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  • Image of The Game-Changer
    Image of The Game-Changer

    How You can Drive Revenue and Profit Growth with Innovation

    by AG Lafley, Ram Charan

    A Soundview Featured Book Review
    AG Lafley, chairman and CEO of P&G, and well-known author Ram Charan team up to show why innovation must be made central to the goals, strategy, structure, systems, culture, leadership, and motivating purpose and values of your business to create sustained and ever-improving organic revenue growth and profits. Based on experience and research, the authors offer a new management process for making innovation central to every driver of your business.

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  • Image of Corporate Reputation
    Image of Corporate Reputation

    12 Steps to Safeguarding and Recovering Reputation

    by Leslie Gaines-Ross

    Dr. Leslie Gaines-Ross explains why reputation matters to a company’s valuation and well-being and identifies the roles corporate leaders must play in reputation recovery and sustainability. What triggers reputation loss? What are the signals? Why are so many companies struggling with tarnished reputations? What can be done? The most important phases in recovering reputation are outlined in a 12-step process.

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  • Image of Leadership Gold
    Image of Leadership Gold

    Lessons I've Learned from a Lifetime of Leading

    by John C. Maxwell

    Good leadership always makes a difference. It can turn organizations around and positively impact the lives of thousands. Learning more about leadership will make a difference in you, and you will make a difference in the lives of others. John Maxwell shares a lifetime of leadership truths, which can guide anyone who currently leads or aspires to lead.

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  • Image of The Wizard and the Warrior
    Image of The Wizard and the Warrior

    Leading with Passion and Power

    by Lee Bolman, Terrence Deal

    Bestselling authors Lee Bolman and Terrence Deal give leaders the insight and courage they need to take risks on behalf of values they cherish and the people they guide. Great leaders must act both as wizard, calling on imagination, creativity, meaning and magic, and as warrior, mobilizing strength, courage and willingness to fight as necessary to fulfill their mission.

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  • Image of Naked Conversations
    Image of Naked Conversations

    How Blogs Are Changing the Way Businesses Talk with Customers

    by Shel Israel, Robert Scoble

    Scoble and Israel argue that every business can benefit from smart "naked" blogging, whether the company is a small town plumbing operation or a multinational fashion house. By ignoring the “blogosphere” you ignore what others are saying about you, they write. The authors have assembled an enormous amount of information about blogging: from history and theory to comparisons among countries and industries. They also lay out the dos and don'ts of the medium and include extensive statistics, case s

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  • Image of Knowledge@Wharton
    Image of Knowledge@Wharton

    On Building Corporate Value

    by Mukul Pandya, Robert E. Mittelstaedt Jr., Harbir Singh, Eric Clemons

    The Internet can be a powerful tool if companies and consumers learn how to use it creatively and imaginatively. Case studies and articles from Wharton’s [email protected] online journal support the authors’ strategies for building value through the Internet — including how to use the Web’s inherent communication, brokerage, and integration effects to your advantage.

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  • Image of Working GlobeSmart
    Image of Working GlobeSmart

    12 People Skills for Doing Business Across Borders

    by Ernest Gundling

    Gundling presents a toolkit of the 12 global people skills that international managers, or anyone working with global partners, must acquire. These include interpersonal skills (eg. establishing credibility), group skills (eg. negotiating) and organizational skills (eg. managing change).

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  • Image of Beyond Budgeting
    Image of Beyond Budgeting

    How Managers Can Break Free from the Annual Performance Trap

    by Jeremy Hope, Robin Fraser

    The authors show how to reform the traditional budgeting process, which currently consumes too much time while adding too little value. The problem is traditional budgeting’s focus on fixed targets and performance incentives. The authors argue for replacing centrally controlled, predetermined goals with self-regulating, relative competitive benchmarks and transfer the power and decision-making authority from the center of the organization to the front line.

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