The New Emerging Market Multinationals May 1, 2012Posted by McGraw-Hill Education (Asia) in Highlights, Management & Organization.
Tags: Apple, business genome, compete, competition, competitive, consumer, continuous improvement, crisis, customer, Dahlvig, Disrupting Class, Disruptive Innovation, edge, Energy Shift, expand, grow, Grown Up Digital, growth, Immelt and the New GE Way, imperative, Influencer, Jobs, knowledge, lead, Leadership, leading, Market, Merge Ahead, organic growth, Perfect Phrases for Small Business Owners, perform, performance, performing, Profit, profitable, Ram Charan, retention, Risk, share holder, stake holder, stakeholder, Steve Jobs, The Innovator's Prescription, The McKinsey Mind, The McKinsey Way, The Southwest Airlines Way
Authors: Rajeev Batra, Amitava Chattopadhyay, Aysegul Ozsomer
©2012 | 1st Edition | 320 pages | Hardback
Pub Date: JUN-12
Price: US$ 35.00
Breakthrough strategies Western business leaders can use to compete with their newest and toughest threat: innovative and expansionist companies in emerging-market nations
- Western organizations are quickly losing market share and profits to emerging-market multinationals, as evidenced by such developments as Tata Motors’s acquisitions of Land Rover and Jaguar and Lenovo’s purchase of IBM’s ThinkPad business
- The book outlines the disruptive ‘compete from below’ strategies deployed by emerging-market multinationals, then explains how to gain a competitive edge by using these same strategies
About the Author
The authors bring significant knowledge of brand building from both a theoretical and applied perspective. Amitava Chattopadhyay is the L’Oreal Chaired Professor of Marketing-Innovation and Creativity at INSEAD. He has written on the topic of branding over the last 25 years. He has consulted for firms in theAmericas, Asia, Africa, andEurope on the topic of branding and has also taught senior executives from leading marketing firms.
Rajeev Batra is the S.S. Kresge Professor of Marketing at the Ross School of Business at theUniversity ofMichigan. He has researched, taught about, and consulted on matters concerning brand-building and management, global branding, emerging markets, and advertising and marketing communications, for almost 30 years.
Aysegul Ozsomer is Associate professor of Marketing atKoçUniversity,Istanbul,Turkey. Her research focuses on global marketing strategy with a particular emphasis on standardization-adaptation issues and performance implications, market orientation, and global brand management.
1. The Economist covers THE NEW EMERGING MARKET MULTINATIONALS in an articl | Read it here.
2. Interview with Amitava Chattopadhyay, author of THE NEW EMERGING MARKET MULTINATIONALS, on BBC World Service Programmes | Listen to it here.
3. Interview with Amitava Chattopadhyay, author of THE NEW EMERGING MARKET MULTINATIONALS, on BFM89.9 | Listen to it here.
Drucker’s Lost Art of Management April 14, 2011Posted by McGraw-Hill Education (Asia) in Highlights, Management & Organization.
Tags: book, compete, competition, competitive, edge, Employee, evaluate, evaluation, executive, goals, Guide, How-to, imperative, innovate, Innovation, knowledge, lead, Leadership, leading, manage, management, managing, motivate, optimization, Optimize, organic growth, Organization, perform, performance, performing, Risk, share holder, shareholder, staff, stake holder, stakeholder, strategies, Strategy, team, team building, teams, workforce
A framework for improving managerial effectiveness—based on the timeless principles of Peter Drucker
While corporate malfeasance was once considered the exception, the American public is increasingly viewing unethical, immoral, and even criminal business behavior as the norm. According to the authors of Drucker’s Lost Art of Management, there is some truth behind this new perception. Business management has lost its bearings, and the authors look to Peter Drucker’s vision of management as a liberal art to steer business back on course.
Recognized as the world’s leading Drucker scholar, Joseph Maciariello, along with fellow Drucker scholar Karen Linkletter, provides a blueprint for making corporate American management more functional and redeeming its reputation. Throughout his career, Peter Drucker made clear connections between the liberal arts and effective management, but he passed away before providing a detailed exposition of his ideas. Maciariello and Linkletter integrate their Drucker expertise in management and the liberal arts to finally define management as a liberal art and fulfill Drucker’s vision.
In Drucker’s Lost Art of Management, Maciariello and Linkletter examine Drucker’s contention that managers must concern themselves with the foundational concepts of political science, history, economic theory, and other liberal arts, such as:
- Societal values and standards
- The use and abuse of power
- Individual character development
- Innovation and technology
- The nature of good and evil
- The role managers play in a healthy society
The authors create a new philosophy of management based on the principles leaders throughout history have relied on to be effective both individually and as custodians of civilized society and healthy economies.
Our future executives, professionals, managers, and entrepreneurs are on track to learning (and perpetuating) the idea that only the bottom line matters in business—a concept that benefits no one in the end. It’s up to us to instill the ageless verities that make for good management, good society, and good business results.
A passionate call for radical change in today’s management practices, Drucker’s Lost Art of Management provides the ideas, concepts, and practical advice to make that change happen before it’s too late.
“Maciariello and Linkletter provide a very thoughtful and challenging journey in understanding Drucker’s profound insights into the meaning of management as a liberal art.”
—C. William Pollard, Chairman Emeritus, The ServiceMaster Company
“Linkletter and Maciariello have done a masterful job in bringing into focus the connections between Drucker’s visions of management as a liberal art, of leadership dominated by integrity, high moral values, a focus on developing people, an emphasis on performance and results, and on balancing stability and continuity vs. the discontinuities created by change.”
—Kenneth G. Wilson, Nobel Laureate in Physics 1982, 20-year disciple of Drucker’s writings
“Maciariello and Linkletter provide a must-read for a new class of managers and academics who see beyond the bottom line.”
—David W. Miller, Ph.D., Director Princeton Faith & Work Initiative and Associate Research Scholar, Princeton University, and President, The Avodah Institute
About the Authors
Joseph Maciarello (Claremont, CA) was a colleague of Peter Drucker for 26 years and taught Drucker’s courses once Peter Drucker reduced his teaching load. He coauthored The Daily Drucker and The Effective Executive in Action with Peter Drucker. He is the Director of Research and Academic Director at the Drucker Institute and Horton Professor of Management at The Peter F. Drucker and Masatoshi Ito Graduate School of Management.
Karen Linkletter (Newport Beach, CA) teaches American Studies at California State University at Fullerton. The first archivist at the Drucker Institute, she has experience in the financial services industry. She holds a Ph.D. and M.B.A. from Claremont Graduate University.
Other books you might be interested:
9780071472333 The Definitive Drucker
9780071638005 The Drucker Difference
9780071700450 The Drucker Lectures
Toyota Under Fire March 7, 2011Posted by McGraw-Hill Education (Asia) in Highlights, Leadership.
Tags: compete, competition, competitive, edge, Employee, evaluate, evaluation, executive, goals, imperative, innovate, Innovation, knowledge, lead, Leadership, leading, manage, management, managing, motivate, optimization, Optimize, organic growth, Organization, perform, performance, performing, retention, Risk, share holder, shareholder, staff, stake holder, stakeholder, strategies, Strategy, team, team building, teams, workforce
TOYOTA UNDER FIRE has been awarded the prestigious Shingo Prize. Author Jeff Liker was recognized for providing new knowledge and understanding of lean operation excellence
The definitive inside account of Toyota’s greatest crisis—and lessons you can apply to your own company
For decades, Toyota has been setting standards that are the envy—and goal–of organizations worldwide. Its legendary management principles and business philosophy, first documented by Jeffrey K. Liker in his influential book The Toyota Way, changed the business world’s approach to operational excellence.
Granted unprecedented access to Toyota’s facilities worldwide, Liker, along with Timothy N. Ogden, investigated the inside story of how Toyota faced the challenges of the recession and the recall crisis of 2009–2010. In both cases, the company was caught off guard—and found that a root cause of the challenges it faced was its failure to live up to its own principles. But the fundamentals were still there, and the company has ultimately come out of the most challenging years of its postwar existence even stronger than before.
Toyota Under Fire chronicles all the events of the recession and the recall crisis in detail, providing valuable lessons any business leader can use to survive and thrive in a crisis, no matter how large:
- Crisis response must start by building a strong culture long before the crisis hits.
- Culture matters far more than decisions made by top executives.
- Investing in people, even in the depths of a recession, is the surest path to long-term profitability.
Because it had founded its culture on such principles, Toyota didn’t need to amass an army of public relations, marketing, and legal experts to “put out the fire”; instead, it redoubled efforts to live up to its founding tenet, going “back to basics.” Toyota began solving this crisis more than 70 years ago, when its organizational culture was first established.
Apply the lessons of Toyota Under Fire to your company, and you’ll meet any future management challenge calmly, responsibly, and effectively— the Toyota Way.
Praise for Toyota Under Fire
“Those who write off Toyota in the current climate of second guessing and speculation are making a profound mistake and need to read this book to get the facts. Toyota is a company that will channel the current challenges to push themselves to even more relentless continuous improvement.”
—Charles Baker, former Chief Engineer and Vice President for R&D, Honda of America
“Toyota Under Fire is a superb book and should prove very helpful to American industry’s understanding of the problems faced and how any company can prevent similar occurrences in the future.”
—Norman Bodek, author, founder of Productivity Press, and inductee in 2010 Industry Week Manufacturing Hall of Fame
“As a former automotive supplier executive and student of Toyota, I was concerned to see the many negative reports and investigations into the quality and safety of its vehicles. Toyota Under Fire tells the story of how this great company is growing wiser and stronger by living its culture and values.”
—Michael Fisher, CEO, Cincinnati Children’s Hospital Medical Center
“Just as Toyota has put itself through excruciating soul-searching in order to understand what went wrong, so should we all take advantage of the opportunity for learning presented to us by Toyota’s misfortune. In these pages, you will find that the actual circumstances were far more complex, nuanced, and uncertain than you saw reported in the news.”
—John Y. Shook, Chairman and CEO, Lean Enterprise Institute
Article “From Recalls to Redemption: Toyota Did Not Lose its “Way” on Process Excellence Network, Feb 18. to read, please click HERE
Article “Toyota’s Recall Crisis: What Have We Learned?” on Harvard Business Review, The Conversation, Feb 11. to read, please click HERE
Review on Business Standard – The Strategist, New Delhi. To read, please click HERE
About the Author
Jeffrey K. Liker, Ph.D., author of the bestselling The Toyota Way, is Professor of Industrial and Operations Engineering at the University of Michigan and coowner of lean consulting firm Optiprise, Inc. His Shingo-Prize winning work has appeared in The Harvard Business Review, Sloan Management Review, and other leading publications.
Timothy Ogden is Executive Partner at Sona Partners, a thought leadership communications firm. He has written for Harvard Business Review, Miller-McCune magazine, and Alliance magazine and he blogs regularly for Harvard Business Review and for the Stanford Social Innovation Review. He is frequently quoted in the New York Times, Chronicle of Philanthropy, Wall Street Journal and Financial Times.