Design Knowing and Learning: Cognition in Design Education Review

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Design Knowing and Learning: Cognition in Design Education ReviewThis book contains papers presented at a design education conference at Georgia Tech. This collection of articles are written by renowned authors from different design (engineering, computer science, cognitive psy., arch., etc.) disciplines. As a PhD student in design, I found many articles are well-written and useful for design research. It covers a wide range of topics (experimental methods for design studies, protocol analysis, design thinking, design expertise, design cognition, etc.) The book is on the expensive side but that is the only con in my opinion.Design Knowing and Learning: Cognition in Design Education OverviewWide aspects of a university education address design: the conceptualization, planning and implementation of man-made artifacts. All areas of engineering, parts of computer science and of course architecture and industrial design all claim to teach design. Yet the education of design tends ot follow tacit practices, without explicit assumptions, goals and processes.
This book is premised on the belief that design education based on a cognitive science approach can lead to significant improvements in the effectiveness of university design courses and to the future capabilities of practicing designers. This applies to all professional areas of design. The book grew out of publications and a workshop focusing on design education. This volume attempts to outline a framework upon which new efforts in design education might be based.
The book includes chapters dealing with six broad aspects of the study of design education: • Methodologies for undertaking studies of design learning • Longitudinal assessment of design learning • Methods and cases for assessing beginners, experts and special populations • Studies of important component processes • Structure of design knowledge • Design cognition in the classroom

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Coaching that Counts: Harnessing the Power of Leadership Coaching to Deliver Strategic Value (Improving Human Performance) Review

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Coaching that Counts: Harnessing the Power of Leadership Coaching to Deliver Strategic Value (Improving Human Performance) Review"Coaching That Counts" is a must read, particularly for the experienced executive coach and/or the corporate executive managing large scale coaching and leadership development programs.
Many fine books have been written separately on the topics of executive coaching and organizational development and learning. What sets "Coaching That Counts" apart is how it expertly combines the two topics seamlessly in a clear, readable and immediately useful format.
The husband-wife team of Diana and Merrill Anderson share generously their 30 plus years of combined expertise and insights in their roles as executive coach, corporate leader and organizational researcher.
The authors are pioneers in their respective fields. Diana is a superb and gifted executive and leadership coach and one of the first Master Certified Coaches with the International Coaching Federation (ICF). Merrill has contributed foundational and pivotal research-models for measuring return on investment (ROI) impact for training and coaching initiatives.
The book is divided into two parts. The first half describes in detail a comprehensive and provocative coaching model, called "Leading With Insight". The model describes 4 coaching quadrants: Reflective, Emotional, Intuitive and Inspirational. Each key coaching quadrant is expertly described first conceptually and then through case study presentations.
The second half of the book details very useful quantitative and qualitative ROI approaches for measuring coaching impact. Additionally excellent chapters are also included focusing on key steps, considerations and insights for conceptualizing, initiating and measuring large scale organizational change-coaching programs.
Of particular interest in the Leading with Insight model is the authors' observation that most current coaching work focuses on the first 2 quadrants, which asks the questions, What do I need to do now? and What am I made of? The authors explain that most ROI impact however occurs in Quadrant III and IV, which focuses on Organizational Alignment and Original Action.They share that less than 50% of coaching relationships currently evolve beyond Quadrant II, but that 70% of return on investment derives from gains in Quadrant III and IV. This has enormous implications for future executive coaching focus and pay-off.
In summary, this book is a call to action, challenging the reader to work deeper within themselves and with their clients to achieve broader, more impactful coaching outcomes and execute more accurate and measurable Coaching ROI analysis.

Coaching that Counts: Harnessing the Power of Leadership Coaching to Deliver Strategic Value (Improving Human Performance) Overview

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Dynamic Manufacturing: Creating the Learning Organization Review

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Dynamic Manufacturing: Creating the Learning Organization ReviewThe book is extremely refreshing and useful in terms of its different perspective from the conventional manufacturing management assumptions and theories, which still influence the America's management practices today. The book explores key manufacturing infrastructure issues such as capital budgeting, organization structure and performance measurement and demonstrates how these can affect, positively or negatively, the performance of the manufacturing companies in pursuing it sustainable competitive advantage over its competitors.
The book is well structured and the arguments are very consistent with one another. In analyzing different elements leading to a superior manufacturing organization,the importance of learning and adaptation to change are emphasized, while the difficulties of creating the new infrastructure that a company may encounter and the key role that management can play are also emphasized.
The points the authors propose are impressive using reliable case studies. For example, the case histories of the three presentative investment decisions that illustrate the problems with the modern capital budgeting paradigm are instrumental for better understanding. The calculations of total factor poductivity (TFP) for two contrasting products illustrate the TFP performance easurement technique convincingly. The tables and figures in each chapter, provided as further illustrations, also aid in generating neat and explicit explanations.
The author's treatment is complete since the book provides a great deal of information and shows today's managers why it is necessary and how to implement the fundamental changes if they want to create a world-class organization that builds a competitive advantage through manufacturing excellence. It is very comprehensive in addressing issues associated with creating and managing a dynamic, learning manufacturing organization at the corporation level and at the factory level. However, not all the technical details are provided in the sense that the book is more a "know-why" than "know-how" guidance.
The book is directed at managers throughout a manufacturing company, not just the management of the manufacturing function. In my opinion, capital investors, top management, manufacturing managers, project managers, industrial engineers, design engineers, and any other ambitious engineers in manufacturing companies should read this book carefully and keep in mind some insights and principles that the authors address in the book. As advocated by the authors, "learning is the bottom line".
...Dynamic Manufacturing: Creating the Learning Organization OverviewIt is management, and particularly managers' willingness to learn and change -- not unfair competition or unsupportive economic policies -- that is at the heart of America's manufacturing crisis, contend Robert Hayes, Steven Wheelwright, and Kim Clark. These world-renowned authorities on manufacturing and technology base their conclusion on studies of hundreds of American and foreign firms. Writing for general managers in this long-awaited successor to their award-winning Restoring Our Competitive Edge, the authors go beyond the structural decisions -- the "bricks and mortar" of facilities and equipment -- to the infrastructure of a manufacturing company: the management policies, systems, and practices that must be at the core of a world-class organization. Most importantly, they address the difficulty of creating that infrastructure, emphasizing the management leadership and vision that are required. This thorough and comprehensive volume points out the weaknesses of traditional management practices, which are built into authoritarian, hierarchical organizations. The authors show dramatically how many companies today are breaking out of this "command and control" mentality and creating a whole new set of relationships involving workers and managers, engineering, marketing and manufacturing, and suppliers and customers, which is giving them a competitive advantage in the international marketplace. Comparing the companies that are winning with those that are losing market position, Hayes, Wheelwright, and Clark conclude that the key differences are that the winners focus on creating value for customers, continual improvement, quick adaptability to change, and extracting the full potential of their human resources. They constantly strive to be better, placing great emphasis on experimentation, integration, training, and the building of critical organizational capabilities. They are, in short, "learning" organizations. Dynamic Manufacturing explores in depth such key infrastructure issues as capital budgeting, performance measurement, organizational structure, and human resource management, demonstrating how they interact to foster productivity growth, new product development, and competitive advantage. The book shows today's managers how to implement the changes that must be made if they want to create a truly superior manufacturing company. Taking concerned, committed managers step-by-step on the path toward better products, lower costs, and increased profits, this seminal work provides a road map for manufacturing firms seeking to build a competitive advantage through manufacturing excellence.

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Practical Steps for Aligning Information Technology with Business Strategies: How to Achieve a Competitive Advantage Review

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Practical Steps for Aligning Information Technology with Business Strategies: How to Achieve a Competitive Advantage ReviewThis is an excellent book for IT leadership who often finds itslef on a different road and cannot justify the value of IT. Unless IT is perfectly aligned with the company strategy this value is never there. This book shows you how to do it...how to align yourself. What is missing are some lessons in showing or developing ROI in IT projects.Practical Steps for Aligning Information Technology with Business Strategies: How to Achieve a Competitive Advantage OverviewInformation TechnologyCutting-edge techniques for equipping your IT organization to meet the challenges of today's business worldToday's leaner, meaner, total quality business organizations look to information technology to provide them with a sustainable competitive advantage. That's why the IT managers who are in greatest demand are those who are well versed in modern strategic planning techniques and capable of developing a dynamic IT organization ever alert to their companies' current and future business needs. Written by an author at the cutting edge of today's IT business strategy revolution, this book offers you a clear, easy-to-implement action plan for reengineering your business's IT organization with an eye to building, sustaining, and expanding a competitive advantage. You will find: * Charts and templates that an IT staff can customize and use today * Techniques for overcoming most architecture problems, including a diagramming technique for drawing exceptionally clear blueprints * An in-depth discussion of business IT alignment * How to design an internal IT business economy * Tips on how to get the biggest bang for the buck while optimizing customer service * Proven techniques that radically improve application development through object-oriented technologies, data servers, and prototyping

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Roadmap to Strategic HR: Turning a Great Idea into a Business Reality Review

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Roadmap to Strategic HR: Turning a Great Idea into a Business Reality ReviewThis is a great read for anyone who is trying to understand the difference between strategic and tactical HR. This is not an ivory tower epstile, rather concrete, hands-on recommedations for thinking and acting strategically. Most HR folks call themselves "business partners" but are unable to rise above the traditional administrative role. This book gives great recommendations about how to design and organize HR to seperate the business partnership from the administrivia. There is also an excellent discussion of how HRBPs and HR Specialists need to define their roles and work together. I use the lessons from this book on my job each and every day.Roadmap to Strategic HR: Turning a Great Idea into a Business Reality OverviewFor all the theories and talk about making human resources a strategic component of business, in most organisations it's still viewed as a support function - and a costly one at that. This book presents a nine-step roadmap to making HR a true strategic partner, drawn from the author's years of experience at major organisations. "Roadmap to Strategic HR" is a practical process for turning human resources into a crucial component of success - from a HR professional who really did it. The author has successfully implemented strategic human resources at several high-profile and profitable corporations, most notably Hallmark.

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Reorganize for Resilience: Putting Customers at the Center of Your Business Review

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Reorganize for Resilience: Putting Customers at the Center of Your Business ReviewIn his timely book, Gulati provides CEOS and managers with a wakeup call and a practical tool kit they can use to re-organize their firms to thrive in increasingly turbulent economic conditions. The issues discussed in this book are of importance for small, large and even non-profits. Gulati has done an excellent job of writing in a very readable style that I believe will benefit many firms that are seeking ways to survive and thrive.
The core message of this book is that only those firms attain resilience that are truly able to place their customers at the center of their enterprise. However, implementing this strategy is not easy for most firms. Gulati notes that many of the firms which believe that they are customer centric by virtue of going through the motions of traditional market research may actually be deluding themselves. Even when they do solicit ideas from their customers, they do so through the lens of their products as their focus remains on how the customer experiences their products. Further, most firms get caught up in their day to day operations and processes and forget to keep the customer at the center of their enterprise. Unfortunately, customers "become after thoughts" because firms become distracted and blinded by the rigidity of their internal architecture.
Based on qualitative and quantitative research, Gulati explains that while many firms get locked in self-erected silos and thick internal walls, some firms thrive while embracing brutal competition and demanding customer. What distinguishes these firms?
To answer this critical question, Gulati distills lessons from a broad array of firms. He explains that the key differentiator of these successful firms is not just their curiosity and engagement with their customers and their problems, but the ability to actually turn some of those insights into action.
To achieve this high degree of "customer-centricity" Gulati advises firms to dismantle their rigid "inside-out" organizational architecture and adopt a customer focused "outside-in" mind set with an intense focus on understanding and serving the needs of their customers. Putting the customer in the driver's seat can be accomplished only by radical reorganization. This in turn comes about from their capacity to effectively coordinate the appropriate organizational, human, and social resources for creating products and services that satisfy the real needs of their customers. By becoming nimble and flexible, firms can foster "resilience" to achieve competitive advantage for thriving under adversity.
The book not only provides an answer to the WHY of resilience but also the HOW. Gulati peels away multiple layers to demystify the operative mental models as well as the structural and social architecture of exemplary resilient firms. He explains the features and processes that are related with the five key levers that need to be engaged in reorganization. The five levers are: coordination, cooperation, clout, capability and connection.
I particularly appreciated Gulati's efforts to simultaneously highlight the structural, human, and relationship aspect of each lever. Most important, he provides clear and practical guidance on how to appropriately engage these levers to achieve resilience and customer centricity.
This book is not recommended for leaders who wish to undertake incremental changes. Gulati is blunt in his assessment and advice. While acknowledging that creating resilient organizations is not impossible, he cautions that it is not easy because it requires long term perseverance and consistent effort. He also notes that re-organization can be fraught with heightened concerns and operational chaos. But the eventually rewards can be dramatically positive. Thus, he cautions leadership to be prepared to invest considerable energy in creating companywide commitment.
Since any organizational transformation journey must begin with honest self assessment, I suggest that CEO's and leaders read this book first. After taking a hard look and reorienting their personal mental models, they should require their entire staff to read it. They should then use this book to initiate an honest conversation within their organizations and start preparing their blue prints for achieving "customer-centricity".
Reorganize for Resilience: Putting Customers at the Center of Your Business OverviewIn an era of raging commoditization and eroding profit margins, survival depends on resilience: staying one step ahead of your customers. Sure, most companies say they re customer-focused, but they don t deliver solutions to customers thorniest problems. Why? Because they re stymied by the rigid silos they re organized around. In Reorganize for Resilience, Ranjay Gulati reveals how resilient companies prosper both in good times and bad, driving growth and increasing profitability by immersing themselves in the lives of their customers. This book shows how resilient organizations cut through internal barriers that impede action, build bridges between warring divisions, and transform former competitors into collaborators.Based on more than a decade of research in a variety of industries, and filled with examples from companies including Cisco Systems, La Farge, Starbucks, Best Buy, and Jones Lang LaSalle, Gulati explores the five levers of resilience: Coordination: Connect, eradicate, or restructure silos to enable swift responses. Cooperation: Foster a culture that aligns all employees around the shared goals of customer solutions. Clout: Redistribute power to bridge builders and customer champions. Capability: Develop employees skills at tackling changing customer needs. Connection: Blend partners offerings with yours to provide unique customer solutions.Authoritative and practical, Reorganize for Resilience helps you walk the walk, not just talk the talk, of customer-centricity jump-starting a virtuous cycle of profits, growth, and competitive advantage.

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The Keystone Advantage: What the New Dynamics of Business Ecosystems Mean for Strategy, Innovation, and Sustainability Review

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The Keystone Advantage: What the New Dynamics of Business Ecosystems Mean for Strategy, Innovation, and Sustainability ReviewAs this book's subtitle correctly indicates, Iansiti and Levien explain "what the new dynamics of business ecosystems mean for strategy, innovation, and sustainability." They are quite correct when pointing out that, in recent years, in industries as different as personal computers and personal care products, "companies [have] leveraged multiple organizations in distributed supply chains, integrated technological components from a variety of business alliances, collaborated with a number of channel partners to distribute their products, and leveraged complementary services from banks, insurance providers, or retailers." As a result, many industries have been forced to create or become involved in a fully networked structure, one "in which even the simplest product or service is now the result of collaboration among many different organizations." (In fact, decades ago, American Airlines devised his "hub and spoke" strategy. However, this really is not what Iansiti and Levien have in mind.) For example, Microsoft and Wal-Mart have a decisive competitive advantage in large measure because they are "keystone" companies in their respective ecosystems. More specifically,
Both "of these firms understand that their fate is shared with that of the other members of their business network. Rather than focussing primarily on their internal capabilities (as many of their competitors did), they emphasize the collective properties of the business networks in which they participate, and treat these more like organic [in italics] ecosystems [end italics] than traditional supply chain partners. They understand their individual impact on the health of these ecosystems and the respective impact of ecosystem health on their own performance...[For that reason] "a new, holistic approach to strategy is critical to an increasingly broad range of firms in our economy as they face the new set of challenges and responsibilities created by competing in business ecosystems."
How? Given the evolution of business ecosystems which are analogous to biological counterparts, organizations today, regardless of their size or nature
(1) must decide if they are a keystone or niche "player" (Please see Part I)
(2) then formulate strategies appropriate to that role (Please see Part II)
(3) and finally, establish and build on one of three "foundations of sustainable performance in a business ecosystem" (Please see Part III)
"Keystone" companies such as Microsoft, Wal-Mart, Dell, and eBay create value within their respective ecosystems which is shared with other participants in that system. More specifically, they create high-value, sharable assets; leverage direct customer connections; create and manage physical and information hubs; support uniform information standards; create, package, and share state-of-the-art tools and building blocks for innovation; establish and maintain performance standards; build or acquire financial assets for operating leverage; reduce uncertainty by centralizing and coordinating communication, and reduce complexity by providing powerful platforms.
Obviously, few organizations can be (or should even attempt to be) a "keystone" or "dominator" company. According to the authors, keystone wannabes tend to pursue two quite different: "hub landlords" (e.g. Enron) extract as much value as possible from an ecosystem or ecosystem domain without integrating forward to control it whereas "hub dominators" (e.g. Apple) integrate vertically or horizontally to manage and control an ecosystem or ecosystem domain. Most organizations will correctly a strategy as a "niche" player by specializing in capabilities which differentiate them within an ecosystem domain. "Niche players are naturally dependent on other businesses. The essential step in defining a good niche strategy is therefore to analyze the firm's ecosystem and map out the characteristics of its key stone and dominator players." (Please see Chapters Six and Seven for a complete explanation of all this.)
All organizations involved in a given ecosystem must, of course, rigorously monitor but also take an active role in nourishing that system's health so as to promote and facilitate the leveraging of an enduring and evolving core. However, it remains for keystones to provide both the vision and the leadership needed, especially in response to market design, operation, and competition. They must also facilitate and support integration, innovation, and adaptation within their ecosystem. "This is the price that keystones must pay for their privileged position at the hub of a business network and as owners of enduring assets: Keystones [in italics] must [end italics] manage the health of their ecosystems as a key business strategy. The challenge for each niche player is to decide in which ecosystem to become actively involved with which keystones to be associated in a strategic alliance.
I wholly agree with Iansiti and Levien that "We are bound together by the nature of the relationships among products, technologies, markets, and innovation. Leveraging these relationships is critical to enhance firm productivity, to protect organizations from disruption, and to enhance their ability to innovate, evolve, and adapt. This means that no firm, product, or technology can be an island: No firm can afford to act alone, and no products can be designed in isolation." Those who share my high regard for this book are urged to check out Christensen, Anthony, and Roth's Seeing What's Next: Using the Theories of Innovation to Predict Industry Change as well as Kaplan and Norton's The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment.The Keystone Advantage: What the New Dynamics of Business Ecosystems Mean for Strategy, Innovation, and Sustainability OverviewToday, many companies operate within a complex network of firms that all depend on each other for success. In this book, authors Marco Iansiti and Roy Levien use the powerful example of biological ecosystems to show how companies can leverage these emerging business networks for long-term success. The book's title, "The Keystone Advantage", is taken directly from biology - it refers to "keystone species", which proactively maintain the healthy functioning of their entire ecosystem for a simple reason: their own survival depends on it. In the same way, say the authors, companies can protect and ensure their own success by deliberately fostering the combined health of the network they operate in.

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YouTube and Video Marketing: An Hour a Day Review

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YouTube and Video Marketing: An Hour a Day ReviewWhen I received YouTube and Video Marketing: An Hour a Day I dove straight into it. I'm a technical person and have been working with Marketers all my life either to build systems or help in presales engagements. As Marketing has is becoming an online experience more and more, it makes sense to arm oneself with knowledge of the various media options. YupTube, like Twitter, LinkedIn and Facebook are become forces to deal with in the online world.
Initially I expected a Step by Step, how-to guide. However as I dug through the book I kept asking myself when I was going to get to the first step. It isn't until halfway in that I started to find some technical aspects of how-to. But even these were not the "here's how" I expected. After completing the book, I initially felt I had not really gotten what I had hoped for.
However, I then reread the book. This time with a marketer's perspective. It reads more like a novel than an procedures manual and has one linger and investigate how others are engaging community and creating effective followings through YouTube Marketing. My opinion changed from a (2) to (4) stars after that insight. If you are looking for a technical step by step of loading videos, skip this book. If however, you want to get a flavor of how ours are being successful marketing with you tube and the elements to build your own campaigns. This is worth the investment and a second reading.
YouTube and Video Marketing: An Hour a Day OverviewA complete, task-based guide to developing, implementing, and tracking a video marketing strategy
Online video marketing is crucial in today's marketplace. This guide teaches you proven, practical guidelines for developing and implementing video marketing for your organization.

If you're a marketer, advertising professional, consultant, or small business owner, here's a relevant guide to understanding video marketing tactics, developing a strategy, implementing the campaign, and then measuring results. You'll find extensive coverage of keyword strategies and video optimization, distribution and promotion strategies to other sites and blogs, YouTube advertising opportunities, and crucial metrics and analysis.

Written in the popular "Hour a Day" format, which breaks intimidating topics down to easily approachable tasks
Covers previously undocumented optimization strategies, distribution techniques, community promotion tactics, and more
Explores the crucial keyword development phase and best practices for creating and maintaining a presence on YouTube via brand channel development and customization
Examines effective promotional tactics, how to optimize video for YouTube and search engine visibility, and metrics and analytics
Includes case studies, additional resources, a glossary, information about creating and editing video, step-by-step guides, and valuable tutorials

YouTube and Video Marketing: An Hour A Day gives you the tools to give your clients or your organization a visible, vital marketing presence online




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Enterprise Architecture Planning: Developing a Blueprint for Data, Applications, and Technology Review

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Enterprise Architecture Planning: Developing a Blueprint for Data, Applications, and Technology ReviewThis is an excellent book outlining the process, content and pit-falls associated with EAP (a classic for consultants and professionals). It is important to remember that it presents a management framework not an implementation framework. I look forward to the next release -I hope it includes something on object modelling and UML and the need to differentiate between functional and competency based modelling (Business Architecture) when designing enterprise information systems for the future. This book is a foundation and a "must read" for any budding Enterprise Architect.Enterprise Architecture Planning: Developing a Blueprint for Data, Applications, and Technology OverviewAbout This Book Praise for Enterprise Architecture Planning-- ". the book has given me a wealth of good, fresh ideas about every facet of the architecture process . makes a substantive contribution to the body of IS planning knowledge." --John A. Zachman Zachman Information Systems Enterprise Architecture Planning is more advanced than traditional system planning approaches because you:* define a stable business model independent of organizational boundaries, systems, and procedures,* define data before application, and* let data determine the sequence for implementing applications systems.Here the authors give you a common-sense approach to Enterprise Architecture Planning. You'll find dozens of examples of architectures, procedures, checklists, and useful guidelines to support these techniques. This is the best guide available to help you ensure a cost-effective, long-term solution.

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Luxury Fashion Branding: Trends, Tactics, Techniques Review

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Luxury Fashion Branding: Trends, Tactics, Techniques ReviewPrompted by the fact that Harvard Business School adopted this book, I had to pick it up . Uche presents luxury fashion branding in a clear and concise language. This text is for the advanced practitioner and student who needs to understand today's market place and requires tools for analysis. The analytical nature of the text makes it timeless as the principles can directly be applied to crafting business strategy & planning irrespective of the industry. The text is rich, full color and full of real life examples from known & unknown brands. Particularly helpful to me was the Luxury Fashion Brand index that highlights Luxury brands from Guerlin (1828) to Andres Ross (2004) and Tom Ford (2006). The case analysis of Andre Ross provided further insight into this rising luxury brand ---- THIS BOOK IS A MUST BUY -
Luxury Fashion Branding: Trends, Tactics, Techniques Overview"Luxury is a necessity that begins where necessity ends." These words, spoken by Gabrielle Coco Chanel in the early twentieth century, remain as true as ever in our current society. Luxury fashion has seeped into every sphere of our consumer society. It has become the norm to aspire towards attaining the delectable goods of brands like Louis Vuitton, Gucci, and Dior. This desire is further heightened by the fact that fashion has been made more available to the masses by brands like H&M and Zara who continuously offer luxury-style goods at lower prices. Also, globalization and technological and communications advancement have made fashion even more accessible. Consumers can now shop at will on the Internet, access a wide variety of goods and exchange instant brand experiences. These have made the average fashion consumer savvy, demanding and restless. To put it mildly, the luxury consumer and the luxury landscape have changed!What do these imply for luxury fashion brands? A changing sector currently undergoing an important market evolution, internal management shifts and rapid expansion, in dire need of strategic business direction. Luxury Fashion Branding is the groundbreaking first book of its kind that addresses the business of luxury fashion from a strategic viewpoint. It critically analyses the essential aspects of the luxury fashion sector from tracing the origins of luxury fashion to assessing its consumers, retailing tactics, branding and marketing strategy, business modelling and e-retail. Presented in a clear language with pictorial illustrations, Luxury Fashion Branding will make an engaging reading for anyone who wishes to learn about the captivating business of turning functional products into objects of desire.

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Scenario Planning in Organizations: How to Create, Use, and Assess Scenarios (Organizational Performance) Review

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Scenario Planning in Organizations: How to Create, Use, and Assess Scenarios (Organizational Performance) ReviewIn light of the economic, political, environmental and social uncertainty in the world right now, Scenario Planning in Organizations is certainly timely for organizations trying to better understand strategic options. Chermack's book is theory grounded with a strong emphasis on practical application. Laying out the history, purpose and value of scenario planning, he provides a clear five-phase process for developing scenarios with a unique emphasis on measuring results. The book is clear, logical, content rich and well-researched. Like a "how-to" guide for internal and external practitioners, Chermack nicely balances the context of scenario planning with useful tools like case studies, models, surveys and checklists. Whether you are an executive looking to better navigate through today's uncertainties or a practitioner looking to build your toolkit, this book is a must read.Scenario Planning in Organizations: How to Create, Use, and Assess Scenarios (Organizational Performance) OverviewScenario planning helps organization leaders, executives and decision-makers envision and develop strategies for multiple possible futures instead of just one. It enables organizations to become resilient and agile, carefully calibrating their responses and adapting quickly to new circumstances in a fast-changing environment.This book is the most comprehensive treatment to date of the scenario planning process. Unlike existing books it offers a thorough discussion of the evolution and theoretical foundations of scenario planning, examining its connections to learning theory, decision-making theory, mental model theory and more. Chermack emphasizes that scenario planning is far more than a simple set of steps to follow, as so many other practice-focused books do—he addresses the subtleties and complexities of planning. And, unique among scenario planning books, he deals not just with developing different scenarios but also with applying scenarios once they have been constructed, and assessing the impact of the scenario project.Using a case study based on a real scenario project Chermack lays out a comprehensive five phase scenario planning system—project preparation, scenario exploration, scenario development, scenario implementation and project assessment. Each chapter describes specific techniques for gathering and analyzing relevant data with a particular emphasis on the use of workshops to encourage dialogue. He offers a scenario project worksheet to help readers structure and manage scenario projects as well as avoid common pitfalls, and a discussion, based in recent neurological findings, of how scenario planning helps people to overcome barriers to creative thinking. "This book is about action and performance. Compelling and thoroughly researched, it offers every business executive a playbook for including uncertainty in the organizational change process and driving competitive advantage".-- Tim Reynolds, Vice President, Talent and Organization Effectiveness, Whirlpool Corporation

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The Differentiated Workforce: Transforming Talent into Strategic Impact Review

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The Differentiated Workforce: Transforming Talent into Strategic Impact Review
Brian Becker, Mark Huselid, and Richard Beatty shares their thoughts about how to solve the various strategic challenges that line managers now face. "Specifically, it is about making senior managers more successful at executing their strategy" by putting strategy, not people, first. "For most organizations, that success has an important talent dimension. When it comes to workforce strategy, our approach requires that line managers define success but that HR professionals deliver the solution. This requires a new perspective on workforce strategy for both." That said, the transformation they recommend requires thinking more broadly (perhaps even counter intuitively) about the respective roles of line managers, HR, and the workforce because all of them must be centrally in any change initiatives.
With regard to this book's title, Becker, Huselid, and Beatty explain that "there are four key domains that distinguish a differentiated approach from a more conventional (undifferentiated) approach to workforce management: a focus on equity instead of equality; a focus on engaging the right employees, not necessarily all employees; an emphasis on hiring choice employees, not becoming an employer of choice; and finally, a focus on earned increases (i.e. increased responsibilities and compensation." More specifically, strategic talent becomes a competitive advantage (equity), those with strategic talent fully understand how to acquire and retain customers as well as how to accelerate improvement of organizational performance (employee focus); strategic talent is retained and helps to attract and hire fewer but much better-qualified job candidates (employee of choice); and peak performers are generously (and appropriately) rewarded and remain whereas poor/mediocre performers are not rewarded and asked to vacate their strategic roles.
There at least two major reasons why workforce differentiation is so important to almost all organizations, whatever their size or nature may be. First, it can help them to achieve significant and verifiable strategic impact in their competitive marketplace. Also, it will address one of the greatest challenges now facing their senior-managers: How to get more workers positively and constructively engaged? Recent Gallup research indicates that only 29% of the U.S. workforce is positively engaged (i.e. loyal, enthusiastic, and productive) whereas 55% is passively disengaged. That is, they are going through the motions, doing only what they must, "mailing it in," coasting, etc. What about the other 16%? They are "actively disengaged" in that they are doing whatever they can to undermine their employer's efforts to succeed.
In their book, Becker, Huselid, and Beatty provide a cohesive, comprehensive, and cost-effective program by which achieve these two very important objectives, achieving significant and verifiable strategic impact in the competitive marketplace, and increasing the positive and productive engagement of workers at all levels and in all areas of operations. More specifically, they explain
1. How to put strategy, not people, first
2. How to link strategic capabilities to workforce strategy
3. How to identify and evaluate strategic positions
4. How to establish leadership accountability for workforce success (e.g. the line manager's HR role)
5. How to design architecture for the differentiated workforce
6. How to develop and apply strategic workforce measures
My repetition of the word "how" is deliberate because Becker, Huselid, and Beatty devote most of their time and attention to explaining how to implement their various recommendations. They are diehard pragmatists, with an insatiable curiosity to know what works, what doesn't, and why. Their determination to focus on real-world issues, problems, and solutions is perhaps best illustrated by the detailed and surprisingly lively case study they provide in Chapter 7 (Pages 171-231) of how th4 American Hat Association created a differentiated workforce. Obviously, it would be a fool's errand to attempt to duplicate those initiatives without appropriate modification in another organization, even one in the healthcare field. It would also be a fool's mistake to ignore the lessons to be learned from this case study.
Those who share my high regard for this brilliant book are urged to check out Becker, Huselid, and Beatty's previously published The HR Scorecard: Linking People, Strategy, and Performance and The Workforce Scorecard: Managing Human Capital To Execute Strategy as well as Enterprise Architecture As Strategy: Creating a Foundation for Business Execution co-authored by Jeanne Ross, Peter Weill, and David Robertson, James O'Toole and Edward E. Lawler III's The New American Workplace, Dean Spitzer's Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success, and Leadership Brand: Developing Customer-Focused Leaders to Drive Performance and Build Lasting Value co-authored by Dave Ulrich and Norm Smallwood.The Differentiated Workforce: Transforming Talent into Strategic Impact OverviewDo you think of your company's talent as an investment to be managed like a portfolio? You should, according to authors Becker, Huselid, and Beatty, if you're interested in strategy execution. Many companies fall into the trap of spending too much time and money on low performers, while high performers aren't getting the necessary resources, development opportunities, or rewards. In "The Differentiated Workforce", the authors expand on their previous books, "The HR Scorecard" and "The Workforce Scorecard", and recommend that you manage your workforce like a portfolio - with disproportionate investments in the jobs that create the most wealth. Based on two decades of academic research and experience working with hundreds of executives, "The Differentiated Workforce" gives you the tools to translate your talent into strategic impact.

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The HR Value Proposition Review

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The HR Value Proposition ReviewThe authors' formulations in The HR Value Proposition draw on their 18-year study, which involved more than 29,000 HR professionals and line managers worldwide. On the basis of this study, they have come out with value-focused criteria for HR department, which suggests actions that HR must take to achieve them. The criteria range from monitoring external business realities to creating a clear connection between HR actions and stakeholders' value.
The book's prescriptions are meant for HR professionals as well as line managers, even as it highlights the path that HR must take to earn its position in the organization. It also seeks to provide a justification as to why a company should invest in HR--a question that CFOs (Chief Finance Officers) frequently ask about the HR function.
The book has argued that for creating value for the business, it has to know what value is." This in turn necessitates understanding the external business environment. The external context impacts business realities, including realities of technology, regulatory issues, and workforce demographics.

The book no doubt gives important insights into the changing roles of HR in the 21st century, and differentiates them from those performed by HR managers a decade ago. It has succeeded in building a useful framework for aligning human resource strategy with organizational strategy so that it enables the organization to efficaciously march towards its vision. It should be read not just by HR managers but by all line managers, who are key HR managers in today's context, so that they can help in organizational capacity-building and performance excellence. The book has outlined a strategic HR agenda in a comprehensive yet lucid way. The roadmap outlined is clear and helpful for different types of readers. It contains many intriguing ideas worth experimenting by practitioners of people management, and well succeeds in outlining the practices and competencies that make a difference in leveraging people potential for realizing organizational goals. The immense experience of the two eminent authors who have built tremendous credibility for themselves for academics as well as practitioners is amply reflected in the structuring of the book. So far as HR literature for managers in concerned, it is going to be a classic and will become a dominant HR book in the next five to ten years.

Debi S. Saini
Professor of Human Resource Management
Management Development Institute
Mehrauli Road, Sukhrali,
Gurgaon-1220 001, Haryana.The HR Value Proposition OverviewThe international best seller Human Resource Champions helped set the HR agenda for the 1990s and enabled HR professionals to become strategic partners in their organizations. But earning a seat at the executive table was only the beginning. Today's HR leaders must also bring substantial value to that table. Drawing on their 16-year study of over 29,000 HR professionals and line managers, leading HR experts Dave Ulrich and Wayne Brockbank propose The HR Value Proposition. The authors argue that HR value creation requires a deep understanding of external business realities and how key stakeholders both inside and outside the company define value. Ulrich and Brockbank provide practical tools and worksheets for leveraging this knowledge to create HR practices, build organizational capabilities, design HR strategy, and marshal resources that create value for customers, investors, executives, and employees. Written by the field's premier trailblazers, this book charts the path HR professionals must take to help lead their organizations into the future. Ulrich is a professor at the University of Michigan School of Business and the author of 12 books and more than 100 articles on the subject of human resources. Brockbank is a clinical professor of business at the University of Michigan School of Business, the author of award-winning papers on HR strategy, and an adviser to top global organizations.

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Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement, 3rd Edition Review

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Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement, 3rd Edition ReviewI certainly liked this book a lot, but I didn't love it. Ergo, it gets a 4 star rating. If you want a detailed account regarding strategic planning, then read this book. It is well documented and clearly organized. Unfortunately it is boring!
The author is a college professor whose expertise is strategic planning in the nonprofit and government sectors. It certainly is normal to see a college professor take a subject and break it down into tiny parts and then build a textbook around describing how the tiny parts all fit together. In the case of this book, the author has broken the subject of strategic planning into tiny parts and called the combination of the tiny parts the Strategic Change Cycle ("SCC"). To see his nice diagram of the SCC turn to page 33 of the text.
After letting the reader see what the SCC is, the author then takes the rest of the book to explain the diagram and how all of its parts fit together. There are three sections to the book:
1. Understanding SCC
2. Key steps to using SCC
3. Managing the SCC process
Each chapter has a summary at its end. Someone who wants to get through the book as quickly as possible will start by reading each chapter's summary and then go back and skim through each of the chapters. Much of the content is common sense, so it shouldn't take all that long to read. However, there will be sections where you will probably want to slow down and digest in depth some of the material.
Leaders must be effective strategists if nonprofits are to be successful. And leaders use strategic planning and its set of concepts, procedures and tools in order to make their nonprofits successful.
In its simplest form strategic planning is all about knowing where you stand and knowing where you want to be. Then you "strategically plan" how you are going to get to where you want to be. What action steps are you going to take to move from point A to point B? This book will help you understand that process if you are having trouble with it right now.Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement, 3rd Edition Overview

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The Little Black Book of Management: Essential Tools for Getting Results NOW Review

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The Little Black Book of Management: Essential Tools for Getting Results NOW Review"The Little Black Book of Management", is a very much needed resource. Simply put, it précis 94 of the better known management tools, techniques and concepts that have proven effective across many industries, organisations and indeed, cultures.
In some respects I found this an unusual book to review, as I did not have to read it. In fact, the author states in the introduction "No one should read this book; you probably haven't got the time". So, I took her at her word! Seriously, the whole intent of this book is to act as a reference source - a quick and easy way to access a well-used and workable management tool, concept or technique, quickly, as and when it's needed.
Turner does a great job of setting the book out in a way that makes access easy. There are two matrices (project and day-to-day) plus a detailed index that makes finding the right tool for the particular management situation, challenge or problem, easy. I can only wonder at the amount of time taken by the author to put this resource together, let alone the creativity in developing the matrices and page set-outs. Each topic is generally described in one page (including examples) with the second page given over to diagrams, activities or exercises for photocopying.
All of the great management concepts are here - cause and effect, brainstorming, six-sigma, SWOT, learning styles, just-in-time; the list goes on ... for 94 topics!
The title, "The Little Black Book of Management" sums up this book very well. For me, unfortunately I felt the title may have influenced the final production of the book too much. The font size is small. In some cases (e.g. diagrams), it's tiny. The book measures 125mm by 200mm. This means that getting everything onto two pages in an easily read font is virtually impossible. Increasing the size to 150 by 230 would have made a difference - the book could still have its title "The Little Black Book of Management".
Although the font-size was a slight detractor for me, the book is still a great book. I believe every manager should have one close by for those times when some structure, strategy or perhaps creativity is needed to solve a problem or provide some motivation. The book would also be useful for students and an excellent resource for management trainers. As a management development consultant and writer, I'll certainly refer to it often.
Bob Selden, author What To Do When You Become The Boss: How new managers become successful managersThe Little Black Book of Management: Essential Tools for Getting Results NOW Overview
All the essential tools managers could ever need—in one handy guide!
"Describes in simple terms the practical tools . . . to achieve success." -- Alan Mulally, President and CEO, Ford Motor Company
Real-world tested, real-world proven in organizations ranging in size from global titans like Boeing and Motorola to mom-and-pops and home businesses, The Little Black Book of Management is the ideal handbook for busy executives, managers, and entrepreneurs like you.
In this unique, practical, and easy-to-use guide, you get nearly 100 potent indispensable tools, organized for ease-of-use, including: • Time management • Brainstorming • Presentations • Process management (Six Sigma, balanced scorecard) • Communication/teambuilding
Save time and money by tackling in-house such critical tasks as brand development, marketing mix, breakeven analysis, or even designing a business excellence framework. Concise, comprehensive, and organizedfor immediate access to the right tools for the job, The Little Black Book of Management is your one-stop source for all the essential tools managers need to develop the performance of their teams and organizations.
Suzanne Turner owns and manages Potenza, Ltd., a management development consulting company, and has also worked with Andersen Consulting. She currently works with a wide range of organizations from global corporations to niche providers.

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Essential Tools for Management Consulting: Tools, Models and Approaches for Clients and Consultants Review

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Essential Tools for Management Consulting: Tools, Models and Approaches for Clients and Consultants ReviewThe title Essential Tools For Management Consulting inspired me to purchase this book as I was now getting into the field on a full time basis. I must admit that of the four Titles that I purchased this was the first one that I started to read. I say 'started' because by the end of the third chapter I was overwhelmed by its complex technical nature. The models used by the obviously experienced and academic author were a bit too complex for this initial reading. Nevertheless, it would prove to be very useful for the more academic minded readers.Essential Tools for Management Consulting: Tools, Models and Approaches for Clients and Consultants OverviewThe second book in the Essential Tools For series… on the topic of Management Consulting
Based on Simon Burtonshaw-Gunn's successful The Essential Management Toolbox, this book focuses in greater depth on the topic of Management Consulting. This second book looks at how a management consultant needs to think, view and analyse the workings of an existing organisation in order to efficiently and effectively work to improve the issues facing a business.
Check out the new series website featuring sample chapters, tool of the month and solve your management problems by talking direct to the author www.essentialtoolsseries.com
Second title in a new series that expands on the information in Simon Burtonshaw-Gunn's The Essential Toolbox
This volume includes 30% new material in the form of new tools and techniques for guiding consultants
Covers: Development of Management Consultancy; Problem resolution and Decision Making; Top 10 Tools for Consultancy Interventions; Consultancy delivery and Facilitation; Consultancy Governance and Ethics
Active author, Simon Burtonshaw-Gunn speaks regularly
Easy to use practical tools and techniques guiding the consultant and business person through their organisational conflicts

About the Author: Simon Burtonshaw-Gunn is a practising management consultant with over 30 years experience in both the public and private sectors and covering a range of organizations and industries. He holds two Master's degrees and a PhD in various Strategic Management topics. This second book includes a forward by Malik Salameh.

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Knowledge Management Tools and Techniques: Practitioners and Experts Evaluate KM Solutions Review

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Knowledge Management Tools and Techniques: Practitioners and Experts Evaluate KM Solutions ReviewThis is the handbook of KW, since it gets down to the nuts and bolts of how to make it work.Knowledge Management Tools and Techniques: Practitioners and Experts Evaluate KM Solutions Overview

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