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Strategic Speed
Only 30 percent of strategic initiatives are successfully executed. Of those that are, most CEOs view the process as too slow. What’s going on? And how can you accelerate execution in your company? In Strategic Speed, the authors provide the answers. Start by understanding the barriers to execution: Employees don’t grasp where an initiative is going. They don’t adopt new behaviors. They’re not committed to working together to achieve results. Most leaders try to speed things up by changing processes or installing new technologies. But better processes and systems won’t remove the barriers. Instead, you need to unleash three people factors—clarity (understanding the goal), unity (...
What’s Wrong With Management and How to Get It Right
In today’s rapidly changing and increasingly complex world, companies everywhere struggle to meet new challenges and continue to underperform – and despite churning out a constant stream of theories and tools, the management ideas industry has made little progress in advancing management thought. In his latest book, top strategy consultant Tony Manning brings managers the insights and advice they need for the coming decades of turbulence and hyper competition. Drawing lessons from 100 years of management history, plus his own extensive research and experience, he shows how management’s frenetic quest for “silver bullets” has led to confusion and complexity rather than clarity and simplicity. And he identifies eight critical strategy practices that apply to every company everywhere, and explains how to use them. This fascinating and practical guide is a must-read for anyone interested in improving business results.
American Machinist
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The Critical Core
From his 30 years as a top strategy consultant, Tony Manning has distilled a set of must-do strategy practices that apply to every company everywhere. These are the critical core. Busy executives are overwhelmed by management ideas that are often just a repeat of what’s already known, and seduced by fads that will bog them down and not help them. Manning has dug deep into the past 100 years or so of management thinking and practice to find what’s endured, what has been most influential, and what is must-do vs. nice-to-do. Expanding on insights from Manning’s previous book, What’s Wrong With Management and How to Get It Right, this no-nonsense guide describes a way of working that has been proven across companies, industries, and countries. A set of principles and practices that every firm must apply to compete and win. Here you’ll discover what it takes to succeed, how to frame your strategic conversation, and how to close the gap between strategy and execution. So this is a book for every member of your team.
The Annenberg Collection
The Walter and Leonore Annenberg Collection of Impressionist and Post-Impressionist paintings, watercolors, and drawings constitutes one of the most remarkable groupings of avant-garde works of art from the mid-19th to the early 20th century ever given to The Metropolitan Museum of Art. A revised and expanded edition of the 1989 publication Masterpieces of Impressionism and Post-Impressionism: The Annenberg Collection, this volume presents more than fifty masterworks by such luminaries as Manet, Degas, Morisot, Renoir, Monet, Cezanne, Gauguin, Van Gogh, Picasso, and Matisse, accompanied by elucidating texts and a wealth of comparative illustrations. -- From publisher.
American Foundryman
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