Business at the Speed of Now: Fire Up Your People, Thrill Your Customers, and Crush Your Competitors

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A technology-enabled management philosophy to accelerate your organization

Business at the Speed of Now delivers a new real-time management philosophy and system to leaders looking for better results in today's constantly changing market. Companies that inspire and equip employees and expect them to seize opportunities and solve problems in the now will enjoy a distinct competitive advantage in a world where speed matters most. Get systematic advice on how to build an integrated and transparent management system, enabled by cloud computing and internal social networks. Use this comprehensive guide to create a NOW organization where everyone boldly pursues every opportunity every time.

The vast majority of businesses cling to a THEN management model and philosophy designed to prevent immediate action. In this practical handbook, you'll learn how to apply technology to the three essential types of work: Fundamentals (routine work that consumes 95 percent of all resources), Breakthroughs (initiatives that can change the game), and Problems (daily challenges and crises that occur in all organizations).

  • Provides a wealth of real-world examples, assessments, tools, guidelines, and checklists that enable readers to apply the concepts immediately
  • Offers practical tools for building accountability and transparency into every position, thereby eliminating the loose ends that so often cause business execution to stumble
  • Presents the groundbreaking insights of John Bernard, an expert on management theory and practice, the use of social media inside the organization, and the modern workforce, whose company, Mass Ingenuity, consults around the world and develops Web-based tools to support real-time management

Set your organization free from the old THEN management ways that no longer get the results you need. Adopt the new NOW management thinking and the state-of-the-art tools that will get your organization doing business at the speed of now.

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About the author

JOHN M. BERNARD is the founder and chairman of Mass Ingenuity, a company that consults and teaches around the world and develops Web-based tools to support real-time management. His consulting work involves high-tech, service, distribution, utilities, banking, insurance, manufacturing, health care, education, and government. John is an expert on the subjects of best-practice management, social media inside the organization, and the modern workforce. His expertise has been featured in the global business media and he is a top-rated speaker for The Conference Board.

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Additional Information

Publisher
John Wiley & Sons
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Published on
Nov 9, 2011
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Pages
256
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ISBN
9781118175378
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Language
English
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Genres
Business & Economics / General
Business & Economics / Management
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Content Protection
This content is DRM protected.
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Available on Android devices
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The bestselling business classic on the power of relationships, updated with in-depth  advice for making connections in the digital world.
 
Do you want to get ahead in life? Climb the ladder to personal success?
 
The secret, master networker Keith Ferrazzi claims, is in reaching out to other people. As Ferrazzi discovered in early life, what distinguishes highly successful people from everyone else is the way they use the power of relationships—so that everyone wins.
In Never Eat Alone, Ferrazzi lays out the specific steps—and inner mindset—he uses to reach out to connect with the thousands of colleagues, friends, and associates on his contacts list, people he has helped and who have helped him. And in the time since Never Eat Alone was published in 2005, the rise of social media and new, collaborative management styles have only made Ferrazzi’s advice more essential for anyone hoping to get ahead in business.
 
The son of a small-town steelworker and a cleaning lady, Ferrazzi first used his remarkable ability to connect with others to pave the way to Yale, a Harvard M.B.A., and several top executive posts. Not yet out of his thirties, he developed a network of relationships that stretched from Washington’s corridors of power to Hollywood’s A-list, leading to him being named one of Crain’s 40 Under 40 and selected as a Global Leader for Tomorrow by the Davos World Economic Forum.
 
Ferrazzi’s form of connecting to the world around him is based on generosity, helping friends connect with other friends. Ferrazzi distinguishes genuine relationship-building from the crude, desperate glad-handing usually associated with “networking.” He then distills his system of reaching out to people into practical, proven principles. Among them:
 
Don’t keep score: It’s never simply about getting what you want. It’s about getting what you want and making sure that the people who are important to you get what they want, too.
“Ping” constantly: The ins and outs of reaching out to those in your circle of contacts all the time—not just when you need something.
Never Eat Alone: The dynamics of status are the same whether you’re working at a corporation or attending a social event—“invisibility” is a fate worse than failure.
Become the “King of Content”: How to use social media sites like LinkedIn, Twitter, and Facebook to make meaningful connections, spark engagement, and curate a network of people who can help you with your interests and goals.
 
In the course of this book, Ferrazzi outlines the timeless strategies shared by the world’s most connected individuals, from Winston Churchill to Bill Clinton, Vernon Jordan to the Dalai Lama.
 
Chock-full of specific advice on handling rejection, getting past gatekeepers, becoming a “conference commando,” and more, this new edition of Never Eat Alone will remain a classic alongside alongside How to Win Friends and Influence People for years to come.
The Challenge
Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning.

But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?

The Study
For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?

The Standards
Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck.

The Comparisons
The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good?

Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't.

The Findings
The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include:

Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.

“Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.”

Perhaps, but who can afford to ignore these findings?

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