Titres dans Prévision et planification stratégique

As the CEO, board member, and executive of an architecture, engineering, and construction company, you are under pressure to lead your company in the age of AI disruption. Not knowing AI’s impact on your business and how you should respond is challenging.

O Livro dos Cinco Anéis é hoje um manual de gente de sucesso que soube aproveitar as lições de Miyamoto Musashi (1584-1645) nas batalhas do dia a dia. Espadachim imbatível d….

A good product road map is one of the most important and influential documents an organization can develop, publish, and continuously update. In fact, this one document can steer an entire organization when it comes to delivering on company strategy. This practical guide teaches you how to create an effective product road map, and demonstrates how to use the road map to align stakeholders and prioritize ideas and requests. With it, you’ll learn to communicate how your products will make your customers and organization successful.

Nate Silver built an innovative system for predicting baseball performance, predicted the 2008 election within a hair’s breadth, and became a national sensation as a blogger - all by the time he was 30. He solidified his standing as the nation's foremost political forecaster with his near perfect prediction of the 2012 election. Silver is the founder and editor in chief of the website FiveThirtyEight. Drawing on his own groundbreaking work, Silver examines the world of prediction, investigating how we can distinguish a true signal from a universe of noisy data.

Dave Whorton was John Doerr's associate partner at high-flying Kleiner Perkins Caufield & Byers during Silicon Valley's big shift. After Netscape's IPO, he witnessed the VC industry pivot from a proven forty-year playbook of managing risk to something much more aggressive: Get big fast. Don't worry about profitability. Cash out and find another venture.

When turmoil hits, executives and investors face notoriously unreliable macroeconomic forecasts, whipsawing data, and contradictory opinions. Are disruptions transient and ephemeral-or permanent and structural? False alarms are costly traps, but so are true structural changes that go undetected. Leaders must also assess the doom-laden public macroeconomic discourse, which habitually presents worst-case scenarios as foregone conclusions.

The top predictor of growth is not hiding in your invoices or line items but in your sales behaviors. Based on tens of millions of behaviors logged, tracked, and analyzed by more than 400 clients over 20 years, revenue growth consultant and speaker Alex Goldfayn has developed an actionable system of proactive growth statistically proven to succeed.

7 Powers breaks fresh ground by constructing a comprehensive strategy toolset that is easy for you to learn, communicate, and quickly apply. Drawing on his decades of experience as a business strategy adviser, active equity investor and Stanford University teacher Hamilton Helmer develops from first principles a practical theory of strategy rooted in the notion of power, those conditions which create the potential for persistent differential returns. Using rich real-world examples, Helmer rigorously characterizes exactly what your business must achieve to create power.

In every industry, there are companies that take off. They effortlessly hire talented people, attract loyal customers, create cool products and make lots of money. These companies seem to stand out and scale up quickly with support from investors, partners and the media. Sadly, most companies don't perform this way. Most entrepreneurs aren't building anything of value. They work hard, make sacrifices, struggle, dream, plan and strive, but in the end, it doesn't pay off. This audiobook sets out a method for building a business that becomes a valuable asset.

In an audiobook that challenges everything you thought you knew, W. Chan Kim and Renee Mauborgne assert that tomorrow's leading companies will succeed, not by battling their rivals for market share in the bloody "red ocean" of a shrinking profit pool, but by creating "blue oceans" of untapped new market spaces ripe for growth.

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.

In this updated and expanded edition of Human + Machine—including a new chapter on gen AI—Daugherty and Wilson show that the essence of the AI paradigm shift is the transformation of all business processes within an organization, whether related to breakthrough innovation, everyday customer service, or personal productivity habits. As humans and smart machines collaborate ever more closely, work processes become more fluid and adaptive, enabling companies to change them on the fly—or completely reimagine them.

Many companies are stuck with digital transformations that are not moving the needle. There are no quick fixes but there is a playbook. The answer is in rewiring your business so hundreds, thousands, of teams can harness technology to continuously create great customer experiences, lower unit costs, and generate value. It's the capabilities of the organization that win the race. McKinsey Digital's top leaders Eric Lamarre, Kate Smaje, and Rodney W. Zemmel provide proven how-to details on what it takes in six comprehensive sections.

In this follow-up to the entrepreneurial fable Get A Grip by Gino Wickman and Mike Paton, Vic and Eileen have been running successfully on EOS® (The Entrepreneurial Operating System®) for several years at Swan Services. They feel the traction EOS has on their company, they have their priorities straight, and the leadership team is aligned on the vision. However, when Vic and Eileen evaluate their company as a whole, they see a disconnect between their vision and the employees, who aren’t connected to the vision.

From one of our leading technology thinkers and writers, a guide through the 12 technological imperatives that will shape the next 30 years and transform our lives. Much of what will happen in the next 30 years is inevitable, driven by technological trends that are already in motion. In this fascinating, provocative new book, Kevin Kelly provides an optimistic road map for the future, showing how the coming changes in our lives - from virtual reality in the home to an on-demand economy to artificial intelligence embedded in everything we manufacture.

Developing and implementing a strategy is the central task of a leader. A good strategy is a specific and coherent response to - and approach for - overcoming the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect. Yet, Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with “strategy”.

If you read (or listen to) nothing else on artificial intelligence and machine learning, listen to these ten articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you understand the future direction of AI, bring your AI initiatives to scale, and use AI to transform your organization.

What are the underlying handful of fundamentals that haven't changed for over a hundred years? From Harnish's famous "One-Page Strategic Plan" to his concise outline of eight practical actions you can take to strengthen your culture, this book is a compilation of best practices adapted from some of the best-run firms on the planet. Included is an instructive chapter co-authored by Rich Russakoff, revealing winning tactics to get banks to finance your business.

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 their eagerly awaited book, Kim and Spear bring to light a new theory of high-achieving organizations. They examine how companies solve the most important problems better, faster, and easier than their competitors by quickly and regularly closing the gap between aspirations and real-world success. This book teaches companies that are struggling to perform how to achieve the continual greatness seen in the best of the best.