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Burt Nanus

Warren Bennis

“An insightful book that should be read by every manager aspiring to be a true leader. . . . One of the most important books of its type” (Chicago Tribune).

In this illuminating study of corporate America’s most critical issue—leadership—world-renowned leadership guru Warren Bennis and his co-author Burt Nanus reveal the four key principles every manager should know: Attention Through Vision, Meaning Through Communication, Trust Through Positioning, and The Deployment of Self.

In this age of “process,” with downsizing and restructuring affecting many workplaces, companies have fallen trap to lack of communication and distrust, and vision and leadership are needed more than ever before. The wisdom and insight in Leaders address this need. It is an indispensable source of guidance all readers will appreciate, whether they’re running a small department or in charge of an entire corporation.

“One of the top fifty business books of all time.” —Financial Times

“At a time when corporations need fewer managers to hold things in place and more leaders to guide change, this book provides a valuable addition to an executive’s repertoire.” —Rosabeth Moss Kanter

“All American managers should listen closely to this message and act! Warren Bennis and Burt Nanus have written a masterpiece, a thriller. . . . We owe these two men a debt of gratitude.” —Tom Peters

Harper Business

Collins Business Essentials

Leaders: The Strategies for Taking Charge

David Packard

In the fall of 1930, David Packard left his hometown of Pueblo, Colorado, to enroll at Stanford University, where he befriended another freshman, Bill Hewlett. After graduation, Hewlett and Packard decided to throw their lots in together. They tossed a coin to decide whose name should go first on the notice of incorporation, then cast about in search of products to sell.

Today, the one-car garage in Palo Alto that housed their first workshop is a California historic landmark: the birthplace of Silicon Valley. And Hewlett-Packard has produced thousands of innovative products for millions of customers throughout the world. Their little company employs 98,400 people and boasts constantly increasing sales that reached $25 billion in 1994.

While there are many successful companies, there is only one Hewlett-Packard, because from the very beginning, Hewlett and Packard had a way of doing things that was contrary to the prevailing management strategies. In defining the objectives for their company, Packard and Hewlett wanted more than profits, revenue growth and a constant stream of new, happy customers.

Hewlett-Packard's success owes a great deal to many factors, including openness to change, an unrelenting will to win, the virtue of sustained hard work and a company-wide commitment to community involvement. As a result, HP now is universally acclaimed as the world's most admired technology company; its wildly successful approach to business has been immortalized as The HP Way.

In this book, David Packard tells the simple yet extraordinary story of his life's work and of the truly exceptional company that he and Bill Hewlett started in a garage 55 years ago.

The HP Way: How Bill Hewlett and I Built Our Company

Geoffrey A. Moore

""Billions of dollars in company revenue appear from nowhere.They're yours, and all you have to do is ship. Congratulations. You've managed to get your product across the chasm of market acceptance and into the tornado of market demand. It's all you can do to keep up with orders and keep track of all that money. Now, a word of warning"" 

In his pioneering Crossing the Chasm, Geoffrey Moore introduced readers to a gap or chasm in the Technology Adoption Life Cycle that innovative products must cross to reach the lucrative mainstream market. Now, Moore shows how to capitalize on the profit-rich niches and hyper-growth mass markets beyond the chasm. Continuing to chart the impact of the Technology Adoption Life Cycle, he explores its effects not just on marketing but on overall business planning, especially strategic partnerships, competitive advantage, positioning, and organizational leadership.

Using actual examples of cutting-edge firms, he applies the Life Cycle model to all aspects of managing a market-focused business strategy, including how to manage people effectively through each phase of the cycle. If you are marketing technology-based products or managing the people who do, then you will find yourself Inside the Tornado.

HarperAudio

Inside the Tornado

James Champy

Michael Hammer

No business concept was more important to America's economic revival in the 1990s than reengineering -- introduced to the world in Michael Hammer and James Champy's Reengineering the Corporation. Already a classic, this international bestseller describes how the radical redesign of a company's processes, organization, and culture can achieve a quantum leap in performance.

But if you think that reengineering once was enough, think again. More changes, more challenges are coming in the twenty-first century. Now Hammer and Champy have updated and revised their milestone work for the New Economy they helped to create -- promising to help corporations save hundreds of millions of dollars more, raise their customer satisfaction still higher, and grow ever more nimble in the years to come.

Reengineering the Corporation

Al Ries

Every company has it at one point. But all too often, it gets lost along the way, leaving the company--and its workers--with an unclear sense of direction. Now the co-author of The 22 Immutable Laws of Marketing offers solutions for restoring the dispersed focus of a company back to its key service, and discarding everything else.

With clear examples from a variety of industries, Al Ries demonstrates how crucial focus can be. Certainly it helps explain why Coca-Cola's stock is worth two times that of Pepsi-Co., even though Pepsi has twice the sales and twice the assets. And it is a key component to the success of on-track companies such as Volvo, Sun Microsystems, and Little Caesars.

Al Ries's extensive marketing experience gives his managerial advice a cutting-edge angle as he defines a new standard of corporate competitiveness for companies big and small. So get focused! Your future depends on it.

Focus

Collins Business Essentials - ชุดหนังสือ

Collins Business Essentials - ชุดหนังสือ

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