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  • Image of Management Wisdom From the New York Yankees’ Dynasty
    Image of Management Wisdom From the New York Yankees’ Dynasty

    What Every Manager Can Learn from a Legendary Team's 80-Year Winning Streak

    by Lance Berger

    Author Lance Berger is a management consultant to Fortune 500 companies and has served as a consultant to Major League Baseball. After looking deeply into the history of the Yankees’ organization, Berger discovered that many of the same principles that made the Yankees great were also driving the success of business clients. These core principles are based on leadership, processes and culture. In Management Wisdom From the New York Yankees’ Dynasty, Berger offers time-tested management

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  • Image of The Growth Gamble
    Image of The Growth Gamble

    When Leaders Should Bet Big on New Business, and how They Can Avoid Expensive Failures

    by Robert Park, Andrew Campbell

    Conventional business wisdom dictates that companies should focus their sights on growth. But growth is no certain thing, say the authors of The Growth Gamble. Not all companies are built for rapid growth: Their markets are unsteady or extremely competitive, their infrastructure is not sufficiently flexible, or they don’t have the quality or quantity of people to lend to the effort. For these companies, a slow or steady growth curve, over years or even decades, is the healthiest option.

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  • Image of The Enthusiastic Employee
    Image of The Enthusiastic Employee

    How Companies Profit by Giving Workers What They Want

    by Michael Irwin Meltzer, David Sirota, Louis Mischkind

    Enthusiastic employees outproduce and outperform employees who are not motivated to perform. In The Enthusiastic Employee, three employee management experts from Sirota Consulting offer 30 years of research and experience to show readers exactly what managers are doing wrong — and what they should do instead. Drawing on detailed case studies and employee attitude surveys from hundreds of companies, the authors describe a dollars-and-cents business case for high employee morale, and pres

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  • Image of Speed Review: Ethics in Public Relations
    Image of Speed Review: Ethics in Public Relations

    A Guide to Best Practice

    by Patricia Parsons

    Kogan Page, 187 pages

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  • Image of Speed Review: The Only Sustainable Edge
    Image of Speed Review: The Only Sustainable Edge

    Why Business Strategy Depends on Productive Friction and Dynamic Specialization

    by John Hagel, John Seely Brown

    Harvard Business School Press, 218 pages

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  • Image of When Goliaths Clash
    Image of When Goliaths Clash

    Managing Executive Conflict to Build a More Dynamic Organization

    by Howard M. Guttman

    In When Goliath’s Clash, Howard M. Guttman, the principal of Guttman Development Strategies Inc., a management consulting firm, describes how unresolved conflict in organizations, especially at the highest level, can have dire consequences. These include low productivity, employees’ anger and hostility, increased costs, and increased absenteeism and turnover. He explains that it is important for leaders to realize that conflict handled properly can actually be a great asset to a company

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  • Image of Nanocosm
    Image of Nanocosm

    Nanotechnology and the Big Changes Coming from the Inconceivabley Small

    by William Illsey Atkinson

    Since the beginning of the industrial age, many machines have grown steadily smaller even as they have grown more powerful and complex. Nanotechnology, based on a new science of the infinitesimally small, takes technology beyond most popular definitions of reality, to a realm of molecular machines, cell-sized computers and other astounding possibilities. In Nanocosm, technology consultant and writer William Illsey Atkinson reveals a spectacular view of the immediate future of nanotechno

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  • Image of Winning the Merger Endgame
    Image of Winning the Merger Endgame

    A Playbook for Profiting from Industry Consolidation

    by Stefan Zeisel, Graeme K. Deans, Dr. Fritz Kroeger

    After studying mergers in many industries through the 1990s, the authors of Winning the Merger Endgame, officers and consultants from A.T. Kearney, have discovered that all industries move through four stages of what they call the “Endgames Curve” toward inevitable consolidation. The path up the curve starts with the Opening Stage where industries begin and companies proliferate. In the Scale Stage companies acquire other companies as they realize that organic growth will not push them

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