"We need a new theory of management. The assumptions built into business today are not accurate."-Peter DruckerFor sixteen months before his death, Elizabeth Haas Edersheim was given unprecedented access to Peter Drucker, widely regarded as the father of
"Ideas move mountains, especially in turbulent times.
Lovemarks
is the product of the fertile-iconoclast mind of Kevin Roberts, CEO Worldwide of Saatchi & Saatchi. Roberts argues vociferously, and with a ton of data to support him, that traditiona
This title presents a practical approach to fuel game changing growth through business model innovation. Transformational new growth remains the Holy Grail for many organizations. But a deep understanding of how great business models are made can provide
How you can increase and sustain organic revenue and profit growth . . . whether you’re running an entire company or in your first management job.Over the past seven years, Procter & Gamble has tripled profits; significantly improved organic revenue
Who drives transformation in society? How do they do it?In this compelling book, strategy guru Roger L. Martin and Skoll Foundation President and CEO Sally R. Osberg describe how social entrepreneurs target systems that exist in a stable but unjust equili
Most companies today have innovation envy. They yearn to come up with a game—changing innovation like Apple's iPod, or create an entirely new category like Facebook. Many make genuine efforts to be innovative—they spend on R&D, bring in creative d
What constitutes successful thinking in business? What are some of the techniques used by top business minds in order to solve problems and create value? Diaminds breaks new ground in addressing these questions.Mihnea Moldoveanu and Roger Martin, creators
If you want to be as successful as Jack Welch, Larry Bossidy, or Michael Dell, read their autobiographical advice books, right? Wrong, says Roger Martin in The Opposable Mind. Though following best practice can help in some ways, it also poses a danger: B
In 2001 and 2008, we suffered the two biggest market crashes since 1929--just seven years apart. Clearly, market volatility is intensifying to perilous levels. In Fixing the Game, Roger Martin reveals the culprit: the tight coupling of the "real" market (
