Practically Radical is a manifesto for change and a manual for making it happen—in an era when change is the name of the game.
Businesspeople everywhere are engaging in a dramatic "rethink" of how they lead, work, and get results. In an age of fierce competition and stubborn recession, the status quo just doesn't cut it. But how do you break new ground when there is so much pressure to do things the same way as everyone else? Using his years of experience and thought leadership in the business world, the cofounder and founding editor of one of the world's most admired business magazines, Fast Company, offers radical ideas and practical advice to help you fix what's wrong with your organization, launch new initiatives with the best chance to succeed, and rethink the logic of leadership itself.
Practically Radical goes deep inside twenty-five for-profit companies and nonprofit organizations to find out how they've made remarkable strides in tough circumstances. They include IBM, Zappos, Swatch, the Girl Scouts, Interpol, big-city hospitals, fast-growing banks, and high-flying airlines. These organizations have answered the make-or-break questions facing leaders in every field:
Do you see opportunities the competition doesn't see? The most successful organizations embrace one-of-a-kind ideas in a world filled with me-too thinking.
Do you have new ideas about where to look for new ideas? Practices that are routine in one field can be revolutionary when they migrate to another field.
Are you the most of anything? Companies used to be comfortable in the middle of the road. Today, the middle of the road is the road to ruin.
Are you getting the best contributions from the most people? It may be lonely at the top, but change is not a game best played by loners.

Enterprise Value Management ? the next step in business value!
Considerable change has transpired in the years since the first edition of this book was published, yet the paradox remains

The second in the readers' series, "Resources for the Knowledge-Based Economy", "Knowledge In Organisations" gives an overview of how knowledge is valued and used in organisations. It gives readers excellent grounding in how best to understand the highest valued asset they have in their organisations; describes the importance of knowledge to today's organizations; offers insight into how knowledge can be obtained and cultivated; and, provides a variety of persepctives, including sociology, economics, and management science.

Today's leading authority on the subject of this text is the author, MIT Standish Professor of Management and Director of the System Dynamics Group, John D. Sterman. Sterman's objective is to explain, in a true textbook format, what system dynamics is, and how it can be successfully applied to solve business and organizational problems. System dynamics is both a currently utilized approach to organizational problem solving at the professional level, and a field of study in business, engineering, and social and physical sciences.

A Ph. D. Is Not Enough! is required reading for anyone thinking of applying to graduate school or entering the science job market. Focusing on critical survival skills, it offers sound advice on selecting a thesis or postdoctoral adviser; choosing among research jobs in academia, government laboratories, and industry; and defining a research program. This new edition features updates throughout and a new chapter reflecting todays rapidly changing world.

This is not a book about one thing. It's not a 250-page dissertation on leadership, teams or motivation. Instead, it's an agenda for building organizations that can flourish in a world of diminished hopes, relentless change and ferocious competition. This is not a book about doing better. It's not a manual for people who want to tinker at the margins. Instead, it's an impassioned plea to reinvent management as we know it-to rethink the fundamental assumptions we have about capitalism, organizational life, and the meaning of work. Leaders today confront a world where the unprecedented is the norm. Wherever one looks, one sees the exceptional and the extraordinary: Business newspapers decrying the state of capitalism. Once-innovative companies struggling to save off senescence. Next gen employees shunning blue chips for social start-ups. Corporate miscreants getting pilloried in the blogosphere. Entry barriers tumbling in what were once oligopolistic strongholds. Hundred year-old business models being rendered irrelevant overnight. Newbie organizations crowdsourcing their most creative work. National governments lurching towards bankruptcy. Investors angrily confronting greedy CEOs and complacent boards. Newly omnipotent customers eagerly wielding their power. Social media dramatically transforming the way human beings connect, learn and collaborate. Obviously, there are lots of things that matter now. But in a world of fractured certainties and battered trust, some things matter more than others. While the challenges facing organizations are limitless; leadership bandwidth isn't. That's why you have to be clear about what really matters now. What are the fundamental, make-or-break issues that will determine whether your organization thrives or dives in the years ahead? Hamel identifies five issues are that are paramount: values, innovation, adaptability, passion and ideology. In doing so he presents an essential agenda for leaders everywhere who are eager to...move from defense to offense reverse the tide of commoditization defeat bureaucracy astonish their customers foster extraordinary contribution capture the moral high ground outrun change build a company that's truly fit for the future Concise and to the point, the book will inspire you to rethink your business, your company and how you lead.

Why do we find ourselves living in an Information Society? How did the collection, processing, and communication of information come to play an increasingly important role in advanced industrial countries relative to the roles of matter and energy? And why is this change recent--or is it? James Beniger traces the origin of the Information Society to major economic and business crises of the past century. In the United States, applications of steam power in the early 1800s brought a dramatic rise in the speed, volume, and complexity of industrial processes, making them difficult to control. Scores of problems arose: fatal train wrecks, misplacement of freight cars for months at a time, loss of shipments, inability to maintain high rates of inventory turnover. Inevitably the Industrial Revolution, with its ballooning use of energy to drive material processes, required a corresponding growth in the exploitation of information: "the Control Revolution." Between the 1840s and the 1920s came most of the important information-processing and communication technologies still in use today: telegraphy, modern bureaucracy. rotary power printing, the postage stamp, paper money, typewriter, telephone, punch-card processing, motion pictures, radio, and television. Beniger shows that more recent developments in microprocessors, computers, and telecommunications are only a smooth continuation of this "Control Revolution." Along the way he touches on many fascinating topics: why breakfast was invented, how trademarks came to be worth more than the companies that own them, why some employees wear uniforms, and whether time zones will always be necessary. The book is impressive not only for the breadth of its scholarship but also for the subtlety and force of its argument. It will be welcomed by sociologists, economists, historians of science and technology, and all curious in general.

This hardcover edition is available only in a premium, full-cloth binding. It will not ship with a dust jacket. Today's business environment demands significant changes in the way we do business. Simply formulating strategy is no longer sufficient; we must also design the processes to implement it effectively. The key to change is process innovation, a revolutionary new approach that fuses information technology and human resource management to improve business performance. The cornerstone to process innovation's dramatic results is information technology--a largely untapped resource, but a crucial enabler of process innovation. In turn, only a challenge like process innovation affords maximum use of information technology's potential. Davenport provides numerous examples of firms that have succeeded or failed in combining business change and technology initiatives. He also highlights the roles of new organizational structures and human resource programs in developing process innovation. Process innovation is quickly becoming the byword for industries ready to pull their companies out of modest growth patterns and compete effectively in the world marketplace.

MANAGEMENT CHALLEGES FOR THE 21ST CENTURY is a breakthrough work, even for Peter Drucker. Through 6 impressive essays, Professor Drucker sets the agenda for the next several decades, for every organization and individual. He begins by pointing out that the way most people think about management is all wrong, and immediately needs to be changed. He outlines the needed changes. He then picks the key strategy issues that will strongly affect all organizations for the next 50 years. Next, he points out that we live in turbulent times and that one must lead the changes that one's organization must make so they occur faster than for the competition. There is no choice for any organization, except to fail to survive. From there, he points out that we have information TECHNOLOGY, but very little information worth looking at on the devices the technology brings us. He goes on to define what must be done to create the right information. In a remarkable section, he then tells how to create knowledge worker productivity (something he has said in the past that no one knows how to do). Finally, he provides a remarkable essay on how to get the most out of yourself, for yourself. These essays were previewed in leading publications, and substantially improved from the originals. There is no repetition of his work and thinking from earlier books. This is like finding a whole new Peter Drucker. I especially loved the new examples that he included, as well as his historical references that only Peter Drucker can make. YOU ARE MAKING A BIG MISTAKE IF YOU FAIL TO BUY, READ, AND APPLY THE IMPORTANT LESSONS OF THIS BOOK. If you read only one book by Peter Drucker, read this one! I was especially pleased to see that he addressed the stalls that delay organizational progress such as the old habits reinforced by tradition, unwillingness to address the new through disbelief, poor communications at all levels (he states the rules that you must follow to be a better communicator and be more effective), needless interactions fostering mindless bureaucracy, the temptation to procrastinate (standing still in front of a truck about to run you over is a mistake you will not repeat), avoiding the unattractive key issues of your organiztion (he recommends doing the dirty jobs yourself for several weeks a year in order to understand how to improve), and failing to set high standards. As always, the book is filled with powerful questions that you can answer for yourself in order to accomplish much, much more and feel great while you do so. Read and apply the lessons of this book and you will have many more 2,000 percent solutions (achieving 20 times the usual results with the same resources or getting the same results 20 times faster).

This book offers an in-depth look at today's most pressing business issues through the eyes of Peter Drucker - the father of modern management. "Channeling Peter Drucker to tackle some of this century's most difficult topics, "What Would Drucker Do Now?" is a veritable treasure trove of fascinating reading. Drucker's insights were nothing short of remarkable, and Rick Wartzman pays high tribute to that fact while adding a few of his own". (Marshall Goldsmith, author of the New York Times bestsellers "Mojo" and "What Got You Here Won't Get You There"). "Rick Wartzman has accomplished what I didn't think was possible: a tapestry of ideas drawn from Wartzman's observations and personal experiences, woven together with the wisdom of the most important management thinker of this or any other age". (Warren Bennis, Distinguished Professor of Management, the University of Southern California, and author of the recently published "Still Surprised: A Memoir of a Life in Leadership"). "Peter Drucker's thinking has had an enduring impact on consumer-driven companies like Macy's...["What Would Drucker Do Now?"] serves as a compendium of the very best ideas that can help all of our companies win in a highly competitive marketplace for products, services, and customer experiences". (Terry Lundgren, Chairman, President, and CEO, Macy's Inc). "This collection of essays ...will broaden you as a manager, a leader, and as a human being...Rick Wartzman has done the world a great service by collecting the most incisive observations of a beautiful mind and linking them to problems that face leaders and organizations everywhere". (Brian Walker, President and CEO, Herman Miller, Inc). "If Peter Drucker is the master, Rick Wartzman is the prized pupil. Drucker would be delighted to see his theories applied in such a cogent, thoughtful fashion". (Jim Weddle, Managing Partner, Edward Jones, and consulting client of Peter Drucker). About the Book: As technology, globalization, and business innovation advance at breakneck speed, the question "What would Drucker do now?" becomes more relevant by the day. More than anyone of his time, Peter Drucker understood how the individual, the organization, and society are interrelated. And no one better recognized and articulated the challenges facing all three - or came up with more practical solutions to those challenges. Since 2007, the Drucker Institute's executive director, Rick Wartzman, has been asking what Drucker would do on a regular basis - in his popular online column for "Bloomberg Businessweek". In each piece, Wartzman introduces a current issue and provides a view of it through the eyes of Peter Drucker, based on his deep knowledge of Drucker's ideas and ideals. "What Would Drucker Do Now?" culls Wartzman's best, most timely columns into a single volume, offering a perspective on business and society you won't find anywhere else. Featuring more than 80 articles, the book is organized into seven thematic sections: Management as a Discipline; The Practice of Management; Management Challenges for the Twenty-First Century On Wall Street and Finance On Values and Responsibility; The Public and Social Sectors; Art; Music; and, Sports. Covering everything from the federal bailout of GM and the scandal at Goldman Sachs to the roles religion and race relations play in a well-functioning society, "What Would Drucker Do Now?" explores a range of subjects as broad as Drucker's remarkable mind. Wartzman provides a smart, original, and provocative look at a world being buffeted by change and in which all organizations - private, public, and nonprofit - are searching for answers. What would Drucker do now, indeed?

The teaching of organization theory and the conduct of organizational research have been dominated by a focus on decision-making and the concept of strategic rationality. However, the rational model ignores the inherent complexity and ambiguity of real-world organizations and their environments. In this landmark volume, Karl E Weick highlights how the 'sensemaking' process shapes organizational structure and behaviour. The process is seen as the creation of reality as an ongoing accomplishment that takes form when people make retrospective sense of the situations in which they find themselves.

Enterpreneurship is central to the market process, and yet most theories of it fail to tackle the problem of how economic agents learn from their experience. This book redresses this by systematically applying the ideas of Karl Popper. It treats the entrepeneur as a theorist who develops conjectures which are then tested by exposure to the market, in an effort to eliminate errors. This is a critical aspect of the development of new ventures, as most entrepeneurial ideas turn out to be mistakes, at least in their original form.

Few books on software project management have been as influential and timeless asThe Mythical Man-Month. With a blend of software engineering facts and thought-provoking opinions, Fred Brooks offers insight for anyone managing complex projects. These essays draw from his experience as project manager for the IBM System/360 computer family and then for OS/360, its massive software system. Now, 20 years after the initial publication of his book, Brooks has revisited his original ideas and added new thoughts and advice, both for readers already familiar with his work and for readers discovering it for the first time. The added chapters contain (1) a crisp condensation of all the propositions asserted in the original book, including Brooks' central argument in The Mythical Man-Month: that large programming projects suffer management problems different from small ones due to the division of labor; that the conceptual integrity of the product is therefore critical; and that it is difficult but possible to achieve this unity; (2) Brooks' view of these propositions a generation later; (3) a reprint of his classic 1986 paper "No Silver Bullet"; and (4) today's thoughts on the 1986 assertion, "There will be no silver bullet within ten years."

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Your company's data has the potential to add enormous value to every facet of the organization -- from marketing and new product development to strategy to financial management. Yet if your company is like most, it's not using its data to create strategic advantage. Data sits around unused -- or incorrect data fouls up operations and decision making.
In Data Driven , Thomas Redman, the "Data Doc," shows how to leverage and deploy data to sharpen your company's competitive edge and enhance its profitability. The author reveals:
The special properties that make data such a powerful asset
The hidden costs of flawed, outdated, or otherwise poor-quality data
How to improve data quality for competitive advantage
Strategies for exploiting your data to make better business decisions
The many ways to bring data to market
Ideas for dealing with political struggles over data and concerns about privacy rights
Your company's data is a key business asset, and you need to manage it aggressively and professionally. Whether you're a top executive, an aspiring leader, or a product-line manager, this eye-opening book provides the tools and thinking you need to do that.

'Philippe Baumard has observed that strategic success seems to lie more in top managers' ability to use tacit knowledge than in their gaining or updating explicit knowledge' - William H Starbuck, New York University 'This important new book effectively illustrates how, in conditions of ambiguity, managers 'over-manage', i.e. rely too much on explicit plans and interpretations. Here, Philippe Baumard develops an alternative analysis and with it a new approach to management' - Frank Blackler, Lancaster University This landmark book delves below the surface of organizations in order to understand the complex processes of top managers' decision making. Philippe Baumard argues that the conventional, rational model of decision making ignores the tacit and intuitive processes that are often crucial in successful business outcomes. He demonstrates through his four central business cases how it is in times of uncertainty, rapid change and turbulence that the fate of companies is often determined, and it is at these times that managers' tacit knowledge and their ability to navigate ambiguous and complex situations is most critical.

Integrating new research and examples throughout, the second edition of The Knowing Organization links the broad areas of organizational behavior and information management. It looks at how organizations behave as information-seeking, information-creating, and information-using communities and introduces a unifying framework to show how organizations create meaning, knowledge, and action. The book provides a model of how organizations use information strategically to adapt to external change and to foster internal growth. This model examines how people and groups within organizations use information to create an identity and a shared context for action and reflection; to develop new knowledge and new capabilities; and to make decisions that commit resources and capabilities to purposeful action. The second edition features new and expanded chapters on information failures, organizational learning, knowledge creation, and information-seeking behavior. The Knowing Organization, Second Edition, is ideal for graduate courses in information science, organizational behavior, organizational communications, and management information systems.

A revelatory examination of how the wildfirelike spread of new forms of social interaction enabled by technology is changing the way humans form groups and exist within them, with profound long-term economic and social effects-for good and for ill
A handful of kite hobbyists scattered around the world find each other online and collaborate on the most radical improvement in kite design in decades. A midwestern professor of Middle Eastern history starts a blog after 9/11 that becomes essential reading for journalists covering the Iraq war. Activists use the Internet and e-mail to bring offensive comments made by Trent Lott and Don Imus to a wide public and hound them from their positions. A few people find that a world-class online encyclopedia created entirely by volunteers and open for editing by anyone, a wiki, is not an impractical idea. Jihadi groups trade inspiration and instruction and showcase terrorist atrocities to the world, entirely online. A wide group of unrelated people swarms to a Web site about the theft of a cell phone and ultimately goads the New York City police to take action, leading to the culprit's arrest.
With accelerating velocity, our age's new technologies of social networking are evolving, and evolving us, into new groups doing new things in new ways, and old and new groups alike doing the old things better and more easily. You don't have to have a MySpace page to know that the times they are a changin'. Hierarchical structures that exist to manage the work of groups are seeing their raisons d'tre swiftly eroded by the rising technological tide. Business models are being destroyed, transformed, born at dizzying speeds, and the larger social impact is profound.
One of the culture's wisest observers of the transformational power of the new forms of tech-enabled social interaction is Clay Shirky, and Here Comes Everybody is his marvelous reckoning with the ramifications of all this on what we do and who we are. Like Lawrence Lessig on the effect of new technology on regimes of cultural creation, Shirky's assessment of the impact of new technology on the nature and use of groups is marvelously broad minded, lucid, and penetrating; it integrates the views of a number of other thinkers across a broad range of disciplines with his own pioneering work to provide a holistic framework for understanding the opportunities and the threats to the existing order that these new, spontaneous networks of social interaction represent. Wikinomics, yes, but also wikigovernment, wikiculture, wikievery imaginable interest group, including the far from savory. A revolution in social organization has commenced, and Clay Shirky is its brilliant chronicler.

Review
"A must-read resource for anyone who is serious about embracing the opportunity of big data."
-- Craig Vaughan
Global Vice President at SAP
"This book goes beyond data analytics 101. It's the essential guide for those of us (all of us?) whose businesses are built on the ubiquity of data opportunities and the new mandate for data-driven decision-making."
--Tom Phillips
CEO of Media6Degrees and Former Head of Google Search and Analytics
"Data is the foundation of new waves of productivity growth, innovation, and richer customer insight. Only recently viewed broadly as a source of competitive advantage, dealing well with data is rapidly becoming table stakes to stay in the game. The authors' deep applied experience makes this a must read--a window into your competitor's strategy."
-- Alan Murray
Serial Entrepreneur; Partner at Coriolis Ventures
"This timely book says out loud what has finally become apparent: in the modern world, Data is Business, and you can no longer think business without thinking data. Read this book and you will understand the Science behind thinking data."
-- Ron Bekkerman
Chief Data Officer at Carmel Ventures
"A great book for business managers who lead or interact with data scientists, who wish to better understand the principles and algorithms available without the technical details of single-disciplinary books."
-- Ronny Kohavi
Partner Architect at Microsoft Online Services Division
About the Author
Foster Provost is Professor and NEC Faculty Fellow at the NYU Stern School of Business where he teaches in the MBA, Business Analytics, and Data Science programs. His award-winning research is read and cited broadly. Prof. Provost has co-founded several successful companies focusing on data science for marketing.
Tom Fawcett holds a Ph.D. in machine learning and has worked in industry R&D for more than two decades for companies such as GTE Laboratories, NYNEX/Verizon Labs, and HP Labs. His published work has become standard reading in data science.