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Critique W. Edwards Deming's work at your peril. After all, he probably set whatever standard you're using. This volume - revised by the author before his death in 1993 and partially based on his 1950s work with the Japanese - may strike the contemporary reader as a curious mixture of seminal process thinking and idiosyncratic ruminations on education. Portions read like an artifact of the early 1990s, but in this regard, however, his volume offers a unique perspective on a turning point in American economic history: the shift to the knowledge-based economy. Deming's volume is suited to any serious student of management thought, and all human resources professionals should familiarize themselves with his work, which set the foundations for many of the transformations now underway in the corporate world.
In the spring of 2010, Harvard Business School’s graduating class asked HBS professor Clay Christensen to address them—but not on how to apply his principles and thinking to their post-HBS careers. The students wanted to know how to apply his wisdom to their personal lives. He shared with them a set of guidelines that have helped him find meaning in his own life, which led to this now-classic article. Although Christensen’s thinking is rooted in his deep religious faith, these are strategies anyone can use. Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice. The Harvard Business Review Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world.
Now updated with new measurement methods and new examples, How to Measure Anything shows managers how to inform themselves in order to make less risky, more profitable business decisions This insightful and eloquent book will show you how to measure those things in your own business, government agency or other organization that, until now, you may have considered "immeasurable," including customer satisfaction, organizational flexibility, technology risk, and technology ROI. Adds new measurement methods, showing how they can be applied to a variety of areas such as risk management and customer satisfaction Simplifies overall content while still making the more technical applications available to those readers who want to dig deeper Continues to boldly assert that any perception of "immeasurability" is based on certain popular misconceptions about measurement and measurement methods Shows the common reasoning for calling something immeasurable, and sets out to correct those ideas Offers practical methods for measuring a variety of "intangibles" Provides an online database (www.howtomeasureanything.com) of downloadable, practical examples worked out in detailed spreadsheets Written by recognized expert Douglas Hubbard—creator of Applied Information Economics—How to Measure Anything, Third Edition illustrates how the author has used his approach across various industries and how any problem, no matter how difficult, ill defined, or uncertain can lend itself to measurement using proven methods.
12 guiding principles for achieving success with honor and integrity in business and life Becoming Your Best includes inspiring and instructive business stories as well as a great deal of practical advice. The book's 12 principles can help any leader develop a culture of excellence and include Be True to Character; Use Your Imagination; Tap the Power of Knowledge; Never Give Up; Seek Peace & Balance; and Lead with a Vision. Steven Shallenberger has more than 40 years of experience as a successful entrepreneur, CEO, executive, corporate trainer, and community leader. He is also the founder of Synergy Companies, an energy management and environmental solutions company with more than 400 employees.
This is the digital version of the printed book (Copyright © 1996). Based on an award-winning doctoral thesis at Carnegie Mellon University, Measuring and Managing Performance in Organizations presents a captivating analysis of the perils of performance measurement systems. In the book’s foreword, Peopleware authors Tom DeMarco and Timothy Lister rave, “We believe this is a book that needs to be on the desk of just about anyone who manages anything.” Because people often react with unanticipated sophistication when they are being measured, measurement-based management systems can become dysfunctional, interfering with achievement of intended results. Fortunately, as the author shows, measurement dysfunction follows a pattern that can be identified and avoided. The author’s findings are bolstered by interviews with eight recognized experts in the use of measurement to manage computer software development: David N. Card, of Software Productivity Solutions; Tom DeMarco, of the Atlantic Systems Guild; Capers Jones, of Software Productivity Research; John Musa, of AT&T Bell Laboratories; Daniel J. Paulish, of Siemens Corporate Research; Lawrence H. Putnam, of Quantitative Software Management; E. O. Tilford, Sr., of Fissure; plus the anonymous Expert X. A practical model for analyzing measurement projects solidifies the text–don’t start without it!
“At last! A book about errors, flubs, and screwups that pushes beyond platitudes and actually shows how to enlist our mistakes as engines of learning, growth, and progress. Dive into The Mistakes That Make Us and discover the secrets to nurturing a psychologically safe environment that encourages the small experiments that lead to big breakthroughs.” DANIEL H. PINK, #1 NEW YORK TIMES BESTSELLING AUTHOR OF DRIVE, WHEN, AND THE POWER OF REGRET We all make mistakes. What matters is learning from them, as individuals, teams, and organizations. The Mistakes That Make Us: Cultivating a Culture of Learning and Innovation is an engaging, inspiring, and practical book by Mark Graban that presents an alternative approach to mistakes. Rather than punishing individuals for human error and bad decisions, Graban encourages us to embrace and learn from them, fostering a culture of learning and innovation. Sharing stories and insights from his popular podcast, “My Favorite Mistake,” along with his own work and career experiences, Graban show how leaders can cultivate a culture of learning from mistakes. Including examples from manufacturing, healthcare, software, and two whiskey distillers, the book explores how organizations of all sizes and industries can benefit from this approach. In the book, you'll find practical guidance on adopting a positive mindset towards mistakes. It teaches you to acknowledge and appreciate them, take necessary measures to avoid them while gaining knowledge from the ones that occur. Additionally, it emphasizes creating a safe environment to express mistakes and encourages responding constructively by emphasizing learning over punishment. Developing a culture of learning from mistakes through psychological safety is essential in effective leadership and organizational success. Leaders must lead by example and demonstrate kindness to themselves and others by accepting their own blunders instead of solely pushing for more courage from their team. This approach, as Graban highlights, fosters a positive and productive work environment. The Mistakes That Make Us is a must-read for anyone looking to create a stronger organization that produces better results, including lower turnover, more improvement and innovation, and better bottom-line performance. Whether you are a startup founder or an aspiring leader in a larger company, this book will inspire you to lead with kindness and humility, and show you how mistakes can make things right. Table of Contents: Chapter One: Think Positively Chapter Two: Admit Mistakes Chapter Three: Be Kind Chapter Four: Prevent Mistakes Chapter Five: Help Everyone to Speak Up Chapter Six: Choose Improvement, Not Punishment Chapter Seven: Iterate Your Way to Success Chapter Eight: Cultivate Forever Afterword End Notes List of Podcast Guests Mentioned in the Book More Praise for the Book ”Making mistakes is not a choice. Learning from them is. Whether we admit it or not, mistakes are the raw material of potential learning and the means by which we progress and move forward. Mark Graban's The Mistakes That Make Us is a brilliant treatment of this topic that helps us frame mistakes properly, detach them from fear, and see them as expectations, not exceptions. This book's ultimate contribution is helping us realize that creating a culture of productive mistake-making accelerates learning, confidence, and success.” TIMOTHY R. CLARK, PHD, AUTHOR OF THE 4 STAGES OF PSYCHOLOGICAL SAFETY, CEO OF LEADERFACTOR
We live in an age of unprecedented opportunity: with ambition, drive, and talent, you can rise to the top of your chosen profession regardless of where you started out. But with opportunity comes responsibility. Companies today aren't managing their knowledge workers careers. Instead, you must be your own chief executive officer. That means it's up to you to carve out your place in the world and know when to change course. And it's up to you to keep yourself engaged and productive during a career that may span some 50 years. In Managing Oneself, Peter Drucker explains how to do it. The keys: Cultivate a deep understanding of yourself by identifying your most valuable strengths and most dangerous weaknesses; Articulate how you learn and work with others and what your most deeply held values are; and Describe the type of work environment where you can make the greatest contribution. Only when you operate with a combination of your strengths and self-knowledge can you achieve true and lasting excellence. Managing Oneself identifies the probing questions you need to ask to gain the insights essential for taking charge of your career. Peter Drucker was a writer, teacher, and consultant. His 34 books have been published in more than 70 languages. He founded the Peter F. Drucker Foundation for Nonprofit Management, and counseled 13 governments, public services institutions, and major corporations.
Explores where new ideas come from, how to evaluate which ideas are worth pursuing, and how to customize ideas to suit and organization's unique needs.