Douglas K. Smith Volgorde van de boeken

Exploring the intersection of values and prosperity, the book presents a thought-provoking narrative that blends adventure with practical insights for leaders. It critiques the commercialization of American life and advocates for a return to personal values as a means to enhance overall fulfillment. Drawing on philosophical themes, the author offers a transformative blueprint for readers seeking to realign their lives with deeper principles, encouraging a shift from mere economic gain to a richer appreciation of what truly matters.

An essential guide for any small group that must deliver team performance. With the demand for project-oriented work and faster, more nimble responses, successful small-group performance is more crucial than ever. schovat popis

Ask consumers and users what names they associate with the multibillion dollar personal computer market, and they will answer IBM, Apple, Tandy, or Lotus. The more knowledgable of them will add the likes of Microsoft, Ashton-Tate, Compaq, and Borland. But no one will say Xerox. Fifteen years after it invented personal computing, Xerox still means "copy." More than anything, Fumbling the Future is a tale of human beings whose talents, hopes, fears, habits, and prejudices determine the fate of our largest organizations and of our best ideas. In an era in which technological creativity and economic change are so critical to the competitiveness of the American economy, Fumbling the Future is a parable for our times.

The book presents case studies of five nineteenth-century African societies through original sources, including firsthand accounts from participants and observers, as well as oral traditions. This approach offers a rich, nuanced understanding of African history, emphasizing diverse perspectives and experiences.

Teams are fast becoming a flexible and efficient way to enhance organizational performance. Yet today's business leaders consistently overlook opportunities to exploit their potential, confusing teams with teamwork or sharing. In this book, two senior McKinsey successful team leaders fit no ideal profile; commitment to performance goals is more important than commitment to team-building goals; top management teams are often smaller and more difficult to sustain; and team endings can be as important to manage as team beginnings. The wisdom of teams lies in recognizing their unique potential to deliver results and in understanding their many benefits.