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• W160081292 abstract "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 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 six easy steps Wanna play strategy? Get a board game contests: What really happens 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 creosote bush: how exploitation drives out exploration 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 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 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, myopic, efficient, and dull - and unable to invent Post-It notes How bad practice prevails Can we please stop saying that the market is efficient? Pin-striped pigeons Management consultants - happy slapping Star knowledge workers - you really should not pay them that much, you know Patent sharks Information overload -- and how to deal with it (if you're the one loading) When knowledge hurts Exaggerating to make my point R&D - it's a steal 7: Making far-reaching decisions (when you can't see a fricking thing ahead of you) The Red Queen Binoculars the mist Today's fast-changing business environment? The same as it ever was! Is innovation over-rated? Customers? Ah, forget about them Means and ends profits and innovation It is OK to get lucky - even for a top manager Getting lucky - fortune favours the prepared firm Sometimes it is about knowing when not to decide Retaining your ability to make money? Causal ambiguity's the answer Company cloning - how to change a winning formula When to fire your M&A management consultant Not all trouble is really trouble Change for change's sake A serial changer Innovation networks and the size of the pie Spinning clients - the McKinsey effect 8: rock or a soft place? The hidden cost of equity Shareholder value orientation - now, where did that come from? Who should come first? Shareholders? Are you sure..? Human nature: self-interested bastard or community-builder? Down-town Calcutta firms Pay inequality - good or bad for team performance? What really caused the 2008 banking crisis? The third sin Work-family initiatives...?! That's rather soft and fluffy isn't it? Corporate social responsibility - nice, but does it earn you any money? Taking care: companies make love and money (if their shareholders let them) Epilogue: The Emperor's new clothes Literature Index" @default.
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• W160081292 date "2010-10-14" @default.
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• W160081292 title "Business exposed : the naked truth about what really goes on in the world of business" @default.
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