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Mavericks at work: why the most original minds in business win

Author: Taylor, William C. ; LaBarre, PollyPublisher: William Morrow, 2006.Language: EnglishDescription: 316 p. ; 24 cm.ISBN: 0060779616Type of document: BookBibliography/Index: Includes index
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Europe Campus
Main Collection
Print HD6951 .T39 2006
(Browse shelf)
001211006
Available 001211006
Total holds: 0

Includes index

Digitized

Mavericks at Work Why the Most Original Minds in Business Win Contents INTRODUCTION The Maverick Promise xi PART ONE RETHINKING COMPETITION Chapter 1 Not Just a Company, a Cause: Strategy as Advocacy 3 What ideas is your company fighting for? · Can you play competitive hardball by throwing your rivals a strategic curveball? · Changing the channel: The one-of-a-kind network that transformed television. Chapter 2 Competition and Its Consequences: Disruptors, Diplomats, and a New Way to Talk About Business 3I Can you be provocative without provoking a backlash? · Why strategic innovators develop their own vocabulary of competition. · Winning on purpose: The values-driven ad agency that carves its beliefs into the floor. Chapter 3 Maverick Messages (I): Sizing Up Your Strategy 53 Why "me-too" won't do: Make-or-break questions about how you and your organization compete. PART TWO REINVENTING INNOVATION Chapter 4 Ideas Unlimited:Why Nobody Is as Smart as Everybody 63 How to persuade brilliant people to work with you, even if they don't work for you. · Why grassroots collaboration requires head-to-head competition. · Eureka! How one open-minded leader inspired the ultimate Internet gold rush. Chapter 5 Innovation, Inc.: Open Source Gets Down to Business 89 Have you mastered the art of the open-source deal? · Why smart leaders "walk in stupid every day." · Bottom-up brainpower: How a 170-year-old corporate giant created a new model of creativity. Chapter 6 Maverick Messages (II): Open-MindingYour Business Shared minds: The design principles of open-source leadership. 117 PART THREE RECONNECTING WITH CUSTOMERS Chapter 7 From Selling Value to Sharing Values: Overcoming the Age of Overload 129 If your products are so good, why are your customers so unhappy? · How to build a cult brand in a dead business. · "Our customer is our category"--the retailer that sells a sense of identity. Chapter 8 Small Gestures, Big Signals: Outstanding Strategies to Stand Out from the Crowd 157 Do you sell where your customers are--and your competitors aren't? · Warm and scuzzy: How Howard Stern became the world's most unlikely teddybear salesman. · Why the company with the smartest customers wins. Chapter 9 Maverick Messages (III): Building Your Bond with Customers Brand matters: The new building blocks of cutting-edge marketing. 181 PART FOUR REDESIGNING WORK Chapter 10 The Company You Keep: Business as if People Mattered 193 Can you attract more than your fair share of the best talent in your field. · How to find great people who aren't looking for you. · Building the character of competition: Why the world's friendliest airline unleashes the " warrior spirit" in its workforce. Chapter 11 People and Performance: Stars, Systems, and Workplaces That Work 221 The first law of leadership: "Stars don't work for idiots." · How free agents become team players. · From bureaucracy to adhocracy: The many merits of a messy workplace. Chapter 12 Maverick Messages (IV): PracticingYour People Skills 253 Hiring test: Is your design for the workplace as distinctive as your designs on the marketplace? APPENDIX Maverick Material ENDNOTES ACKNOWLEDGMENTS INDEX 263 285 303 307

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