Book Description

Whether their complaints are about customer-proof packaging, a never-ending voice mail loop, or a purchase that doesn’t live up to its claims, customers are consistently disappointed in their interactions with companies. And while experts say that the creation of "customer experiences" is the new requirement for success, few companies have managed to deliver.

Now, veteran experience consultants Diana LaSalle and Terry A. Britton take businesses from concept to practice, offering a tactical guide to creating value-adding experiences around any product or service—whether the offering is candles or computers, catering services or consulting advice.

The authors argue that most managers remain stuck in a "features and benefits" mentality that zeroes in on what a product does. That focus needs to shift, they say, to what a product or service offers and how it affects customers’ lives. LaSalle and Britton provide a hands-on model for understanding the relationship between value and experience, and then show how companies can leverage that knowledge to transform ordinary products and services into experiences that customers consider extraordinary—even priceless.

Drawing from extensive research and the stories of experience pioneers, the authors introduce new systems—the "Experience Engagement Process" and the "Experience Event Matrix"—businesses can use to:

- Evaluate the entire consumption experience through the customers’ eyes

- Better understand what various customer groups value and why

- Identify areas where new dimensions of value can be added to an offering

- Eliminate customer sacrifice and increase rewards at every stage of the process

- Align products, service, and environment to deliver a complete value experience

- Translate experience creation into bottom-line profits

Lively, practical, and entertaining, Priceless helps managers, marketers, and strategists recognize exactly what customers want and how to deliver it. We’ll never look at what we sell—or buy—the same way again. ... Read more

Reviews (12)

Entertaining and Informative
Unlike most books that stretch out one idea for 200-300 pages, every chapter in Priceless provides powerful tools that you can take away and use to improve the customer experience. This is a must read book for any company that wants to move their product or service from ordinary to extraordinary. It is both an informative and enjoyable read with real life examples of companies that have put these principles in action.

A must read for anyone in business!
This is the most valuable business book I've read in years.
There have been books on value and books on experience, but
this is the first one that connects the dots. What's more
it's understandable. I'm giving Priceless to all my
marketing clients so they can better understand the
recommendations I make and hopefully they'll put the
customer-centric concepts to work in other areas of their
companies.

my comment
Priceless is a good book I recommend people who are interested in marketing to read. The paragraph is easy to read and understand. There are lots of examples in the book trying to illustrate some theories which are hard to explain in words only.

After I read the book, I appreciate some examples very much, only some small adjustments have made, the total result would be different. For example, there¡¦s an example is talking about how the product display on the shelf. Stores always place the products in a very high shelf which customers are difficult to get the one on that top of the shelf. This would waste resources if customers have to ask the staff for help in every time. So that, the store place a ladder near the shelf which the customers could get the product themselves.

The most interesting example in the book is talking about the dessert¡XBanana. The dessert is not a very special one, but it is very expensive and many customers come to the restaurant just for this dessert. This is because the dessert was made in front of the customers. This special serving way creates an extraordinary experience to the customers, and this the dessert seems has a special value to the customers.

To turning the ordinary products into extraordinary experience, one of the critical points is trying to understand the customers¡¦ needs and provide something exceed the customers¡¦ expectation which could delight the customer and make a memorable experience to the customers.

My comment
Priceless is a good book I recommend people who are interested in marketing to read. The paragraph is easy to read and understand. There are lots of examples in the book trying to illustrate some theories which are hard to explain in words only.

After I read the book, I appreciate some examples very much, only some small adjustments have made, the total result would be different. For example, there¡¦s an example is talking about how the product display on the shelf. Stores always place the products in a very high shelf which customers are difficult to get the one on that top of the shelf. This would waste resources if customers have to ask the staff for help in every time. So that, the store place a ladder near the shelf which the customers could get the product themselves.

The most interesting example in the book is talking about the dessert¡XBanana. The dessert is not a very special one, but it is very expensive and many customers come to the restaurant just for this dessert. This is because the dessert was made in front of the customers. This special serving way creates an extraordinary experience to the customers, and this the dessert seems has a special value to the customers.

To turning the ordinary products into extraordinary experience, one of the critical points is trying to understand the customers¡¦ needs and provide something exceed the customers¡¦ expectation which could delight the customer and make a memorable experience to the customers.

Good Value!
For those who think that Value is just about structuring a good financial deal, Priceless by LaSalle & Britton will open your eyes to a wealth of new areas for consideration. I found this book to be very useful and delightfully well written with good examples and checklists throughout. It's an excellent catalyst to broaden the thinking on how to improve the value of a product or service. ... Read more

Book Description

A Bold Look at the Dark Side of Leadership

How is Saddam Hussein like Tony Blair? Or Kenneth Lay like Lou Gerstner? Answer: They are, or were, leaders. Many would argue that tyrants, corrupt CEOs, and other abusers of power and authority are not leaders at all-at least not as the word is currently used. But, according to Barbara Kellerman, this assumption is dangerously naive.

A provocative departure from conventional thinking, Bad Leadership compels us to see leadership in its entirety. Kellerman argues that the dark side of leadership-from rigidity and callousness to corruption and cruelty-is not an aberration. Rather bad leadership is as ubiquitous as it is insidious-and so must be more carefully examined and better understood.

Drawing on high-profile contemporary examples-from Mary Meeker to David Koresh, Bill Clinton to Radovan Karadzic, Al Dunlap to Leona Helmsley-Kellerman explores seven primary types of bad leadership and dissects why and how leaders cross the line from good to bad. The book also illuminates the critical role of followers, revealing how they collaborate in, and sometimes even cause, bad leadership.

Daring and counterintuitive, Bad Leadership makes clear that we need to face the dark side in order to become better leaders and followers ourselves.

A Leadership for the Common Good book

Published in partnership with the Center for Public Leadership

... Read more

Book Description

Manager's Toolkit: The 13 Skills Managers Need to Succeed

Zeroing in on the specific skills that make great managers stand out from the pack, this comprehensive guide is both an essential primer for new managers and a valuable resource for seasoned executives. From hiring and retaining good people to motivating and developing team members, from understanding key financial statements to delegating work effectively, and from setting goals for others to managing your own career, this actionable guide walks readers through every aspect of managing in a complex business world. Filled with practical tools and tips, this essential toolkit will help managers to stay at the top of their game.

The Harvard Business Essentials series is for managers at all levels but is especially relevant for new managers. It offers on-the-spot guidance, coaching, and tools on the most relevant topics in business. Each book includes the critical information that managers need on a given topic-from budgeting to hiring to communication to strategy-and offers interactive tools and worksheets that translate advice into action. Providing ready answers to day-to-day issues, these guides make sound, trusted mentoring advice available whenever managers need it. ... Read more

Book Description

Harvard Business Review on Corporate Ethics

Resolving today's most pressing questions about business behavior has become a priority in today's corporate environment. In deciding how to act, managers reveal their inner values, test their commitment to those values, and ultimately shape their characters. Readers of this collection of articles will learn to identify the theoretical and practical issues of recognizing and responding to ethical dilemmas and will find the link between good ethics and good business.

The Harvard Business Review Paperback Series

The series is designed to bring today's managers and professionals the fundamental information they need to stay competitive in a fast-moving world. From the preeminent thinkers whose work has defined an entire field to the rising stars who will redefine the way we think about business, here are the leading minds and landmark ideas that have established the Harvard Business Review as required reading for ambitious businesspeople in organizations around the globe.

... Read more

Book Description

This book includes a new strategic concept to enable managers to understand and anticipate where the value in their business is headed. It identifies and articulates the key principles that form the basis of a sound strategy: understanding the customer and innovative business design. Techniques to help companies develop profitable business models are described. It shows companies how to act aggressively to capitalize on the opportunities they create. ... Read more

Reviews (11)

Mastering an "Acquired Skill"
According to Slywotsky, there are three phases of what he calls "value migration": In "inflow," the initial phase, a company starts to absorb value from other parts of its industry because its business design proves superior in satisfying customers' priorities; the second phase, "stability," is characterized by business designs that are well matched to customer priorities and by overall competitive equilibrium; in "outflow," the third phase, value starts to move away from an organization's traditional activities toward business designs that more effectively meet evolving customer priorities. Slywotsky explains that Part I of this book describes the basic rules of Value Migration" and the workings of what he refers to as "the new game of business." As when playing chess, winning at this game requires an understanding of the individual pieces (i.e. when to deploy them and how to capture them). One must master basic moves and simple techniques such as openings, traps to avoid, end-game moves, etc. It is also important to understand the the importance of controlling (as in chess) "the four central ones." In business as in chess, one must become familiar with certain "basic patterns" which will ultimately determine success or failure. These "patterns" are examined in Part II. There are seven: Multidirectional Migration (from steel to materials), Migration to a Non-Profit Industry (airlines), Blockbuster Migration (pharmaceuticals), Multicategory Migration (coffee), From Integration to Specialization (computing), From Conventional Selling to Low-Cost Distribution, ands finally, From Conventional Selling to High-End Solutions. Slywotsky shifts his attention in Part III to explaining how to play the Value Migration "game" well on a day-to-day basis. He identifies certain specific initiatives to take which help to (a) avoid value loss and (b) preempt the next cycle of value growth. "The final chapter of the book focuses on the increasingly high-stakes nature of the decisions that determine future value growth."

There are more than a dozen charts which effectively illustrate Slywotsky's key points. For example, Figure 15-1 presents "The Grand Masters of Value Growth" and identifies them, their key moves, and the value each created (in terms of billions of dollars) from 1980 until 1994. All of these visionary leaders (Welch, Walton, Vagelos, Gates, Petersen, Grove, Malone, Platt, Noorda, Iverson, and Kelleher) focused on making the right moves and thereby created enormous value for their respective companies. "Business chess is a game that is as demanding as [football and basketball], but in very different ways. It is not physical stamina, but stamina of thought. It is not transactional concentration, but constant shuttling between a focus on the current move and imagining the next several moves out. It is an unrelenting exercise of matching patterns on the current game board to the countless patterns in your mind." Slywotsky concludes the final chapter with a suggestion that this question be asked: What five moves will capture most of the given industry's value growth? "Give yourself a couple of months to analyze and assimilate the grand masters' key moves. Then come back and determine the five (or fewer) critical moves for your company." In this exceptionally thought-provoking book, Slywotsky indicates why he would be an indispensable guide throughout that difficult but necessary process.

High level view
This book presents a very high level strategic view of business. Slywotzky emphasizes the value of a good business design vs reliance on technology for growth.For example, there is the simplified view of why IBM became a slogging giant in the early 90s. Lou Gerstner would certainly like to add to it

However there is good set of tools to understand your business better. I find his radar screen tool particularly useful to visualize business competitors and analyze the direction of value migration.

All said, this book is worth reading..just don't expect ttoo much.

Insightful and influential
I discovered this book during a business trip to Phoenix in 1996, and it still occupies a space on my special shelf of books that have deeply influenced me.

As the most basic level the concept of value migration is business design, and the ability of that design to evolve in a dynamic market. The simple map of where your business, which is a function of design, is summed up in three states: value inflow, stability or outflow.

At a more complex level, this book provides seven patterns that serve as markers to show how value can migrate from one business (or industry) to another. The final part of this book shows how the concepts and patterns can be applied in your own business.

The foregoing may erroneously give the impression that this book is heavy on concept and lite on practicality. It's not. The material is meticulously presented, reinforced by recognizable examples drawn from industries, and prescriptive measures are laid out with realism and pragmatism. The concepts are what have influenced me. After reading this book I've looked at certain industry trends differently, and after eight years my observations bear out the premise of this book. This is highly actionable information that is invaluable to any company that wants to prevent the outflow of value, while capitalizing on stability and finding ways to create inflow. A more recent book that meshes nicely with this one is "The Ultimate Competitive Advantage: Secrets of Continually Developing a More Profitable Business Model" ISBN 1576751678. In fact, that book extends this book in many ways, especially with respect to business design, and further proves the concepts Slywotzky set forth in this book in 1996.

Great book!!
This book is a must for consultants and managers in general. It provides you with basic understanding of how the value proposition that companies have to deliver to customers has changed and will keep on going. Since the very first pages Slywotsky challenges you to think about the issue customer needs vs. customer priorities, and explains how the business design should change accordingly to these priorities. A must buy.

A whole new way of thinking for me
I normally do not read business books of this book's scope; however, it was recommended by my co-author for an article on which we were collaborating. Our challenge was to support the assertion that the U.S. software industry is being supplanted by India, and a shift in off-shore development resources from the U.S. consumer to Indian provider is actually moving to Indian consumer to Russian and Egyptian providers. This is obviously value migration in its truest form and is consistent with the ideas set forth by Mr. Slywotzky in this book.

Using the inflow-stability-outflow model that is one of the basic paradigms in this book, we developed a model upon which we were able to build a case supporting our assertion. More interestingly, the whole concept and numerous case studies that reinforce it throughout the book provided me with a deeper understanding of the macro and micro issues of value migration - this was eye-opening.

My favorite chapter is at the very end of the book. Titled, "Five Moves ... or Fewer," it showed how major companies captured or recaptured the biggest share of value available, and each of the examples involved five or less moves. I was personally fascinated.

Although my initial reason for reading this book was to research an article, it has changed my way of thinking on a number of levels that go well beyond a single-topic research project. The writing style is clear and engaging, and the concepts and ideas ring true. I am giving this remarkable book 5 stars and highly recommend it to anyone who wants to see a bigger picture of economics or develop a keen business strategy. ... Read more

Book Description

As companies look for ways to unlock shareholder value, restore investor confidence, and adapt to uncertainty, the project portfolio is a smart place to look. Why? Because companies' project initiatives have grown faster than their ability to manage them-affecting the return on trillions of investment dollars while failing to prepare companies for today's unpredictable environment.

Connecting the Dots argues that the portfolio is a company's future currency-the truest measure of organizational intent. And the best way to leverage this currency is through greater alignment.

Simply put, alignment is about better matching the company's portfolio to its objectives and the uncertain environment. Connecting the Dots employs a practical, "play the hand you are holding" approach, providing a balance of concepts and roll-up-your-sleeves guidance on how to:

* Determine how well aligned-or misaligned-an organization is today

* Apply tools that reveal opportunities to reduce portfolio risk while increasing the economics of a company's portfolio

* Instill more adaptive mind-sets to better respond to whatever future presents itself

Executives already know their portfolios are not delivering as expected. This guidebook helps "connect the dots" between an organization's objectives and its project investments, capturing hidden value today while better preparing for tomorrow.

... Read more

Reviews (11)

Insightful with practical advice....worth the read
I read about this book in CFO & CIO so I picked up a copy. For a book written by a professor and a consultant, I found it to be very practical and easy to understand. As a turnaround manager I read a lot of business books and strategy publications and was pleasantly surprised at how approachable, yet valuable the book was. I checked out the documents featured on the book's website (...) and found them to be very useful and comprehensive. In fact, I will probably use some of these documents as frameworks for a project I am currently working on for my client.

Overall, I think the book does a great job at outlining a practical framework and approach to portfolio management. What's more, the book's concepts and tools seem fairly easy to implement....which is always a good thing.

Finally a practical set of IT portfolio management tools!
Connecting the Dots is a great read for anyone working in IT management. It can help you gain better control of your capital expenditures and information technology projects - both critical success factors in our industry.

Some of the ideas in the book are new and some aren't, but the book has done a great job at simplifying these concepts (ie. portfolio management) and making them accessible and usable. Instead of the usual 'pie in the sky' statements, this book dives into a company and illustrates how the tools and frameworks can be used in a typical business. It's refreshing to find the kind of book that can help you manage the execution of these issues.

The book claims that a company's project portfolio is what moves it into the future and provides great tools and techniques that teach you how to get your company to focus on producing business results and think about the bigger picture: where all these projects are actually taking your organization. The book also does a good job at helping you bridge the technology and business sides of an organization even though I could have done without the business history lesson in Chapter 2.

This book can easily be read in two to three hours. I just read it over the weekend and was able to start applying some of the ideas.

Good book on balancing the project portfolio thru process
Many organizations approve any project that sounds like "a good idea". This "soda straw" perspective is a sure way to over-task people, make project cost and delivery unpredictable, and ensure a poor reputation for the organization executing projects. While business leaders do not set out to cripple and distract their organizations, the lack of an institutionalized process frequently yields poor results. While this book addresses the narrow space of project alignment with organizational objectives, the authors propose a framework and tools that organizations with the commitment to follow it through can use to get optimum results from their project portfolio. Specifically, the approach offered by the authors helps organizations align their project portfolio with corporate objectives, align individual projects with one another, and enable organizational flexibility.
The process provides a certain rigor, but those seeking to implement this process in their organization should consider 1) first implementing a functional basic project portfolio management process, 2) ensuring that the process proposed in this book is a good match to their organizational culture, and 3) that in implementing this process they do not over-engineer their project portfolio management process.
Those proposing this process for adoption, or who are conducting a project portfolio alignment workshop, may wish to visit the book Website (HBSP), which has Microsoft PowerPoint slide presentations and graphics available for download. This Website is a useful adjunct to the book.
This is a useful book for project portfolio managers in organizations who want more rigor in their project portfolio management process.

Utility of the Information
The value of the book, in my view, lies in the following attributes:
• The authors present complex ideas in an easy-going, not scholarly style, making the book easy to read. They use graphics to communicate concepts like frameworks and tools, and they employ a case-study approach to illustrate application.
• The framework consisting short- and long-term objectives along with organizational trait objectives provides for a balanced perspective.
• The alignment tools provide an approach to view projects in a portfolio view. This allows the portfolio management team to align projects and the portfolio with organizational direction, improve project efficiency, manage risks, and achieve flexibility.
• The framework and tools consciously align the project portfolio with organizational goals, bringing focus to the portfolio.
• Workshop attendees can use the tools to gain fresh a perspective of projects instead of a traditional, organizational alignment point of view where, say, projects are always associated with the division who sponsors the projects.
• Incorporates a change management perspective by asking how much change an organization can digest in a given time period.
• Supports and promotes program management by forcing analysis of the interdependencies of projects and project deliverables.
• Supports and promotes spiral (iterative development) through the "project chunking" perspective.
• Aids the risk management process by balancing project benefits versus risks in the project proposal and review process.
• Portfolio managers or teams can apply the framework and tools in a step-by-step fashion, reducing anxiety about "how to eat the elephant". This stepwise approach supports workshop breakout sessions.

Application of the Framework and Tools
Several questions arise when one considers if one can apply an authors approach to solving business problems; is the approach practicable.

Position of the Framework in the Larger Project Portfolio Management Context
If the project portfolio management process includes 1) understanding supply and demand (people, money and projects), alignment of decision boards with authority, project assessment, and continuous process improvement (IPS Associates and Stanford APM), this framework fits toward the end of that process spectrum. This book does not describe the overall project portfolio management process, or how to implement project portfolio management in an organization. This book really answers the question "Now that I have a project portfolio management process in place, how do I mature my portfolio alignment and balance process?"

Feasibility, Suitability and Acceptability
For organizations which have implemented project portfolio management and wish for more rigor in the project-business alignment sub-process, this book is a credible offering. One would expect that if a portfolio management team applied all the tools in this book to their portfolio that the result would be 1) a considerable time investment and 2) a better aligned portfolio. The portfolio management team must therefore be willing to take the time to 1) learn several tools and 2) apply the tools in a step-wise and iterative fashion over time.
The framework, tools and examples emphasize application in a business (for profit) context. Practitioners in governmental or other not for profit organizations will need to critically review, tailor and possibly adapt the framework and tools to their purposes.
Organizations with a small number of projects and who have portfolio management team members who are more inclined to make decisions quickly, who are not possessed with an engineering or analytical mindset may think that they do not need or have the patience for such a process. Team members may respond to this approach saying "I'll just use my business experience and common sense to achieve balance in my portfolio". While this statement may or may not be true, I would expect this response in some cultures. One approach to this may be for the portfolio management support office to compile the data, apply the tools, and make a staff recommendation to the portfolio management team for decision.
While the authors bring both academic (McFarlan is a professor) and business experience (Benko is a consultant) to this book, they cite no studies to support the effectiveness of their approach. Therefore, organizations which require empirical evidence of process effectiveness before accepting or implementing a new business process may be resistant to implementing this process.

References, Footnoting and Bibliography
This book is well referenced, footnoted and indexed. This increases the utility of the book for one who has first read and understood the book.
One can often tell when an academic was on the team of authors; the footnoting is excellent, and the Notes section (Benko and McFarlan 221-30) is a useful resource for exploring other sources of information for further research. Specifically, the notes section is ample at nine pages, the lexicon is helpful with three pages of content, and the index is well populated with nine pages of indexed words.

A workable and appealing alignment framework
Consultant Cathleen Benko and business professor McFarlan come into alignment in this tremendously practical book. Today's companies need to bring their misaligned, overlapping, and inconsistent projects into alignment through "frontier living". This means delivering results in the present while adapting for the future's business context by using four "traits" to configure your project portfolio for confusing, volatile, and unpredictable conditions.

The title of the book refers to the need to "connect the dots" between an organization's objectives and its project investments to create and balance present and future value. The book's plethora of tools combined with the easygoing writing style makes it engaging and painless to absorb. Benko and McFarlan can be forgiven for overstating the role of project alignment - that is, after all, the standard book author's tendency. It is true, however, that companies project initiatives total up into the trillions of dollars and it requires no stretch to accept the claim that those initiatives have grown faster than companies' ability to manage them. Benko and McFarlan focus on the project portfolio as the most promising key to unlocking value, arguing that the portfolio is a company's future currency. We find their underlying principle that "companies are better served by adapting themselves for the future rather than by trying to predict its destination" to be a sound one.

Alignment, in this book, specifically means aligning three drivers of business performance: a company's project portfolio with its objectives; the projects in the portfolio to each other; and the portfolio and company's objectives with the ever-changing realities of the business context. To prosper on the "information frontier", certain shifts in mind-set - "traits" - are needed. Along with operational short-term and strategic long-term objectives, these constitute the organization's *intentions*. Four traits are used throughout the book as each of the various tools are explained and applied: Eco-Driven (effective collaborations), Outside-In (looking at yourself the way others look at you), Fighting Trim (agility, coordination, and options orientation to deal with uncertainty and respond to change), and House in Order (provisioning the other traits to enable cross-enterprise collaboration).

The seven alignment tools in this book fall three groups. The Trait Meter assesses, plans, and measures trait development according to the four traits. Once this first step is completed (which includes creating an Intentions Framework), the second group of diagnostic tools comes into play: The Intentions, Sides, and Right Brain tools. These measure the nature and size of the alignment opportunity, identify organizational bias and sort projects into business activities, and identify change capacity issues. The third group of tools - Common Threads, Project Chunking, and What-If Planning - focus on building flexibility into the portfolio.

Working through the book for real will, of course, be far more challenging than merely reading it. But the authors have done a good job of clarifying important issues of alignment and have provided a workable and appealing framework and toolset for tackling those issues.
(3 stars from me is good. 4-star ratings are given too easily.)

Strong, simple decision making for your services portfolio
The strength of this book is it's simplicity and graphical representation of decision frameworks. For most companies this is a strong tool for internal development planning and compliment to Six Sigma initiatives. For consultants, this can be used to plan your services portfolio. Well written and an enjoyable read. ... Read more

Book Description

Harvard Business Essentials

Your Guide and Mentor to Doing Business Effectively

In the faced-paced world of business today, everyone needs a personal resource-a place to go for advice, coaching, background information, or answers. Bosses and colleagues aren't always available when you need them-and they might not always have the most reliable solutions to your business problems right at hand.

The Harvard Business Essentials series fills the gap. Concise and straightforward, these books provide highly practical advice for readers at all levels of experience. Whether you are a new manager interested in expanding your skills or an experienced executive looking to stay on top, these solution-oriented books give you the reliable tips and tools you need to improve your performance and get the job done. Harvard Business Essentials titles will quickly become your constant companions and the trusted guides you'll turn to throughout your business career.

Managing Change and Transition

Managing through change and crisis is difficult in any business environment, let alone one as turbulent as managers face today.This timely guide offers authoritative advice on how to recognize the need for organizational change, communicate the vision, prepare for structural change such as M&A, and address emotional responses to downsizing.With tools for managing stress levels and advice on gathering and sharing information during transition, this book is an indispensable guide for managers at any level of the organization. ... Read more

Reviews (1)

Invaluable "Essentials"
This is one of several paperbacks in the "Essentials" series, each of which offers "cutting edge" thinking on a major business subject. Mike Beer served as the adviser to Richard Luecke while he wrote this volume. Brief information about both is provided. There are seven chapters following an Introduction in which Luecke observes that "Accepting the necessity and inevitability of change enables [all companies and their decision-makers] to see times of transition not as threats but as opportunities -- opportunities for reinventing the company and its culture." Indicators include a merger, acquisition, or divestiture; the launch of a new product or service; a new leader; or a new technology. "In this book you will learn how to manage change constructively, and how to help your company, division, and people deal with the upheavals of change. You'll also learn practical things you can do to make change initiatives more successful and less painful for the people you manage."

Each of the seven chapters (which are arranged in a logical sequence) focuses on a separate but related component of effective management of change and transition. For example, in Chapter 2, Luecke explains why leaders must be respected and effective for change to happen, the role of motivation in change-readiness, the importance of a nonhierarchical culture in implementing change, and then offers several "tips" on how to become "change ready." To me, one of the most valuable chapters is the sixth (in which Luecke examines the four stages of reaction to change (i.e. shock, defensive retreat, acknowledgment, and acceptance and adaptation), how individuals can help themselves navigate change, how managers can help employees cope with change, and alternative ways for managers to think about change registers.

At the conclusion of each of the seven chapters, Luecke offers an especially useful "Summing Up" section which facilitates a periodic review of key points. I also appreciate the provision of Appendix A ("Useful Implementation Tools") and Appendix B ("How to Choose and Work with Consultants"), both of which provide basic but sound information to supplement material covered in the previous chapters.

Those who share my high regard for this volume are urged to check out Jim O'Toole's Leading Change, William Bridges' Transitions and Managing Transitions and Jon Katzenbach's Real Change Leaders, all of which are available in paperback editions. ... Read more

Book Description

In biological ecosystems, "keystone" species maintain the healthy functioning of the entire system. Why? Because their own survival depends on it. This book argues that business ecosystems work in much the same way-one company's success depends on the success of its partners.

Based on more than ten years of research and practical experience within industries from retail to automotive to software, The Keystone Advantage outlines a framework that goes beyond maximizing internal competencies to leveraging the collective competencies of one's entire network for competitive advantage.

... Read more

Amazon.com

It's possible to look like a leader, say all the right things to shareholders, make employees feel good about themselves, and still not produce the sorts of results everyone expects and wants from your company. A previous generation might have called this winning the battle but losing the war.

Directing employees is harder than it looks, since past performance isn't really an indication of how a leader will do in the future. As the authors say, "The half-life of knowledge grows ever shorter in most professions, requiring even high performers to unlearn what they know and do."

The authors--a university professor and two heads of consulting firms--divide leadership priorities into four areas: employees, organization, customers, and investors. A company head generally has to focus on one responsibility over the other three, but can't get away with ignoring any of them for very long. They explain each of these four priorities in depth--noting, for example, that keeping employees committed and productive means "mass customizing" the workplace to fit individual employees' needs while keeping everyone working toward the same goal. That customization may require adjustments unheard-of a few years ago--allowing an employee to work from home in a different city, for example--but pays off in the retention of valuable human assets that would otherwise take their training, experience, energy, and creativity to other companies, possibly competitors.

People who already have leadership positions in their companies can certainly find a lot of important information, but the book may be even more valuable to those who want to move into management roles. It certainly shows what challenges to expect. --Lou Schuler ... Read more

Reviews (15)

"I felt that I was reading the 'Rosetta' stone."
I read and re-read Results-Based Leadership over the fourth of July weekend, along with some additional materials provided by Provant, and I truly believe this book is a major management 'hit'! I took 50 pps of notes, and even bought a copy for a friend of mine (truly a rare event) who is about to start up a major division for a large local firm. I love the way the authors integrated Kaplan's Business Scorecard Process with the Leadership Development process. Truly a marriage of employee development and strategic 'results'. The 'so that' and 'because of' virtuous cycle is especially clever. I've subtitled the book 'The Missing Linkage'. You've solved so many conceptual issues I've had over the years that I felt that I was reading the 'Rosetta' stone.

Finally...a book that focuses on what matters.
I have read close to 100 management and leadership books and found this to be one of the best. It stands apart because it looks at both halves required for leadership, whereas most of the other books focus on one or the other. The halves are Results and Character. The authors also provide a framework called the Model of Balanced Outcomes, which I am actually using in my organization. In fact, I just completed a diagnostic and prescriptive paper for my MBA program, which focused completely on this model. This book is one of the few that provides practical application without a whole lot of theoretical mumbo jumbo. Highly recommended!

One of the best books on leadership & implementation...
Together with Kotter's "Leading Change" and Fogg's "Implementing Your Strategic Plan," this is one of the best books ever written on leadership and strategy implementation. Contrary to what an earlier reviewer stated, this book only mention's Enron on two pages (out of 234). And, in each instance, is very specific about what can be learned from the ill-fated company (this book is far from a "cheerleading session" for Enron). Instead, the book focuses on the mechanics of leadership and strategy implementation. As a strategy consultant, I find myself recommending this book to clients again and again. I believe it should be a part of any serious manager's business library -- particularly if you are a senior manager. Overall grade: A/A+.

A "leadership" book that trumpets Enron
... Spare yourself [the money] and to talk to the manager of your local Denny's restaurant for some real inspiration.

"Leadership is all about results."
"The quest to become a more effective leader will neither begin nor end with this work. However, we want to shift how to think about and become a better leader. It is faddish to think of leaders as people who master competencies and emanate character. While agreeing with this perspective, we believe that it falls short of assuring that leaders lead. Leaders do much more than demonstrate attributes. Effective leaders get results. This book refocuses and reframes the search for effective leadership by connecting attributes to results...By so doing, this book makes a bold statement about the next generation of leadership thinking. This does not mean less attention to the leader's attributes, but it does mean making sure that leaders understand and commit to the results they must produce-and how they are produced" (pp.1-23).

In this context, D.Ulrich, J.Zenger, and N.Smallwood suggest the following fourteen specific actions described in Chapter 7 can help leaders make results a major part of their leadership equation, at whatever level they function in their companies:

1. Begin with an absolute focus on results.

2. Take complete and personal responsibility for your group's results.

3. Clearly and specifically communicate expectations and targets to the people in your group.

4. Determine what you need to do personally to improve your results.

5. Use results as the litmus test for continuing or implementing leadership practice.

6. Engage in developmental activities and opportunities that will help you produce better results.

7. Know and use every group member's capabilities to the fullest and provide everyone with appropriate developmental opportunities.

8. Experiment and innovate in every realm under your influence, looking constantly for new ways to improve performance.

9. Measure the right standards and increase the rigor with which you measure them.

10. Cnstantly take action; results won't improve without it.

11. Increase the pace or tempo of your group.

12. Seek feedback from others in the organization about ways you and your group can improve your outcomes.

13. Ensure that your subordinates and colleagues perceive that your motivation for being a leader is the achievement of positive results, not personal or political gain.

14. Model the methods and strive for the results you want your group to use and attain.

Ulrich, Zenger, and Smallwood argue that these suggestions which may be implemented right now by any leader occupying any position, will modify behavior and improve performance- all without a month-long absence from work or expenditures of large sums of money.

Highly recommended. ... Read more

Book Description

Since its initial publication in 1987, Revelance Lost has gone through nine printings, won two major awards from the accounting profession, and had a profound impact on how management accounting systems operate in the 1990s. It has become a manifesto for managers in accounting and control. By exploring the evolution of management accounting in American business from the early textile mills to present-day computer-automated manufacturers, Johnson and Kaplan reveal why modern corporations must make major changes in the way they measure and manage costs. In a world of rapid technological change, vigorous global and domestic competition, and enormous information-processing capabilities, it is critical that managers receive information that is timely, accurate, and relevant. ... Read more

Reviews (5)

this is a book that revolutionized management accounting
Relevance lost of a book about the history of management accounting. The book is very well documented in that in times they were able to deduce different conclusions made by others. They start from the very beginning exploring as far back as the 18th century. They start out by discussing how textile mills started recording in their books accounting information. They begin from the very beginnings of accounting. Accounting emerged as a discipline in the early 18th century, but their underlying purpose in not for internal uses but it was created so that stakeholders can gauge the value of their investment in the firms that put out these financial statements. In the book there are a number of firms they highlight that made important contributions to management accounting. The first company they highlight is DuPont corporation in the nineteenth century. There is a theme to the development of management accounting. DuPont first staterted out as a manufacturer of gunpowder but went on to become bigger. The first companies that innovated their way of internal controls in management accounting grew out of a necessity. DuPont first came out with a measure of their business which was the return on investment measure. Because Dupont was becoming bigger and it needed to measure return on investment to measure the profitability of individual business units. It was a measuring rod to asses the different business activities of it business units. With this measure the managers of DuPont could make decisions such us which business units to invest on and do away with units that are performing poorly.
In the 1920's at General Motors they have been experimenting with using variances to measure how well they are doing in their manufacturing. In to the picture is a man named Alfred Sloan, he is one of the most brilliant thinkers in management. With implementing variances GM was able to have a uniform way to impose standards to its managers. With this system, GM's growth became remunerative.
Then there came a period as the authors put it when relevance was lost. Financial accounting accounted for the bulk of the innovations in accounting leaving behind management accounting. This is like the "dark ages" of cost accounting when companies and academics did not innovate methods and processes to advance management accounting. There were a number of reasons for this, first is the requirement imposed in companies to generate financial statements for the stakeholders of the companies. Second, the cost of putting together the necessary information was prohibitive. Technology has not yet grown mature enough to allow managers to go through the trouble of compiling the information needed to make the decisions.
The beauty of this book is that it traces beginnings of topics that are familiar to us now. Topics like variances, discounted cash flow analysis, return on investment, sunk cost, and even just-in-time inventory systems. The next evolution of management accounting is to be led by academicians according to the authors. In this stage of the life of management accounting arose discounted cash flow analysis. This is a step ahead of the return on investment method. This is also a time when economist started to innovate management accounting further. The concept of sunk cost is introduced by economist in the London School of Economics. Innovations also arose by way of the field of operations research. Operations research deals primarily of mathematics. And about this time management accounting was taking hold as a discipline of its own. Along with discounted cash flow analysis, opportunity cost is introduces as well as agency theory and residual income. Residual income is interesting in that it was a step backward in the innovations of theories. Even though, GM started using this instead of the return-on-investment measure. The driving force of this period of the growth of management accounting is the need to have better decision making. This is why economics along with operations research contributed to the growth of management accounting.
Next up, management accounting in its evolved form before 1980 falls short. Management accountants make a couple of theoretical mistakes. They are no longer providing managers of the critical information needed to make decisions. Management accounting has become obsolete in a sense. The next development is what happened after 1980. Because of bitter and growing competition because of global forces and deregulation there needed to be more changes. In this period arose what is now called total quality management, and its progeny just-in-time systems. Manufacturers needed to control their work-in-process inventory. Meaning the Japanese where beating Americans by having zero inventory. This led to changes in management accounting systems throughout the United States.

Historical backgrounds of BSC, ABC & EVA
If you want to understand everything about the historical backgrounds of such now well-known management instruments like the balanced scorecard, activity based costing and EVA, there is no better book to read than this book. This book started off a transformation of management accounting and of organizational performance management. Essential reading for controllers, students of management and management consultants.

Broad History of Mgmt Accounting
Good in-depth survey of the history and purpose of Management Accounting. Classic book. You see Kaplan's thought processes as he develops the basis of his later works on new forms of accounting such as the Balanced Scorecard and EVA.

If you are a management accountant this book will put your work into perspective as well as caution you about the pitfalls of doing things the way theu have always been done.

A good read for discouraged management accountants.
For those management accountants who feel less than totally appreciated (the real ones will know this to be a common feeling) then this book shows how financial accounting usurped management accounting when the bean counters went looking for shareholders and needed to tell less than the truth about what was going on inside their firms.

If auditors are just hookers with a degree, then financial accountants are then just politicians without a cause - you cannot run a business on late and averaged data from the financial perspective.

This book reminds us that knowing what things cost to make and cost to sell is what keeps a firm on the black ink side of the ledger.

Worth a read.

Excellent treatment of subject
This is a small book which puts forward the idea that we must return to a better use of product cost data to make decisions. The authors review the literature going back to the first industries in the 1700's that used cost data in a managerial way. The work quotes heavily A. Chandler, J.M. Clark and Vatter for their contributions. It then reformulates their idea's and other historical data to come to the author's conclusion. In summary, it is well done for those interested in the subject and have an appreciation for business history ... Read more

Book Description

Five Steps to an Unforgettable Brand

Today's customers face a dizzying array of choices, whether they're buying a car, choosing a school, or contributing to a charity. As a result, brand is often the critical differentiating factor in a customer's decision-making process. Yet for most companies, there is a yawning gap between how the brand is viewed within the company-and how it is perceived out in the world.

Marketing veteran Mike Moser argues that the problem isn't that executives don't "get" their brand. It's that they don't know how to funnel that knowledge into a form that is easily communicated and understood by every person-whether employee, partner, customer, or investor-who comes in contact with it.

In United We Brand, Moser unveils a hands-on tool he has developed over the course of two decades of branding experience with organizations ranging from brand giants like Reebok and Dell Computers to fledgling startups to nonprofit firms. The "Brand Roadmap" puts insights and strategies once available only through top flight consulting and advertising agencies in the hands of every executive, small business owner, and entrepreneur.

Step-by-step, Moser shows readers how to map out the four key components of brand strategy: identifying core values, creating a focused brand message, developing a distinctive brand personality, and choosing a consistent set of brand icons. He then provides a template for unifying these components into a customized Brand Roadmap that ensures:

" The same values and brand message are echoed in every interaction-both in and outside the company

" A consistent brand statement and identity drive all strategic activities and determine the allocation of marketing dollars

" Management and design experts have a common language with which to talk about brand execution

" Marketing materials and communications accurately reflect the core values and brand message

Filled with vivid case examples and practical worksheets, United We Brand offers a compass for guiding day-to-day branding decisions-and a roadmap for charting a company's path to long-term success.

BACK JACKET: "Mike Moser has written a highly informative and engaging guide to creating powerful brands.He has successfully distilled his years of experience helping build brands for a number of leading organizations into a practical step-by-step process that should be must reading for marketing leaders."

-Michael George, Chief Marketing Officer, Dell Computer Corporation

"Mike Moser's United We Brand demystifies the world of marketing, unlocking its secrets so that community groups, schools, and other groups without multi-million dollar advertising budgets can follow a step by step guide to create their own brand roadmap-rooted in their core values and imbued with their organizational personality."

-Carla Javits, President and CEO of the Corporation for Supportive Housing

"To be a good creative director, you must often be a teacher.That's exactly the approach Mike Moser takes in this 'textbook' on how to understand, manage, and articulate a company's image and reputation.Simply and clearly, he teaches you how to create a brand."

-Lee Clow, Chairman and Worldwide Creative Director, TBWA\Chiat\Day

"The simple steps outlined in United We Brand help define what a company has accomplished, what it does well, and how others perceive it in order to begin articulating where it wants to go in the future. The book defines a set of steps which allows an organization to articulate-and thus control-something as seemingly mysterious and elusive as a brand."

-Jeanie Kortum, Executive Director, A Home Away From Homelessness ... Read more

Reviews (5)

Clarity, Cohesion, and Impact
Several hundred books on marketing and branding have been published since Ted Levitt's seminal article ""Marketing Myopia" appeared in the Harvard Business Review (September 1, 1975). He later wrote The Marketing Imagination (1986) which remains "must reading" for anyone directly or indirectly involved with marketing. There are several excellent recently published books on brand management and this is certainly one of the best. As its subtitle correctly indicates, Moser explains "how to create a cohesive brand that's seen, heard, and remembered." In the proverbial nutshell, that has become one of brand managers' primary objectives: To create a multi-sensory experience for the consumer which increases, enhances, and sustains the appeal of the given brand. Moser draws upon more than 25 years of experience in the agency world, having worked closely with a number of major corporations (e.g. Kia Motors, Cisco Systems, and Dell) to formulate a "brand road map" based on a template which, until now, has been inaccessible to most organizations. What he offers in this book is a step-by-step process by which to create cohesive brand strategies.

As Moser explains with meticulous care, citing examples along the way, there are four components of a brand: Core values (the foundation of any organization), brand message (the overall key message which must be communicated effectively), brand personality (the overall tone and attitude with which to deliver the brand message), and finally, brand icons (executional tools which help to deliver the brand message...all of the various elements that make all of an organization's marketing materials uniquely its own). These four components provide the foundation of a "brand road map" which, like all other roadways, requires conscientious maintenance to ensure expeditious delivery of the brand message to its destination.

Moser leaves no doubt whatsoever that this process is very difficult, requires an abundance of time and energy, and is subject to all manner of perils such as internal resistance which Jim O'Toole characterizes as "the ideology of comfort and the tyranny of custom." Why bother? "Capturing the essence of your brand [whatever or whoever it may be] and putting it into a form that's clear and concise will help ensure that your brand has the tools necessary to be seen heard, and remembered in the marketplace for years to come." Presumably Moser agrees with this follow-up thought which I now share: Even if Levitt and Moser personally worked closely with you and your associates on the formulation of a "road map" for your organization, it will be essentially worthless unless and until your brand (be it a product or service or both) is of the highest possible quality.

Readers of this brilliant book will be pleased and relieved that Moser's approach is eminently practical. His text is mercifully free of jargon. He seems determined to help any and all who would otherwise not have access to a step-by-step process which has been used for years by large corporations, branding experts, and brand consultancies as well as by multinational corporate identity firms and advertising agencies. Understanding this process will help those who read his book to achieve some of the same brand insights, brand focus, and brand consistency now delivered by various proprietary formulas.

The New Bible, by Mike Moser
Smart, relevant and witty.
And written for just about everyone at every level
of the communications business. Whether you're a Jr.
Copywriter, or a C.E.O. Moser gets to the heart
(and soul) of turning any business into a household word.
Finally, someone has written about the most difficult
task in advertising and made it incredibly clear, and
even more startling, incredibly easy.
The first textbook on branding that doesn't read
like a textbook.
And to think it was written by an Art Director.
Amen.

Easy steps to branding! MUST READ.
Defining the brand is often a company's hardest task in marketing anything from computers to social services. Mike Moser presents an easy-to-read, easy-to-follow guide to developing and defining a powerful brand in today's marketplace. This book is essential for any businessperson who is either trying to understand the complexity/process of branding or attempting to assist in developing a company or individual brand.

How to sell
My background is in law and network programming. What's amazing to me about this book is how well it translates to the needs of any business. Moser offers up a way to think clearly about how to sell whatever product/service you have. He also makes you aware of what is being sold to you and how! It's easy to read and offers invaluable advice. As busy as I am right now I'm glad I took the time to read it.

Profound Insights...Powerful Tool
The message delivered in Mike Moser's wonderfully insightful book has a wide application. Perhaps even wider than the author intended.

Moser deftly distills some very powerful marketing insights into an easily comprehensible form, while providing practical tools to create more impactful brand communications. Not only are those tools relevant to companies striving to better define/articulate their distinctive positioning in the marketplace, Mike Moser's message will resonate with folks, such as myself, trying to "brand themselves" as we seek employment in today's highly competitive and overly "commoditized" workplace. ... Read more

Reviews (7)

A 'must-read' for the whole family !!
"Generation to Generation", published by Harvard Business School Press, is an attempt to model how family businesses work in essence. The authors' research include interesting vignettes and 'lessons-learned' from a variety of families; how they achieved their goals, how they resolved conflicts between family members etc. Since the topic of family business in academics is fairly new, this book can be considered as one of the best in its field.

Important topics (such as succession, development stages and inter & intragenerational issues) are covered in detail to enlighten the reader. Contrasting viewpoints are also included to make the reader think for his or herself.

In general, the book is fairly easy to read since it explains the modeling theory with examples from numerous enterprises.
I strongly recommend it all who are destined to work in the complex system called family business.

Packed with Knowledge!
Most businesses in the world today are owned by families, but only a small percentage of these companies will survive and grow into major corporations. The unique challenges posed by family ownership can undermine even the best-performing small business, as issues of control and succession permeate the generations. In Generation to Generation, the authors apply the simple premise that managing a family-owned business to a large extent means managing the family itself. To that end, they provide a rich compendium of research and strategic suggestions for those charged with making a family business work, including the consultants who guide them. We from getAbstract highly recommend this book for these applicable measures and methods, which will help the performance of both business and family.

A perfect blend of theory and practice!
The authors effectively present a theoretical, as well as practical model of family business dynamics, incorporating the complexities of development over time. This book is a must-read to gain a deep understanding of families in business from the key perspectives of familiy, business, and ownership. Their use of case examples effectively illustrate the practical application and relevance of theory. To sum it up, it's steak AND sizzle!

An excellent book for anyone interested in family businesses
I think this is one of the best books available on family businesses! I found it insightful and informative. I think anyone interested in the subject should read this book. I strongly disagree with the review that describes this book as "too theoretical." I found it immensly practical.

Nice, but too theoretical
Provides a very thorough framework for understanding and theorizing about family owned / managed businesses. When the rubber meets the road, the book does not provide enough practical advice to be useful outside of business school. ... Read more

Book Description

The Harvard Business Review Paperback Series is designed to bring today's managers and professionals the fundamental information they need to stay competitive in a fast-moving world. From the preeminent thinkers whose work has defined an entire field to the rising stars who will redefine the way we think about business, here are the leading minds and landmark ideas that have established the Harvard Business Review as required reading for ambitious businesspeople in organizations around the globe.

The latest thinking in the field of leadership is collected in this volume. With all-new articles published in the last three years and two articles from leadership guru, Daniel Goleman, this collection is a must have for CEOs and top level managers. The volume also pays special attention to leadership succession issues. ... Read more

Reviews (2)

Given the Quality, an Exceptional Value
This is one in a series of volumes of articles which previously appeared in the Harvard Business Review. They offer direct and relatively inexpensive access to cutting-edge thinking on a major business subject. This volume provides eight essays, each preceded by an "Executive Summary." The first selection "What Makes a Leader?") was written by Daniel Goleman, author of Emotional Intelligence, Working with Emotional Intelligence, and the most recently published Primal Leadership. After years of wide and deep experience with all manner of executives, Goleman has found that "the most effective leaders are alike in one crucial way: they all have a high degree of what has come to be known as emotional intelligence [which Goleman asserts] is the sine qua non of leadership." He then identifies and briefly discusses what he calls "The Five Components of Emotional Intelligence at Work": Self-Awareness. Self-Regulation, motivation, empathy, and Social Skill." These are the titles and authors of the other seven essays:

"Narcissistic Leaders: The Incredible Pros, the Inevitable Cons" (Michael Maccoby)

"Leadership That Gets Results" (Goleman)

NOTE: Those especially interested in this subject are urged to check out Bossidy and Charan's Execution: The Discipline of Getting Things Done (June 2002).

"Getting the Attention You Need" (Thomas H. Davenport and John C. Beck)

NOTE: Davenport and Beck later developed their ideas in much greater depth in The Attention Economy.

"The Successor's Dilemma" Dan Ciampa and Michael Watkins)

"The Rise and Fall of the J. Peterman Company" (John Peterman)

NOTE: To "Seinfeld" fans, yes, he is that Peterman.

"Why Should Anyone Be Led by You?" (Robert Goffee and Gareth Jones)

"Leading Through Rough Times: An Interview with Novell's Eric Schmidt" (Bronwyn Fryer)

No brief commentary such as this can do full justice to the rigor and substance of the articles provided. It remains for each reader to examine the list to identify those subjects which are of greatest interest to her or him. My own opinion is that all of the articles are first-rate. A majority were later developed into books. For me, one of this volume's greatest benefits is derived from sharing a variety of perspectives provided by several different authorities on the same general subject. In terms of value, if all eight articles were purchased as an individual reprint, the total cost would be $56.00.

Some valuable insight
This book contains a collection of essays about the makings of a great leader. Some essays, particularly the one about emotional intelligence, I found invaluable. Others, were interesting, but not new news. ... Read more

Book Description

Finding the right successor to a well-loved founder or president is often the most difficult task an organization can face-and the challenge is often even greater for family-run businesses.Succeeding Generations explores leadership transitions in family businesses, offering a clear-eyed assessment of the different options, from direct succession to building partnerships between siblings and cousins.

Family-owned companies may dominate the worldwide business landscape, yet surprisingly few are successfully passed down from one generation to the next, and fewer still reach the third generation intact.Author Ivan Lansberg, an organizational psychologist who grew up in a family business, examines the reasons behind this high failure rate, and reveals the factors that contribute to long-term success.Succeeding Generations offers a framework for understanding the succession process, as Lansberg highlights the need for families to share a "dream" much like a business has a vision.He also offers practical advice on how to mentor successors, how to set up a systematic selection process, and how to make the best use of the board of directors during times of transition.With a wealth of examples from companies in the U.S., Europe, and Latin America, Succeeding Generations provides a thoughtful and comprehensive look at the sensitive dynamics of leadership succession in family businesses.

Planning for continuity is a life-long process for families in business, and Succeeding Generations is the first book to provide in-depth answers to the questions that arise at every stage in the evolution of the family firm. ... Read more

Reviews (3)

Packed with Knowledge!
Succeeding Generations takes the family business where few dare to venture: into the perilous landscape of succession - the boneyard of many a family enterprise felled by dissension, sibling rivalry, and greed. Ivan Lansberg, co-founder of the Family Firm Institute and your guide through this treacherous terrain, neatly straddles the worlds of academic rigor and real-world experience as he shows you how to pave the way for the generation to come. Case studies of well-known family businesses illustrate Lansberg's observations and bring his advice home. We from getAbstract recommend this book to anyone involved in the complex concern of family business.

A Landmark Book on Family Businesses!
Ivan Lansberg's new book is an excellent resource for anyone living through, or helping to manage, the succession process in a family business! The book is thoroughly scholarly yet practical...it is "a must read," for anyone interested in the subject. It is the best book on the subject I have read!

One of the best
Ivan Lansberg is among the top thinkers in the Family Business field. In this book, drawing on his experience as a consultant, and also on his work as co-author of Generation to Generation, he sums up all there is to say about the complex family/business relationship. A must for anyone interested in the subject. ... Read more