Prescription for Excellence May 18, 2011Posted by McGraw-Hill Education (Asia) in Highlights, Management & Organization.
Tags: business communication, Career, chip heath, communicate in business, competition, competitive edge, customer care, customer experience, customer service, dan heath, healthcare, hospital, lead, Leadership, Leadership Center, Made to Stick, manage, management, manager, Market, marketing, motivate, network, Networking, new gold standard, patient care, quality, raving fans, ritz carlton, service, starbucks experience
Author: Joseph Michelli
ISBN: 9780071773546 / 0071773541
©2011 | 1st Edition | 320 pages | Hardback
Pub Date: MAY-11
Price: US$ 28.00
The Secrets to Long-Term Business Health
Joseph Michelli, author of The Starbucks Experience and The New Gold Standard, is among the world’s top authorities on the principles of creating an organizational culture dedicated to service excellence. In these bestselling books, he examines how leading service companies dominate their respective industries with innovative customerexperience strategies.
Now, Michelli turns his attention to one of the most complex, controversial, and critical industries—healthcare.
In Prescription for Excellence, Michelli provides an inside look at an organization that has become the envy of its industry—and explains how you can dominate your own industry by using the same approach.
UCLA Health System is revered worldwide for its top-tier patient/customer care. Great physicians, nurses, researchers, and staff are only part of the equation; UCLA’s overall success is a result of organization-wide collaboration that is driven by leaders with a shared vision of unyielding excellence. Michelli breaks down UCLA’s approach into five simple principles:
- Commit to Care
- Leave No Room for Error
- Make the Best Better
- Create the Future
- Service Serves Us
From administrative offices to operating rooms to research centers, continued adherence to these five principles has guided UCLA to financial strength, social significance, and sustainability.
The best part is that these principles translate to any industry, so you, too, can achieve similar goals. Michelli gives you the tools to adapt UCLA’s ideas, systems, and leadership principles into your own best practices. Whether it is a healthcare organization, a financial institution, or a neighborhood hair salon, good business begins and ends with customer connection. When all workers in an organization focus on providing quality care for those they serve, success inevitably follows.
Business is always personal; UCLA’s leadership ensures that this simple truth drives every UCLA employee, every day. Apply the lessons Michelli spells out in Prescription for Excellence to create a system that ensures that your people take business personally, day in and day out.
‘Like any business, a hospital must be true to its core values in order to succeed. `Trickle-down values’ start at the top with the best leadership, so that all the stakeholders understand and carry out the institution’s mission. That is the gift that David F einberg has brought to U CLA. I am in awe of his management skills.’
‘Lynda Resnick, owner of Pom Wonderful, Fiji Water, Teleflora, and Wonderful Pistachios
‘With clear purpose, unwavering principles, and steadfast leadership, the people at UCLA have established a new bar, a compelling promise, for what healthcare can and should be.’
‘David M. Lawrence, M.D., former CEO, Kaiser Permanente
‘An absorbing and educational account of a large institution’s astonishing transformation. The strong, courageous, and focused leadership of David Feinberg and his outstanding team is evident on every page. A tremendous lesson for all large enterprises.’
‘William E. Simon, Jr., cochairman, William E. Simon & Sons
‘Most leadership authors describe how to apply common-sense principles. Michelli is a notable exception. He artfully describes the compelling, uncommon leadership practices that transformed UCLA Health System. The resulting lessons are plentiful and powerful for today’s business leader.’
‘Lee J. Colan, Ph.D., author of Sticking to It: The Art of Adherence
- Prescription for Excellence is poised to hit FOUR Bestseller Lists:
- The New York Times: #1 Hardcover Advice & Misc, Week Ending June 12
- USA Today: #1 Money Best Sellers
- Publishers Weekly: #2 Hardcover Nonfiction Best Seller
- The Wall Street Journal: #8 Hardcover Nonfiction and #1 Hardcover Business (based on Nielsen Bookscan ratings
About the Author
Joseph A. Michelli, Ph.D. (Falcon, CO), is an internationally sought-after speaker, author, and organizational consultant. His book, The Starbucks Experience: 5 Principles for Turning Ordinary into Extraordinary, published by McGraw-Hill, regularly achieved bestseller status on the Wall Street Journal (6 weeks), BusinessWeek (5 months), and USA Today (8 weeks) lists. He has been featured on television programs such as The Glenn Beck Show and CNBC’s “On the Money” and has conducted hundreds of radio and print interviews. His other books include The New Gold Standard about service excellence at The Ritz-Carlton Hotel Company and When Fish Fly: Lessons for Creating a Vital and Energized Workplace which was co-authored with the owner of the “World Famous” Pike Place Fish Market in Seattle.
Other books you might be interested:
9780071478151 The Disney Way
9780071477840 The Starbucks Experience
9780071548335 The New Gold Standard
9780071590730 Management Lessons from Mayo Clinic
9780071592086 The Innovator’s Prescription
Managers, Can You Hear Me Now? April 14, 2011Posted by McGraw-Hill Education (Asia) in Highlights, Management & Organization.
Tags: Business, Can You Hear Me Now?, Career Warfare, cellular, CEO, corner office, D'Allesandro, Execution, executive, Executive Warfare, g-3, IM, instant messaging, Internet, Jack Welch, Leadership, management, network, old-school, shareholder value, Strategy, tech, Telco, telcom, telecom, value creation, Verizon, Warfare, wireless
Learn from the executive who made Verizon Wireless #1 what it takes to drive results, develop people, and build careers
For managers, behavior is the real key to achievement. In order to stop struggling and start delivering, you need to close the gap between what you know and what you do. That’s been Denny Strigl’s method, and now it can be yours, too.
Among the most prominent architects of the wireless communications industry, the former Verizon Wireless president and CEO has had one of the most remarkable careers in modern business. In Managers, Can You Hear Me Now?, Strigl shares all the skills and techniques he used to build Verizon into one of the greatest growth companies in any industry. You’ll learn how to:
- Create a corporate culture where trust, respect, and integrity flourish—and employees and customers alike are appropriately served
- “Eliminate the fluff,” get focused, and stop wasting time on things that don’t matter
- Address issues proactively before they become problems—even employee performance issues
- Get past your “blind spots,” reinforce priorities consistently, and communicate with clarity
- Master the Four Fundamentals of Management: growing revenue, getting new customers, keeping the customers you already have, and eliminating costs
Managers, Can You Hear Me Now? includes additional suggestions for bringing the best of your energy and passion into your work, helpful anedcotes from Strigl’s career, simple self-assessment questions, and even a look at how your business day as a successful manager should play out.
Whether you’re the CEO of a large corporation or run your own small business, the lessons from Managers, Can You Hear Me Now? are sure to come through—loud and clear.
“This is an essential read for every manager’s, or aspiring manager’s, success for one simple reason: it is all authentic and it works.”
—Ivan G. Seidenberg, CEO, Verizon (from the Foreword)
“Even though Denny was a fierce competitor, I couldn’t help but admire him for his strong track record of performance, his no-nonsense approach, and his honesty and integrity.”
—Dan Hesse, CEO, Sprint Nextel
“Denny Strigl is one of the most consummate competitors I have ever known! That’s saying a lot considering the 14 years I played in the National Football League. I have been a front-row observer of his business acumen at Verizon for the past 7 years as the president and CEO of CTIA–The Wireless Association. In this book, in typical Strigl manner, Denny pulls no punches! Managers, Can You Hear Me Now? is a straightforward and honest look at priorities and decision making in today’s fast-paced world as told by not just a survivor but a success in this competitive world.”
—Steve Largent, President and CEO of CTIA-The Wireless Association, former U.S. Congressman, and former NFL player
“A must-read for managers at every level in companies large and small. A road map for management success written in quintessential Denny Strigl style—clear, concise, and direct.”
—James E. Rohr, Chairman and CEO, PNC Financial Services Group
“This book brims with refreshing candor and common sense about what it takes to become a manager who delivers results.”
—Antonio M. Perez, Chairman and CEO, Eastman Kodak Company
“A must read for business leaders and managers in today’s global competitive marketplace where teamwork and decision making is so critical to success.”
—William G. Parrett, former CEO, Deloitte
About the Authors
Denny Strigl is widely recognized as one of the most prominent architects of the wireless communications industry and his career in telecommunications spans over four decades.
Strigl began his career in 1968 with New York Telephone and held positions at AT&T and Wisconsin Telephone before becoming Vice President of American Bell Inc. In 1984, he became President of Ameritech Mobile Communications, where he was instrumental in launching the nation’s first cellular telephone network in Chicago. While there, he won the Cellular Industry Achievement Award for engineering advancement and pioneering in marketing programs. He joined Bell Atlantic in 1989, rising to the position of Chief Operating Office of New Jersey Bell before being named President and CEO of Bell Atlantic Mobile in 1991. He subsequently was named President and CEO of the combined Bell Atlantic Mobile and NYNEX Mobile when those two companies merged in 1995. He went on to become President and Chief Executive Officer of Verizon Wireless and Executive Vice President of Verizon Communications. On January 1, 2007, Strigl was named President and Chief Operating Officer of Verizon Communications, where he remained until his retirement in December of 2009. In this capacity, he was responsible for all Verizon’s network businesses—Verizon Wireless, Verizon Telecom, Verizon Business and Verizon Services Operations, which provides financial, real estate and other functional services to all of the corporation’s operations.
In Verizon’s 2009 Annual Report, Chairman and CEO Ivan Seidenberg wrote in his Letter to Shareholders, “Chief Operating Officer Denny Strigl, who retired last December with 41 years of service, is truly one of the legendary figures of our industry. He built Verizon Wireless into one of the most amazing growth companies in this or any industry. His work ethic and high standards inspired generations of Verizon leaders and helped create a culture of performance that is his lasting legacy to our company.” Strigl is past chairman (1996-97) of the Board of Directors of the Cellular Telecommunications & Internet Association, the national industry association based in Washington, D.C.
He serves on the board of directors of the Eastman Kodak Company, PNC Financial Services and PNC Bank and Anadigics, Inc.
Strigl holds a degree in business administration from Canisius College where he recently served as Chairman of the Board of Trustees, and an MBA from Fairleigh Dickinson University, which named him to its Pinnacle Society for Distinguished Alumni. He is an avid skier and aviation enthusiast, and holds a commercial pilots license.
Frank Swiatek is a performance consultant and speaker who has had more than 3,400 speaking engagements and seminars and has worked for more than 25 Fortune 500 companies, including Verizon Wireless.
InteInvestor’s Business Daily’s technology blog, Click, features an interview today with MANAGERS, CAN YOU HEAR ME NOW author Denny Strigl about the book on April 1. To read, please click HERE
Forbes.com Entrepreneurs channel features a blog about MANAGERS, CAN YOU HEAR ME NOW and the nine bad habits that Denny Strigl says can derail managers’ — and entrepreneurs’ — success on April 4. To read, please click HERE
Interview on CNBC’s The Kudlow Report, Jul 22. To watch, pls click HERE
Other books you might be interested:
Hard-Hitting Lesson, the five-part series by Denny Strig
Hard-Hitting Lesson #1: Results Are What Matter
In Hard-Hitting Lesson #1 (part one of the five-part series), Denny Strigl discusses one of the quintessential rules that helped him transform Verizon Wireless from a regional carrier into a billion-dollar company during his 20 years as CEO and president: A manager’s focus is to get results through people.
Hard-Hitting Lesson #2: Manage Distractions
In Hard-Hitting Lesson #2 (part two of the five-part series), Denny Strigl discusses one of the quintessential rules that helped him transform Verizon Wireless from a regional carrier into a billion-dollar company during his 20 years and CEO and president: If you are going to be successful, it’s important to manage your day by limiting the distractions that can otherwise control it.
Hard-Hitting Lesson #3: Put Your Message in Clear and Concise Terms
In Hard-Hitting Lesson #3 (part three of the five-part series), Denny Strigl discusses one of the quintessential rules that helped him transform Verizon Wireless from a regional carrier into a billion-dollar company during his 20 years and CEO and president: If you cannot put your message in clear and concise terms, you cannot expect results to match your goals.
Hard-Hitting Lesson #4: Be Accountable
In Hard-Hitting Lesson #4 (part four of the five-part series), Denny Strigl discusses one of the quintessential rules that helped him transform Verizon Wireless from a regional carrier into a billion-dollar company during his 20 years and CEO and president: Good managers don’t blame anybody but themselves when results are not met.
Hard-Hitting Lesson #5: Tell It Like It Is
In Hard-Hitting Lesson #2 (part two of the five-part series), Denny Strigl discusses one of the quintessential rules that helped him transform Verizon Wireless from a regional carrier into a billion-dollar company during his 20 years and CEO and president: Good news, bad news, any news, good managers will tell it like it is.
Management Strategies for the Cloud Revolution: How Cloud Computing Is Transforming Business and Why You Can’t Afford to Be Left Behind April 29, 2010Posted by McGraw-Hill Education (Asia) in Highlights, Strategy.
Tags: access, accessing, Affero General Public License, Amazon, application, applications, architecture, AT&T, autonomic, azure services, book, Business, capex, capital expenditure, certification, client, client-server, cloud computing, cluster, community cloud, compliance, contract, distributed, ECP, EGEE, Elastic Computing Platform, Enabling Grids for E-sciencE, Enomaly, entry, expenditure, Facebook, FISMA, Forrester, Free Software Foundation, GoGrid, Google, Gov Cloud, GPLv3, grid, Guide, HIPAA, hourly, How-to, HP, hybrid cloud, IBM, Infrastructure, Intel, Internet, IT, laptop, law, legal, manager, managing, metering, Microsoft, monthly, Netsuite, network, OGF, Open Cirrus, Open Cloud Computing Interface, open source, open standards, Oracle, parallel, partner, partnering, pay, payments, platform, prices, privacy, private cloud, program, programming, public cloud, Rackspace, reliability, reliable, remote computing, return on investment, RightScale, ROI, Salesforce, Salesforce.com, SAS, scalable, Security, ServePath, server, service, software, SOX, storage, subscription, sustainability, the cloud, time share, time sharing, unix, utility, virtualization, virtualized, VPN, web, weekly, Yahoo
Management Strategies for the Cloud Revolution
How Cloud Computing Is Transforming Business and Why You Can’t Afford to Be Left Behind
Author: Babcock, Charles
©2010 | 1st Edition | 272 pages , Hardcover
Pub Date: May 2010
Price: US$ 27.95
Why? Cloud computing is a hot topic both in the national business media as well as with major corporations.
- November 2009, Reuters ran an article on IBM’s recently-launched cloud computing service.
- November 16, 2009, Investor’s Business Daily wrote about how Microsoft’s cloud era is truly taking flight.
- And CNN.com recently produced this helpful video and article: “A trip into the secret, online ‘cloud’”: http://www.cnn.com/2009/TECH/11/04/cloud.computing.hunt/index.html
With Google, Salesforce, and Amazon being the early leaders of the cloud computing trend, business leaders will no doubt need a book as a guide to the management strategies needed to launch their own clouds.
Now that we have your attention…….
About the Book
There’s a great deal of buzz about cloud computing in the ranks of business management. But so far, the discussion has focused on the technology behind it. Yes, technical understanding is needed to explain cloud computing, but its true import can’t be described in terms of technology. It requires a strategic business interpretation. And for business leaders, to fail to understand cloud computing is to risk being left behind in the next round of business computing and the resulting business evolution.
If you think the Internet had a major impact on business, it will pale beside the long term effects of the cloud. The cloud unleashes changes already spawned by the Internet that were creeping forward. It accelerates them, rewards fast moving organizations and punishes slow ones, breaks down traditional hierarchies while building up ad hoc teams. It potentially turns over immense computing power to employees of any rank to provision themselves with the computing power they think they need. Some will use that power foolishly, and be penalized; others will use it with discipline and creativity — in ways their bosses never imagined — and advance. The stakes for all are high.
Management Strategies for the Cloud Revolution refocuses the discussion of cloud computing in terms of business strategy. For the business world, this is a force of democratization: it makes large scale, high speed, highly reliable systems available for business analysts, business intelligence experts, line of business managers and researchers who only need to pay for short term use. There’s no need to apply to IT to build out the capacity in the data center. In some cases, the business user activates a major resource with the swipe of a credit card.
The technology is not new — virtualization, loosely coupled systems, Internet networking — have been around for years, but what businesses can do with the combination is new. The convergence is already well underway, but your firm’s senior management has only a hazy notion of it taking place. This book arms them with the critical understanding of how the cloud is going to change how we do business. It will:
- Educate top business management on cloud benefits
- Cultivate end user participation in the cloud
- Reveal how to become an example of leadership on cloud issues
- Help leaders formulate the cloud strategy
- Show businesses how to thrive as cloud computing becomes standard
About the Author
Charles Babcock (San Francisco, CA) has been reporting on the major trends in computing for the past 20 years. He currently serves as editor-at-large at InformationWeek, covering the business application of Web services, virtualization, cloud computing and other topics of interest as they come up. He writes major features and cover stories for InformationWeek, daily stories for its Web site, http://www.informationweek.com, and blog regularly on related topics. He has also been integral in their transtition to the web. He is the former Software Editor and Technical Editor of Computerworld and editor-in-chief of Digital News.
He has been the winner of $400 William Randolph Hearst journalism scholarships for two years in a row in a national competition (third place, investigative reporting; fourth, editorial writing). He was also part of a team of three at InteractiveWeek that won the Jesse Neal award for business writing for an in-depth look at a failed effort to revamp computing systems at McDonalds Corp.
Babcock gives talks at user groups of software companies. I moderate panels or sit on panels at shows, such as the Open Source Business Conference. He organizes, hosts and speaks at InformationWeek-organized Webinars on virtualization and cloud computing. Over the course of a year, he speaks to 800-1,200 people in various settings. He also appears in a regular show of video recorded interviews on Silicon Valley topics, called ValleyView, aired on the InformationWeek Web site.