Book Description

Veteran mediator Barbara Gray presents an innovative approach to successfully mediating multi-party disputes. A superb resource for managers, public officials and others working to solve complex problems such as labor disputes, disposal of toxic wastes, racial integration, and the use of biotechnology.

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Reviews (1)

The best study of interorganizational collaboration.
As the author points out, collaboration is an emerging and eminently positive method for addressing problems that impact more than one group. In today's ever-increasingly complex world,alternatives to current forms ofproblem solving are necessary (although collaboration is certainly notnew). Gray's study has been cited by other, following authors; it must beconsidered as a seminal source of investigation into what may emerge as oneof the best means of solving problems facing organizations of all sorts.The book is very readable, indicates a thorough knowledge of the field(even though it was written a decade ago), and must be considered a vitalwork in the field. ... 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.

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Book Description

Building on lecture notes from his acclaimed course at Stanford University, James March provides a brilliant introduction to decision making, a central human activity fundamental to individual, group, organizational, and societal life. March draws on research from all the disciplines of social and behavioral science to show decision making in its broadest context. By emphasizing how decisions are actually made -- as opposed to how they should be made -- he enables those involved in the process to understand it both as observers and as participants.

March sheds new light on the decision-making process by delineating four deep issues that persistently divide students of decision making: Are decisions based on rational choices involving preferences and expected consequences, or on rules that are appropriate to the identity of the decision maker and the situation? Is decision making a consistent, clear process or one characterized by ambiguity and inconsistency? Is decision making significant primarily for its outcomes, or for the individual and social meanings it creates and sustains? And finally, are the outcomes of decision processes attributable solely to the actions of individuals, or to the combined influence of interacting individuals, organizations, and societies? March's observations on how intelligence is -- or is not -- achieved through decision making, and possibilities for enhancing decision intelligence, are also provided.

March explains key concepts of vital importance to students of decision making and decision makers, such as limited rationality, history-dependent rules, and ambiguity, and weaves these ideas into a full depiction of decision making.

He includes a discussion of the modern aspects of several classic issues underlying these concepts, such as the relation between reason and ignorance, intentionality and fate, and meaning and interpretation.

This valuable textbook by one of the seminal figures in the history of organizational decision making will be required reading for a new generation of scholars, managers, and other decision makers. ... Read more

Reviews (2)

closer than life.
a book which should be a part of our daily educatio

A thorough review of decision making principles
This well written book presents a comprehensive and unbiased review of decision making concepts. It contrasts methods that select decisions on the basis of the anticipated consequences and rule based methods. It covers the topic of ambiguity quite well. However, I wished it covered more extensively decision making under risk. It is written at a high level and is somewhat difficult to read. However, it provides excellent insights in the decision making process. ... Read more

Book Description

NLP (Neuro-linguistic programming)trainers and authors O'Connor and McDermott unlock the mysteries of systems thinking and offer practical suggestions, exercises, and tips. ... Read more

Reviews (8)

Good read but kind of light
"Art" of Systems Thinking was an illuminating book about the abstract concept of systems, and applying it to different practical instances. Overall it was interesting, but I expected it to be more mathematical and rigorous, instead of being more psychology based.

poorly designed book: not adequate for its' subject
It's hard to know what to say. There wasn't enough juice to this book that it kept my interest. The writing style is dull and pedantic, the examples are trivial, the illustrations useless. There is something fundamentally wrong with this entire genre of *thinking skills* books. The authors usually show little ability to relate complex, real world problem solving to higher models or theories. It appears that there are two classes of writer: those with much practical experience and good war stories who rely on instinct and intuition, and those who read like they have been up in their ivory towers and do nothing but trade academic papers back and forth. For some reason the two never meet so we are forced to choose between guys who don't know how to translate the thought processes behind their actions into words OR guys who have no idea of how they could bridge their concepts into profitable, concrete action. This book, regrettably, falls squarely into the second category of think-a-mush. Completely uninspiring. Typical of books that are forced on unfortunate college students. Save your money for something better, whatever that might be.

Great Introduction to system thinking - but read the title
I think the title of the book sums it up.
For the word Art: read ART. Expect broad brush stokes about concepts, lots of story telling. Ideas, big picture stuff. Great framework for stimulating thought, getting a feel for the ideas and going on to explore them. You may be disappointed if you expect rigorous maths or science or much detail about the mechanics of system dynamics.
Essential skills - expect broad real life applications for the ideas, lots of questions to challenge and update your mental models Maybe don't expect to be able to map the ecosystem in your front garden or solve world hunger (yet)
Creativity and Problem solving - the emphasis here is on applying systems thinking as a skill. The tone is very much 'thinking about thinking'. That is 'what mental model do I hold about thinking'. How does the model of reality I am creating in my head effect the system. Does the reality create my thinking or my thinking create reality (or is this a loop?)
If all of this system's stuff has anything to offer, then the application of its own thinking would suggest more people need to have these thinking skills at their disposal. Hope to see a pop up/colouring in/video game version soon.

excellent
this book really gives different focus about the way we think, and help to improve our life.

Skewed Perspectives
I enjoy the general concept of Systems Thinking, however I found this text to be an overly superfical coverage of the topic. Additionally the book seemed unecessarily tainted by the author's political/religious views and the subtle underpinnings of some quasi-new age culture that seeks to rebel for no particular reason.

In the end, I threw the book out after reading about 3/4 of the way through. (Maybe not the fairest treatment of the work, but I can't stand to have my time wasted.) I recommend those who are looking to learn more about System Thinking find something that treats the topic more seriously.

-Steven ... Read more

Book Description

Make training more REAL than ever before!

You've got groups, facilitated by managers or team members, conducting project planning and problem solving. You've got relatively few formal trainers and instructors. In this modern, team-based environment, how can you ensure that groups develop the skills and knowledge they require?

You want training solutions that are problem-oriented, goal-based, and work-related? You need The Action Learning Guidebook. With action learning, no one ever loses sight of the job. The responsibility for learning falls upon the shoulders of the learners, who feel more invested--and interested--in the development process than ever before.

Your groups and teams will use this powerful resource to:
• Create their own learning experiences
• Plan projects and implement solutions
• Discover new problem-solving techniques . . . and much more!

"Two reasons to buy this book, read it from cover to cover, and apply the conceptsimmediately: (1) Rothwell is one of the best authors in the performance-improvement business; and (2) action learning is one of the most powerful performance-improvement strategies."--Sivasailam "Thiagi" Thiagarajan, president, Workshops by Thiagi; editor, Thiagi GameLetter

"The Action Learning Guidebook is clearly written and the content is excellent. The chapter on partnering with clients to determine real training needs is a gem!"--Dale M. Brethower, professor of psychology, Western Michigan University; president, International Society for Performance Improvement (ISPI)

Rothwell, a legAnd in instructional design, gives your employees the tips and techniques they need to conduct reality-based action learning sessions. Teach groups to teach themselves!

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Reviews (1)

An invaluable guidebook !
"This book", writes W.Rothwell in his Introduction, "is a primer that serves a three-fold purpose. The first purpose is to show how Action Learning can be used as a real-time strategy for problem finding or problem solving. It can be valuable tool by which to tackle business problems and meet business needs. The second purpose is to show how Action Learning can be applied to training design. It is intended to stimulate the thinking of instructional designers about a new way to analyze needs, design and develop training, deliver training, and evaluate results. The third purpose is to show how Action Learning can be maximized to build intellectual capital and enhance human talent. In this sense, the book shows how team or group work can be become a means for developing people in its own right."

In this context, W.Rothwell :

* defines Action Learning, lists barriers that may prevent its application, and introduces a model of the Action Learning process.

* reviews occasions when applying Action Learning is and is not appropriate.

* focuses on who decides when Action Learning is appropriate, how decision makers recognize situations suitable for the use of Action Learning, and when a problem or improvement opportunity should be handed over to an Action Learning team.

* focuses on issues associated with recruiting, selecting, and orienting members of an Action Learning team.

* examines the team facilitator's role.

* focuses on the application of Action Learning as a means for identifying and solving problems or addressing other organizational issues.

* describes the application of Action Learning to training design.

* explains advantages and disadvantages of using an Action Learning team to design training.

* focuses on evaluating Action Learning efforts and on debriefing Action Learning teams and individuals who participated on those teams.

I highly recommend this invaluable study to all line managers, trainers and HR professionals.

(Reviewed by FreeImage HR Consulting / a division of T.B. FreeImage HR Group, Istanbul, Turkey)

* ... Read more

Amazon.com

The tortoise and the hare--not to mention a popular '60s-era adage--warned us that Speed Kills. Not so fast, contend Jason Jennings and Laurence Haughton, international consultants who have worked together since 1976. In It's Not the Big That Eat the Small... It's the Fast That Eat the Slow, the two argue that only the swiftest of corporations will thrive in the 21st century. They then outline a program, based on best practices developed by contemporary speedsters like Charles Schwab and AOL that readers can work into their own businesses by similarly focusing on "commerce, resource deployment, and people." Its four parts examine ways to create environments that anticipate the future, reassess operations and personnel and make appropriate adjustments whenever necessary, launch a "crusade" while "staying beneath the radar," and maintain velocity through institutionalization and close customer relationships. "This book will show you how to think and move faster than your competition," they write, adding that "being faster doesn't mean being out of breath. It means being smarter." Many of their suggestions will be familiar to those who follow the business of business improvement, but the singular (and quite convincing) context to which Jennings and Haughton now apply them help make this book unique. --Howard Rothman ... Read more

Reviews (28)

Simple management philosophy that worths a read
I think most people understand the importance of "speed" in the marketplace. The problem lies in "how" to incorporate this element into their daily business before they or their companies had been eaten by someone else. I am sorry that the author had not done a good job in this respect. He said a lot about the advantages of being speedy, but not practical methods of pushing it through bureaucracy, redtape, human resistance to change, the long term committment of top management......... Perhaps I had demanded too much from such a small book. However, I really believe the author is capable of giving us more, judged by his smooth and intelligent writing skills and choice of words.

Below please find some copy and paste for your reference.

Speed, merely for the sake of moving fast, without a destination inmind, is haste. Eventually, out of control, speed will land you in big trouble. But imagine how many more races you would win if you had a big head start. Think about the advantage you would have if you knew what the future was going to look like and were able to spot trends before the competition. Consider the power of being able to think about things quickly and accurately, tackling in minutes the same big issues and questions the competition would be processing for weeks. pg 9

Question everything...all the time. If you want to hone your anticipatory skills, accept nothing. Question everything. Ask how and why of everything that's presented to you. pg 19

A fund manager's best year will likely be his or her first. He or she is without a need to defend the previous year's choices and is able to ruthlessly assess the viability and potential performance of holdings in the fund. Dr. Richard Geist, professor of psychiatry at the Harvard Medical School. pg 101

It's not the strongest nor most intelligent of the species that survive; it is the one most adaptable to change. Charles Darwin pg 111

When you refuse to abandon, bad things always seem to happen.

p.s. The main book title is very interesting. I think if the author did add one more word "idiot" in the end, the impact will be even bigger.

Speed Plus Torque = Victory!
This is the first of two books by Jennings which I have recently read. (The other is Less Is More.) It was written in collaboration with Laurence Haughton. The subtitle reveals their core assertion: "How to Use Speed as a Competitive Tool in Business." Correctly, they stress the importance of using speed to achieve and then sustain a decisive competitive advantage. They also realize that there are times for an organization to be a sprinter but other times to proceed as if in a marathon.

In the Prologue, Jennings and Haughton explain that they "began with a blank canvas. No points to prove, no axes to grind, and no one to impress. We truly wanted to figure this 'speed thing' out and boil it down into easy-to-replicate tactics." They developed criteria for selecting the fastest companies and then focused on them: Charles Schwab, Clear Channel Communications, AOL, H&M, Hotmail, Telepizza, and Lend Lease. The book presents a number of real-life lessons from these high-speed companies and their full-throttle executives. The authors also provide "time-proven instructions on becoming faster than anyone else."

The material is organized within four Parts: Fast Thinking, Fast Decisions, Get to Market Faster, and finally, Sustaining Speed. In their Epilogue, the authors observe that, early on in their research, they discovered that "truly fast companies that have demonstrated the ability to maintain momentum aren't naturally any faster than their slower-moving rivals. But they are smarter." What's the difference? The truly fast companies avoid, "blow up," or get past various "speed bumps," refusing to be delayed or prevented from getting to where they want to be.

As I read this book, I began to think of an organization as a vehicle. As such, what are its requirements? First, a specific and appropriate destination. Next, a capable driver. Then, a sufficiently powerful engine and enough fuel to keep it running. Also, a transmission with different gears (including reverse), shock absorbers, and brakes. Gauges keep the driver fully informed of available fuel, oil pressure, speed, time, etc. Jennings and Haughton discuss "speed bumps" and could have just easily included a discussion of terrain and weather. A number of organizations -- S&Ls 15-20 years ago and dot coms more recently -- have failed because they could not cope with "rough roads" and "foul weather." In several instances, imprudent speed was a factor in their demise. I want to stress this point because Jennings and Haughton do not glorify speed per se. In certain situations, however, speed is the determinant insofar as success and failure are concerned. Rapid response to customers' needs, for example, or to a new business opportunity. To extend the vehicle metaphor, executives also need a multi-gear "transmission" as well as an accelerator and brakes...and the skill to use each as well as the wisdom to know when.

Jennings and Haughton have a Snap! Crackle! and Pop! writing style which is eminently appropriate to the subject. They also have a delightful sense of humor which substantially increases the entertainment value of their work even as they focus on an especially serious subject: business competition in an age and at a time when it has never before been so intense and when prudent speed frequently determines the difference between organizational life or death. This is a brilliant achievement.

Those who share my high regard for this book are urged to check out Jennings' Less Is More as well as Curt Coffman and Gabriel Gonzalez-Molina's Follow This Path.

Good
Lots of good stuff. Some you'll have read in other books, but that's not a negative if such info is presented in a new way, as it is here. I do think the choices of AOL and Hotmail as fast company examples were dumb choices, since Hotmail never actually turned a profit, it just grew to become an enticing buy for Microsoft, which is when the owners cashed in. AOL's troubled history is famous enough I need not repeat it here. But the other companies chosen (Charles Schwab, Clear Channel, among others) as examples are "legitimate" companies, aiming for profit and succeeding while growing quickly. And it's because of those examples I recommend this book.

Some flaws, but overall a good value
There is an old story about the two fellows who went lion hunting in Africa. They searched for days to no avail, then suddenly-right in front of them-was a huge lion!
The lion saw them, too, and thought, "lunch!" One of the men reached into his knapsack, retrieved his running shoes, and began putting them on. His friend, incredulous, mocked, "You'll never outrun that lion." The first man responded, "I don't have to outrun the lion; I just have to outrun you!"

The speed of business has increased, along with the speed of change. Today, and in the years ahead, the prizes will go to the companies that anticipate the trends, then move most quickly and wisely to put themselves in the right place at the right time. Those firms that allow any employee-at any level-to tie them to tradition or to get in the way of progress risk extinction. Given the title, we'd expect to find the secrets in the pages of this book. Readers will find quite a few tips, some great lessons, snappy writing, and valuable summary lists at the end of each chapter. There's a lot of good content here, but also some annoying redundancy.

This well-organized book moves steadily and deliberately through a collection of strategies that stimulate thinking and action. A number of examples are offered to illustrate fast movement and not-fast-enough movement. Many of the anecdotes and case studies come from the same companies, which is both good and bad. We see deeper into these companies, but miss the opportunity to appreciate the strategies and actions of a wider range of organizations. Hearing about the same companies over and over again made me wonder if the authors had investigated any other examples. The sameness got old.

Toward the end of the book, the reader may sense some repetition, as if the authors forgot they had mentioned these things or were looking for filler to complete the manuscript at the end of their writing process. I sensed some redundancy in the main body of the book, but as the manuscript drew to a close I almost lost interest because I was reading words I'd already read.

There's a lot of good content in this volume, so I'll still recommend it. Look for the tips, the advice, and the strategies that will inspire you to make notes, turn down pages, and highlight various sections. While the book wasn't 100% for me, there are a lot of valuable and thought-provoking lessons in these pages. Many of the ideas and observations are sufficiently thought-provoking to stimulate change in the way you do things, particularly if you perceive yourself to be in a competitive environment.

This review refers to the hardcover edition.

Average Book
If you did not read many books of management, you will certainly profit from reading this book. There'a a total lack of care for personel but a lot of good ideas.
Read a book on Emotional Intelligence together with this one, mix them both and get to work! ... Read more

Book Description

Foreword by Meg Wheatley.

All too often, solving tough work issues can become a tug of war as clashing departments, priorities, personality styles, and other concerns threaten to destroy any possibility of a successful conclusion. But by sharing hopes, and focusing on information rather than debate, the path to agreement can become wonderfully clear.

How Great Decisions Get Made. shows how to bring out the best in people, so that the process of decision making cements groups together rather than pulling them apart. The book gives readers a simple 10-step process to help their people overcome seemingly intractable differences, paving the way for groups to:

* Embrace a world view filled with the possibility of creating better results together * Shift their attention from the stale "What should we do?" to a fresh "How can we achieve what we really want?" attitude * Tap into who they are to define and articulate their hopes

Readers looking for quick, exciting ways to energize their often contentious decision-making process will find all the help they need, from real-life scenarios showing the process in action to a self-assessment checklist. How Great Decisions Get Made provides the key to overcoming barriers, making people feel great about the work they do, and achieving extraordinary results. ... Read more

Reviews (11)

Linking Goals with Resources
Don's ideas and approach to making tough decisions have been of enormous value to the City of San Luis Obispo in linking goals with resources. Even in the leanest of times, organization's still have "some" resources, so the issue isn't that we can't do anything - it's that we can't do everything. Given this, how do we identify and agree upon the most important, highest priority things to do? How do we lead with our deepest aspirations instead of our greatest fears? Don's "ten steps" offer powerful, pragmatic ways of achieving this, in "good times and bad". Don's book shares his "real world" successes as a consultant and coach for both private and public sector organizations, and makes them available for others to apply to their situations.

Bill Statler, Director of Finance & Information Technology
City of San Luis Obispo

A Must Read!
This book is a must read whether you make decisions as a family, in a corporate setting or in a community group.

The books 10 easy steps of reaching agreement offers a fabulous methodology that helps groups attain their intended results. As an attorney and a businessperson, I have experienced failed efforts at conflict resolution. The existing system of dispute resolution is often more about winning and losing, then about resolving conflicts. Many a disagreement could have been resolved with the approach offered in this book. Rather then having only winners and losers - How Great Decisions Get Made offers a way to create winning solutions for all the parties. Similarly in business and personal negotiations people get pulled off their agendas and miss the boat - this book helps you stay focused by providing a process that enables and empowers the participants and supports a result that works for everybody.

This exceptionally well written book offers a new and exciting way to successfully produce positive and effective outcomes when we need to reach agreements and we want to make great decisions.

An excellent blueprint for decision-making success
"Don Maruska has provided an excellent blueprint for decision-making success. His book, How Great Decisions Get Made, is an indispensible tool for anyone involved in leadership, in both the public and private sectors. I have had the good fortune to watch Don use these principles firsthand, and I marvel at how he has translated his 10 easy steps into a clear, straightforward guide. This book is one that is destined to be pulled off my shelf for guidance, time and time again." Dr. Steven M. Ladd, Superintendent of Schools.

How Great Decisions Get Made:10 Easy Steps For Reaching Agre
Don Maruska is a genius. His 10 Steps to reaching agreement are a simple process that any group or organization should use to deal with complex issues. This simple system removes ego from the decision making process and avoids the "me too' speeched that drag out a meeting, polarize the participants and add nothing to resolution of the issues. Don's system enables the group to reach quality agreements quickly and harmoniously.

a practical guide for life
I think Don's work is one of the most useful "life affirming tools" I have encountered in my 35 year career. It is useful not only in business, but also in family life with spouse and children. I highly recommend his book and methodology to all who want to simplify their life but also be responsible for their actions. I loved it! ... Read more

Book Description

Tourism Impacts, Planning and Management is a unique text, which links these three key areas of tourism: impacts, planning and management.

Tourism impacts are multi-faceted and therefore are difficult to plan for and manage. This book looks at all the key players involved - be they tourists, host communities or industry members - and considers a number of approaches and techniques for managing tourism successfully.

Divided into four parts, this text discusses:
* The growth, development and impacts of tourism
* Tourism planning and management: concepts, issues and key players
* Tools and techniques in tourism planning and management: education, regulation and information technology
* The future of tourism planning and management: issues of sustainability and the future

Up-to-date, international case studies are used, for example the impacts of 9/11 and terrorism in Bali, to illustrate and provide a real-life context for the theories discussed. Exercises are also included to consolidate learning.

* Links impacts, planning and management in tourism
* Global coverage and perspective with cases and examples from the UK, Australia and USA
* Takes an applied approach, using international case studies to explain and illustrate the theories discussed ... Read more

Reviews (2)

Recommended
According to Dave Reiter: This book is a bit more complex than Smart Choices. It suggests that you always start with your values/preferences for any decision that you want to make. (I think this is often, but not always, a good idea. I think sometimes you're better off starting with the framing of the decision.) This is also a bit dry.

Great background for those who liked Smart Choices
A very helpful book. Parts of it contain more details than I wanted to know about specific detailed applications of the decision-making techniques to government and industry. However, I did enjoy the parts where Keeney describes how he uses the techniques in his personal life. Particularly amusing and informative are the parts where he talks about how he and his wife decided what to name their baby, and how he decided not to get tested for colon cancer and spent the time playing squash instead. ... Read more

Book Description

Scenario planning allows companies to move away from linear thinking and better understand external change. Eight years (and 30,000 copies) after publication Scenarios is still acknowledged as the definitive work in the field. Now, Kees van der Heijden brings his bestseller up to date, following up on his original case studies and adding significant new material. The Second Edition changes focus slightly by providing more in-depth analysis and application of the concept of the 'strategic conversation'. While maintaining the underlying rigour of the first edition, van der Heijden revisits the text to make it far more practical and accessible, and in doing so gives you the tools you need to set out and negotiate a successful future course for your organization in the face of significant uncertainty. ... Read more

Reviews (7)

More than just scenarios, a book on strategic thinking & mgt
Disclaimer: This review is one of the assignments in a graduate course on forecasting.

First, I should say that this is an amazing book, but not necessarily an easy read. However, it repays the effort needed. A previous reviewer commented on the difficulty of the writing. I find the same thing, but it can be marked down to the Dutch/German writing style, which is both compact and tends toward longish sentences. Essentially this means that some sentences have to be read twice before the idea is absorbed. Let me be clear, this activity is well worth it!

This book is more than just about scenarios, offering a convincing and comprehensive understanding of how scenarios can and should be used as a form of strategic management.

Along the way, the reader is treated to clear and helpful explanations of such things as "the business idea of an organization" (ch. 3), "articulation of the business idea" in scenarios (ch. 8), "option planning" (ch. 11), and "the management of change" (ch. 12), among others.

Overall, scenarios as practiced and understood by Van Der Heijden (who spent 35 years at Shell and 6 years as an academic before writing this book), are useful tools. They are foremost organizational tools which are best used by entire organizations, not the solitary planner at their workbench.

If you want to understand how the future can be more accurately perceived (though not predicted), and how organizational learning can actually happen, then this is a worthy addition to the library of any management strategist or student of the future.

Great content but writing style makes for hard reading
Frankly I'm surprised at all the glowing reports without someone mentioning that this isn't the easiest book to read. Not that the language is difficult. Rather the sentences are long and often unclear, and there are too many reference to past and future chapters.

I'd suggest reading a few paragraphs before purchasing the book. You might find that this book is not for you -- it didn't do anything for me. I gave up half way through the book, maybe there was more value in the second half.

Read this book and survive!
A marvelous book which could be subtitled "What to do before the market projections you are guiding your company with go plop!".Van Der Heijden has done an excellent job dissecting the approaches used to establish a deeper more robust strategy based on continuously developing (and refining) a "model" of the forces underpinning your market.Very practical, potentially pivotal, highly recommended.

Strategic Processes MasterGuide
Aimed at business strategists or consultants, this book provides many deep, usable tools, and approaches assisting the development of more robust projects and organizations across a range of futures.

The well referenced attractive chapters span:

++ The context- history in Shell, and three paradigms (rationalist/ evolutionist, and processualist).

++ The principles of scenario planning- the business idea, uncertainty, scenarios, and scenarios planning in organizations.

++ The practice of scenario planning- practitioner's art, articulating the business idea, competitive positioning, scenario development, and option planning.

++ Institutionalizing scenario planning- the management of change, planning processes, and guiding the strategic conversation.

Strengths include: the credibility and rigor of content (the author has 35 years experience in this field!); the attractive style and presentation; the sets of checklist & guidance for those embarking on scenario planning exercises; and extremely relevant tools for senior managers (and whole organizations) to avoid "analysis-paralysis" number-crunching or Las Vegas gambling on guesswork and charisma. The main weakness (to this reviewer) was a need for more case studies, and perhaps more occasionalhumor/lightheartedness.

Overall, a great text which goes very well with the high quality Gill Ringland's "Scenario Planning- Managing for the Future" (Wiley, 1998, ISBN 047197790X).

The richest guide to scenarios and strategy
I usually recommend Peter Schwartz's The Art of the Long View to newcomers to scenario planning, however van der Heijden's Scenarios is the definitive text for those that want more richness and detail, not only on implementing scenario planning as an ongoing practice within organisations, but also onhow the use of scenarios instructs all strategic thinking. van derHeijden's concept of the Business Idea should be central to all managers'and consultants' work. ... Read more

Book Description

There is no doubt that the pace of business has accelerated--products go from concept to release faster than ever, business partnerships and alliances are established (and dissolved) more quickly, competitors react more swiftly to any tilt in the playing field. In Getting It Right the First Time, John Katsaros and Peter Christy argue that the most successful businesses will be those that learn to anticipate demand--especially during the crucial 18-to-36-month innovation window. Showcasing dozens of colorful examples of lucrative successes and missed opportunities (from high-tech to financial services to medical devices), the authors present a detailed plan for how you and your company can learn to: identify your top customers, successfully position your company and its products to those customers, and catch emerging trends before your competitors do. Eschewing traditional market research techniques--such as focus groups, polls, and surveys--Katsaros and Christy demonstrate how "expert interviews" with potential early adopters can help identify your "killer app"--the function that customers most value--and avoid costly trial-and-error. In a viciously competitive world where your company may have only one chance to score big, Getting It Right the First Time provides essential guidance for entrepreneurs, marketers, product developers, and business strategists, and offers new insight into the dynamics of innovation. ... Read more

Reviews (3)

Help to make yourdreams become a reality
This book was written for me.I have lived through the technology area of the 70's, 80's and 90's. Yes, I'm over 50 years old.Technology marketing and launching new products today is very different from my previous 30 years of experience.The markets today require focus, research and insight of the market dynamics. "Getting It Right the First Time" is for individuals and organizations who want to make their dreams become a reality.John Katsaros and Peter Christy's knowledge and insight comes from their experience.Their book has had a tremendous and positive impact on our organization.Dean Westbrook, Mount Angel, Oregon

Every VC should read this, it will save and make millions
John and Peter have brought a wealth of personal experience to the problem of bringing innovative products to market.Millions of dollars chase new ideas that have no hope of success.

Entrepreneurs, product planners and managers, business strategists will all be well served by the insight and by following the guidance inside this book.

If you've got a great idea for a revolutionary product - read this book.

They got it right the first time.
This is a compelling marketing narrative from two guys who have obviously been in the trenches. It's got something for everybody with any interest in marketing-High Tech or not. After a while you start thinking the authors are the Ebert and Roeper of Silicon Valley.

Tom Hutton ... Read more

Book Description

Innovation is an undisputed catalyst for company growth, yet many managers across industries fail to create a climate that encourages and rewards innovation. Managing Creativity and Innovation explores the manager's role in sparking organizational creativity and offers insight into what managers and leaders must do to increase successful innovation. Contents include:

Generating new ideas and recognizing opportunities
Moving innovation to market
Removing mental blocks to creativity
Establishing a strategic direction for profitable product development
Brainstorming and fostering creative conflict within groups
Creating an innovation-friendly culture
Plus, readers can access free interactive tools on the Harvard Business Essentials companion web site.

Harvard Business Essentials The Reliable Source for Busy Managers

The Harvard Business Essentials series is designed to provide comprehensive advice, personal coaching, background information, and guidance on the most relevant topics in business. Drawing on rich content from Harvard Business School Publishing and other sources, these concise guides are carefully crafted to provide a highly practical resource for readers with all levels of experience. To assure quality and accuracy, each volume is closely reviewed by a specialized content adviser from a world class business school. Whether you are a new manager interested in expanding your skills or an experienced executive looking for a personal resource, these solution-oriented books offer reliable answers at your fingertips. ... Read more

Book Description

Ninety percent of companies in the United States qualify as small businesses. Every day these employers have to deal with common computing problems, such as tracking electronic documents, scheduling, accounting functions, managing contact lists, and reducing spam. Many expensive software products are available to help solve these problems, but they often have features small businesses don’t need (or are missing the ones they do). Open source software presents easy-to-implement solutions at a fraction of the cost. Unfortunately, these solutions are relatively unknown to most small businesses.

Open Source Solutions for Small Business Problems explores operational problems most small businesses share. It identifies good open source software that can help businesses solve these problems, and compares them to their proprietary counterparts. The strengths and weaknesses of the open source packages are discussed, and additional information is included on how to integrate open source with existing proprietary systems to achieve specific goals. This is the perfect reference for the tech professional looking for help choosing and understanding excellent open source software to deploy in a business setting, as well as for small business proprietors interested in streamlining their business problems using computer-based solutions.

KEY FEATURES
* Teaches small business how to use open source to solve common computing problems such as scheduling, reducing spam, setting up e-mail, and tracking electronic documents using open source software
* Compares open source business software with their proprietary counterparts and examines the strengths and weaknesses of each
* Explores fundamental security issues and how to utilize open source technologies to keep data and servers safe from attack

On the CD!
* The Open CD v. 1.2 - An open source project that provides an array of high-quality Open Source Software for Windows (including OpenOffice.org 1.1.0, Mozilla 1.5, The GIMP 1.2.5, and AbiWord 2.0.1), along with essays and a short video about open source
* Mozilla Thunderbird 0.5 - An open source stand alone e-mail client
* Mozilla Firefox - 0.8 An open source stand along Web browser
* TortoiseSVN 1.0.3 - A Subversion client that can provide a standalone repository

SYSTEM REQUIREMENTS
Windows 98, Windows 2000, or later. Most applications will work in Windows NT 4.0; Pentium 233 MHz (Recommended 500 MHz or greater); at least 64 MB of RAM; 500 MB of hard drive space to install everything. ... Read more

Reviews (2)

Required for businesses considering switching to Linux
In the world of open source there is a plethora of books on installing and administering Linux. There are also many technical books available on setting up a web server or other specific areas of Linux. This book fills a very broad gap for the non-technical person who wants to know about open source products and how they can be beneficial to your needs. This is not a technical manual but a guide that gives a higher-level view of what the software can do and how to use it.

It includes information on obtaining and installing Mandrake Linux (but no troubleshooting if you have a problem), setting up an office network, setting up an email server, setting up a web server, customer relationship management, calendar and schedule management, document management, accounting, project management, security, and just about everything you need to know to setup and run your business on an open source solution.

Perhaps the best way to provide an indication of this book's perspective is to look at a specific chapter. One of the best ones for this purpose is the one on setting up a web server. The first thing addressed is why you need a web server in the first place. This is followed by an examination of the most common open source web server - Apache. It then provides enough information to understand some of the basics of configuration. This allows you to understand what the configuration files do and get a server up and running, but not enough information to actually configure a secure server.

So, what makes this book so unique that I would recommend it to anyone? It meets the needs of the manager in that it is general enough that someone who has no knowledge of Linux can understand what is going on and what to expect of an installation. Yet it also meets the needs of the technical Linux user who understands the details of all the configuration files but often does not have an overall view of what the complete system is supposed to do. For example, it gives a short conceptual view of Perl that is sufficient to let the reader know if it is something that they could use but provides no information on how to program it. Then again, there are many, many books on Perl programming available.

"Open Source Solutions for Small Business Problems" is a very highly recommended book for anyone who is looking at the open source market and particularly anyone considering Linux as an operating system of choice either on the desktop or as a server. This is easily one of the best Linux books of the year; providing a management level view of the Linux world without the technical focus of other books.

A unique mix of business and technical information...
I just finished a rather interesting and different book on Open Source Software. The title is Open Source Solutions for Small Business Problems by John Locke (Charles River Media). The author contacted me and asked if I'd like to review the book, and I accepted. Since this is an area which is grabbing more of my interest these days, it was helpful in many ways...

First, the chapter layout:
Part 1 - Small Business Computing Infrastructure - Open Source Software in Your Small Business; Why You Need A Server; Setting Up Your Office Network; Open Source on the Desktop; Setting Up an Email Server; Setting Up a Web Server
Part 2 - Computing Your Business Operations - Customer Relationship Management; Calendar and Schedule Management; Document Management; Financial Management; Managing Resources, Schedules, and Projects
Part 3 - Extending Your Business With Open Source - Sharing Information with Your Partners; Marketing Your Message; Connect from Offsite; Providing Private Communications
Part 4 - Keeping Your Network Secure and Intact - Securing Business Data; Network Security in a Wireless World; Disaster Recovery; Viruses and Spam
Appendices - The Open Source Definition; Basics Of Networking; Common Open Source Licenses

When I first started reading it, I was expecting something non-technical in nature, something that would be targeted for the average business owner that knows s/he wants to spend less on software and is looking for alternatives. And to be sure, the book does deliver to that group. But there are also chapters (or areas within each chapter) where the content gets pretty technical. For instance, the detail on how to set up a web server isn't for the person who simply wants to turn on their computer and go. These areas are going to appeal to the in-house technical support person who's been charged with making it all work. While you could (and probably should) find whole books on many of these topics, there's enough detail to get you started in the right direction.

I think Part 2 is extremely valuable, in that it helps both the business owner and the techie figure out what's available in terms of open source alternatives to the typical business software. You learn about OpenOffice.org as a replacement to Microsoft's Office. You learn about MySQL as an alternative to Microsoft Access or many other more expensive relational database systems. You'd be able to find all this out if you dug around on the web long enough, but the author packages up the information in a single location and helps you start to understand what's available for you.

There's also a CD in the back of the book that contains many of the open source packages discussed in the book. Being that these packages move pretty quickly as far as release cycles go, I think I'd prefer visit the web site for the specific package and download the latest. Still, if you're wanting something quick, you'll have it on the CD.

At first, the mix of technical and non-technical content in each chapter didn't quite set right. I wanted the book to target one or the other. But the longer I read, the more I liked the fact that the book could serve as a single volume to allow both the tech and non-tech sides of a business to come together on common ground. The non-techies can ignore the parts that are over their heads, but still understand the possibilities. The techies will understand where the business is coming from, and will get a good start on implementing the software. As a result, I give this book high marks for anyone wanting to some or all of their business computing to an open source model. ... Read more

Amazon.com

Carl von Clausewitz was a 19th-century Prussian general and isconsidered by many to be the millennium's preeminent strategist. Clausewitz on Strategy is a newly translated collection of sections from Clausewitz's classic work On War that's aimed at helping 21st-century executives and entrepreneurs grapple with the unpredictability of today's business climate. The Strategy Institute of The Boston Consulting Group, which pens an insightful essay introducing and connecting Clausewitz's thinking to the realities of today's business environment and which also supplements the book with historical notes and excerpts, thinks Clausewitz is cool. After reading this book, you may think so as well. --Harry C. Edwards ... Read more

Reviews (8)

A shameful endeavor in quick profits
5 Stars for Clausewitz
0 Stars for the authors

Impression on Clausewitz:
Strategy has been defined as 'the employment of the battle as the means towards the attainment of the object of the war'. Properly speaking it has to do with nothing but the battle, but its theory must include in this consideration the instrument of this real activity -- the armed force -- in itself and in its principal relations, for the battle is fought by it, and shows its effects upon it in turn. It must be well acquainted with the battle itself as far as relates to its possible results, and those mental and moral powers which are the most important in the use of the same.

Strategy is the employment of the battle to gain the end of the war; it must therefore give an aim to the whole military action, which must be in accordance with the object of the war; in other words, strategy forms the plan of the war; and to this end it links together the series of acts which are to lead to the final decision, that is to say, it makes the plans for the separate campaigns and regulates the combats to be fought in each. As these are all things which to a great extent can only be determined on conjectures some of which turn out incorrect, while a number of other arrangements pertaining to details cannot be made at all beforehand, it follows, as a matter of course, that strategy must go with the army to the field in order to arrange particulars on the spot, and to make the modifications in the general plan which incessantly become necessary in war. Strategy can therefore never take its hand from the work for a moment.

That this, however, has not always been the view taken is evident from the former custom of keeping strategy in the cabinet and not with the army, a thing only allowable if the cabinet is so near to the army that it can be taken for the chief headquarters of the army.

Theory will therefore attend on strategy in the determination of its plans, or, as we may more properly say, it will throw a light on things in themselves, and on their relations to each other, and bring out prominently the little that there is of principle or rule.

If we recall to mind from the first chapter how many things of the highest importance war touches upon, we may conceive that a consideration of all requires a rare grasp of mind.

A prince or general who knows exactly how to organize his war according to his object and means, which does neither too little nor too much, gives by that the greatest proof of his genius. But the effects of this talent are exhibited not so much by the invention of new modes of action, which might strike the eye immediately, as in the successful final result of the whole. It is the exact fulfillment of silent suppositions, it is the noiseless harmony of the whole action which we should admire, and which only makes itself known in the total result.

The inquirer who, tracing back from the final result, does not perceive the signs of that harmony is one who is apt to seek for genius where it is not, and where it cannot be found.

The means and forms which strategy uses are in fact so extremely simple, so well known by their constant repetition that it only appears ridiculous to sound common sense when it hears critics so frequently speaking of them with high-flown emphasis. Turning a flank, which has been done a thousand times, is regarded here as a proof of the most brilliant genius, there as a proof of the most profound penetration, indeed even of the most comprehensive knowledge. Can there be in the book-world more absurd productions?

It is still more ridiculous if, in addition to this, we reflect that the same critic, in accordance with prevalent opinion, excludes all moral forces from theory, and will not allow it to be concerned with anything but the material forces, so that all must be confined to a few mathematical relations of equilibrium and preponderance, of time and space, and a few lines and angles. If it were nothing more than this, then out of such a miserable business there would not be a scientific problem for even a schoolboy.

But let us admit: there is no question here about scientific formulas and problems; the relations of material things are all very simple; the right comprehension of the moral forces which come into play is more difficult. Still, even in respect to them, it is only in the highest branches of strategy that moral complications and a great diversity of quantities and relations are to be looked for, only at that point where strategy

Impressions on the Authors:
The authors should be banned from all literary circles and their works be renounced as a shameful endeavor in easy profits. In this text they have voided Clausewitz rich text; by presenting the matter in a haphazard; confusing lacking form style and sense.

Highly Recommended!
Though the editors freely admit that business and war are different, and that mapping one to the other is a mistake, this book seems to be based on exactly that idea. After September 11, 2001, business-as-war metaphors seem overblown. Many in business have stopped looking at competition as a death struggle. Instead, they treat it as a mutual effort to foster growth in their sectors so everyone then benefits from the resulting synergies. That said, this compilation, which condenses sections of Prussian General Carl von Clausewitz's major work, On War, is well worth reading, though dense and sometimes difficult to follow. Clausewitz, a fascinating thinker, approaches his subject with wit and clarity. By his own description, his real contribution isn't his analysis, but the analytical method he applies to problems. We from getAbstract find his approach clearly relevant to anyone struggling against an intelligent and resourceful opponent, in business, politics or government, as well as to those pondering ways to go to war.

Confusing
I guess the content is still good considering that it is Clausewitz. I thought that it was confusing to figure out whether the content was Clausewitz' words or the author. I guess I was also looking for more explicit applications of Clausewitz theory. To be honest, I learned more about Clausewitz reading Colin Powell's biography than reading this book. There is still lots of good stuff in this book though if you can buy it for cheap.

Clausewitz on Strategy: a masterpiece in my library!
This is not a strategy "handbook", rather a thoughts collection of a superior mind: Clausewitz is a strategist of past times (a prussian general), but he has a modern strategy view (he looks like a true "top level" CEO). I hope The Strategy Institute of The Boston Consulting Group will issue soon other volumes, but I think it will be almost impossible to have another success like this (given the introduction depthness and the appropriate writings selection and comment).

A Classic of Strategic Thought
This book was edited and with commentary by three scholars associated with The Strategy Institute of The Boston Consulting Group. It is the first of what I presume will be a series of volumes. (At least I hope there will be others, given the high quality of this one.) The core material is a fraction of what Carl von Clausewitz wrote prior to his death in 1830. His works were published posthumously in 1832. He did not complete his masterpiece, On War, before he died. What we have here is a condensation but not a dilution of his key ideas about strategies and tactics within a military context. Remarkably, these same ideas are also directly relevant to any other context within which effective strategic thinking is needed.

Following a brilliant Introduction by the authors (although technically, editors and commentators), the reader is provided with a Preface to the aforementioned Posthumous Edition written by Clausewitz's widow: Marie von Clausewitz, born Countess Bruhl, First Lady in Waiting to Her Royal Highness, Princess Wilhelm. I was fascinated to learn from Frau Clausewitz that her late husband "arranged his papers, sealed them in individual packages, gave each one a label, and bid a sad farewell to this activity he held so dear. [A military transfer required Clausewitz to set his writing aside.]...The packages that his hand had sealed were not opened until after his death. It is those posthumous works that are now published in the following volumes, just exactly as they were found, without a word added or deleted."

Following Frau Clausewitz's Preface, the authors arrange the material within five sections: The Genius of Strategy, The Theater of Strategy, Thinking Strategy, The Virtues of Strategy, and Beyond Strategy. Brief but insightful comments are provided to introduce each section. As indicated previously, the basic text is a condensation of those ideas most relevant to the given subject. Here are a few brief excerpts

When discussing The Genius of Strategy, Clausewitz observes that war is "a wondrous trinity when considered as a whole and in relation to its predominant tendencies, composed of the inherent violence of its fundamental nature, the hatred and enmity that must be considered as a blind natural instinct; of the interplay of probability and chance in war that give the mind room to act freely; and of the subordinate nature of a political instrument, making it subject to pure reason."

Clausewitz on Thinking Strategy: "Strategy is the use of the engagement to achieve the objectives of the war; therefore, it must give an aim to the whole military action that corresponds to the goal of war. Strategy, then, determines the plans for individual campaigns, and orders the engagements within them."

Clausewitz on The Virtues of Strategy: "Moral forces are among the most important topics of war. They are the spirit that permeates the entire aspect of war; they adhere more quickly and more readily to the will,, which sets into motion and guides the entire panoply of forces. At the same time, they merge at one with the will, because the will is itself a moral force. Unfortunately, they are not the sort of thing that can be codified in books, because they resist being grouped by number or class. They prefer to be seen or felt."

What the authors (i.e. editors and commentators) of this book have done is quite masterful. First, they devised strategies of their own to organize the material and then to select appropriate portions from more than one thousand pages of Clausewitz's writings. Next, they created an Introduction to that material, followed by a truly interesting Preface by Frau Clausewitz. Then they created brief comments to introduce each section. Finally, they selected what they call "Sources for Sidebars" to assist the reader's further study. I also commend them for resisting what must have been a strong temptation to formulate groups of "lessons" or "key points" to conclude chapters. They also resisted the temptation to add a "Summary" section in which they suggest what they view as the most important correlations between Clausewitz's ideas and the 21st century business world. The reader is thus responsible for drawing such correlations. Those who share my high regard for this book are urged to read Sun Tzu's The Art of War, Machiavelli's The Prince, Crainer's The Management Century, and Strategic Thinking for the Next Economy which is edited by Cusumano and Markides. ... Read more

Book Description

From the acclaimed MIT Sloan Management Review comes this compendium of cutting-edge thinking about corporate strategy. Focusing on strategic imperatives of the new economy, leading thinkers in the field present their views in four general areas: strategy and value creation; flexibility in a volatile world; strategy making in uncertain times; and strategies for growth in fast-paced markets. Strategic Thinking for the New Economy shows that designing a successful strategy is a never-ending quest--and that effective strategic thinking is a process of continuously asking questions and thinking through issues in a creative way. Included among the book's many expert contributers are Christopher A. Bartlett, Henry Mintzberg, Richard T. Pascale and C. K. Prahalad. ... Read more

Reviews (2)

Outstanding!
This is a great collection of essays that delivers a consistent message throughout. It begins with a new management manifesto, past theory, and works its way through flexibility and growth and innovation. A great, quick-reading book for those interested in the 'new' strategy game.

Preparation for a Never-Ending Quest
Here is an absolutely first-rate collection of essays which, with commendable diversity but consistent brilliance, examine fundamentals of strategy and value creation, strategic flexibility in (heaven knows) a volatile world, strategy marketing in uncertain times, and strategies for growth in fast-paced markets. We should not be surprised by the quality of content selected nor by the quality of editing provided by Cusumano and Markides. As they explain in the introduction, "The chapters in this volume fall into four categories. Part One (two chapters by Ghoshal, Bartlett, and Moran and one by Mintzberg and Lampel) deal primarily with strategy and value creation in the next economy. Part Two (one chapter by Hax and Wilde and one by Eisenhardt) talks about flexibility in a volatile world. Part Three (three chapters, by Pascale, Beinhocker, and Williamson) continues on this theme but focusses on strategy and strategy-making process in times of uncertainty. Finally, Part four (five chapters, by Hamel, Kim, and Mauborgne; Markides, Prahalad and Oosterveld, and von Krogh and Cusumano) concentrates on strategic innovation and strategies for growth, particularly bin fast-paced markets."

Those (such as I) who subscribe to the MIT Sloan Management Review have perhaps already read many of these essays. How convenient to have a single volume in which they are gathered; also, to have such a well-written Introduction by the editors and then a section ("The Authors") which suggests additional resources to explore. (I consider Markides' All the Right Moves: A Guide to Crafting Breakthrough Strategy to be one of the most important business books written within recent years.) Some owners/CEOs of smaller companies incorrectly believe that strategic thinking (at least as they understand it) is not of major importance when, in fact, the opposite is true. Go back and examine the origins of what have since become the world's largest corporations and you will learn that each began with one or two basic strategies. For example, when James Cash Penney opened his first store (named "The Golden Rule") in 1902 in Kemmerer (WY), his basic strategies were (a) to treat each customer as a guest and (b) to offer merchandise of the highest possible quality for the lowest possible price. More recently, in 1983, Michael Dell began to re-sell RAM chips and disk drives for IBM PCs (from his dormitory room at the University of Texas) and by April of 1984, his computer component business was grossing about $80,000 a month. His basic strategy then and now: To sell a limited selection of products directly to consumers and then provide superior service. My point, obviously, is that this book can be an invaluable resource for senior-level executives in large companies but can also be every bit as valuable to decision-makers in small-to-mid size companies.

The authors raise almost all of the most important questions to be asked about strategy and then, together, offer thoughtful (at times highly innovative) as well as practical responses to those questions. For example: How to define a company as a value creator rather than a value appropriator? How can a new management framework address the current business environment of complexity and uncertainty by expanding the spectrum of strategic positions? How can successful business strategy emerge from a decision-making process in which executives develop "collective intuition" and accelerate "constructive combat" while maintaining decision pacing and avoiding politics? You may not agree with all of the authors' observations and conclusions. Fair enough. But I am certain that, after having read this book, you will be a much more effective strategic thinker. ... Read more

Book Description

The Success Case Method (SCM) offers a simple, carefully crafted way of determining how well a new organizational initiative is working. Already shown to be effective in dozens of organizations, SCM is based on five steps: focusing and planning the study; clearly defining what outcomes will be considered "success"; identifying success cases; conducting interviews to learn exactly how success was achieved; and communicating results throughout the organization. Written by an internationally recognized expert in evaluation and training effectiveness, these are fast and foolproof techniques. ... Read more

Reviews (1)

Believable, credible and useful!
Finally! A simple, fast and credible evaluation tool that can be used to tell what is working in a new initiative, what is not working, and how the initiative could be more successful. This description sums up the evaluation technique described in The Success Case Method by Robert O. Brinkherhoff, a professor at Western Michigan University and an internationally recognized expert in evaluation and training effectiveness. If you are a manager trying to make things work better in your organization, this book will show you how to get compelling evidence that decision makers can actually use.

The Success Case Method is a simple book. Step by step, it takes you through the Success Case methodology, starting with planning the success case and creating an Impact Model. This model defines what success should look like. In completing the Impact Model, successful behaviors and results are listed that will happen if the initiative is working well. In leading up to successful application, the model includes the critical actions participants need to demonstrate to make success happen. It highlights the "line of sight," the linkage of an organizational initiative, to key business goals. The process is brief and concise, not strategic and comprehensive. It communicates the "business case" for the initiative -- how the capability produced in a new initiative can be used in act