Mckinsey Strategy
Guerrilla MBA, McKinsey 7S, Strategy, Management, Business
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The McKinsey Mind: Understanding and Implementing the Problem-Solving Tools and Management Techniques of the World’s Top Strategic Consulting Firm $14.47 The groundbreaking follow-up to the international bestsellera hands-on guide to putting McKinsey techniques to work in your organization McKinsey & Company is the most respected and most secretive consulting firm in the world, and business readers just can’t seem to get enough of all things McKinsey. Now, hot on the heels of his acclaimed international bestseller The McKinsey Way, Ethan Rasiel… |
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The McKinsey Way $8.07 The McKinsey Way, by former McKinsey & Company associate Ethan M. Rasiel, provides a through-the-keyhole perspective on the way this worldwide consulting institution approaches–and solves–the myriad professional problems encountered by its high-powered clientele. His goal, Rasiel writes, is simple: to communicate “new and useful skills to everyone who wants to be more useful in their busin… |
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Financial Reporting, Financial Statement Analysis and Valuation: A Strategic Perspective (with Thomson One Printed Access Card) $168.00 Wahlen/Baginski/Bradshaw is a balanced, flexible, and complete Financial Statement Analysis book that is written with the premise that students learn financial statement analysis most effectively by performing the analysis on actual companies. Students learn to integrate the concepts from economics, finance, business strategy, accounting, and other business disciplines through the integration of a… |
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100 Bullshit Jobs…And How to Get Them $0.01 The scholarly discipline of Bullshit Studies has blossomed in the last several years, fertilized by a number of critical works on the subject and the growing importance of the issue across a wide range of professions. Now, best-selling author and lifelong practitioner Stanley Bing enters the field with a comprehensive look at the many attractive jobs now available to those who are serious about their bullshit and prepared to dedicate their working life to it. What, Bing inquires, do a feng shui consultant, new media executive, wine steward, department store greeter, and Vice President of the United States have in common? What, too, are the actual duties performed by a McKinsey consultant? Other than sitting around making people nervous? Could that possibly be his core function? Likewise, what does an aromatherapist actually do, per se? Sniff things and rub them on people, for big fragrant bucks? Is that all? The answer in all cases is “Yes.” They all have bullshit jobs. These few, of course, are just the beginning. Across the length and breadth of this shrinking globe, skillful bullshit artists have secured pleasant, lucrative employment, and are enjoying themselves more than you are. In virtually every occupation, from Advertising to Yoga Franchising, lucky individuals who “work” in these coveted positions enjoy the best lives imaginable — they are paid well, they rarely break a sweat, and their professions are highly respected, because nobody really knows what they do. At once funny, useful, and tolerably philosophical, this groundbreaking work takes a close look at 100 bullshit jobs — the money they bring with them, the actual tasks and activities involved (if any), and famous and successful examples of each position, who will provide the neophyte with inspiration. Most crucially, Bing goes on to offer what others so far have not—a clear, concise strategy to help job-seekers at every level reach for that brass ring, knowing full |
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100 Bullshit Jobs…And How to Get Them $1.99 The scholarly discipline of Bullshit Studies has blossomed in the last several years, fertilized by a number of critical works on the subject and the growing importance of the issue across a wide range of professions. Now, best-selling author and lifelong practitioner Stanley Bing enters the field with a comprehensive look at the many attractive jobs now available to those who are serious about their bullshit and prepared to dedicate their working life to it. What, Bing inquires, do a feng shui consultant, new media executive, wine steward, department store greeter, and Vice President of the United States have in common? What, too, are the actual duties performed by a McKinsey consultant? Other than sitting around making people nervous? Could that possibly be his core function? Likewise, what does an aromatherapist actually do, per se? Sniff things and rub them on people, for big fragrant bucks? Is that all? The answer in all cases is “Yes.” They all have bullshit jobs. These few, of course, are just the beginning. Across the length and breadth of this shrinking globe, skillful bullshit artists have secured pleasant, lucrative employment, and are enjoying themselves more than you are. In virtually every occupation, from Advertising to Yoga Franchising, lucky individuals who “work” in these coveted positions enjoy the best lives imaginable — they are paid well, they rarely break a sweat, and their professions are highly respected, because nobody really knows what they do. At once funny, useful, and tolerably philosophical, this groundbreaking work takes a close look at 100 bullshit jobs — the money they bring with them, the actual tasks and activities involved (if any), and famous and successful examples of each position, who will provide the neophyte with inspiration. Most crucially, Bing goes on to offer what others so far have not–a clear, concise strategy to help job-seekers at every level reach for that brass ring, knowing full well that it |
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100 Bullshit Jobs…And How to Get Them $15.32 The scholarly discipline of Bullshit Studies has blossomed in the last several years, fertilized by a number of critical works on the subject and the growing importance of the issue across a wide range of professions. Now, best-selling author and lifelong practitioner Stanley Bing enters the field with a comprehensive look at the many attractive jobs now available to those who are serious about their bullshit and prepared to dedicate their working life to it. What, Bing inquires, do a feng shui consultant, new media executive, wine steward, department store greeter, and Vice President of the United States have in common? What, too, are the actual duties performed by a McKinsey consultant? Other than sitting around making people nervous? Could that possibly be his core function? Likewise, what does an aromatherapist actually do, per se? Sniff things and rub them on people, for big fragrant bucks? Is that all? The answer in all cases is “Yes.” They all have bullshit jobs. These few, of course, are just the beginning. Across the length and breadth of this shrinking globe, skillful bullshit artists have secured pleasant, lucrative employment, and are enjoying themselves more than you are. In virtually every occupation, from Advertising to Yoga Franchising, lucky individuals who “work” in these coveted positions enjoy the best lives imaginable — they are paid well, they rarely break a sweat, and their professions are highly respected, because nobody really knows what they do. At once funny, useful, and tolerably philosophical, this groundbreaking work takes a close look at 100 bullshit jobs — the money they bring with them, the actual tasks and activities involved (if any), and famous and successful examples of each position, who will provide the neophyte with inspiration. Most crucially, Bing goes on to offer what others so far have not–a clear, concise strategy to help job-seekers at every level reach for that brass ring, knowing full well that it |
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Cultivating Communities of Practice: A Guide to Managing Knowledge $35 Today’s marketplace is fueled by knowledge. Yet organizing systematically to leverage knowledge remains a challenge. Leading companies have discovered that technology is not enough, and that cultivating communities of practice is the keystone of an effective knowledge strategy.Communities of practice come together around common interests and expertise- whether they consist of first-line managers or customer service representatives, neurosurgeons or software programmers, city managers or home-improvement amateurs. They create, share, and apply knowledge within and across the boundaries of teams, business units, and even entire companies-providing a concrete path toward creating a true knowledge organization. In Cultivating Communities of Practice, Etienne Wenger, Richard McDermott, and William M. Snyder argue that while communities form naturally, organizations need to become more proactive and systematic about developing and integrating them into their strategy. This book provides practical models and methods for stewarding these communities to reach their full potential-without squelching the inner drive that makes them so valuable. Through in-depth cases from firms such as DaimlerChrysler, McKinsey & Company, Shell, and the World Bank, the authors demonstrate how communities of practice can be leveraged to drive overall company strategy, generate new business opportunities, tie personal development to corporate goals, transfer best practices, and recruit and retain top talent. They define the unique features of these communities and outline principles for nurturing their essential elements. They provide guidelines to support communities of practice through their major stages of development, address the potential downsides of communities, and discuss the specific challenges of distributed communities. And they show how to recognize the value created by communities of practice and how to build a corporate knowledge strategy around them. |
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Designing the Customer-Centric Organization: A Guide to Strategy, Structure, and Process $11.7 Studies have proved that sales to existing customers are more profitable than sales to new customers. Today’s business leaders are recognizing that the new foundation for profitability is establishing loyal, long-term customer relationships. If industries are to thrive in the 21st century, they must have the ability to do business based on what the customer wants. Designing the Customer-Centric Organization offers today’s business leaders a comprehensive customer-centric organizational model that clearly shows how to put in place an infrastructure that is organized around the demands of the customer. Written by Jay Galbraith (the foremost expert in the field of organizational design), this important book includes a tool that will help determine how customer-centric an organization is—light-level, medium-level, complete-level, or high-level—and it shows how to ascertain the appropriate level for a particular institution. Once the groundwork has been established, the author offers guidance for the process of implementing a customer-centric system throughout an organization. Designing the Customer-Centric Organization includes vital information about structure, management processes, reward and management systems, and people practices. Designing the Customer-Centric Organization is based on a three-year research study with McKinsey Organization Design Practice. Jay Galbraith studied fifteen companies that managed organizational complexity around customer demands. The book is filled with illustrative case studies from a variety of these successful organizations—IBM, Nokia Networks, Procter & Gamble, Citibank—that have made the transition to corporate reinvention and putting the customer first. |
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Designing the Customer-Centric Organization: A Guide to Strategy, Structure, and Process $45 Studies have proved that sales to existing customers are more profitable than sales to new customers. Today’s business leaders are recognizing that the new foundation for profitability is establishing loyal, long-term customer relationships. If industries are to thrive in the 21st century, they must have the ability to do business based on what the customer wants. Designing the Customer-Centric Organization offers today’s business leaders a comprehensive customer-centric organizational model that clearly shows how to put in place an infrastructure that is organized around the demands of the customer. Written by Jay Galbraith (the foremost expert in the field of organizational design), this important book includes a tool that will help determine how customer-centric an organization is—light-level, medium-level, complete-level, or high-level—and it shows how to ascertain the appropriate level for a particular institution. Once the groundwork has been established, the author offers guidance for the process of implementing a customer-centric system throughout an organization. Designing the Customer-Centric Organization includes vital information about structure, management processes, reward and management systems, and people practices. Designing the Customer-Centric Organization is based on a three-year research study with McKinsey Organization Design Practice. Jay Galbraith studied fifteen companies that managed organizational complexity around customer demands. The book is filled with illustrative case studies from a variety of these successful organizations—IBM, Nokia Networks, Procter & Gamble, Citibank—that have made the transition to corporate reinvention and putting the customer first. |
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Designing the Customer-Centric Organization: A Guide to Strategy, Structure, and Process $45 Studies have proved that sales to existing customers are more profitable than sales to new customers. Today’s business leaders are recognizing that the new foundation for profitability is establishing loyal, long-term customer relationships. If industries are to thrive in the 21st century, they must have the ability to do business based on what the customer wants. Designing the Customer-Centric Organization offers today’s business leaders a comprehensive customer-centric organizational model that clearly shows how to put in place an infrastructure that is organized around the demands of the customer. Written by Jay Galbraith (the foremost expert in the field of organizational design), this important book includes a tool that will help determine how customer-centric an organization is—light-level, medium-level, complete-level, or high-level—and it shows how to ascertain the appropriate level for a particular institution. Once the groundwork has been established, the author offers guidance for the process of implementing a customer-centric system throughout an organization. Designing the Customer-Centric Organization includes vital information about structure, management processes, reward and management systems, and people practices. Designing the Customer-Centric Organization is based on a three-year research study with McKinsey Organization Design Practice. Jay Galbraith studied fifteen companies that managed organizational complexity around customer demands. The book is filled with illustrative case studies from a variety of these successful organizations—IBM, Nokia Networks, Procter & Gamble, Citibank—that have made the transition to corporate reinvention and putting the customer first. |
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Do IT Smart: Seven Rules for Superior Information Technology Performance By Rolf-Dieter Kempis and Jurgen Ringback $24.99 A decade ago, manufacturing companies had visions of paperless offices, automated plants, and virtual enterprises. But the euphoria quickly evaporated when these visions failed to materialize. Now, from in-depth interviews in a worldwide survey of seventy manufacturing firms, a research team from the prestigious consulting group McKinsey & Company concludes that, far from being a failure, information technology (IT) can be a vital strategic weapon in the manufacturing sector, just as it has proved to be in service industries.<P>In <I>Do IT Smart,</I> experts Rolf-Dieter Kempis and Jürgen Ringbeck along with the McKinsey team identify four cultures of IT users — stars, big spenders, cautious spenders, and laggards — based on how efficiently and effectively the users manage IT. The stars stand out because their strong command of IT means they are better able to manage core processes such as R&D, sales and service, and order processing, which in turn produces tangible payoffs in profitability, growth, and market share. From their study of star performers, the authors formulate seven rules for developing a superior IT organization. First, they argue, managers must make IT a top management issue and, second, a priority in product development. IT must be viewed as a strategic tool so that IT strategy can be aligned with business strategy. Clear objectives must be set, and core business processes redesigned. Warning that IT is reaching saturation in administrative applications, the authors describe how it is far more profitable to integrate IT into marketing, sales, and customer service. Finally, they describe how all these elements must be brought together into a lean, customer-oriented IT network.<P>McKinsey’s breakthrough study shows that as organizations are increasingly overwhelmed with data, IT will become more of a dividing line between the winners and the losers. IT stars will make quantum leaps in effectiveness, while poor management of IT results in a cost |
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Good Strategy Bad Strategy: The Difference and Why It Matters $12.47 New – This is the long-awaited magnum opus from ‘strategy’s strategist’. Even though everyone is talking about it, there is no concept in business today more muddled than ‘strategy’. Richard Rumelt, described by “McKinsey Quarterly” as ‘a giant in the field of strategy’ and ‘strategy’s strategist’, tackles this problem head-on in a jargon-free explanation of how to develop and take action on strategy, in business, politics and beyond. Rumelt dispels popular misconceptions about strategy – such a |
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Good Strategy Bad Strategy: The Difference and Why It Matters $13.03 New – This is the long-awaited magnum opus from ‘strategy’s strategist’. Even though everyone is talking about it, there is no concept in business today more muddled than ‘strategy’. Richard Rumelt, described by “McKinsey Quarterly” as ‘a giant in the field of strategy’ and ‘strategy’s strategist’, tackles this problem head-on in a jargon-free explanation of how to develop and take action on strategy, in business, politics and beyond. Rumelt dispels popular misconceptions about strategy – such a |
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Good Strategy Bad Strategy: The Difference and Why It Matters $13.03 Used – This is the long-awaited magnum opus from ‘strategy’s strategist’. Even though everyone is talking about it, there is no concept in business today more muddled than ‘strategy’. Richard Rumelt, described by “McKinsey Quarterly” as ‘a giant in the field of strategy’ and ‘strategy’s strategist’, tackles this problem head-on in a jargon-free explanation of how to develop and take action on strategy, in business, politics and beyond. Rumelt dispels popular misconceptions about strategy – such |
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Good Strategy Bad Strategy: The Difference and Why It Matters $16.57 Used – This is the long-awaited magnum opus from ‘strategy’s strategist’. Even though everyone is talking about it, there is no concept in business today more muddled than ‘strategy’. Richard Rumelt, described by “McKinsey Quarterly” as ‘a giant in the field of strategy’ and ‘strategy’s strategist’, tackles this problem head-on in a jargon-free explanation of how to develop and take action on strategy, in business, politics and beyond. Rumelt dispels popular misconceptions about strategy – such |
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Good Strategy Bad Strategy: The Difference and Why It Matters $11.91 Used – This is the long-awaited magnum opus from ‘strategy’s strategist’. Even though everyone is talking about it, there is no concept in business today more muddled than ‘strategy’. Richard Rumelt, described by “McKinsey Quarterly” as ‘a giant in the field of strategy’ and ‘strategy’s strategist’, tackles this problem head-on in a jargon-free explanation of how to develop and take action on strategy, in business, politics and beyond. Rumelt dispels popular misconceptions about strategy – such |
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Good Strategy Bad Strategy: The Difference and Why It Matters $9.08 New – This is the long-awaited magnum opus from ‘strategy’s strategist’. Even though everyone is talking about it, there is no concept in business today more muddled than ‘strategy’. Richard Rumelt, described by “McKinsey Quarterly” as ‘a giant in the field of strategy’ and ‘strategy’s strategist’, tackles this problem head-on in a jargon-free explanation of how to develop and take action on strategy, in business, politics and beyond. Rumelt dispels popular misconceptions about strategy – such a |
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Good Strategy Bad Strategy: The Difference and Why It Matters $16.57 New – This is the long-awaited magnum opus from ‘strategy’s strategist’. Even though everyone is talking about it, there is no concept in business today more muddled than ‘strategy’. Richard Rumelt, described by “McKinsey Quarterly” as ‘a giant in the field of strategy’ and ‘strategy’s strategist’, tackles this problem head-on in a jargon-free explanation of how to develop and take action on strategy, in business, politics and beyond. Rumelt dispels popular misconceptions about strategy – such a |
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Good Strategy Bad Strategy: The Difference and Why It Matters $12.47 Used – This is the long-awaited magnum opus from ‘strategy’s strategist’. Even though everyone is talking about it, there is no concept in business today more muddled than ‘strategy’. Richard Rumelt, described by “McKinsey Quarterly” as ‘a giant in the field of strategy’ and ‘strategy’s strategist’, tackles this problem head-on in a jargon-free explanation of how to develop and take action on strategy, in business, politics and beyond. Rumelt dispels popular misconceptions about strategy – such |
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Good Strategy/Bad Strategy: The Difference and Why It Matters $15.87 Used – This is the long-awaited magnum opus from ‘strategy’s strategist’. Even though everyone is talking about it, there is no concept in business today more muddled than ‘strategy’. Richard Rumelt, described by “McKinsey Quarterly” as ‘a giant in the field of strategy’ and ‘strategy’s strategist’, tackles this problem head-on in a jargon-free explanation of how to develop and take action on strategy, in business, politics and beyond. Rumelt dispels popular misconceptions about strategy – such |
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Good Strategy/Bad Strategy: The Difference and Why It Matters $17.41 New – This is the long-awaited magnum opus from ‘strategy’s strategist’. Even though everyone is talking about it, there is no concept in business today more muddled than ‘strategy’. Richard Rumelt, described by “McKinsey Quarterly” as ‘a giant in the field of strategy’ and ‘strategy’s strategist’, tackles this problem head-on in a jargon-free explanation of how to develop and take action on strategy, in business, politics and beyond. Rumelt dispels popular misconceptions about strategy – such a |
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Good Strategy/Bad Strategy: The Difference and Why It Matters $14.21 Used – This is the long-awaited magnum opus from ‘strategy’s strategist’. Even though everyone is talking about it, there is no concept in business today more muddled than ‘strategy’. Richard Rumelt, described by “McKinsey Quarterly” as ‘a giant in the field of strategy’ and ‘strategy’s strategist’, tackles this problem head-on in a jargon-free explanation of how to develop and take action on strategy, in business, politics and beyond. Rumelt dispels popular misconceptions about strategy – such |
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Good Strategy/Bad Strategy: The Difference and Why It Matters $20.94 New – This is the long-awaited magnum opus from ‘strategy’s strategist’. Even though everyone is talking about it, there is no concept in business today more muddled than ‘strategy’. Richard Rumelt, described by “McKinsey Quarterly” as ‘a giant in the field of strategy’ and ‘strategy’s strategist’, tackles this problem head-on in a jargon-free explanation of how to develop and take action on strategy, in business, politics and beyond. Rumelt dispels popular misconceptions about strategy – such a |