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| business success relies on avoiding change: Enduring Success Christian Stadler, 2011-01-05 Enduring Success addresses a key question in business today: How can companies succeed over time? To learn the source of enduring greatness, author Christian Stadler directed a team of eight researchers in a six-year study of some of Europe's oldest and most stellar companies, targeting nine that have survived for more than 100 years and have significantly outperformed the market over the past fifty years. Readers may wonder, Why European companies? Yet, Europe is the ideal place to seek the key to long-term success; half of the Fortune Global 500 companies that are 100 years old or older can be found in Europe, as can 72 of the 100 oldest family businesses in the world. Fifteen years after Collins and Porras' Built to Last, this new book incorporates fresh insights from management science and provides the first non-US perspective on long-range success. Through Stadler's study, a counterintuitive story emerges: the greatest companies adapt to a constantly changing environment by being intelligently conservative. Enduring Success provides a coherent framework, grounded in five principles and practical concepts, for business leaders who are prepared to learn from the history of some of the world's greatest institutions. Please visit the author's YouTube channel www.youtube.com/user/StadlerChristian for more discussion of the book. |
| business success relies on avoiding change: Successful Project Sponsorship Michiel van der Molen, 2015-09-03 Project success is a business management responsibility and project management is more than the work of a project manager: the project sponsor plays a key role, whatever their job title. As the owner of the business case, the project sponsor or project executive has the responsibility for communicating the aims of the project, staying in touch with the changing environment and ultimately using their leadership skills to realize the benefits that the project has set out to achieve. The project sponsor gives strategic direction to the project manager and empowers them to deliver the agreed result. However, as a busy business manager, balancing the role of project executive with other management responsibilities, the project sponsor wants more control for less effort. The four proven principles in Successful Project Sponsorship help them to achieve precisely that. This book leads the reader to success through the powerful and proven four principles of successful project sponsorship. These principles are all focused on giving strategic direction to projects effectively and efficiently. Instead of going into depth on project management theory and methodologies, this book answers the practical questions project sponsors have to tackle and provides targeted solutions to real-life issues, such as: How do I create a successful strategy? How do I keep a project under control when the requirements are changing? What can I do to keep the project on budget? How do I recognize a good project manager - and how do I deal with an out-of-control one? The final part of the book gives tried-and-tested practical guidance on how to improve project sponsorship knowledge within your organization. Written clearly and concisely for the busy executive, in line with the PMI's Lexicon of Project Management Terms and with special tips for Prince2 environments and agile projects, this highly practical guide is the essential toolkit all business managers need to make a success of their project sponsor role. |
| business success relies on avoiding change: Good Strategy Bad Strategy Richard Rumelt, 2011-07-19 Good Strategy/Bad Strategy clarifies the muddled thinking underlying too many strategies and provides a clear way to create and implement a powerful action-oriented strategy for the real world. Developing and implementing a strategy is the central task of a leader. A good strategy is a specific and coherent response to—and approach for—overcoming the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect. Yet, Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with “strategy.” In Good Strategy/Bad Strategy, he debunks these elements of “bad strategy” and awakens an understanding of the power of a “good strategy.” He introduces nine sources of power—ranging from using leverage to effectively focusing on growth—that are eye-opening yet pragmatic tools that can easily be put to work on Monday morning, and uses fascinating examples from business, nonprofit, and military affairs to bring its original and pragmatic ideas to life. The detailed examples range from Apple to General Motors, from the two Iraq wars to Afghanistan, from a small local market to Wal-Mart, from Nvidia to Silicon Graphics, from the Getty Trust to the Los Angeles Unified School District, from Cisco Systems to Paccar, and from Global Crossing to the 2007–08 financial crisis. Reflecting an astonishing grasp and integration of economics, finance, technology, history, and the brilliance and foibles of the human character, Good Strategy/Bad Strategy stems from Rumelt’s decades of digging beyond the superficial to address hard questions with honesty and integrity. |
| business success relies on avoiding change: Why Startups Fail Tom Eisenmann, 2021-03-30 If you want your startup to succeed, you need to understand why startups fail. “Whether you’re a first-time founder or looking to bring innovation into a corporate environment, Why Startups Fail is essential reading.”—Eric Ries, founder and CEO, LTSE, and New York Times bestselling author of The Lean Startup and The Startup Way Why do startups fail? That question caught Harvard Business School professor Tom Eisenmann by surprise when he realized he couldn’t answer it. So he launched a multiyear research project to find out. In Why Startups Fail, Eisenmann reveals his findings: six distinct patterns that account for the vast majority of startup failures. • Bad Bedfellows. Startup success is thought to rest largely on the founder’s talents and instincts. But the wrong team, investors, or partners can sink a venture just as quickly. • False Starts. In following the oft-cited advice to “fail fast” and to “launch before you’re ready,” founders risk wasting time and capital on the wrong solutions. • False Promises. Success with early adopters can be misleading and give founders unwarranted confidence to expand. • Speed Traps. Despite the pressure to “get big fast,” hypergrowth can spell disaster for even the most promising ventures. • Help Wanted. Rapidly scaling startups need lots of capital and talent, but they can make mistakes that leave them suddenly in short supply of both. • Cascading Miracles. Silicon Valley exhorts entrepreneurs to dream big. But the bigger the vision, the more things that can go wrong. Drawing on fascinating stories of ventures that failed to fulfill their early promise—from a home-furnishings retailer to a concierge dog-walking service, from a dating app to the inventor of a sophisticated social robot, from a fashion brand to a startup deploying a vast network of charging stations for electric vehicles—Eisenmann offers frameworks for detecting when a venture is vulnerable to these patterns, along with a wealth of strategies and tactics for avoiding them. A must-read for founders at any stage of their entrepreneurial journey, Why Startups Fail is not merely a guide to preventing failure but also a roadmap charting the path to startup success. |
| business success relies on avoiding change: Choosing Strategies for Change John P. Kotter, 1979-01-01 |
| business success relies on avoiding change: Leading Change John P. Kotter, 2012 From the ill-fated dot-com bubble to unprecedented merger and acquisition activity to scandal, greed, and, ultimately, recession -- we've learned that widespread and difficult change is no longer the exception. By outlining the process organizations have used to achieve transformational goals and by identifying where and how even top performers derail during the change process, Kotter provides a practical resource for leaders and managers charged with making change initiatives work. |
| business success relies on avoiding change: The Three-Box Solution Vijay Govindarajan, 2016-04-26 How to Innovate and Execute Leaders already know that innovation calls for a different set of activities, skills, methods, metrics, mind-sets, and leadership approaches. And it is well understood that creating a new business and optimizing an already existing one are two fundamentally different management challenges. The real problem for leaders is doing both, simultaneously. How do you meet the performance requirements of the existing business—one that is still thriving—while dramatically reinventing it? How do you envision a change in your current business model before a crisis forces you to abandon it? Innovation guru Vijay Govindarajan expands the leader’s innovation tool kit with a simple and proven method for allocating the organization’s energy, time, and resources—in balanced measure—across what he calls “the three boxes”: • Box 1: The present—Manage the core business at peak profitability • Box 2: The past—Abandon ideas, practices, and attitudes that could inhibit innovation • Box 3: The future—Convert breakthrough ideas into new products and businesses The three-box framework makes leading innovation easier because it gives leaders a simple vocabulary and set of tools for managing and measuring these different sets of behaviors and activities across all levels of the organization. Supported with rich company examples—GE, Mahindra & Mahindra, Hasbro, IBM, United Rentals, and Tata Consultancy Services—and testimonies of leaders who have successfully used this framework, this book solves once and for all the practical dilemma of how to align an organization on the critical but competing demands of innovation. |
| business success relies on avoiding change: Escaping the Build Trap Melissa Perri, 2018-11-01 To stay competitive in today’s market, organizations need to adopt a culture of customer-centric practices that focus on outcomes rather than outputs. Companies that live and die by outputs often fall into the build trap, cranking out features to meet their schedule rather than the customer’s needs. In this book, Melissa Perri explains how laying the foundation for great product management can help companies solve real customer problems while achieving business goals. By understanding how to communicate and collaborate within a company structure, you can create a product culture that benefits both the business and the customer. You’ll learn product management principles that can be applied to any organization, big or small. In five parts, this book explores: Why organizations ship features rather than cultivate the value those features represent How to set up a product organization that scales How product strategy connects a company’s vision and economic outcomes back to the product activities How to identify and pursue the right opportunities for producing value through an iterative product framework How to build a culture focused on successful outcomes over outputs |
| business success relies on avoiding change: The Founder's Dilemmas Noam Wasserman, 2013-04 The Founder's Dilemmas examines how early decisions by entrepreneurs can make or break a startup and its team. Drawing on a decade of research, including quantitative data on almost ten thousand founders as well as inside stories of founders like Evan Williams of Twitter and Tim Westergren of Pandora, Noam Wasserman reveals the common pitfalls founders face and how to avoid them. |
| business success relies on avoiding change: Your Strategy Needs a Strategy Martin Reeves, Knut Haanaes, 2015-05-19 You think you have a winning strategy. But do you? Executives are bombarded with bestselling ideas and best practices for achieving competitive advantage, but many of these ideas and practices contradict each other. Should you aim to be big or fast? Should you create a blue ocean, be adaptive, play to win—or forget about a sustainable competitive advantage altogether? In a business environment that is changing faster and becoming more uncertain and complex almost by the day, it’s never been more important—or more difficult—to choose the right approach to strategy. In this book, The Boston Consulting Group’s Martin Reeves, Knut Haanæs, and Janmejaya Sinha offer a proven method to determine the strategy approach that is best for your company. They start by helping you assess your business environment—how unpredictable it is, how much power you have to change it, and how harsh it is—a critical component of getting strategy right. They show how existing strategy approaches sort into five categories—Be Big, Be Fast, Be First, Be the Orchestrator, or simply Be Viable—depending on the extent of predictability, malleability, and harshness. In-depth explanations of each of these approaches will provide critical insight to help you match your approach to strategy to your environment, determine when and how to execute each one, and avoid a potentially fatal mismatch. Addressing your most pressing strategic challenges, you’ll be able to answer questions such as: • What replaces planning when the annual cycle is obsolete? • When can we—and when should we—shape the game to our advantage? • How do we simultaneously implement different strategic approaches for different business units? • How do we manage the inherent contradictions in formulating and executing different strategies across multiple businesses and geographies? Until now, no book brings it all together and offers a practical tool for understanding which strategic approach to apply. Get started today. |
| business success relies on avoiding change: ADKAR Jeff Hiatt, 2006 In his first complete text on the ADKAR model, Jeff Hiatt explains the origin of the model and explores what drives each building block of ADKAR. Learn how to build awareness, create desire, develop knowledge, foster ability and reinforce changes in your organization. The ADKAR Model is changing how we think about managing the people side of change, and provides a powerful foundation to help you succeed at change. |
| business success relies on avoiding change: Information Technology for Management Efraim Turban, Carol Pollard, Gregory R. Wood, 2021 Information Technology for Management provides students with a comprehensive understanding of the latest technological developments in IT and the critical drivers of business performance, growth, and sustainability. Integrating feedback from IT managers and practitioners from top-level organizations worldwide, the International Adaptation of this well-regarded textbook features thoroughly revised content throughout to present students with a realistic, up-to-date view of IT management in the current business environment. This text covers the latest developments in the real world of IT management with the addition of new case studies that are contemporary and more relevant to the global scenario. It offers a flexible, student-friendly presentation of the material through a pedagogy that is designed to help students easily comprehend and retain information. There is new and expanded coverage of Artificial Intelligence, Robotics, Quantum Computing, Blockchain Technology, IP Intelligence, Big Data Analytics, IT Service Management, DevOps, etc. It helps readers learn how IT is leveraged to reshape enterprises, engage and retain customers, optimize systems and processes, manage business relationships and projects, and more. |
| business success relies on avoiding change: Small and Medium Enterprises Information Resources Management Association, 2013-04-30 This book provides a comprehensive collection of research on current technological developments and organizational perspectives on the scale of small and medium enterprises--Provided by publisher. |
| business success relies on avoiding change: Why Do Employees Resist Change? Paul Strebel, 2000 |
| business success relies on avoiding change: Goal Focused Positive Psychotherapy Collie Wyatt Conoley, Michael J. Scheel, 2018 Goal Focused Positive Psychotherapy (GFPP) is the first comprehensive approach to strength-oriented therapy that fully incorporates positive psychology principles. This book provides instruction for therapists and students wishing to learn a strength-oriented mindset and the necessary skills. GFPP consists of four hallmarks: (1) formation of approach goals; (2) identification and use of client strengths; (3) promotion of positive emotions and experiences; and (4) building hope. Unique to psychotherapy, the theory of change uses Frederickson's Broaden-and-Build Theory of positive emotions. A three-year study is presented that provides evidence of GFPP's outcome effectiveness and GFPP's superiority in supporting therapists building therapeutic alliances with clients. The book describes the therapeutic techniques and positive psychology interventions including positive empathy, capitalization, best possible self, success-finding, encouragement, self-affirmation, mindfulness, miracle and scaling questions, and self-compassion. The primary emphasis of GFPP is to promote happiness, health, and well-being in clients, in contrast to the emphasis of traditional therapy approaches on problem symptom alleviation. The assumption is that clients who benefit by increasing their well-being will be equipped to address problems in their life that inevitably arise. Training and supervision methods are suggested and a supervision model is provided. The information is integrated and illustrated with a chapter of case examples from four GFPP therapists. Readers learn that client problems are not ignored but balanced with an emphasis on positive issues that use the client's strengths and enhance the client's hope. GFPP will appeal to counseling, clinical, and school psychologists, as well as counselors, marriage and family therapists, social workers, life coaches, and students in all these fields. |
| business success relies on avoiding change: Seeing Around Corners Rita Gunther McGrath, 2019 The first prescriptive, innovative guide to seeing inflection points before they happen--and how to harness these disruptive influences to give your company a strategic advantage. Paradigmatic shifts in the business landscape, known as inflection points, can either create new, entrepreneurial opportunities (see Amazon and Netflix) or they can lead to devastating consequences (e.g., Blockbuster and Toys R Us). Only those leaders who can see around corners-that is, spot the disruptive inflection points developing before they hit-are poised to succeed in this market. Columbia Business School Professor and corporate consultant Rita McGrath contends that inflection points, though they may seem sudden, are not random. Every seemingly overnight shift is the final stage of a process that has been subtly building for some time. Armed with the right strategies and tools, smart businesses can see these inflection points coming and use them to gain a competitive advantage. Seeing Around Corners is the first hands-on guide to anticipating, understanding, and capitalizing on the inflection points shaping the marketplace. |
| business success relies on avoiding change: Net Positive Paul Polman, Andrew Winston, 2021-10-05 A Financial Times Best Business Book of the Year Named one of 10 Best New Management Books for 2022 by Thinkers50 An advocate of sustainable capitalism explains how it's done — The Economist Polman's new book with the sustainable business expert Andrew Winston…argues that it's profitable to do business with the goal of making the world better. — The New York Times Named as recommended reading by Fortune's CEO Daily …Polman has been one of the most significant chief executives of his era and that his approach to business and its role in society has been both valuable and path-breaking. — Financial Times The ex-Unilever CEO who increased his shareholders' returns by 300% while ensuring the company ranked #1 in the world for sustainability for eleven years running has, for the first time, revealed how to do it. Teaming up with Andrew Winston, one of the world's most authoritative voices on corporate sustainability, Paul Polman shows business leaders how to take on humanity's greatest and most urgent challenges—climate change and inequality—and build a thriving business as a result. In this candid and straight-talking handbook, Polman and Winston reveal the secrets of Unilever's success and pull back the curtain on some of the world's most powerful c-suites. Net Positive boldly argues that the companies of the future will profit by fixing the world's problems, not creating them. Together the authors explode our most prevalent corporate myths: from the idea that business' only function is to maximise profits, to the naïve hope that Corporate Social Responsibility will save our species from disaster. These approaches, they argue, are destined for the graveyard. Instead, they show corporate leaders how to make their companies Net Positive—thriving by giving back more to the world than they take. Net Positive companies unleash innovation, build trust, attract the best people, thrill customers, and secure lasting success, all by helping create stronger, more inclusive societies and a healthier planet. Heal the world first, they argue, and you’ll satisfy your investors as a result. With ambitious vision and compelling stories, Net Positive will teach you how to find the inner purpose and courage you need to embrace the only business model that will matter in the years ahead. You will learn how to lead others and unlock your company's soul, while setting and delivering big and aggressive goals, and taking responsibility for all of your company's impacts. You'll find out the secrets to partnering with others, including your competition and critics, to drive transformative change from which you will prosper. You'll build a company that serves your people, your customers, your communities, your shareholders—and your children and grandchildren will thank you for it. Is this win-win for business and humanity too good to be true? Don't believe it. The world's smartest CEOs are already taking their companies on the Net Positive journey and benefitting as a result. Will you be left behind? Join the movement at netpositive.world |
| business success relies on avoiding change: The Development of Business Networks in the Company Internationalisation Process Krzysztof Fonfara, Miłosz Łuczak, Łukasz Małys, Milena Ratajczak-Mrozek, Robert Szczepański, Marcin Soniewicki, Adam Dymitrowski, Bartosz Deszczyński, 2012-07-12 The influence of business networks formed in the internationalisation process on a company's performance, and the mechanism by which they emerge have not yet been subject to extensive and in-depth empirical studies This research gap has provided the impetus for the comprehensive explorations performed by the Department of International Marketing of the Poznań University of Economics within the framework of two research projects conducted in 2006-2008 and 2010-2012. The book emphasis key elements of a research process It presents conceptual propositions, the results of empiric studies and case-study analyses. |
| business success relies on avoiding change: The Indicator William H. Burr, Frank H. Leavenworth, John Oliver (J.), 1914 |
| business success relies on avoiding change: Neuro-Linguistic Programming for Change Leaders David Potter, 2018-05-15 We know a lot about change leadership. We understand how to design change programmes, and we know how to prescribe best practice change methods. Yet, despite all this knowledge, it is reported that up to 70% of change leadership projects fail to realize many of their objectives. The fault lines are cited as occurring at the micro level of social interaction. What we don’t adequately explain and demonstrate within the change leadership literature is how change leaders may consciously generate in themselves and in others resourceful mindsets, emotions, attitudes, and behaviours to enable positive change leadership dynamics. Neuro-Linguistic Programming for Change Leaders: The Butterfly Effect fills this gap by connecting the practices of personal development with those of corporate change leadership. This book has the vision of advancing NLP as a serious technology in the change leader’s tool box. The book introduces to operations managers, HR practitioners, OD specialists, and students of management new ideas and practices, which can transform their effectiveness as change leaders. It focuses on the benefits of applied NLP to change leaders as a generative change toolkit. Secondly, the book provides a model that shows change leaders how to build a climate of psychological safety to establish rapport with stakeholders. Thirdly, the book provides a strategy for enabling broader cultural change and stakeholder engagement throughout the organization. |
| business success relies on avoiding change: Outwitting the Devil Napoleon Hill, 2011 Originally written in 1938 but never published due to its controversial nature, an insightful guide reveals the seven principles of good that will allow anyone to triumph over the obstacles that must be faced in reaching personal goals. |
| business success relies on avoiding change: The Indicator , 1913 |
| business success relies on avoiding change: Seizing the Future Alistair F. F. Davidson, Ralph Fisher, 1983 |
| business success relies on avoiding change: Enterprise Development in SMEs and Entrepreneurial Firms: Dynamic Processes Ndubisi, Nelson Oly, 2013-02-28 In order to increase the economic opportunities available, enterprise development plays a crucial role in the progression of socio-economic development for small and medium enterprises. Enterprise Development in SMEs and Entrepreneurial Firms: Dynamic Processes explores the process of enterprise development and its reconstruction of entrepreneurial identities, critical competencies as well as market turnaround for SMEs. This book aims to be a critical resource in the understanding of enterprise strategies adopted and lessons learned for management development. It is a successful resource for students, researchers and professionals interested in the growth SMEs. |
| business success relies on avoiding change: Mastering the Rules of Competitive Strategy Norton Paley, 2007-12-20 The stakes are high and real. Money is spent. Personnel are committed in a battle for the triumph or downfall of a company. Yet, given the same circumstances, some companies continue to thrive while others wash out and become also-rans. In the end, it is the dynamics of the competitive marketplace, the quality of the organization‘s business plan, a |
| business success relies on avoiding change: The Progress Principle Teresa Amabile, Steven Kramer, 2011-07-19 What really sets the best managers above the rest? It’s their power to build a cadre of employees who have great inner work lives—consistently positive emotions; strong motivation; and favorable perceptions of the organization, their work, and their colleagues. The worst managers undermine inner work life, often unwittingly. As Teresa Amabile and Steven Kramer explain in The Progress Principle, seemingly mundane workday events can make or break employees’ inner work lives. But it’s forward momentum in meaningful work—progress—that creates the best inner work lives. Through rigorous analysis of nearly 12,000 diary entries provided by 238 employees in 7 companies, the authors explain how managers can foster progress and enhance inner work life every day. The book shows how to remove obstacles to progress, including meaningless tasks and toxic relationships. It also explains how to activate two forces that enable progress: (1) catalysts—events that directly facilitate project work, such as clear goals and autonomy—and (2) nourishers—interpersonal events that uplift workers, including encouragement and demonstrations of respect and collegiality. Brimming with honest examples from the companies studied, The Progress Principle equips aspiring and seasoned leaders alike with the insights they need to maximize their people’s performance. |
| business success relies on avoiding change: Adapt Tim Harford, 2011-05-10 In this groundbreaking book, Tim Harford, the Undercover Economist, shows us a new and inspiring approach to solving the most pressing problems in our lives. When faced with complex situations, we have all become accustomed to looking to our leaders to set out a plan of action and blaze a path to success. Harford argues that today's challenges simply cannot be tackled with ready-made solutions and expert opinion; the world has become far too unpredictable and profoundly complex. Instead, we must adapt. Deftly weaving together psychology, evolutionary biology, anthropology, physics, and economics, along with the compelling story of hard-won lessons learned in the field, Harford makes a passionate case for the importance of adaptive trial and error in tackling issues such as climate change, poverty, and financial crises—as well as in fostering innovation and creativity in our business and personal lives. Taking us from corporate boardrooms to the deserts of Iraq, Adapt clearly explains the necessary ingredients for turning failure into success. It is a breakthrough handbook for surviving—and prospering— in our complex and ever-shifting world. |
| business success relies on avoiding change: Indicator and National Journal of Insurance , 1912 |
| business success relies on avoiding change: Presentation Zen Garr Reynolds, 2009-04-15 FOREWORD BY GUY KAWASAKI Presentation designer and internationally acclaimed communications expert Garr Reynolds, creator of the most popular Web site on presentation design and delivery on the Net — presentationzen.com — shares his experience in a provocative mix of illumination, inspiration, education, and guidance that will change the way you think about making presentations with PowerPoint or Keynote. Presentation Zen challenges the conventional wisdom of making slide presentations in today’s world and encourages you to think differently and more creatively about the preparation, design, and delivery of your presentations. Garr shares lessons and perspectives that draw upon practical advice from the fields of communication and business. Combining solid principles of design with the tenets of Zen simplicity, this book will help you along the path to simpler, more effective presentations. |
| business success relies on avoiding change: Introduction to Company Law Paul Davies, 2010-09-23 Written by one of the foremost experts in the area, Paul Davies' Introduction to Company Law provides a comprehensive conceptual introduction, giving readers a clear framework with which to navigate the intricacies of company law. The five core features of company law - separate legal personality, limited liability, centralized management, shareholder control, and transferability of shares - are clearly laid out and examined, then these features are used to provide an organisation structure for the conduct of business. It also discusses legal strategies that can be used to deal with arising problems, the regulation of relationships between the parties, and the trade-offs that have been made in British company law to address some of the conflicting issues that have arisen. Fully revised to take into account the Companies Act 2006, and including a new chapter on international law which considers the role of European Community Law, this new edition in the renowned Clarendon Law Series offers a concise and stimulating introduction to company law. |
| business success relies on avoiding change: Harvard Business Review Library: Planning & control. 11 v , 1968 |
| business success relies on avoiding change: Singapore in the New Millennium Derek da Cunha, 2002 Grew out of a one-day conference ... organized by the Institute of Southeast Asian Studies in August 1999. Eight papers were presented at that conference, of which seven were selected, revised in 2001 and now appear as chapters in this book [together with] three more ... and also reflecting on the significance of the 2001 general election.--Pref. |
| business success relies on avoiding change: Disrupted Dan Lyons, 2016-04-05 An instant New York Times bestseller, Dan Lyons' hysterical (Recode) memoir, hailed by the Los Angeles Times as the best book about Silicon Valley, takes readers inside the maddening world of fad-chasing venture capitalists, sales bros, social climbers, and sociopaths at today's tech startups. For twenty-five years Dan Lyons was a magazine writer at the top of his profession--until one Friday morning when he received a phone call: Poof. His job no longer existed. I think they just want to hire younger people, his boss at Newsweek told him. Fifty years old and with a wife and two young kids, Dan was, in a word, screwed. Then an idea hit. Dan had long reported on Silicon Valley and the tech explosion. Why not join it? HubSpot, a Boston start-up, was flush with $100 million in venture capital. They offered Dan a pile of stock options for the vague role of marketing fellow. What could go wrong? HubSpotters were true believers: They were making the world a better place ... by selling email spam. The office vibe was frat house meets cult compound: The party began at four thirty on Friday and lasted well into the night; shower pods became hook-up dens; a push-up club met at noon in the lobby, while nearby, in the content factory, Nerf gun fights raged. Groups went on walking meetings, and Dan's absentee boss sent cryptic emails about employees who had graduated (read: been fired). In the middle of all this was Dan, exactly twice the age of the average HubSpot employee, and literally old enough to be the father of most of his co-workers, sitting at his desk on his bouncy-ball chair. |
| business success relies on avoiding change: Research Anthology on Business Continuity and Navigating Times of Crisis Management Association, Information Resources, 2022-01-07 When the COVID-19 pandemic caused a halt in global society, many business leaders found themselves unprepared for the unprecedented change that swept across industry. Whether the need to shift to remote work or the inability to safely conduct business during a global pandemic, many businesses struggled in the transition to the “new normal.” In the wake of the pandemic, these struggles have created opportunities to study how businesses navigate these times of crisis. The Research Anthology on Business Continuity and Navigating Times of Crisis discusses the strategies, cases, and research surrounding business continuity throughout crises such as pandemics. This book analyzes business operations and the state of the economy during times of crisis and the leadership involved in recovery. Covering topics such as crisis management, entrepreneurship, and business sustainability, this four-volume comprehensive major reference work is a valuable resource for managers, CEOs, business leaders, entrepreneurs, professors and students of higher education, researchers, and academicians. |
| business success relies on avoiding change: The American and English Annotated Cases , 1916 |
| business success relies on avoiding change: Annotated Cases, American and English , 1916 |
| business success relies on avoiding change: Price Changes and Business Prospects Leonard Porter Ayres, 1921 |
| business success relies on avoiding change: The IT as a Service (ITaaS) Framework Justin Mann, 2018-01-29 The complete guide to planning, implementing, and operating IT as a Service (ITaaS) Ongoing digitization, along with the risks of digital disruption, mean today’s Enterprise businesses are more reliant than ever on their IT Organizations to be successful; but business cannot wait on IT. Instead, Enterprise IT Organizations must transform to Fast IT to keep pace with the various lines of business, operate more agilely and efficiently than ever before, while simultaneously supporting rapid innovation of transformative capabilities. The IT as a Service (ITaaS) Framework–based on the work pioneered by Cisco’s own global IT organization–is a proven model for transforming to an end-to-end Services Organization, and shifting the underlying culture of the IT organization as a foundation for Fast IT. Now, the developer of the ITaaS framework provides you with an in-depth guide ensuring that your Services Transformation achieves the intended value outcomes of establishing IT as a trusted advisor to the business, and operating IT like an agile, competitive, and cost-efficient business within a business. Drawing on his pioneering experience, the author emphasizes implementation alongside theory, illuminating entertaining stories from his own consulting experience, and pulling back the curtain on Cisco IT’s own revolutionary tranformation alongside best practices, templates, and other artifacts to guide your Services Transformation. The time for IT Transformation is now, and there has never been a better place to start. Uncover and communicate the value that IT creates for the Enterprise business Initiate and sustain a cultural shift across the IT Organization Create a Service-based view of IT assets, resources, and budgets Transform the customer experience by leveraging IT Services as a layer of abstraction Design IT Services that support outcomes for the Lines of Business Develop a Taxonomy that creates strategic levers for steering the IT organization Measure IT Service Performance in terms familiar to business leaders Link IT Service Performance to business outcomes Demonstrate the total costs of IT Service Delivery in easy to understand models Empower Service Owners to act as General Managers accountable for the value a Service delivers Exchange information with and bolster Enterprise Architecture and IT Technical Operations functions n Establish a foundation for Fast IT, the mandatory future for Enterprise IT Organizations |
| business success relies on avoiding change: American and English Annotated Cases , 1916 |
| business success relies on avoiding change: The American and English Annotated Cases Harry Noyes Greene, William Mark McKinney, David Shephard Garland, 1916 |
BUSINESS | English meaning - Cambridge Dictionary
BUSINESS definition: 1. the activity of buying and selling goods and services: 2. a particular company that buys and….
VENTURE | English meaning - Cambridge Dictionary
VENTURE definition: 1. a new activity, usually in business, that involves risk or uncertainty: 2. to risk going….
ENTERPRISE | English meaning - Cambridge Dictionary
ENTERPRISE definition: 1. an organization, especially a business, or a difficult and important plan, especially one that….
INCUMBENT | English meaning - Cambridge Dictionary
INCUMBENT definition: 1. officially having the named position: 2. to be necessary for someone: 3. the person who has or….
AD HOC | English meaning - Cambridge Dictionary
AD HOC definition: 1. made or happening only for a particular purpose or need, not planned before it happens: 2. made….
LEVERAGE | English meaning - Cambridge Dictionary
LEVERAGE definition: 1. the action or advantage of using a lever: 2. power to influence people and get the results you….
ENTREPRENEUR | English meaning - Cambridge Dictionary
ENTREPRENEUR definition: 1. someone who starts their own business, especially when this involves seeing a new opportunity….
CULTIVATE | English meaning - Cambridge Dictionary
CULTIVATE definition: 1. to prepare land and grow crops on it, or to grow a particular crop: 2. to try to develop and….
EQUITY | English meaning - Cambridge Dictionary
EQUITY definition: 1. the value of a company, divided into many equal parts owned by the shareholders, or one of the….
LIAISE | English meaning - Cambridge Dictionary
LIAISE definition: 1. to speak to people in other organizations, etc. in order to work with them or exchange….
BUSINESS | English meaning - Cambridge Dictionary
BUSINESS definition: 1. the activity of buying and selling goods and services: 2. a particular company that buys and….
VENTURE | English meaning - Cambridge Dictionary
VENTURE definition: 1. a new activity, usually in business, that involves risk or uncertainty: 2. to risk going….
ENTERPRISE | English meaning - Cambridge Dictionary
ENTERPRISE definition: 1. an organization, especially a business, or a difficult and important plan, especially one that….
INCUMBENT | English meaning - Cambridge Dictionary
INCUMBENT definition: 1. officially having the named position: 2. to be necessary for someone: 3. the person who has or….
AD HOC | English meaning - Cambridge Dictionary
AD HOC definition: 1. made or happening only for a particular purpose or need, not planned before it happens: 2. made….
LEVERAGE | English meaning - Cambridge Dictionary
LEVERAGE definition: 1. the action or advantage of using a lever: 2. power to influence people and get the results you….
ENTREPRENEUR | English meaning - Cambridge Dictionary
ENTREPRENEUR definition: 1. someone who starts their own business, especially when this involves seeing a new opportunity….
CULTIVATE | English meaning - Cambridge Dictionary
CULTIVATE definition: 1. to prepare land and grow crops on it, or to grow a particular crop: 2. to try to develop and….
EQUITY | English meaning - Cambridge Dictionary
EQUITY definition: 1. the value of a company, divided into many equal parts owned by the shareholders, or one of the….
LIAISE | English meaning - Cambridge Dictionary
LIAISE definition: 1. to speak to people in other organizations, etc. in order to work with them or exchange….
