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  • Image of No Limits
    Image of No Limits

    Blow the CAP Off Your Capacity

    by John C. Maxwell

    In No Limits, best-selling author John C. Maxwell explains how to identify, grow and apply your critical capabilities.

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  • Image of The Future-Proof Workplace
    Image of The Future-Proof Workplace

    Six Strategies to Accelerate Talent Development, Reshape Your Culture, and Succeed with Purpose

    by Morag Barrett, Linda D. Sharkey, Ph.D.

    The Future-Proof Workplace is a survival guide for the new realities of business. It highlights the changes already taking place: the transition from skills to knowledge, the neuroscience approach to leadership and motivation, galloping technical advances and more.

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  • Image of Victory Through Organization
    Image of Victory Through Organization

    Why the War for Talent Is Failing Your Company and What You Can Do About It

    by Wayne Brockbank, David Kryscynski, Mike Ulrich, Dave Ulrich

    Victory Through Organization demonstrates that organizational success isn’t just about the talent you have –– it’s about how the collective organization makes the individual talent better.

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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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  • Image of Venture Catalyst
    Image of Venture Catalyst

    The Five Strategies for Explosive Corporate Growth

    by Donald L. Laurie

    Laurie writes that only those companies that include ventures as part of their strategies can achieve exceptional and sustainable growth. These ventures are “new business enterprises that entail a certain amount of risk.” In Venture Catalyst, he helps business leaders identify five key strategies for developing the next great business: invent, invest, venture, partner and integrate.

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  • Image of Hoover's Vision
    Image of Hoover's Vision

    Original Thinking for Business Success

    by Gary Hoover

    Gary Hoover, the founder of BOOKSTOP, Inc. and Hoover’s Inc., lays out a plan that can turn an enterprise into a success by showing entrepreneurs how to address inputs with an open mind, and see more than what others envision. Demonstrating how leaders can recognize the importance of history and trends, Hoover drives business owners to create and feed a clear and consistent vision, and helps them find the essential qualities of entrepreneurial leadership.

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  • Image of The EVA Challenge
    Image of The EVA Challenge

    Implementing Value-Added Change in an Organization

    by John S. Shiely, Joel M. Stern

    Economic Value Added (EVA) is a measure of the true economic performance of a company, as well as a strategy for creating shareholder wealth. Stern and Shiely offer ways to properly implement EVA to better align the interests of managers with those of shareholders, and give companies a clearer picture of the value they create.

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