Flying in the face of current thinking, this book suggests that we do not need to ‘think outside the box’ in our quest for creativity, rather we should rethink the way we look ‘inside the box’. This idea will resonate only too well with those who have endeavoured to be creative by thinking outside that box, only to have their attempts scuppered by the constraints of bureaucracy and organizational politicsThe author suggests that creativity should be worked at within the constraints of the organizational box, but that space needs to be grown and allowed to be shaken up.
This book provides an as yet unavailable tool, the Stakeholder Balance Sheet, enabling managers within any organisation to unlock the DNA of the market place in which they operate and to measure their effectiveness in understanding their markets and all the key stakeholders operating within them. This simple tool provides self-testing checklists at the end of each chapter that enables managers to look at stakeholder-sensitive issues in the same way that they might scrutinise financial statements (hence it will not seem alien to most managers).
Credit rating agencies play a critical role in capital markets, guiding the asset allocation of institutional investors as private capital moves freely around the world in search of the best trade-off between risk and return. However, they have also been strongly criticised for failing to spot the Asian crisis in the early 1990s, the Enron, WorldCom and Parmalat collapses in the early 2000s and finally for their ratings of subprime-related structured finance instruments and their role in the current financial crisis.
Grunt, our favorite prehistoric caveman, has risen to become chief of the tribe, with an expectation that he will be a great leader of his people. However, like most people, Grunt hates the idea of public speaking. But with the guidance of his colleague, Tork, he quickly becomes a competent and convincing speaker and presenter. In this practical book, spiced with humor of the pre and post-historic kind, Grunt learns that you win with arrows, not bullets. You win by pointing the audience clearly in the right direction, not by hitting them with random and confusing 'bullet point' statements.
If you thought negotiating deals and agreements is tough in today's business environment, then you should try doing so in prehistoric times! This book follows our two cavemen characters, Tork and Grunt, in their quest to ensure the survival of their tribe. Through the experiences of our two cavemen, you will learn everything you need to conduct a successful negotiation and reaching a win-win outcome. They show how conventional bargaining from opposing positions generally fails to reach a satisfactory conclusion and how it is important to identify all the issues affecting both parties.
