Bureaucracies have become a relic of the industrial era. The knowledge economy is quickly becoming passe. In today's business environment, doing beats knowing. Fast/Forward presents a new way of working, teaching readers how to embrace decisive action and emotional conviction to gain tomorrow's competitive advantage.
Bureaucracies have become a relic of the industrial era. The knowledge economy is quickly becoming passe. In today's business environment, doing beats knowing. Fast/Forward presents a new way of working, teaching readers how to embrace decisive action and emotional conviction to gain tomorrow's competitive advantage.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Julian Birkinshaw is Professor and Chair of Strategy and Entrepreneurship at the London Business School. An acclaimed expert on innovation, entrepreneurship, and renewal in large corporations, he is the author of twelve books. His research and commentary have been featured in The Economist, The Wall Street Journal, The Huffington Post, and Bloomberg Businessweek.Jonas Ridderstråle is a renowned business thinker and speaker. Jonas' diverse client list includes Fortune 500 companies, major government bodies, sports teams, and trade unions. A Visiting Professor at Ashridge Business School, he is the author of four books: Funky Business (2000), Karaoke Capitalism (2004), Funky Business Forever (2007), and Re-energizing the Corporation (2008).
Inhaltsangabe
1. Staying Ahead of the Curve 2. The Paradoxes of Progress 3. Models of Management 4. The Action Imperative in Strategy 5. Linking Strategy Back to Purpose 6. Opportunity-Focused Coordination 7. The Overachieving Organization 8. Ambidextrous Leadership for an Agile World 9. Becoming an Unreasonable Manager
1. Staying Ahead of the Curve 2. The Paradoxes of Progress 3. Models of Management 4. The Action Imperative in Strategy 5. Linking Strategy Back to Purpose 6. Opportunity-Focused Coordination 7. The Overachieving Organization 8. Ambidextrous Leadership for an Agile World 9. Becoming an Unreasonable Manager
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