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  • Image of Flawless Consulting
    Image of Flawless Consulting

    A Guide to Getting Your Expertise Used

    by Peter Block

    Consulting flawlessly requires intense concentration on two processes: being as authentic as you can be at all times with the client; and attending directly, in words and actions, to the business of each stage of the consulting process. This summary describes what authentic consulting behavior looks like. It also describes the business side of each stage of the consulting process.

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  • Image of Treasure Hunt
    Image of Treasure Hunt

    Inside the Mind of the New Consumer

    by Michael Silverstein

    Through detailed, individual spending portraits of middle class consumers, Silverstein explores the story of how people around the world are reshaping the consumer-goods market by trading down to low-price products and services, trading up to premium ones, and avoiding the boredom and low value that increasingly characterize the middle.

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  • Image of The Starfish and the Spider
    Image of The Starfish and the Spider

    The Unstoppable Power of Leaderless Organizations

    by Ori Brafman, Rod Beckstrom

    A spider has legs, a central body and a tiny head. Chop off the spider’s head and it dies. That’s what happens in a centralized organization with a clear leader in charge. A decentralized organization is more like a starfish — no head, only a decentralized network of cells. This book addresses the differences between the two organizational styles and why a smart business model contains parts of both.

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  • Image of Green to Gold
    Image of Green to Gold

    How Smart Companies Use Environmental Strategy to Innovate, Create Value, and Build Competitive Advantage

    by Andrew Winston, Daniel Esty

    This book explores what every executive must know to manage today’s environmental challenges. Based on the authors’ years of experience and hundreds of interviews with corporate leaders around the world, the book shows how companies generate lasting value by building environmental thinking into their business strategies.

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  • Image of Presenting to Win
    Image of Presenting to Win

    The Art of Telling Your Story

    by Jerry Weissman

    Weissman, a former television producer and veteran of major Initial Public Offering presentations, shows what it takes to connect successfully with your audience. For example, Weissman offers 16 options for logically structuring your presentations.

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  • Image of Mastering the Complex Sale
    Image of Mastering the Complex Sale

    How to Compete and Win When the Stakes are High!

    by Jeff Thull

    Thull presents a rigorous process for successfully completing the complex sale built around four phases: discovering the prime customer; diagnosing the complex problem; designing the complex solution; and delivering on the prime promise. A diagnostic approach, Thull argues, is the key to differentiating yourself from your competitors.

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  • Image of The Innovator's Solution
    Image of The Innovator's Solution

    Creating and Sustaining Successful Growth

    by Clayton M. Christensen, Michael E. Raynor

    Christensen and co-author Raynor show how to successfully respond to the “disruptive technologies” Christensen first highlighted in the seminal bestseller, The Innovator’s Dilemma. The key is to learn how to create disruptions rather than be destroyed by them.

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  • Image of Proactive Risk Management
    Image of Proactive Risk Management

    Controlling Uncertainty in Product Development

    by Guy M. Merritt, Preston G. Smith

    Proactive Risk Management offers product development teams a plan with which they can enhance their management of project risks by identifying risks early and managing them to diminish disruption throughout the project. Using a practical, easy-to-use, fact-based approach, it will help developers manage all the risks associated with a project. Although this process is tailored to commercial product development, it is applicable to many other types of projects with some adaptation.

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  • Image of Why Decisions Fail
    Image of Why Decisions Fail

    Avoiding the Blunders and Traps That Lead to Debacles

    by Paul C. Nutt

    For more than 20 years, Ohio State University Professor Paul C. Nutt has studied how decisions are made and has written extensively about what works, what doesn’t and why. His key finding in all this work is startling: Decisions fail half of the time. Organizations spend vast sums of money and commit significant amounts of resources without realizing any benefits. Nutt writes that failures can be traced to three blunders and seven traps that ensnare decision makers; avoiding these blunders and t

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