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  • Image of Conquering Consumerspace
    Image of Conquering Consumerspace

    Marketing Strategies for a Branded World

    by Michael R. Solomon

    In Conquering Consumerspace, Michael R. Solomon, director of Mind/Share Inc., a consulting firm specializing in online consumer research, provides a lively exploration of the new realities of how we market to consumers today. In consumerspace, a place where our very reality is branded, marketers have a vast number of new choices that have been enabled by the dynamic nature of today’s interactive environment. This summary promises to help readers navigate today’s complex consumer economy

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  • Image of Career Warfare
    Image of Career Warfare

    Pick Your Battles and Live to Get Promoted Another Day

    by David F. D'Alessandro

    If you intend to compete at the levels where the competition gets really ferocious — where everybody is hard-working and accomplished — you need a much more subtle advantage. You need a “personal brand” that convinces people to trust you with new opportunities. A big career requires everything from the right kind of manners, to the right style of handling your detractors, to the right instincts about when to leave a job and when to stick with it. In Career Warfare, David D’Alessandro, c

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  • Image of Innovation by Design
    Image of Innovation by Design

    What It Takes to Keep Your Company on the Cutting Edge

    by Gerard H. Gaynor

    While many equate innovation with a creative drive found in the best and brightest employees, true innovation is much more than that — it is an organization-wide commitment to openness and communication. It requires a culture that values original thought and that supports new and valuable ideas with principles, policies and appropriate infrastructure, across the entire company. In Innovation by Design, Gerard Gaynor provides sound, practical advice and real-world examples (culled from 4

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  • Image of Capitalizing on Conflict
    Image of Capitalizing on Conflict

    Strategies and Practices for Turning Conflict to Synergy in Organizations

    by James W. Gibson, Kirk Blackard

    Do you want to optimize performance? If you do, you must first find a way to create an environment that minimizes workplace conflict and integrates resolution strategies into management systems. Only by preventing or minimizing, bringing to the surface, and resolving conflict can you unleash the full power of the organization. Capitalizing on Conflict shows readers how a company can create a comprehensive, organization-wide effort to resolve specific conflict events with proven strategi

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  • Image of Speed Review: Love It, Don't Leave It
    Image of Speed Review: Love It, Don't Leave It

    26 Ways to Get What You Want at Work

    by Beverly Kaye, Beverly Kaye, Sharon Jordan-Evans

    Berrett-Koehler, 194 pages

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  • Image of Speed Review: Why Not?
    Image of Speed Review: Why Not?

    How to Use Everyday Ingenuity to Solve Problems Big and Small

    by Ian Ayres, Barry Nalebuff

    Harvard Business School Press, 238 pages

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  • Image of Hot Groups
    Image of Hot Groups

    Seeding Them, Feeding Them, and Using Them to Ignite Your Organization

    by Jean Lipman-Blumen, Harold Leavitt

    Different from teams, focus groups, or committees, hot groups are small, passionate, creative groups of individuals who come together to focus obsessively on a certain task, then flame out never to be seen again once the task is complete. The authors show what hot groups can do for your organization.

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  • Image of Rewards that Drive High Performance
    Image of Rewards that Drive High Performance

    Success Stories from Leading Organizations

    by Thomas Wilson

    Case studies of companies who used compensation and reward systems to achieve their organizational goals -- from putting employees first at Starbucks to building an entrepreneurial spirit at Southwest Airlines.

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  • Image of Saving Big Blue
    Image of Saving Big Blue

    Leadership Lessons and Turnaround Tactics of IBM's Lou Gerstner

    by Robert Slater

    Having explained Jack Welch and the GE Way in his previous best-seller, Slater now turns his attention to Louis V. Gerstner, who saved the floundering IBM by focusing on customers and demanding high performance from his managers and employees. Full of key leadership lessons for managing a turnaround.

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