management

I’ve finished a few books recently but am a bit behind on reviewing them. My kids have started documenting their books in reading journals that help them with reading comprehension. To add a bit of variety (and to make sure I’m not getting lazy), I’m going to use the reading journal format for this week’s reviews.

These three recently-published books take research on cognitive science and behavioral economics and apply it to business and public policy. A common theme – people aren’t particularly logical, and this has huge impacts on how they behave, yet our business practices and government regulations often ignore this.

Innovation, strategy and leadership are so closely interrelated and to succeed you need all those three. Innovation is the ability to different options in the future and develop a set of perspectives to guide them into the future. Strategy is the ability to connect customer needs and wants to the corporation’s core capability. Leadership is the ability to instill a sense of purpose for the organization and to mobilize those to work towards the goal.

by: Sigurd Rinde

Management gurus have often suggested that failure should be rewarded (if the individual was trying something new), or at least not punished. We all know the problems that develop when employees become fearful and conservative – creativity is stifled, and performance suffers.

by: Sigurd Rinde

If you like the occasional blinding flash of the obvious there's a book out - Management rewired: Why feedback doesn't work and other surprising lessons from the latest brain science by Charles S. Jacobs.

Basically takeaway is that the annual performance review is for the birds, and boss pressure is of dubious value.

by: Idris Mootee

“Clients Realize That to Succeed at Their Own Projects, They Need to Think Like Consultants” is the headline of article from the Consultant News published by Kennedy Consulting Research. Clients shouldn't think like consultants, read on to understand why.

by: Chris Lawer

Faced with tough decisions that can make or break their company’s future, it is little wonder that innovation managers are seriously fretting over their product portfolios, go-kill decisions, new projects, resource allocations and go-to-market timescales.

by: Alain Thys

By: Alain Thys