Novartis, Shiseido, Siemens, Snecma, Synopsys, and Xerox—this book bridges theory and practice.Managing Global Innovation gives you the tools to harness critical expertise from around the globe—and channel it into your innovation programs.
Marketbusters
Robust methods to identify new growth opportunitiesYOUR SHAREHOLDERS DEMAND growth; your company needs growth; and your career can suffer or soar because of how you drive growth—or don’t. While executives often talk about their great growth plans, very few of these plans actually deliver real gains in growth and profitability. How do some companies manage to beat the odds and bust through the obstacles that make explosive growth so elusive?In this hands-on guide, Rita Gunther McGrath and Ian C. MacMillan identify powerful strategic moves they call “MarketBusters”—approaches that dramatically reconfigure profit streams in an industry, upend conventional competition, and ultimately deliver blockbuster growth.Based on insights from an extensive three-year study, McGrath and MacMillan describe forty proven marketbusting moves and outline five overall strategies companies have used to drive new growth:• Change the customer’s total experience: Make it simpler, faster, or more beneficial for customers to buy from you• Reconfigure your products and services: Transform your offerings to make them clearly superior to competitors’• Redefine your business and associated key metrics: Change how you do business or how your customers do business in ways that dramatically boost performance• Anticipate or exploit industry shifts: Capitalize on changes before competitors do• Create a new market space: Trigger the emergence of a new marketEvery marketbusting move is illustrated in practice through vivid company examples—including cautionary tales that alert you to potential pitfalls you may encounter. Action-oriented tools and checklists provide concrete guidance in finding opportunities across your own business platform, executing your chosen move successfully, and exploiting new opportunities to maximize their bottomline impact. The book also provides guidelines for avoiding common implementation challenges and for developing the organizational alignment needed to smooth execution.New opportunities for explosive growth are waiting to be unleashed. MarketBusters is the field guide you need to develop a reliable, robust approach to fueling continuous, profitable growth.
The Essential Advantage
Conventional wisdom on strategy is no longer a reliable guide. In Essential Advantage, Booz & Company's Cesare Mainardi and Paul Leinwand maintain that success in any market accrues to firms with coherence: a tight match between their strategic direction and the capabilities that make them unique.Achieving this clarity takes a sharpness of focus that only exceptional companies have mastered. This book helps you identify your firm's blend of strategic direction and distinctive capabilities that give it the «right to win» in its chosen markets. Based on extensive research and filled with company examples—including Amazon.com, Johnson & Johnson, Tata Sons, and Procter & Gamble—Essential Advantage helps you construct a coherent company in which the pieces reinforce each other instead of working at cross-purposes.The authors reveal:· Why you should focus on a system of a few aligned capabilities· How to identify the «way to play» in your market· How to design a strategy for well-modulated growth· How to align a portfolio of businesses behind your capability system· How your strategy clarifies growth, costs, and people decisionsFew companies achieve a capability-driven «right to win» in their market. This book helps you position your firm to be among them.
HBR's 10 Must Reads on Strategy (including featured article "What Is Strategy?" by Michael E. Porter)
Is your company spending too much time on strategy development—with too little to show for it? If you read nothing else on strategy, read these 10 articles ( featuring “What Is Strategy?” by Michael E. 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 rivalsClarify what your company will and won't doCraft a vision for an uncertain futureCreate blue oceans of uncontested market spaceUse the Balanced Scorecard to measure your strategyCapture your strategy in a memorable phraseMake priorities explicitAllocate resources earlyClarify 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.»
Lords of Strategy
Imagine, if you can, the world of business – without corporate strategy. Remarkably, fifty years ago that's the way it was. Businesses made plans, certainly, but without understanding the underlying dynamics of competition, costs, and customers. It was like trying to design a large-scale engineering project without knowing the laws of physics. But in the 1960s, four mavericks and their posses instigated a profound shift in thinking that turbocharged business as never before, with implications far beyond what even they imagined. In The Lords of Strategy, renowned business journalist and editor Walter Kiechel tells, for the first time, the story of the four men who invented corporate strategy as we know it and set in motion the modern, multibillion-dollar consulting industry:Bruce Henderson, founder of Boston Consulting GroupBill Bain, creator of Bain & CompanyFred Gluck, longtime Managing Director of McKinsey & CompanyMichael Porter, Harvard Business School professorProviding a window into how to think about strategy today, Kiechel tells their story with novelistic flair. At times inspiring, at times nearly terrifying, this book is a revealing account of how these iconoclasts and the organizations they led revolutionized the way we think about business, changed the very soul of the corporation, and transformed the way we work.