Showing titles in Forecasting & Strategic Planning

From the creator of Valuetainment, the #1 YouTube channel for entrepreneurs, and “one of the most exciting thinkers” (Ray Dalio, author of Principles) in business today, comes a practical and effective guide for thinking more clearly and achieving your most audacious professional goals. Both...

Artificial intelligence does the seemingly impossible - driving cars, trading stocks, and teaching children. But facing the sea change that AI will bring can be paralyzing. How should companies set strategies, governments design policies, and people plan their lives for a world so different from what we know? In Prediction Machines, three eminent economists recast the rise of AI as a drop in the cost of prediction. With this single, masterful stroke, they lift the curtain on the AI-is-magic hype and show how basic tools from economics provide clarity about the AI revolution and a basis for action by CEOs, managers, policy makers, investors, and entrepreneurs.

Many companies fall into the trap of spending too much time and money on low performers, while high performers aren't getting the necessary resources, development opportunities, or rewards. In The Differentiated Workforce, the authors expand on their previous books, The HR Scorecard and The Workforce Scorecard, and recommend that you manage your workforce like a portfolio - with disproportionate investments in the jobs that create the most wealth. 

If you’ve ever had a dream that felt too big to say out loud, this book is for you. Set Goals Like a Rich B *tch is for the person who knows they’re capable of more but keeps dialling it down to stay safe, sensible or accepted. It’s for female entrepreneurs, leaders and ambitious professionals who’ve achieved success yet still feel a pull towards something greater. This isn’t a book about wishful thinking. It’s about raising your standards, resetting your money mindset, and setting goals that demand growth.

Most of us face the same questions every day: What do I want? How can I get it? How can I live more happily and work more efficiently? This updated edition of the international bestseller distils into a single volume the fifty best decision-making models used on MBA courses, and elsewhere, that will help you tackle these important questions - from the well known (the Eisenhower matrix for time management) to the less familiar but equally useful (the Swiss Cheese model). It will even show you how to remember everything you'll have learned by the end of it.

Winner of the 2021 Business Book of the Year Award What is the difference between a startup that makes it, and one that crashes and burns? Behind every story of success is an unfair advantage. But an Unfair Advantage is not just about your parents' wealth or who you know: anyone can have one. An...

In The Outsiders, you'll learn the traits and methods striking for their consistency and relentless rationality that helped these unique leaders achieve such exceptional performance. Humble, unassuming, and often frugal, these "outsiders" shunned Wall Street and the press, and shied away from the hottest new management trends. Instead, they shared specific traits that put them and the companies they led on winning trajectories: a laser-sharp focus on per share value as opposed to earnings or sales growth; an exceptional talent for allocating capital and human resources; and the belief that cash flow, not reported earnings, determines a company's long-term value.

Chief Operating Officer is one of the most complex senior management roles in organisations today. It embraces a range of disciplines, from Technology to Human Resources, from Legal to Risk. Yet, unlike other senior executive roles, there is no established framework or body of knowledge to support the COO. This book de-mystifies the COO role and breaks it into 16 core elements; the three fundamental pillars of Culture, Strategy and Change, plus 13 technical areas. It outlines responsibilities, warning signs, and how to boost performance.

Why is profitable growth so hard to achieve and sustain? Most executives manage their companies as if the solution to that problem lies in the external environment: find an attractive market, formulate the right strategy, win new customers. But when Bain & Company's Chris Zook and James Allen researched this question, they found that when companies fail to achieve their growth targets, 90 percent of the time the root causes are internal, not external.

The authors of the bestselling Competing on Internet Time (a Business Week top 10 book) analyze the strategies, principles, and skills of three of the most successful and influential figures in business—Bill Gates, Andy Grove, and Steve Jobs—offering lessons for all managers and...

Innovation doesn't just happen. You need to lead it. Discover the three critical roles leaders must play in driving—and scaling—innovation. Constant tech disruption. Unrelenting economic volatility. Radically shifting demographics and work norms. More than ever, we need to innovate amid...

When it comes to doing good business, change is a very good thing. And effective business analysts are at the heart of identifying opportunities for growth and implementing the solutions that can transform an organization's foundation—and ultimately increase its profitability. 

2018 Nautilus Book Awards Silver Winner What if you could unlock a better answer to your most vexing problem—in your workplace, community, or home life—just by changing the question? Talk to creative problem-solvers and they will often tell you, the key to their success is asking a different...

Whether it's at work or in their relationships, as parents or managing their money, the Rules have described how happy and successful people behave for over 25 years. The Rules of Everything contains the top 100 rules from the bestselling Rules books, as voted for by readers, so you can follow the common-sense advice on how to be happier and more successful.

You know the thrill of a new idea stirring inside you, the vision of a business that could change everything. But as the excitement meets reality, the details can blur—where to start, how to prioritize, which risks to take seriously. That's the moment when a clear, practical plan becomes your most valuable asset.

WHY DO SOME CHANGES FAIL WHILE OTHERS SUCCEED? That question was the catalyst that drove Prosci founder Jeff Hiatt in the late 1990s to uncover the secret to successful change—and develop the popular change management model known as ADKAR. ADKAR is an acronym for Awareness, Desire, Knowledge, Ability, and Reinforcement. It’s a model and conceptual framework that makes change make sense.

Published in 1916, this story is over a hundred years old, yet its message is just as relevant today as it was in 1916. Perhaps even more so. Why? Because never have we had greater access to information yet at the same time we’ve never been more deficient in common sense. Advertising legend David Ogilvy believed this book changed his life and was so passionate about its message that he had his employees read it every year. This is less a book about advertising, or even about Adams himself, as much as it’s a book about the power of mindset.

If you're a CEO in a private equity-backed company, the clock is ticking and expectations are sky-high. Your mission is clear: create extraordinary value, move fast, and deliver results that justify the investment. But how do the top-performing CEOs deliver outstanding returns while others fall...

When Jordan Samuel Fleming first evaluated artificial intelligence for his own multi-million dollar business, he initially dismissed it. Like most leaders, he viewed it as a marginal productivity tool-good for writing better prompts or automating isolated tasks. But as he met with hundreds of business owners and executives worldwide, he recognized a shift as profound as the dawn of the internet era: Artificial intelligence isn't software. It's a new form of labor.

Gen AI is changing the way you work. So why is your team stuck in neutral? The adoption of generative AI is now widespread, yet it is still typically used on an individual basis: one person, one screen, one task. Meanwhile, the most important work in organizations happens in teams. The...