Produktbild: Business Exposed

Business Exposed

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Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

05.09.2024

Verlag

Pearson Education Limited

Seitenzahl

264

Maße (L/B/H)

21.6/13.8/1.5 cm

Gewicht

395 g

Auflage

1

Sprache

Englisch

ISBN

978-0-273-73292-1

Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

05.09.2024

Verlag

Pearson Education Limited

Seitenzahl

264

Maße (L/B/H)

21.6/13.8/1.5 cm

Gewicht

395 g

Auflage

1

Sprache

Englisch

ISBN

978-0-273-73292-1

Herstelleradresse

Pearson
St.-Martin-Straße 82
81541 München
DE

Email: salesde@pearson.com

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  • Produktbild: Business Exposed
  • Table of Contents

     

    About the Author

    Publisher's acknowledgements

    Introduction: The monkey story

     

    1: Management happens

    Forced to be stupid  

    Collective inertia - if you don’t join them, you can beat them!

    Pharma - the devil is in the detailing

    The Abilene Paradox

    Same same but different

    "Selection bias"

    Numbers and strategy - do they mix?

    Inebriated cyclists

    Deciding stuff - that’s the easy bit

    How well do you know your company? (My guess is not very well at all…)

    How to make a compelling corporate strategy in six easy steps

    Wanna play strategy? Get a board game

    "Framing contests": What really happens in strategy meetings

    It looks like we don’t have a strategy…

    2: The Success trap (and some ideas how to get out of it)

    Why good companies go bad

    The Icarus paradox

    Tunnel vision - "in the end, there is only flux"

    Operation Market Garden

    Mental models – let’s all think within the same box

    A creosote bush: how "exploitation" drives out "exploration"

    A bitter pill

    Framing something as a threat or an opportunity dramatically alters what we choose

    In a downturn, manage your revenues, not your costs

    In a crisis, innovate

    Is your company brave enough to survive?

    3: The urge to conquer

    How big is your yam? (not that it matters)

    Deal-eager executives - tribal instincts

    CEOs, marriage, mergers, geriatric millionaires, and blushing brides 

    When acquisitions take over

    "Time compression diseconomies" - too much, too fast

    Seeds and fertilizer - how to build a firm

    "I've won... I've won"

    Most acquisitions fail - really!

    "Heerlijk, helder, Heineken"

    Toads and acquisitions - where does CEO "hubris" come from?

    4: Gods and villains

    The heroes of our time

    Narcissus versus humble bloke - and the winner is?

    Are overconfident CEOs born or made?

    Hang the hero

    Celebrity CEOs and the burden of expectation

    Successful managers - incompetent for sure

    Executives: superhuman after all…

    "Over the hill and far away, top managers are here to stay"

    Chief story teller

    Managers and leaders: are they different?

    Women on top

    5: Liaisons and intrigues

    Fact over fiction

    Analysts, astrologers, and lemmings - three of a kind?

    Conflicts of interest - do analysts rate their bank's clients' stock more favorably?

    Banks' blurry categorizations - have your cake and eat it too

    Analysts rule the waves (whether we like it or not)

    Sirens and investment bankers – birds of a feather

    How to tame an analyst

    Advice or influence? Why firms ask government officials to be directors

    Boards of directors: cliques and elites

    Board-cloning - a rewarding habit

    Boardroom friends

    CEOs and their stock options (oh please)

    Stock options, risk, and manipulations

    Too hot to handle: explaining excessive top management remuneration

    How to justify paying top managers too much

    CEOs do seek advice – if you pay them for it

    Dirty laundry: who is hiding the bad stuff?

    6: Myths in management

    No stranger than fiction

    Say you will - that'll do

    Right again! Managers and their self-fulfilling prophecies

    Your expectations manage you

    "Reverse causality" - sorry, but life's not that simple

    Eating Uncle Ed - don’t worry, its called downsizing

    Does downsizing ever work?

    Who can downsize without detriment?

    What management bandwagons bring

    Remember this one: "total quality management"?

    ISO 9000 makes you reliable, myopi