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The EVA Challenge
Economic Value Added - das EVA-Konzept - wurde von der Beratungsfirma Stern Stewart & Co. entwickelt. Es ist ein effektiver Maßstab zur Messung der finanziellen Performance eines Unternehmens und ist eng mit dem Shareholder-Value-Ansatz verbunden. Darüber hinaus kann mit Hilfe von EVA -Berechnungen auch eine Unternehmensbewertung durchgeführt werden; ein positiver EVA-Wert bedeutet einen Wertzuwachs, ein negativer hingegen einen Wertverlust. "The EVA Challenge" erläutert, wie man EVA implementiert - angefangen bei der Schulung von Angestellten bis hin zur Beantwortung und Lösung der häufigsten Implementierungsfragen und -probleme, denen Unternehmen begegnen. Diskutiert wird komplett neues Material zu 'real options', 'leveraged stock options' und anderen wichtigen Finanzkonzepte für Unternehmen der New und der Old Economy. Mit zahlreichen Fallbeispielen aus der Unternehmenspraxis.
Rules to Break and Laws to Follow
Praise for Rules to Break & Laws to Follow: How Your Business Can Beat the Crisis of Short-Termism "A fascinating, highly readable synthesis of business principles, technology, sociology and common sense, Rules to Break and Laws to Follow persuasively shows the connection between customer trust and business profits, and then explains how to make it happen. As a bonus, you'll learn how to make your company more innovative, how to ensure your employees actually enjoy what they're doing, and how to deal with the kinds of service and quality breakdowns that occasionally plague any company, even a well-managed one. This book should be on your required reading list." —Stephen M. R. Covey, bestse...
Against the Grain
The unique story of a business heretic and his concept of Economic Value Added (EVA) In Against the Grain, Joel Stern shares for the first time, not only the story of how EVA swept the corporate world, but the story behind the story-the intellectual underpinnings of EVA, how he and his colleagues at Stern Stewart & Co. promoted the concept, won its initial acceptance by major corporations, and later turned the concept into a revolution. He has for good reason been called a one-man catalyst for change. In an engaging memoir, he has given us not only an account of his business strategy, but also provided fascinating anecdotes and vignettes of encounters with leading businessmen on four contine...
Management Ideas
This book offers a short history of business administration in four parts. Part 1 takes the reader from 8000 BCE with the development of simple control techniques to the middle of the nineteenth century. At this time, normative, empirical, and theoretical approaches to business problems in the industrial area were developed. Furthermore, more powerful methodologies came into use. In Part 2, the criteria for science are discussed and related to the development of business administration as a science at the beginning of the twentieth century. Part 3 demonstrates, using Germany as an example, the development of business administration as strongly influenced by its societal environment. The case...
CIO
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The Success Healthcheck for IT Projects
Downsizing, outsourcing and the accelerating pace of change have led to project management becoming one of today's hottest disciplines. Project management is about managing ad hoc, one-off projects instead of ongoing operations. Effective project management delivers better ROI, better benefits realization. Focusing on diagnostics, tangible outcomes and solutions, The Success Healthcheck for IT Projects identifies 8 leading indicators of success, ranging from how the project is set-up, to it's ability to deliver results within the business. The book covers how to assess the likely success of the project using the current IT project portfolio track record and provides diagnostics for a specifi...
Beyond Performance Management
There’s a bewildering array of management tools out there. And they all promise to help you excel at the toughest parts of your job: defining your organization’s strategic direction, managing customers and costs, and boosting workforce performance. But just 30 percent of these tools deliver as intended. Why? As Jeremy Hope and Steve Player reveal in Beyond Performance Management, while many tools are sound in theory, they’re misused by most organizations. For example, executives buy and implement a tool without first asking, “What problem are we trying to solve?” And they use tools to command and control frontline teams, not empower them—a serious and costly mistake. In this emin...
