Showing titles in Forecasting & Strategic Planning

From the creator of Valuetainment, the number-one YouTube channel for entrepreneurs, and “one of the most exciting thinkers” (Ray Dalio, author of Principles) in business today, comes a practical and effective guide for thinking more clearly and achieving your most audacious professional goals.

The New York Times best-selling author heralds the future of business in Free. In his revolutionary best seller, The Long Tail, Chris Anderson demonstrated how the online marketplace creates niche markets, allowing products and consumers to connect in a way that has never been possible before. Now, in Free, he makes the compelling case that, in many instances, businesses can profit more from giving things away than they can by charging for them.

Based on the chart-topping Business Wars podcast, stories, and lessons from history’s greatest business rivalries, interspersed with audio clips from the podcast. Using Chinese military genius Sun Tzu’s strategies as a guide, Brown examines why some companies triumph while others crumble....

If you had the opportunity to work where, when, and with whom you wanted - all while getting paid very well - would you take it? Self-made multimillionaire and best-selling author Michael Masterson did, and with Ready, Fire, Aim he'll show you how to do the same.

Visionary physicist Geoffrey West is a pioneer in the field of complexity science, the science of emergent systems and networks. The term complexity can be misleading, however, because what makes West's discoveries so beautiful is that he has found an underlying simplicity that unites the seemingly complex and diverse phenomena of living systems, including our bodies, our cities, and our businesses.

In Reset, Heath explores a framework for getting unstuck and making the changes that matter. The secret is to find “leverage points”: places where a little bit of effort can yield a disproportionate return. Then, we can thoughtfully rearrange our resources to push on those points.

International expert and consultant David Maister offers a brilliant and accessible guide to every management issue at play in professional firms. Professional firms differ from other business enterprises in two distinct ways: first, they provide highly customized services and thus cannot apply many of the management principles developed for product-based industries. Second, professional services are highly personalized, involving the skills of individuals.

In Fluke, myth-shattering social scientist Brian Klaas takes a deep-dive into the phenomenon of random chance and the chaos it can sow, taking aim at most people’s neat and tidy version of reality. The book’s argument is that we willfully ignore a bewildering truth: but for a few small changes, our lives—and our societies—could be radically different.

Michael Porter’s groundbreaking ideas on competition and strategy have unfolded over three decades and are spread across a dauntingly long list of publications. Every manager can name individual pieces of his work - competitive advantage, the value chain, five forces - but no one, not even Porter himself, has put the entire puzzle together to reveal it as an integrated whole. This lucid, concise audiobook does just that. This book provides an engaging summary of Porter’s ideas and an invaluable synthesis of this important body of work....

The world is changing drastically before our eyes - will you be prepared for what comes next? A groundbreaking analysis from one of the world's foremost experts on global trends, including analysis on how COVID-19 will amplify and accelerate each of these changes. By 2030: there will be more grandparents than grandchildren; the middle class in Asia and Sub-Saharan Africa will outnumber the US and Europe combined; the global economy will be driven by the non-Western consumer for the first time in modern history; and much more....

Why is profitable growth so hard to achieve and sustain? Most executives manage their companies as if the solution to that problem lies in the external environment: find an attractive market, formulate the right strategy, win new customers. But when Bain & Company's Chris Zook and James Allen researched this question, they found that when companies fail to achieve their growth targets, 90 percent of the time the root causes are internal, not external.

The breakthrough concepts of Pattern Breakers come from the observations of Mike Maples Jr., a seasoned venture capitalist, who noticed something strange. Start-ups like Twitter, Twitch, and Lyft had achieved extraordinary success despite their disregard for “best practices.” In contrast, other startups deemed highly promising often failed, even when they seemed to do everything right. Seeking answers, Maples and coauthor Peter Ziebelman set out to discover the hidden forces that drive extraordinary start-up success.

Ne cherchez pas votre succès, créez-le ! Dans leur best-seller international, W. Chan Kim et Renée Mauborgne, les penseurs en matière de gestion de renommée mondiale bouleversent votre vision de la concurrence dans le monde des affaires. Ils affirment que la concurrence acharnée ne crée qu'un océan rouge sanglant où les rivaux se battent pour le revenu diminué. La seule issue de cette situation pour atteindre le succès, c'est de créer l'océan bleu, le marché complètement neuf.

Every SaaS company on earth is careening towards its next revenue plateau. It’s called a Growth Ceiling—a moment in time where growth stops, and you’re losing just as many customers as you’re bringing in. It’s not an opinion—it’s just how recurring revenue businesses work.

When Fortune 100 corporations are stymied, it's the "McKinsey-ites" whom they call for help. Former McKinsey associate Ethan Rasiel lifts the veil to show you how the secretive McKinsey works its magic, and helps you emulate the firm's well-honed practices in problem solving, communication, and management. Both a behind-the-scenes look at one of the most admired and secretive companies in the business world and a toolkit of problem-solving techniques without peer, The McKinsey Way empowers every business decision maker to become a better strategic player in any organization.

Have you ever felt lost in knowing how your business is actually doing? Were you surprised by events that you didn’t see coming? Did you spend sleepless nights wondering whether or not your company was going to make it? Then Data is for you. This data-driven handbook is the third installment of the Traction Library’s EOS Mastery Series that provides all the tools you need to build an environment of transparency and get better results through clarity and accountability.

Playing to Win, a noted Wall Street Journal and Washington Post best seller, outlines the strategic approach Lafley, in close partnership with strategic adviser Roger Martin, used to double P&G’s sales, quadruple its profits, and increase its market value by more than $100 billion when Lafley was first CEO (he led the company from 2000 to 2009). The book shows leaders in any type of organization how to guide everyday actions with larger strategic goals built around the clear, essential elements that determine business successwhere to play and how to win.

In The Serendipity Mindset, Christian Busch explains that serendipity isn't about luck in the sense of simple randomness. It's about seeing links that others don't, combining these observations in unexpected and strategic ways, and learning how to detect the moments when apparently random or unconnected ideas merge to form new opportunities. Busch explores serendipity from a rational and scientific perspective and argues that there are identifiable approaches we can use to foster the conditions to let serendipity grow.

You know who your competitors are. You keep tabs on them regularly, and can list them calmly, along with their strengths and weaknesses. But your enemies are a whole other matter. They’re the haters and the doubters who said you’d never make it, the ones who stomped on your dreams. When you think about your enemies, you get emotional. You feel like you won’t let anything—or anyone—stop you.

Everyone would benefit from seeing further into the future, whether buying stocks, crafting policy, launching a new product, or simply planning the week's meals. Unfortunately, people tend to be terrible forecasters. As Wharton professor Philip Tetlock showed in a landmark 2005 study, even experts' predictions are only slightly better than chance. However, an important and underreported conclusion of that study was that some experts do have real foresight.