Corporate Financial Strategy is a practical guide to understanding the elements of financial strategy, and how directors and advisors can add value by tailoring financial strategy to complement corporate strategy. The book sets out appropriate financial strategies over the key milestones in a company’s life. It discusses the practicalities behind transactions such as: * Raising venture ca…
Today's marketplace is fueled by knowledge. Yet organizing systematically to leverage knowledge remains a challenge. Leading companies have discovered that technology is not enough, and that cultivating communities of practice is the keystone of an effective knowledge strategy. Communities of practice come together around common interests and expertise- whether they consist of first-line man…
Good employees are your organization's most valuable resource. But attracting, developing, and retaining talented people requires and environment where people are energized and connected to their work, and where they take the initiative the often difficult journey to real empowerment at all levels of the organization and create a kind of "volunteer employee" workforce--employees who choose to w…
How can business leaders avoid being blindsided? Jim Harris has been helping organizations and leaders all over the world successfully identify and respond faster to emerging trends. In Blindsided! he brings these skills directly to you, highlighting best practices by interviewing dozens of business leaders and innovators - to get first hand insight into the processes they have successfully use…
More than 75% of the average company's market value comes from intangible assets that traditional metrics don't measure. The Balanced Scorecard is a revolutionary performance measurement system that allows organizations to quantify critical intangible assets, such as people, information and culture. Now the people who first developed the Balanced Scorecard, Robert S. Kaplan and David P. Norto…
This book seeks to empower managers by giving them the tools and training they need to translate organizational goals into a message that is relevant for the people who work for them. ItÂ’s essential because companies are interested not only in final results, but also in how the job accomplished. Tracey and Franklin also explore how organizations can change objectives, coaching styles, appra…