Ledarskap & strategi

In The 4 Day Week, entrepreneur and business innovator Andrew Barnes makes the case for the four-day week as the answer to many of the ills of the 21st-century global economy. Barnes conducted an experiment in his own business, the New Zealand trust company Perpetual Guardian, and asked his staff to design a four-day week that would permit them to meet their existing productivity requirements on the same salary but with a 20% cut in work hours. The outcomes of this trial, which no business leader had previously attempted on these terms, were stunning. People were happier and healthier, more engaged in their personal lives, and more focused and productive in the office. The world of work has seen a dramatic shift in recent times: the former security and benefits associated with permanent employment are being displaced by the less stable gig economy. Barnes explains the dangers of a focus on flexibility at the expense of hard-won worker protections, and argues that with the four-day week, we can have the best of all worlds: optimal productivity, work-life balance, worker benefits and, at long last, a solution to pervasive economic inequities such as the gender pay gap and lack of diversity in business and governance. The 4 Day Week is a practical, how-to guide for business leaders and employees alike that is applicable to nearly every industry. Using qualitative and quantitative data from research gathered through the Perpetual Guardian trial and other sources by the University of Auckland and Auckland University of Technology, the book presents a step-by-step approach to preparing businesses for productivity-focused flexibility, from the necessary cultural conditions to the often complex legislative considerations. The story of Perpetual Guardian's unprecedented work experiment has made headlines around the world and stormed social media, reaching a global audience in more than seventy countries. A mix of trenchant analysis, personal observation and actionable advice, The 4 Day Week is an essential guide for leaders and workers seeking to make a change for the better in their work world.

A much-needed road map that looks at all the decisions leaders need to make: choosing the right strategies, capabilities, structure, culture, management tools, and leadership to deliver radically greater value in fast-moving markets.

How do the mighty fall? Can decline be detected early and avoided? How far can a company fall before the path toward doom becomes inevitable and unshakable? How can companies reverse course? This book confronts these questions by showing leaders how they can stave off decline and if they find themselves falling, reverse their course.

Does business just exist to maximise shareholder profit? The belief it does has had disastrous consequences for our economies, environment, politics, and societies, argues Colin Mayer. In an urgent call for reform, he sets out an agenda to remake the corporation into a powerful force for promoting economic and social wellbeing in its fullest sense.

The nine core strategies that will help companies keep customers, attract quality talent, generate revenue, and improve the communities around them, all in the face of new disruptive forces.

Stephen R. Covey's the 7 Habits of Highly Effective People explains through infographics, and text the teachings that have revolutionized life management. For 25 years, Stephen R. Covey's step-by-step lessons have helped millions from all walks of life lead successful and satisfying lives.

The classic playbook that will transform your approach to workFrom the founders of the trailblazing software company Basecamp, here is a different kind of business book - one that explores a new reality.

Author and consultant Jennifer Garvey Berger has worked with all types of leaders-from top executives at Google to nonprofit directors who are trying to make a dent in social change. She hears a version of the same plea from every client in nearly every sector around the world: "e;I know that complexity and uncertainty are testing my instincts, but I don't know which to trust. Is there some way to know what to do when I can't know what's next?"e;Her newest work is an answer to this plea. Using her background in adult development, complexity theories, and leadership consultancy, Garvey Berger discerns five pernicious and pervasive "e;mind traps"e; to frame the book. These are: the desire for simple stories, our sense that we are right, our desire to get along with others in our group, our fixation with control, and our constant quest to protect and defend our egos. In addition to understanding why these natural impulses steer us wrong in a fast-moving world, leaders will get powerful questions and approaches that help them escape these patterns.

An accessible, practical, step-by-step guide that supplements Getting Things Done by providing the details, the how-to's and the practices to apply GTD more fully and easily in daily life

Implement an effective and compliant information security management system using IT governance best practice.

Since the demise of the USSR, the mantle of the largest planned economies in the world has been taken up by the likes of Walmart, Amazon and other multinational corporations.

The billionaire founder of Salesforce Marc Benioff reveals how to build a company whose values create value.

A completely revised and updated edition of the bestselling productivity guide

Innovation and Scaling for Impact forces us to reassess how social sector organizations create value. Drawing on a decade of research, Christian Seelos and Johanna Mair transcend widely held misconceptions, getting to the core of what a sound impact strategy entails in the nonprofit world. They reveal an overlooked nexus between investments that might not pan out (innovation) and expansion based on existing strengths (scaling). In the process, it becomes clear that managing this tension is a difficult balancing act that fundamentally defines an organization and its impact.The authors examine innovation pathologies that can derail organizations by thwarting their efforts to juggle these imperatives. Then, through four rich case studies, they detail innovation archetypes that effectively sidestep these pathologies and blend innovation with scaling. Readers will come away with conceptual models to drive progress in the social sector and tools for defining the future of their organizations.

Whether from customers, supply-chain partners, policymakers, or regulators, organizations in virtually every industry are facing calls to do more with less. They are feeling compelled to provide higher-quality outcomes, more rapidly, at a lower cost.This book offers a road-tested approach for delivering these outcomes through positive organizational change. Its message comes just in time, for too many companies have gone the way of low-road strategies, such as cutting pay and perks, and working harder not smarter. Drawing on her path-breaking research, Jody Hoffer Gittell reveals that high performance is fundamentally relational-rooted in both human and social capital.Based on this insight, she provides a unique model that will help companies to build meaningful relationships among colleagues, develop smarter work processes, and design organizational structures fit for today's pressure test. By following four organizations on their change journeys, she illustrates how "e;relational coordination"e; unfolds in real-world settings. Tools for change guide readers as they learn how to implement this new model in their own workplaces.