The NEW Employee Manual
A No-Holds-Barred Look at Corporate Life
Published on 2. May 2019
Book
Paperback/Softback
368 pages
978-1-59918-642-9 (ISBN)
Description
Welcome to Corporate Life.
The NEW Employee Manual is not your Dad's or Mom's employee manual. It's the new playbook for corporate survival, fitting today's realities and the challenges facing employees who join or work in large, seemingly successful companies. Those companies already issued very specific and detailed employee manuals covering everything under the sun except how to compete well in our brave new world.
The NEW Employee Manual will help you navigate the Corporate (with a capital C) labyrinth. Where Corporate's manual shapes you into a dutiful cog for the good of the machine, ours helps you enhance your career for the good of, well, you ... and your company.
The NEW Employee Manual should make you feel skeptical: skeptical of empty slogans, obsolete rituals, obsessive pursuits, and bigwigs' playbooks that no longer work. That alone should be worth this book's price. Skepticism, you see, is a good thing, because it is only the skeptic, only the free-thinker, only the maverick, who asks new questions and finds useful answers. So, are you a maverick or a cog?
The NEW Employee Manual is not your Dad's or Mom's employee manual. It's the new playbook for corporate survival, fitting today's realities and the challenges facing employees who join or work in large, seemingly successful companies. Those companies already issued very specific and detailed employee manuals covering everything under the sun except how to compete well in our brave new world.
The NEW Employee Manual will help you navigate the Corporate (with a capital C) labyrinth. Where Corporate's manual shapes you into a dutiful cog for the good of the machine, ours helps you enhance your career for the good of, well, you ... and your company.
The NEW Employee Manual should make you feel skeptical: skeptical of empty slogans, obsolete rituals, obsessive pursuits, and bigwigs' playbooks that no longer work. That alone should be worth this book's price. Skepticism, you see, is a good thing, because it is only the skeptic, only the free-thinker, only the maverick, who asks new questions and finds useful answers. So, are you a maverick or a cog?
More details
Language
English
Place of publication
Irvine
United States
Product notice
Paperback (trade)
Dimensions
Height: 228 mm
Width: 152 mm
ISBN-13
978-1-59918-642-9 (9781599186429)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Persons
Dr. Ben Gilad, president of Fuld-Gilad-Herring Academy of Competitive Intelligence (CI) is considered a leading developer of competitive intelligence theory and practice in the US, is a former Associate Professor of Strategy at Rutgers University's School of Management. Gilad's first CI books, The Business Intelligence System (1988, AMACOM, co-authored) and Business Blindspots (1994, US: Probus/Irwin; 1998, UK: Infonortics, e-edition, 2012, ACI, Inc.), paved the way for the CI evolution in US corporations, many of which emulated the basic principles of Gilad's CI process model. He is the co-editor of the definitive analysis book, The Art and Science of Business Intelligence Analysis (1996, JAI Press), author of Early Warning (Amacom, 2004), and Business War Games (Career press, 2009).
Mark Chussil is Founder of Advanced Competitive Strategies, Inc. He's a pioneer in business war gaming, an expert in business-strategy simulation, a prolific author of essays on competitive strategy on ACS' website, Competing.com, and Harvard Business Review, and a thought-provoking teacher of strategic thinking. He's helped Fortune 500 companies, in many industries and countries, add billions of dollars to their bottom lines. Mark is also an Adjunct Instructor in the Pamplin School of Business at the University of Portland.
Mark Chussil is Founder of Advanced Competitive Strategies, Inc. He's a pioneer in business war gaming, an expert in business-strategy simulation, a prolific author of essays on competitive strategy on ACS' website, Competing.com, and Harvard Business Review, and a thought-provoking teacher of strategic thinking. He's helped Fortune 500 companies, in many industries and countries, add billions of dollars to their bottom lines. Mark is also an Adjunct Instructor in the Pamplin School of Business at the University of Portland.
Content
Introduction
PART I: DOWN THE RABBIT HOLE
Chapter 1: Corporate Dysfunction, Competing as a Skill, and You
Chapter 2: How to Identify a Corporate Overconfident, Oblivious Person
Chapter 3: Job Descriptions Vs. Jobs
Chapter 4: Training to Compete
PART II: HOW CORPORATE THINKS
Chapter 5: The Myth That Customers Matter
Chapter 6: Big Numbers, Wrong Numbers, More Numbers, and Sloppy Thinking
Chapter 7: Benchmarking: Be Just Like Them, Only Better
Chapter 8: The Consequences of Sloppy, Lazy Thinking
PART III: HOW CORPORATE COMMUNICATES
Chapter 9: The Negative Side of Being Positive
Chapter 10: What Corporate Obsesses and Obsesses About
Chapter 11: Who Said Anything About Chapter 11?
Chapter 12: Does Corporate Mean What it Says?
PART IV: WHAT CORPORATE DOES
Chapter 13: Corporate Burns Money as it Gets Big and "Fat"
Chapter 14: Corporate Overpromises
Chapter 15: Does Corporate Do Strategic Due Diligence?
Chapter 16: Performance Addiction: Or, Corporate Wants Results Today
Chapter 17: Circling the Wagons Is Not a Strategy
Chapter 18: Corporate Believes in Magic Formulas
Chapter 19: Corporate Filters Inconvenient Information
PART V: WE ARE WITH YOU, MAVERICK
Chapter 20: Can Corporate Heal Itself?
Chapter 21: Executive Summary
Acknowledgments
About the Author
Index
PART I: DOWN THE RABBIT HOLE
Chapter 1: Corporate Dysfunction, Competing as a Skill, and You
Chapter 2: How to Identify a Corporate Overconfident, Oblivious Person
Chapter 3: Job Descriptions Vs. Jobs
Chapter 4: Training to Compete
PART II: HOW CORPORATE THINKS
Chapter 5: The Myth That Customers Matter
Chapter 6: Big Numbers, Wrong Numbers, More Numbers, and Sloppy Thinking
Chapter 7: Benchmarking: Be Just Like Them, Only Better
Chapter 8: The Consequences of Sloppy, Lazy Thinking
PART III: HOW CORPORATE COMMUNICATES
Chapter 9: The Negative Side of Being Positive
Chapter 10: What Corporate Obsesses and Obsesses About
Chapter 11: Who Said Anything About Chapter 11?
Chapter 12: Does Corporate Mean What it Says?
PART IV: WHAT CORPORATE DOES
Chapter 13: Corporate Burns Money as it Gets Big and "Fat"
Chapter 14: Corporate Overpromises
Chapter 15: Does Corporate Do Strategic Due Diligence?
Chapter 16: Performance Addiction: Or, Corporate Wants Results Today
Chapter 17: Circling the Wagons Is Not a Strategy
Chapter 18: Corporate Believes in Magic Formulas
Chapter 19: Corporate Filters Inconvenient Information
PART V: WE ARE WITH YOU, MAVERICK
Chapter 20: Can Corporate Heal Itself?
Chapter 21: Executive Summary
Acknowledgments
About the Author
Index