All Books | CMO | CIO | CMO-CIO Alignment
  • Off the Hook Marketing: How to Make Social Media Sell for You

    Let's face it, knowing how to update your Facebook page, write an engaging blog or create a viral YouTube video is worthless without knowing how to make them produce sales. The problem for most businesses is they're suffering from social media tip of the week syndrome instead of implementing a systematic approach to making social media sell. In Off the Hook Marketing, renowned Web marketing expert Jeff Molander proves it is possible to make platforms like Twitter and blogs produce sales, rather than just be a time-wasting novelty. He shows you how to stop agonizing over what to be doing with social media by making the thing to be doing the one that always produces sales.

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  • Defy Gravity: Propel Your Business to High-Velocity Growth (Business Strategy)

    Brown, a management consultant, presents a smart and readable guide for executives seeking to improve the effectiveness of their corporate strategies. Even though one-third of all business strategies fail, executives tend to stick with the plan, maintaining that a bad plan is safer than no plan at all. Brown shows how to break free from this mentality and makes her message stick with energetic prose and cheeky humor. She questions prevalent corporate beliefs and shows how following these misguided approaches can ruin an organization. She highlights change as the key factor; it's the "anti-gravity" that will propel a company forward. Citing such successful examples as Nu Skin and Southwest Airlines, Brown illustrates key points on what works and what doesn't, and concludes each chapter with a helpful summary. A new voice in a very crowded field, Brown provides an original perspective on corporate growth.

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  • Working Together: Why Great Partnerships Succeed

    In business there are always unique individual achievers, but pull down the veil and you'll often find someone alongside them. Michael Eisner does just that in Working Together. Using his own collaboration with Frank Wells at Disney as a launching point for examining other famously successful partnerships, Eisner offers us an intimate and deeply personal look at some of the most rewarding business partnerships, uncovering what makes them tick and offering unconventional wisdom and unexpected insights.

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  • Competing on Analytics: The New Science of Winning

    You have more information at hand about your business environment than ever before. But are you using it to "out-think" your rivals? If not, you may be missing out on a potent competitive tool. In "Competing on Analytics: The New Science of Winning" , Thomas H. Davenport and Jeanne G. Harris argue that the frontier for using data to make decisions has shifted dramatically. Certain high-performing enterprises are now building their competitive strategies around data-driven insights that in turn generate impressive business results. Their secret weapon: Analytics: sophisticated quantitative and statistical analysis and predictive modeling.

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  • Data Driven: Profiting from Your Most Important Business Asset

    The self-appointed Data Doc, consultant Redman (and author of Data Quality: The Field Guide, 2000, plus two others) codifies his (and others) tremendous amount of wisdom about the value of data to business in ways nongeeks will readily grasp—and, one hopes, apply. Recognizing that the ultimate goal—to improve data quality and increase its corporate worth—demands a lot of change within American companies, he carefully positions the soft skills (that is, rewarding those who advance the cause) as critically as, say, the development of robust data and information management within the business.

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  • On the Fly: Executing Strategy in a Changing World

    Wall, a consultant in strategic management and leadership, argues in this engaging and well-written book that in spite of their aversion to the process of strategic planning, organizations actually need strategic focus now more than ever. Instead of the traditional plug-and-play method of strategic planning, however, companies need a "meta-strategy," not a strategy so much as a method of doing strategy that’s essentially a process of continual learning.

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  • Mesh Collaboration: Creating New Business Value in the Network of Everything

    Mesh Collaboration, a new book by Andy Mulholland and Nick Earle, helps companies understand how to thrive and grow in a fast moving, ultracompetitive, globalized world by telling the story of Jane Moneymaker, the CEO of the fictitious Vorpal, Inc. Mesh Collaboration continues the story started in Mashup Corporations. In that book, Moneymaker and her team grappled with mashups and service-oriented architecture and the nature of Vorpal's relationships with innovators, customers, suppliers, and with the IT department. Mashups allowed a new form of business model, focused on selling customized products to niche markets and using the power of viral marketing. In Mesh Collaboration we pick up the story as Moneymaker and her team face the challenges of scaling the new business model in the multi-cultural globalized world.

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  • Strategy Maps: Converting Intangible Assets into Tangible Outcomes

    Kaplan and Norton argue that the most critical aspect of strategy-implementing and sustained value creation depends on managing four key internal processes: operations, customer relationships, innovation, and regulatory and social processes. The authors show how companies can use strategy maps to link those processes to desired outcomes; evaluate, measure, and improve the processes most critical to success; and target investments in human, informational, and organizational capital. Providing a visual epiphany for executives everywhere who can't figure out why their strategy isn't working, Strategy Maps is a blueprint any organization can follow to align processes, people, and information technology for superior performance.

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  • Execution: The Discipline of Getting Things Done

    Execution is "the missing link between aspirations and results," and as such, making it happen is the business leader's most important job. While failure in today's business environment is often attributed to other causes, Bossidy and Charan argue that the biggest obstacle to success is the absence of execution. They point out that without execution, breakthrough thinking on managing change breaks down, and they emphasize the fact that execution is a discipline to learn, not merely the tactical side of business. Supporting this with stories of the "execution difference" being won (EDS) and lost (Xerox and Lucent), the authors describe the building blocks--leaders with the right behaviors, a culture that rewards execution, and a reliable system for having the right people in the right jobs--that need to be in place to manage the three core business processes of people, strategy, and operations.

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  • The Innovator's Dilemma: The Revolutionary Book that Will Change the Way You Do Business

    The author, an associate professor at Harvard Business School, asks why some well-managed companies that stay on top of new technology and practice quality customer service can still falter. His own research brought a surprising answer to that question. Christensen suggests that by placing too great an emphasis on satisfying customers' current needs, companies fail to adapt or adopt new technology that will meet customers' unstated or future needs, and he argues that such companies will eventually fall behind. Christensen calls this phenomenon "disruptive technology" and demonstrates its effects in industries as diverse as the manufacture of hard-disk drives and mass retailing. He goes on to offer solutions by providing strategies for anticipating changes in markets.

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  • Collaboration: How Leaders Avoid the Traps, Create Unity, and Reap Big Results

    In "Collaboration", author Morten Hansen takes aim at what many leaders inherently know: in today's competitive environment, companywide collaboration is an imperative for successful strategy execution, yet the sought-after synergies are rarely, if ever, realized. In fact, most cross-unit collaborative efforts end up wasting time, money, and resources. How can managers avoid the costly traps of collaboration and instead start getting the results they need? In this book, Hansen shows managers how to get collaboration right through 'disciplined collaboration'. Based on the author's long-running research, in-depth case studies, and company interviews, "Collaboration" delivers practical advice and tools to help your organization collaborate for real results.

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  • Business/IT Fusion. How to move beyond Alignment and transform IT in your organization

    There is a fundamental dilemma in the world of IT: the technical challenges and opportunities have never been greater, but at the same time the role of IT and the role of the CIO has never been questioned more. The relationship between business and IT is in many companies at an all-time low. The model of Alignment that we've pursued for more than 20 years in IT doesn t work anymore. It's time for change. It's time for a radical change in the relationship between business and IT. It's time for Fusion. In times of economic downturn your business needs IT leaders, not followers. Fusion can help CIOs and IT managers to become real heroes in tough economic times, and can help expose the true value of IT. Fusion starts where Alignment stops: it turns CIOs into business leaders, injects business savvy into the IT department, and transforms IT into the organization everyone wants to work in. Fusion makes a job in IT attractive again.

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  • The Agile Enterprise: Reinventing your Organization for Success in an On-Demand World

    With the accelerating pace of changes in technological, regulatory, and economic environments as well as in stakeholder values it is important to adapt quickly in order to survive and sustain business operations. Nearly every CIO survey over the past decade has listed business-IT alignment as a strategic imperative. But what is alignment?

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  • The Executive's Guide to Information Technology

    Information systems and processes are very important parts of our due diligence assessment of a company - yet the jargon is often more difficult to understand than many foreign languages. Baschab and Piot effectively translate IT into words and concepts that business people can easily understand and act upon. This book is a helpful reference guide for corporate executives and private equity groups of all types.

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  • Competing for Customers and Capital

    Not only do the goals of marketing often fail to match those of finance, they sometimes outright conflict. The two departments speak different languages, they have no clear link, and, bottom line, the markets for customers and investors are separate, but equally important. Competing for Customers and Capital develops a cause-and-effect model of the relationships between enterprise marketing and corporate finance based on the common language of economic theory and financial accounting data. Simply put, Cook’s model links selling, general and administrative expenses to shareholder value.

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  • Alignment of IT and the Business

    The ability for US-based organizations to attain alignment between business and technology departments is a perennial high priority initiative when IT issues are discussed. Existing literature and research on compliance efforts as drivers for alignment are limited, but the results of a recent study (Luftman's (2003) six IT-Business alignment survey) argue that there is a linkage between alignment and compliance efforts.

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  • Alignment is not just for wheels - Science and Art of IT-Business Alignment

    IT and Business are the wheels of the enterprise and leaders should make sure that IT efforts point in the same direction of the business vision. The process of Business-IT Alignment is a constant leadership effort of ensuring that IT department supports the business interests via all its aspects, viz. People, Process and Technology. Every IT department should take steps for a better business alignment, just as every car owner should make sure that their wheels are aligned.

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