Ordering some books for my American grandson’s Christmas present, I remembered that my bookseller, Amazon, had played a most significant part in both the reality and the folklore of electronic revolution.
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Husband and wife team Andrew and Mary Bragg have written an unusual and highly effective guide to ‘Developing New Business Ideas’. As you would hope, the book is full of unusual and effective approaches. For example, the authors, like most writers on cerebration, tell you about the right brain (intuitive) and left (logical) which determine your thought patterns.
Here’s a stimulating enquiry from one of our readers, who wants the answer to questions that take me back to 1993, when I interviewed 20 European companies for a book on Total Quality Management. The enquiry goes to the heart of the matter.
All businesses must operate within societies which are rife with predictions on every side.
In The Complete Negotiator, Gerard I. Nierenberg gives us nine points for managing in a crisis...
The late Peter Drucker’s secrets of managing effectively: first, how good are you at the five functions of the manager?
1. setting objectives 2. organising the group 3. motivating and communicating 4. measuring performance 5. developing people
The most important tool any manager has available - and which every manager should use constantly and knowingly - is thought.
Edward de Bono has long been arguing that the traditional modes of thinking are not enough.
The passage below shows you just how valuable his own thinking about thinking has become and why you neglect his teaching at your great peril.
Here are ten steps to help innovation...
'Empowered' people have moved to front-stage in the rhetoric of management.
The Two Big Ds, Drucker and Deming, are my two favourite management gurus.
The American economy and its leading corporations are so high in the ascendant that the cult of Japanese management seems increasingly remote.
Today's heroes and hero companies are Bill Gates and Microsoft, Andy Grove and Intel, GE and Jack Welch, etc. Their management methods, especially those of Silicon Valley, are now drooled over in the business schools.
Companies will not survive long unless they join a threefold revolution - in management itself, information technology, and global markets.
The three feed off each other. The radical changes in management have become inseparable from those in technology. Without either the global revolution could never have developed such power.
Jack Welch, chairman and CEO of General Electric from 1981 to 2001, was a highly emotional leader who deliberately used his emotional force as a powerful management tool.
Business history is littered with the corpses of companies that were hailed and deeply admired, not just by ephemeral stock markets and their acolytes, but by highly experienced and intelligent management gurus.