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Developing and implementing a strategy is the central task of a leader, whether the CEO at a Fortune 100 company, an entrepreneur, a church pastor, the head of a school, or a government official. Rich

第一本讓歐洲首席經濟學家欲罷不能、愛不釋手的策略書入圍2011年金融時報與高盛集團「年度最佳商業書獎」決選名單策略的好壞決定了企業的成敗，不幸的是，好策略並不常見。發展與執行策略雖是領導人的首要任務，領導人卻時常誤把願景、業績目標、獲利率、市占率、甚至華麗空洞的口號當成「策略」。皇冠製罐以「購併策略」迅速擴張，8年內成為全球最大的容器製商，公司股價、股東收益率和資本報酬率卻大幅滑落，「購併策略」為

如果你心中對於能否擊敗對手有那麼一絲懷疑，請立刻拿起這本書。──《競爭大未來》共同作者、策略大師　哈默爾（Gary Hamel）第一本讓歐洲首席經濟學家欲罷不能、愛不釋手的策略書金融時報、高盛集團「年度最佳商業書獎」決選名單策略的好壞決定了企業的成敗，不幸的是，好策略並不常見。發展與執行策略雖是領導人的首要任務，領導人卻時常誤把願景、業績目標、獲利率、市占率、甚至華麗空洞的口號當成「策略」。皇冠製

Good strategic assessment does not guarantee success in international relations, but bad strategic assessment dramatically increases the risk of disastrous failure. The most glaring example of this re

Zizek's communism: revolutionary terror or Utopian jouissance?Good theory; bad politics -- this is how Zizek's works have been described. Now Chris McMillan argues that ?i?ek's reading of global capit

Clears out the mumbo jumbo and muddled thinking underlying too many strategies and provides a clear way to create and implement a powerful action-oriented strategy for the real worldDeveloping and imp

Most credit books promise quick fixes and easy solutions to bad credit, but the truth is there is no quick fix when it comes to credit. Your best strategy as a smart consumer is to understand your cre

Good strategic assessment does not guarantee success in international relations, but bad strategic assessment dramatically increases the risk of disastrous failure. The most glaring example of this re

WHAT DOES IT MEAN TO BE A "RESILIENT" ORGANIZATION?It means you are not a prisoner of past performance, good or bad; you don't rely on the right leader alone for success but build the capability to be

"Ninety percent of companies worldwide failed to achieve sustained, profitable growth over the past decade. While current business wisdom calls for ""new rules"" for strategy and organization, a break

Don't let destructive drama sideline your career.Every organization has its share of political drama: Personalities clash. Agendas compete. Turf wars erupt. But you need to work productively with your colleagues—even difficult ones—for the good of your organization and your career. How can you do that without compromising your personal values? By acknowledging that power dynamics and unwritten rules exist—and navigating them constructively.The HBR Guide to Office Politics will help you succeed at work without being a power grabber or a corporate climber. Instead you'll cultivate a political strategy that's authentic to you. You'll learn how to: • Gain influence without losing your integrity• Contend with backstabbers and bullies• Work through tough conversations • Manage tensions when resources are scarce• Get your share of choice assignments• Accept that not all conflict is bad