Recommendations

  • Who?

    Who?

    Who?

    Natascha Rosenberg,Robie H. Harris
    3.59 (148)

    Verne Harnish

    A good primer to the topgrading methodology

    Jan 8, 2019 — Source

  • Hidden Champions of the Twenty-First Century

    Hidden Champions of the Twenty-First Century

    Hidden Champions of the Twenty-First Century

    Hermann Simon
    Business & Economics
    3.89 (224)

    Chapter 5: Customers, Products, Services . . . . . . . . . . . . . 129 Close Customer Relations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 130 Customer Requirements. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 134 Dependence on the Customer and Risk Aspects . . . . . . . . . . . . . . . . . 135 Achieving Closeness to Customer . . . . . . . . . . . . . . . . . . . . . . . . . . . . 139 Product and Service Spectrum . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 144 Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 156 Chapter 6: Innovation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159 What Does Innovation Mean?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159 High Level of Innovativeness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 163 Driving Forces of Innovation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 172 The Origin of Innovations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 176 Leadership and Organizational Aspects of Innovation . . . . . . . . . . . . 179 Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 187 Chapter 7: Competition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 191 Competitive Structure and Conduct . . . . . . . . . . . . . . . . . . . . . . . . . . 191 The Hidden Champions in the Light of Porter’s “Five Forces” . . . . . 195 Competitive Advantages. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 197 Sustainability of Competitive Advantages . . . . . . . . . . . . . . . . . . . . . . 203 Demonstration of Competitive Superiority . . . . . . . . . . . . . . . . . . . . 205 Competitive Edge and Costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 207 Sparring Partners for Competitive Fitness . . . . . . . . . . . . . . . . . . . . . . 214 Excessive Competitive Orientation . . . . . . . . . . . . . . . . . . . . . . . . . . . 217 Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 218 Chapter 8: Financing, Organization, and Business Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 223 Financing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 224 Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 228 Contents ix Organization of the Value Chain . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 237 Business Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 249 Entrepreneurial Clusters. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 251 Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 253 Chapter 9: Employees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 257 Job Creation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 257 Corporate Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 260 Quali?cations and Learning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 274 Creativity of Employees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 278 Recruiting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 279 Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 282 Chapter 10: The Leaders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 285 Structures of Ownership and Leadership . . . . . . . . . . . . . . . . . . . . . . 286 How Crucial Is Leadership? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 289 Leadership Continuity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 289 Young to the Top . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 293 Powerful Women . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 294 Internationalization of Management . . . . . . . . . . . . . . . . . . . . . . . . . . 298 Personalities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 300 Leadership Styles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 305 Management Succession . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 306 Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 310 Chapter 11: Hidden Champions: Audit and Strategy Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 315 What Is Strategy? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 316 Hidden Champion Strategy: For Whom? . . . . . . . . . . . . . . . . . . . . . . 316 Hidden Champions – Audits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 317 Strategy Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 325 Strategies for Value Propositions and Pricing . . . . . . . . . . . . . . . . . . . 335 Organization and Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . .

    Verne Harnish

    He was really the guy that studied globally these tightly held, many family-owned companies.

    Jan 8, 2019 — Source

  • The Five Dysfunctions of a Team
    Verne Harnish

    Making sure you have what it calls a healthy team, and healthy teams throughout your organization is important

    Jan 8, 2019 — Source

  • The E-Myth Revisited

    The E-Myth Revisited

    The E-Myth Revisited

    Michael E. Gerber
    Business & Economics
    4.03 (69,424)

    An instant classic, this revised and updated edition of the phenomenal bestseller dispels the myths about starting your own business. Small business consultant and author Michael E. Gerber, with sharp insight gained from years of experience, points out how common assumptions, expectations, and even technical expertise can get in the way of running a successful business. Gerber walks you through the steps in the life of a business—from entrepreneurial infancy through adolescent growing pains to the mature entrepreneurial perspective: the guiding light of all businesses that succeed—and shows how to apply the lessons of franchising to any business, whether or not it is a franchise. Most importantly, Gerber draws the vital, often overlooked distinction between working on your business and working in your business. The E-Myth Revisited will help you grow your business in a productive, assured way.

    Verne Harnish

    Key Books in Scaling Up

     — Source

  • Lean In

    Lean In

    Lean In

    Sheryl Sandberg
    Biography & Autobiography
    3.94 (240,098)

    The #1 international best seller In Lean In, Sheryl Sandberg reignited the conversation around women in the workplace. Sandberg is chief operating officer of Facebook and coauthor of Option B with Adam Grant. In 2010, she gave an electrifying TED talk in which she described how women unintentionally hold themselves back in their careers. Her talk, which has been viewed more than six million times, encouraged women to “sit at the table,” seek challenges, take risks, and pursue their goals with gusto. Lean In continues that conversation, combining personal anecdotes, hard data, and compelling research to change the conversation from what women can’t do to what they can. Sandberg provides practical advice on negotiation techniques, mentorship, and building a satisfying career. She describes specific steps women can take to combine professional achievement with personal fulfillment, and demonstrates how men can benefit by supporting women both in the workplace and at home. Written with humor and wisdom, Lean In is a revelatory, inspiring call to action and a blueprint for individual growth that will empower women around the world to achieve their full potential.

    Verne Harnish

    Key Books in Scaling Up

     — Source

  • The Lean Startup

    The Lean Startup

    The Lean Startup

    Eric Ries
    Business & Economics
    4.1 (257,583)

    Outlines a revisionist approach to management while arguing against common perceptions about the inevitability of startup failures, explaining the importance of providing genuinely needed products and services as well as organizing a business that can adapt to continuous customer feedback.

    Verne Harnish

    Key Books in Scaling Up

     — Source

  • The Checklist Manifesto

    The Checklist Manifesto

    The Checklist Manifesto

    Atul Gawande
    4.02 (58,941)

    We live in a world of great and increasing complexity, where even the most expert professionals struggle to master the tasks they face. longer training, ever more advanced technologies‚neither seems to prevent grievous errors. but in a hopeful turn, acclaimed surgeon and writer atul gawande finds a remedy in the humblest and simplest of techniques: the checklist.first introduced decades ago by the u.s. air force, checklists have enabled pilots to fly aircraft of mind-boggling sophistication. now innovative checklists are being adopted in hospitals around the world, helping doctors and nurses

    Verne Harnish

    Key Books in Scaling Up

     — Source

  • Antifragile

    Antifragile

    Antifragile

    Nassim Nicholas Taleb
    Business & Economics
    4.06 (44,992)

    From the bestselling author of the black swan and one of the foremost philosophers of our time, nassim nicholas taleb, a book on how some systems actually benefit from disorder.in the black swan taleb outlined a problem; in antifragile he offers a definitive solution: how to gain from disorder and chaos while being protected from fragilities and adverse events. for what he calls the "antifragile" is one step beyond robust, as it benefits from adversity, uncertainty and stressors, just as human bones get stronger when subjected to stress and tension.taleb

    Verne Harnish

    Key Books in Scaling Up

     — Source

  • The 7 Habits of Highly Effective People

    The 7 Habits of Highly Effective People

    The 7 Habits of Highly Effective People

    Stephen R. Covey
    Character
    4.13 (587,843)

    25 years, 20 million copies sold! This 25th anniversary edition of Stephen Covey's beloved classic commemorates the timeless wisdom of the 7 Habits.

    Verne Harnish

    Key Books in Scaling Up

     — Source

  • Built to Last

    Built to Last

    Built to Last

    James C. Collins,Jerry I. Porras
    4.03 (67,897)

    "this is not a book about charismatic visionary leaders. it is not about visionary product concepts or visionary products or visionary market insights. nor is it about just having a corporate vision. this is a book about something far more important, enduring, and substantial. this is a book about visionary companies." so write jim collins and jerry porras in this groundbreaking book that shatters myths, provides new insights, and gives practical guidance to those who would like to build landmark companies that stand the test of time.drawing upon a six-year

    Verne Harnish

    Key Books in Scaling Up

     — Source

  • Turn the Ship Around!

    Turn the Ship Around!

    Turn the Ship Around!

    L. David Marquet
    Business & Economics

    “One of the 12 best business books of all time…. Timeless principles of empowering leadership.” – USA Today "The best how-to manual anywhere for managers on delegating, training, and driving flawless execution.” —FORTUNE Since Turn the Ship Around! was published in 2013, hundreds of thousands of readers have been inspired by former Navy captain David Marquet’s true story. Many have applied his insights to their own organizations, creating workplaces where everyone takes responsibility for his or her actions, where followers grow to become leaders, and where happier teams drive dramatically better results. Marquet was a Naval Academy graduate and an experienced officer when selected for submarine command. Trained to give orders in the traditional model of “know all–tell all” leadership, he faced a new wrinkle when he was shifted to the Santa Fe, a nuclear-powered submarine. Facing the high-stress environment of a sub where there’s little margin for error, he was determined to reverse the trends he found on the Santa Fe: poor morale, poor performance, and the worst retention rate in the fleet. Almost immediately, Marquet ran into trouble when he unknowingly gave an impossible order, and his crew tried to follow it anyway. When he asked why, the answer was: “Because you told me to.” Marquet realized that while he had been trained for a different submarine, his crew had been trained to do what they were told—a deadly combination. That’s when Marquet flipped the leadership model on its head and pushed for leadership at every level. Turn the Ship Around! reveals how the Santa Fe skyrocketed from worst to first in the fleet by challenging the U.S. Navy’s traditional leader-follower approach. Struggling against his own instincts to take control, he instead achieved the vastly more powerful model of giving control to his subordinates, and creating leaders. Before long, each member of Marquet’s crew became a leader and assumed responsibility for everything he did, from clerical tasks to crucial combat decisions. The crew became completely engaged, contributing their full intellectual capacity every day. The Santa Fe set records for performance, morale, and retention. And over the next decade, a highly disproportionate number of the officers of the Santa Fe were selected to become submarine commanders. Whether you need a major change of course or just a tweak of the rudder, you can apply Marquet’s methods to turn your own ship around.

    Verne Harnish

    Key Books in Scaling Up

     — Source

  • The Innovator's Dilemma

    The Innovator's Dilemma

    The Innovator's Dilemma

    Clayton M. Christensen,L.J. Ganser
    Business & Economics
    4.03 (47,127)

    Harvard professor clayton m. christensen says outstanding companies can do everything right and still lose their market leadership -- or worse, disappear completely. and he not only proves what he says, he tells others how to avoid a similar fate.focusing on "disruptive technology" -- the honda super cub, intel's 8088 processor, or the hydraulic excavator, for example -- christensen shows why most companies miss "the next great wave." whether in electronics or retailing, a successful company with established products will get pushed aside unless managers know when to abandon traditional

    Verne Harnish

    Key Books in Scaling Up

     — Source

  • Good to Great

    Good to Great

    Good to Great

    James C. Collins
    Business & Economics
    4.12 (157,248)

    To find the keys to greatness, collins's 21-person research team read and coded 6,000 articles, generated more than 2,000 pages of interview transcripts and created 384 megabytes of computer data in a five-year project. the findings will surprise many readers and, quite frankly, upset others.the challengebuilt to last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the dna of an enterprise from the very beginning. but what about the company that is not born with

    Verne Harnish

    Key Books in Scaling Up

     — Source