Business Model You: A One-Page Method For Reinventing Your Career (9781118156315): Timothy Clark, Alexander Osterwalder, Yves Pigneur Gamestorming: A Playbook for Innovators, Rulebreakers, and Changemakers (9780596804176): Dave Gray, Sunni Brown, James Macanufo The Knowledge-Creating Company: How Japanese Companies Create the Dynamics ... - Ikujirō Nonaka, Hirotaka Takeuchi How have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally. The authors point out that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy. U.S. managers focus on explicit knowledge. Because the competitive environment and customer preferences changes constantly, knowledge perishes quickly.
How to Ask for An Email Introduction There are effective practices when asking for email introduction that respect the time and circumstance of all parties. I’ve really come to appreciate these and wish more people approached introduction requests this way. Here’s how I approach asking for an email introduction: Step 1: Preliminary Request for An Introduction You’ve identified that someone in your network is connected to the person you’re trying to reach. Hi X,I was looking to get introduced to Johnny Dealmaker from Project X and saw you were connected to him. Key elements of this email: The Ask – ”I was looking to get introduced to Johnny Dealmaker from Project X and saw you were connected to him” If you’re asking for an introduction, skip the dog and pony show and ask for it in the first 2 sentences. Consideration of the Connecting Parties Relationship – “If the relationship is strong; Please let me know if you feel comfortable doing this” The Why – “I’d really appreciate an intro to chat about ways to work with Project Y”
The Economist:Guide To Business Modelling by John tennent and Graham Friend | Jashanmal Books The Economist: Guide To Business ModellingJohn Tennent and Graham FriendAED 147.00ISBN 9781846683831 Description This is a new, fully updated and expanded edition of the definitive guide to creating business models for evaluating everything from a modest business development to a major acquisition. About the Author John Tennent is coauthor of Guide to Business Modelling (Profile Books, 2005) and is currently managing director of a consultancy and training company specializing in business modelling and financial appraisal.
The Semantic Web & THE POWER OF PULL » Blog March 25, 2012 The phone is the new platform – everything is converging onto the “smart phone.” Soon, we’ll use our phones to manage our homes, purchase things, board an airplane, sign a document, get into our office buildings, and much much more. And yet today’s phones basically mimic our desktop computers. Do you really want to open a Word or Excel document on your phone? Come to think of it, why should everything be stored on your phone? The answer to today’s scalability problems is the personal data locker. Thank you. March 24, 2012 To learn more about the personal-centric and data-centric future, explore these tasty links: Data RepositoriesFactualFreebaseDrawn to ScaleWorld Bank Open DataData.govData.gov.ukOpscodeTheDataHubWeb Data CommonsLinkedData.orgOpenDataRegistry.comNeurocommons.org ProjectsTetherless WebGoogle Cloud Print January 19, 2011 This is to Apple’s board members. Steven JobsWilliam Campbell Arthur Levinson Andrea Jung Ronald Sugar Al Gore Dear Apple Board, Happy new year.
Leaders Laboratory Home » Leaders Laboratory 11 Must-Read Books For Young Leaders, by John Coleman Recently, I wrote that leaders should be readers. Reading has a host of benefits for those who wish to occupy positions of leadership and develop into more relaxed, empathetic, and well-rounded people. One of the most common follow-up questions was, "Ok, so what should I read?" That's a tough question. There are a number of wonderful reading lists out there. But if I had to focus on a short list for young business leaders, I'd choose the 11 below. Invariably, many people will think some of the choices are poor or that the list is incomplete, but I hope it can serve as a start for young business leaders looking for literature to help them chart their careers. Marcus Aurelius, The Emperor's Handbook. Viktor Frankl, Man's Search for Meaning. Tom Wolfe, A Man in Full. Michael Lewis, Liar's Poker. Jim Collins, Good to Great: Why Some Companies Make the Leap...and Others Don't. Robert Cialdini, Influence: The Psychology of Persuasion. Clayton M. Stephen R. So what are your picks?
Babelia en EL PAÍS Babelia Cultura y libertad La Constitución gaditana fue el primer esfuerzo democrático de la España contemporánea. La celebración del bicentenario es un momento propicio para revisar el relato canónico. Nuevos libros, exposiciones y música revisan el texto de 1812. Soñadores de la utopía Letras de Cádiz La pasión de Isabel Burdiel por el siglo XIX La historiadora intenta explicar una época muy compleja con su biografía de Isabel II, último Premio Nacional de Historia Fotógrafo de guardia Quisiera uno imaginar cómo era la mirada del niño Usher Fellig cuando vio por primera vez Nueva York, después de la travesía del Atlántico en la bodega de un barco lleno de emigrantes pobres de Europa, después de haber abandonado su ciudad natal, Lvov. Paul Auster - Diario de invierno / Diari d'hivern Viaje al paraíso de la memoria Henry Kissinger - China La 'rendición' de Kissinger Sorprende la admiración por el Imperio del Centro que destilan todas y cada una de las páginas del último libro de Henry Kissinger.
What Makes a Leader? It was Daniel Goleman who first brought the term “emotional intelligence” to a wide audience with his 1995 book of that name, and it was Goleman who first applied the concept to business with his 1998 HBR article, reprinted here. In his research at nearly 200 large, global companies, Goleman found that while the qualities traditionally associated with leadership—such as intelligence, toughness, determination, and vision—are required for success, they are insufficient. Truly effective leaders are also distinguished by a high degree of emotional intelligence, which includes self-awareness, self-regulation, motivation, empathy, and social skill. These qualities may sound “soft” and unbusinesslike, but Goleman found direct ties between emotional intelligence and measurable business results. Every businessperson knows a story about a highly intelligent, highly skilled executive who was promoted into a leadership position only to fail at the job. Evaluating Emotional Intelligence