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THE RISE OF THE HUMAN-CENTRIC ENTERPRISE Artificial intelligence, robotics, big data, disruptive developments based on digital business models bring companies to the edge of singularity, understood as the point of departure where a system changes into something entirely new. Following big questions in business and society derived from singularity: - How do we lead more humanly in business when Artificial Intelligence decides faster and more precisely than we do? - How do we create a framework for new forms of cooperation? - How can companies develop an ambidextrous culture to stabilize that worth preserving and at the same time initiates innovation? - In short, what do we have to do today to survive the digital revolution? The Singularity Leadership(R) model provides practical answers - because the human being can beat algorithms! READER´S VOICES: "Jan Brecke is a well-respected authority of corporate cultures (from ´testosterone top-down´ to ´silicon valley bottom-up´) and a smart observant predestined to provide direction in digital transformation. Anyone looking for fresh, thoughtful, and purposeful solutions to shape modern leadership in today´s digital world should read this book." Dr. Kerim Galal, Senior Vice President (SVP) Corporate Strategy, Innovation & Digitalization, DEKRA SE "A great guide to leading the transformation of a business organization into the digital age. 'Singularity Leadership' comprehensively and understandably covers all relevant aspects of this process while keeping a focus on being a human being. Perhaps the best and most readable book I have read on leadership and corporate culture right now and that I can definitely recommend." Klaus-Peter Fett, Chief Information and Digital Officer and Member of the Managing Board, Roechling SE & Co. KG (at the printing of this book: Industry Lead Manufacturing Google Cloud, Google LLC) "Jan Brecke knows the challenges companies have to face and names pragmatic solutions. As companies do not

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Together, these authors have more first-hand experience in leadership development and succession planning than you're likely to find anywhere else. And here, they show companies how to create a pipeline of talent that will continuously fill their leadership needs-needs they may not even yet realize. The Leadership Pipeline delivers a proven framework for priming future leaders by planning for their development, coaching them, and measuring the results of those efforts. Moreover, the book presents a combination leadership-development/succession-planning program that ensures a steady line-up of leaders for every critical position within the company. It's an approach that bolsters the retention of intellectual capital as it eliminates the need to go outside for expensive "stars," who will probably jump ship before they reach their full potential anyway.

Please Read Notes: Brand New, International Softcover Edition, Printed in black and white pages, minor self wear on the cover or pages, Sale restriction may be printed on the book, but Book name, contents, and author are exactly same as Hardcover Edition. Fast delivery through DHL/FedEx express.

This is a book that will cover practical approaches to building strong teams in your firehouse. No theory here, just realistic and proven ways to yield positive results. The Company Officer is the mortar that binds your organizations together. In this book we will talk about strong leadership, accountability, team building, conflict management and more. The author shares both his military and fire service experience and will provide you the tools today to make immediate change tomorrow. If you want to see long term success in your organizations, start at the company level. While this book is obviously Fire Service related, there are many parallels into many types of organizations. Whether building and maintaining a high functioning team in a firehouse or Corporate America, there are takeaways for anyone wanting to take their teams to the next level.

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Birds of a feather flock together. We're all in the same boat. Great minds think alike. While just figures of speech to some, they reflect a simple truth--it's the company we keep that often determines the level of personal growth and professional success we achieve in life.  Business leaders exchange information and ideas. They network to make deals and build partnerships. They work together to optimize best practices, and they reach out to leaders outside their companies to accelerate growth. Simply put, CEOs and business leaders provide value to one another that they can't find anywhere else. In The Power of Peers, authors Leon Shapiro and Leo Bottary introduce peer advantage, a concept that transcends peer influence. This is what CEOs and business leaders experience when they are more selective, strategic, and structured in the way they engage their peers. Peer advantage gives CEOs the insights to compete and the courage to act. The Power of Peers features stories of business leaders from a range of industries to illustrate the five essential factors for peer advantage, how it impacts personal growth and why it has proven so effective in helping leaders identify future opportunities and challenges. It's what top, growth-oriented executives have relied upon for decades to be successful in business and in life.

Leadership Principles for Lasting Success Leadership makes great companies, but few of us truly understand how to turn ourselves and others into great leaders. One company—the Jesuits—pioneered a unique formula for molding leaders and in the process built one of history’s most successful companies.In this groundbreaking book, Chris Lowney reveals the leadership principles that have guided the Jesuits for more than 450 years: self-awareness, ingenuity, love, and heroism. Lowney shows how these same principles can make each of us a dynamic leader in the twenty-first century.   

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Discover the secrets of world-class leadership! When it comes to refined service and exquisite hospitality, one name stands high above the rest: The Ritz-Carlton Hotel Company. With ceaseless attention to every luxurious detail, the company has set the bar for creating memorable customer experiences in world-class settings. Now, for the first time, the leadership secrets behind the company's extraordinary success are revealed. The New Gold Standard takes you on an exclusive tour behind the scenes of The Ritz-Carlton Hotel Company. Granted unprecedented access to the company's executives, staff, and its award-winning Leadership Center training facilities, bestselling author Joseph Michelli explored every level of leadership within the organization. He emerged with the key principles leaders at any company can use to provide a customer experience unlike any other, such as: Understanding the ever-evolving needs of customers Empowering employees by treating them with the utmost respect Anticipating customers' unexpressed needs and concerns Developing and conducting an unsurpassed training regimen Sharing engaging stories from the company's employees--from the corporate office and hotels around the globe--Michelli describes the innovative methods the company uses to create peerless guest experiences and explains how it constantly hones and improves them. The New Gold Standard weaves practical how-to advice, proven leadership tools, and the wisdom of experts to help you create and embed superior customer-service principles, processes, and practices in your own organization.

Proven leadership strategies that will impact your career and your company Having the right CFO is a critical component for every company's success. Guide to CFO Success provides CFOs and those in the making with a strategic blueprint to benefit their companies and their careers. This book reveals how to build a strong, successful career plan with guidance on team building and management of the multiple relationships that CFOs face on a daily basis, plus how to balance one's work and personal life. Offers strategic guidance for leadership growth for CFOs Presents essential information for every CFO who wants to play a tactical role in their organization Includes best practices for building and developing the most effective Finance Team Features practical career advice for future Chief Financial Officers From balancing one's work and personal life to dealing with the CEO, Guide to CFO Success has the answers you need to plan for a strong and successful career.

This book prepares readers for the challenge of integrating the technology resource. In order to understand the industry today, one must understand the ways companies align, partner, and communicate through technology to grow their business. Managing the Information Technology Resource presents a set of powerful tools to ensure users' understanding of the strategies, tactics, and operational endeavors CIO's employ to assimilate technologies across the firm. ¿Examples in Action¿ boxes highlight real-world company examples in each chapter, lending a practical feel to the book so readers can see how this material relates to the actual workforce. Seven sections illustrate the critical topics inherent to IT in today's firm—Alignment, Partnership, Technology, Human Resources, Governance, Communications, and Metrics. Emphasis is placed on the tactical and operational role of the CIO. For anyone involved with IT in a company.

In "Artists, craftsmen, and technocrats: the dreams, realities and illusions of leadership" you can witness to the dramatic fall of a giant corporation and why it had to happen grounded in a grounded in a misunderstanding of the personalities and gifts of the company's executives and managers. Pitcher embarked on an 8 year study of 15 chief executive officers. Her findings and recommendations are insightful and startling. Pitcher paints the portraits of the 3 types of leaders found in organizations: the Artist, the Craftsman and the Technocrat. The Artist is people-oriented, open-minded, intuitive and visionary. The Craftsman is humane, dedicated, knowledgeable and wise. The Artist and the Craftsman "fellow-travellers". But the Technocrat is another story. Detail-oriented, rigid, methodical, and hardheaded, the Technocrat is the enemy of both the Artist and the Craftsman. His analytical thinking leaves no room for fresh ideas and new pathways; he follows an uncompromising set of rules he believes are right. To the Technocrat, the Artist is out of control, "nuts" and the Craftsman is old-fashioned. The terrible irony is that too many of us have been conditioned to think the same way: that is why so many Technocrats, rather than Artists, are mistakenly admitted into the corridors of power. But Artists are necessary for successful management, and Craftsmen play an equally important role. Technocrats, meanwhile undermine and ultimately destroy both. Artists, Craftsmen and Technocrats is a passionate appeal for us to develop the kind of leaders who can take us successfully into the 21st century.

Sustainable Investing is fast becoming an essential method of generating long-term returns, moving beyond the negative approaches to socially responsible investing that have dominated the field.  This book, our second on the subject, provides over 15 case studies of leading global investors and companies demonstrating how they successfully apply sustainability aspects to their core strategies.  Learn from prominent thought leaders Dan Esty and Paul Hawken among others who have contributed key chapters.  Our chapter on performance shows clearly how these strategies have been working once negative approaches are parsed out by those examining fund returns.  This book also examines in great depth what data exists, and what's on the horizon, to best measure & capture sustainability successfully.  Regional perspectives, including 3 chapters on Asia, and focuses on Canada, Australia, Africa & India are also included, as is a look across asset classes.    Sustainable Investing, when performed with a positive perspective, has been outperforming the mainstream, unlike negative approaches designed to match benchmark returns.  From eco-efficiency to sustainability-driven innovation and beyond, investors of all shapes & sizes need to know how best to position themselves for the radical market shifts underway.

Do you want to move your team, leaders, or company in a new direction? Fearless Leadership provides you with the tools to successfully drive change, overcome obstacles, and engage and align people in working effectively together to achieve your business objectives. Leadership guru Dr. Loretta Malandro has developed a groundbreaking behavior-based methodology that is used around the globe to create top-performing leaders and high-performance organizations. It is based on a simple but profound concept: In order to change your organization, you must be willing to alter your behavior and help others make the choice to change their behavior. This means demanding 100% accountability from your people--and yourself. In today's ultra-competitive business environment, a new leadership approach is needed. Fearless Leadership takes you step by step through the process of raising behavioral standards that directly impact the bottom line. You will learn the secrets behind: Confronting the blind spots that sabotage success Overcoming the success-strangling "need to be right" Eliminating silo mentality and building committed partnerships Ending compliance and gaining full support and alignment Talking straight and confronting difficult situations head on Building a culture of 100% accountability Too many people in leadership positions attempt to enact change through systemic means, such as restructuring or altering processes. The secret to real and lasting change lies in changing behavior--how people work together. Change the level of ownership and performance of people and you will transform your organization. Leaders who are able to act courageously when faced with uncertainty or fear, take bold stands, and engage with people in very real ways are those who generate great and long-lasting results. Fearless Leadership shows you how.

Using the success of his own experience as CEO of John Maxwell’s company, GiANT Impact, Jeremie Kubicek “clearly shares what so many influential leaders have come to know: there’s a huge difference between authority and responsibility and between influence and power” (Seth Godin, author of Linchpin)—now in paperback.LEADERSHIP IS ALIVE WHEN IT IS USED FOR OTHERS. IT DIES WHEN IT IS ALL ABOUT YOU. In Making Your Leadership Come Alive, learn how getting past your self-preservation can produce a powerful impact. Take your influence to a higher level. Your willingness to be real will change the game for everyone around you, including you. Anyone can make an impact. All you need is influence—the most potent professional asset on the planet. The problem is that influence is also the most underused asset on the planet. And the primary reason is that the enemy of influence is a universal human trait: self-preservation. You guard your ideas, your status, and your reputation. Within your self-constructed walls you must cast safer visions, take smaller risks, and accept shallower relationships to ensure the security of all you are protecting. This is the downside of self-preservation: while your walls protect you and yours from demise, they also restrict your influence. You must break down your walls of self-preservation and sacrifice your security for the sake of others. Only then does the escalating paradox of personal generosity come into play: the more you give, the more you receive. This book shows that the key to effective leadership is learning how to influence in a way that engenders greater trust, stronger partnerships, and more impactful endeavors.

The best-performing companies have leaders who actively apply moral values to achieve enduring personal and organizational success. Lennick and Kiel extensively identify the moral components at the heart of the recent financial crisis, and illuminate the monetary and human costs of failed moral leadership in global finance, business and government. The authors begin by systematically defining the principles of moral intelligence and the behavioral competencies associated with them. Next, they demonstrate why sustainable optimal performance–on both an individual and organizational level–requires the development and application of superior moral and emotional competencies. Using many new examples and real case studies and new interviews with key business leaders, they identify connections between moral intelligence and higher levels of trust, engagement, retention, and innovation. Readers will find specific guidance on moral leadership in both large organizations and entrepreneurial ventures, as well as a new, practical, step-by-step plan for measuring and strengthening every component of moral intelligence–from integrity and responsibility to compassion and forgiveness. The authors also provide practical ways for readers to develop their own moral and emotional competencies.

1992 was a killing year for the four computer companies most important to business buyers over the decade. All four had been dominant suppliers of minicomputers for the past fifteen or twenty years. But on July 16, the CEOs of both Digital Equipment and Hewlett Packard were pushed into retirement. On August 8, Wang Laboratories declared bankruptcy. In December, IBM halved its dividend for the first time ever, forcing the resignation of its CEO a month later. How did this happen? All four CEOs were clever and experienced. Two were founders of their companies; the other two highly successful career executives in their respective companies. All four were simply overwhelmed. And while there was no single explanation for what happened, there were definite common themes. They recur again and again in the many stories of this book. Are the deadliest changes unavoidable because strategy is too easily thwarted by cluster bombs like technological velocity, cultural inertia, obsolete business models, executive conflict, and investor expectations? The year 1992 is the fulcrum of this book, but the underlying theme is company transitions in the face of massive changes in markets, technologies, or business models - or, in other words, the limits of strategy.