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“In mortgage banking, there is no strategy. The government tells you what to do. You do it or face litigation and enforcement. That’s why the business is so commoditized.” This is a startling assessment of the state of the mortgage banking business and comes from an executive in the industry. This individual was serious. Many in our industry appear to accept the ‘no strategy’ view of our business. If you concur, then read no further.In my opinion, ‘no strategy’ cannot be the answer, especially at this point in mortgage banking’s history.I can understand why so many are entrenched in the idea of ‘no strategy.’ It’s true that the residential housing and lending space in the United States is one of the most regulated areas of the economy— sometimes oppressively regulated. It may sometimes feel like regulators ‘tell you what to do.’ But there are many choices that can be freely made by mortgage executives. Some executives, in fact, are rapidly examining strategy and becoming disruptors in the mortgage banking business.There are choices—strategic choices. We need to learn from these as an industry and learn to leverage these proactive solutions across mortgage banking. Our culture and industry are going through some seismic changes and it behooves us to keep up, adjust, and leverage true and active strategy against a ‘shifting tide.’

A digital copy of "Think Strategically" by Xavier Gimbert. Download is immediately available upon purchase!

Uses game theory to create a set of basic strategic principles for sports, politics, business, and personal life

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Discover how to become an effective strategic thinker   Some people seem to achieve the best results, again and again. Is it luck? Or is it strategy?    How to Think Strategically equips you with the skills you need to make the best decisions and develop a powerful strategic mindset.   This hands-on guide tackles both the thinking and the doing, helping you develop a robust strategic plan. It offers a six-step framework that addresses key questions, including:   Which core challenges do I need to overcome? How do I manage uncertainty and risk? How do I execute my business strategy?   Visit www.howtothinkstrategically.org for the accompanying app and the ‘Strategic Thinking Manifesto’.

Provides a proven implementation framework for companies of all sizes which demonstrates the strategic and financial aspects of information technology. Explains how information systems can be used for strategic purposes in addition to technological ones such as data processing. Features a significant amount of examples and case studies of successful and unsuccessful information management tactics. Illustrates how companies can effectively use the data that information systems provide.

Strategic thinking has become a core competency for business leaders globally. Overused and under-defined, the term is often used interchangeably with other strategic management terms. This textbook delineates and defines strategic thinking as an advanced, conceptual cognitive capability, focusing on the nonlinear, divergent, a-rational and informal nature of strategic thinking. This unique and practical text is an original primer of how successful strategists learn to think strategically. In this fourth edition, the author offers an expanded definition of strategic thinking based on critical theory. This book highlights the role of informal learning, underscores the relevance of engaging in the arts, and has global application for those tasked with making strategy in this rapidly changing world. Sloan presents a previously unexamined account of the relationship between strategic thinking and the learning process involved ― taking learning from the academic to the everyday. New features include an expanded list of learning methods to develop strategic thinking, a more extensive look at global cultural perspectives of strategic thinking, additional scenarios and case vignettes, and online resources comprising test bank questions and lecture slides. This book is vital reading for MBA, Strategy, Leadership Development, and Executive Education students. The practical nature of this book also makes it valuable for business and policy executives, as well as managers and emerging leaders looking to develop their strategic thinking skills.

Strategic thinking has become a core competency for business leaders globally. Overused and under-defined, the term is often used interchangeably with other strategic management terms. This textbook delineates and defines strategic thinking as an advanced, conceptual cognitive capability, focusing on the nonlinear, divergent, a-rational and informal nature of strategic thinking. This unique and practical text is an original primer of how successful strategists learn to think strategically. In this fourth edition, the author offers an expanded definition of strategic thinking based on critical theory. This book highlights the role of informal learning, underscores the relevance of engaging in the arts, and has global application for those tasked with making strategy in this rapidly changing world. Sloan presents a previously unexamined account of the relationship between strategic thinking and the learning process involved ― taking learning from the academic to the everyday. New features include an expanded list of learning methods to develop strategic thinking, a more extensive look at global cultural perspectives of strategic thinking, additional scenarios and case vignettes, and online resources comprising test bank questions and lecture slides. This book is vital reading for MBA, Strategy, Leadership Development, and Executive Education students. The practical nature of this book also makes it valuable for business and policy executives, as well as managers and emerging leaders looking to develop their strategic thinking skills.

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A digital copy of "Strategically Networked Organization" by Lehtimaki. Download is immediately available upon purchase!

As an L&D professional, you know not to take a client request at face value. But can you steer misguided initiatives in the right direction, arriving at a solution that works for your customers and your company?Partner for Performance is the key to aligning your learning and development role with your organization's greatest needs. Performance improvement specialists Ingrid Guerra-López and Karen Hicks offer a framework for fast-tracking your growth as an ally to managers and a consultant to business leaders. Their structured, yet versatile method is a fit for any organization, and you can use it throughout the learning-solution process. Form lasting partnerships with stakeholders. Generate, share, and use performance data that support decision making and action. And help your organization avoid failed training initiatives that waste effort, time, and money, while brewing employee disengagement.Change the L&D status quo and build credibility for your department --Partner for Performance will show you how.

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Acceptable/Fair condition. Book is worn, but the pages are complete, and the text is legible. Has wear to binding and pages, may be ex-library. 1.25

New. US edition. Expediting shipping for all USA and Europe orders excluding PO Box. Excellent Customer Service.

As an L&D professional, you know not to take a client request at face value. But can you steer misguided initiatives in the right direction, arriving at a solution that works for your customers and your company?Partner for Performance is the key to aligning your learning and development role with your organization's greatest needs. Performance improvement specialists Ingrid Guerra-López and Karen Hicks offer a framework for fast-tracking your growth as an ally to managers and a consultant to business leaders. Their structured, yet versatile method is a fit for any organization, and you can use it throughout the learning-solution process. Form lasting partnerships with stakeholders. Generate, share, and use performance data that support decision making and action. And help your organization avoid failed training initiatives that waste effort, time, and money, while brewing employee disengagement.Change the L&D status quo and build credibility for your department --Partner for Performance will show you how.

Unread book in perfect condition.

A digital copy of "Acting Strategically Using Drama Theory" by Bryant. Download is immediately available upon purchase!

The book offers crucial advice in helping entrepreneurs and their families find or found a family office that fits their goals. The authors survey the key considerations in this process, including: What are the different models for family offices, and what are their respective benefits? What costs can be expected from a family office, and how much wealth must be under management to justify them? What are the role and responsibilities of the Family Officer and his staff? Which are best practices for family governance, succession planning, and philanthropy at a family office? These insights are then supplemented by a wide-ranging set of interviews with family members, family officers and consultants from around the world. Both family office professionals and families themselves will benefit from this thorough but highly approachable examination. The author team of Boris Canessa, Jens Escher, Alexander Koeberle-Schmid, Peter Preller and Christoph Weber are each experts in a specific field related to the family office. They apply their professional and personal knowledge as family office specialists to provide details on organization of the family office, governance structures, asset allocation, succession and family governance planning and more.   

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Every organization needs a strategic leader.  This is the leader who steers the organization in times of change while motivating and inspiring their team.Strategic Leadership encourages leaders to focus on tomorrow rather than yesterday.  It explores the nature and origin of strategic leadership, transferable skills, and the art of inspiring others.  It then describes the role of a strategic leader and broad functions of that role such as building and maintaining a team, achieving a common task, and motivating and developing the individual.  It assesses skills needed to be effective, and the seven functions that make up the role of strategic leader.