Julian Birkinshaw

A practical handbook examining how established businesses can use their unique advantages to fight back and win in a digital arena too often dominated by tech start-ups, disruptors and unicorns. The big four tech companies (Microsoft, Amazon, Apple, Microsoft) have had an enormous impact on our everyday lives. A new wave of start-ups in the tech sector has dominated the press and swallowed up huge amounts of investment. But what about those established companies in the traditional parts of the world’s economies, from energy, industrial and consumer goods to travel and health? They rarely got a mention. Everyone was talking about the disrupters – the start-ups and the entrepreneurs – and not about the incumbents. This book is a call for a reality check. For at the core of our established companies are capabilities and qualities that remain highly relevant in the digital age. They are often market leaders for very good reasons – they know their customers and markets well, and they have great product, sales and marketing expertise. They are operationally savvy and financially strong, with deep insights into areas of expertise that no one else has, giving them a unique advantage. John Fallon and Julian Birkinshaw have come to a clear conclusion: incumbents are not going quietly into that dark night. Organizations will need to jettison their analogue baggage and infrastructure and embrace digital transformation. They will survive and they will prosper. And this book will show them how to do it.

Denne boken er utgitt i samarbeid med Financial times Publishing. 25 MBA-modeller du må kjenne til gir deg lett tilgang til de nyttigste modellene, verktøyene og begrepene som dekkes i MBA-undervisningen. Enten du er en student som skal begynne på studiet, eller en leder som ønsker å forstå ideene det blir undervist i, vil denne veiviseren hjelpe deg i gang. Boken dekker 25 viktige modeller som er hentet fra pro.grammer over hele verden. Den skjærer gjennom sjargongen og gir deg det viktigste innholdet i hver modell: hva det er, når du skal bruke det, hvordan du skal bruke det, med praktiske tips. Vil du ha nye måter å betrakte gamle problemer på? Trenger du et lett tilgjengelig sett med beslutningsverktøy for ledere? Vil du bare ha det du trenger, ikke lange regler med teori? Her får du 10 nyttige tips til hva du gjør og ikke gjør ved hjelp av MBA-modeller. Denne boken gir deg uunnværlige modeller som lar deg gjøre det meste ut av hver eneste forretningsmulighet, og forteller deg det du trenger å vite - raskt. Julian Birkinshaw er professor i strategi og entreprenørskap ved London Business School og leder for Deloitte Institute of Innovation and Entrepreneurship. Han har skrevet 13 bøker, deriblant Fast Forward: Make Your Company Fit for the Future, Reinventing Manage.ment: Smarter Choices for Getting Work Done og Becoming a Better Boss: Why Good Management Is so Difficult. Ken Mark er adm. dir. i The Martello Group. Han var finansdirektør i Diversified Resources International og jobbet for Procter & Gamble og Harvard Business School. Han har skrevet case-studier for Harvard, Ivey Business og London Business School.

The manager's must-have guide to excelling in all aspects of the job Mind Tools for Managers helps new and experienced leaders develop the skills they need to be more effective in everything they do. It brings together the 100 most important leadership skills—as voted for by 15,000 managers and professionals worldwide—into a single volume, providing an easy-access solutions manual for people wanting to be the best manager they can be. Each chapter details a related group of skills, providing links to additional resources as needed, plus the tools you need to put ideas into practice. Read beginning-to-end, this guide provides a crash course on the essential skills of any effective manager; used as a reference, its clear organization allows you to find the solution you need quickly and easily. Success in a leadership position comes from results, and results come from the effective coordination of often competing needs: your organization, your client, your team, and your projects. These all demand time, attention, and energy, and keeping everything running smoothly while making the important decisions is a lot to handle. This book shows you how to manage it all, and manage it well, with practical wisdom and expert guidance. Build your ideal team and keep them motivatedMake better decisions and boost your strategy gameManage both time and stress to get more done with lessMaster effective communication, facilitate innovation, and much more Managers wear many hats and often operate under a tremendously diverse set of job duties. Delegation, prioritization, strategy, decision making, communication, problem solving, creativity, time management, project management and stress management are all part of your domain. Mind Tools for Managers helps you take control and get the best out of your team, your time, and yourself.

The leading companies of the past twenty years have all harnessed the power of information to gain competitive advantage. But as access to big data becomes ubiquitous, it can no longer guarantee a leg up. Fast/Forward makes the case that we are entering a new era in which firms that understand the limits of 1s and 0s will take the lead. Whereas the industrial age saw the rise of bureaucracy, and the information age has been described as a meritocracy, we are witnessing the rise of adhocracy. In uncertain, rapidly-changing times, adhocracic organizations scan the horizon for winning opportunities. Then, instead of questing after more analysis, they respond with agility by making smart, intuitive decisions. Combining decisive action with emotional conviction, future-facing firms seize the day. Fast/Forward paints the big picture of a new approach to strategy and provides the necessary playbook to make your company fit for the future.

25 Need-to-Know MBA Models provides easy access to the most useful models, tools and concepts that are covered on MBA programmes. Whether you are a student about to embark on an MBA or a manager who wants to understand the ideas taught, this guide will help you to get ahead.

* Understand the key management models that make up your business school syllabus * Effectively apply academic management models to your professional life * Quickly identify the most relevant tools for you and find out how best to utilise them

Dette er ikke bare enda en bok om å bli en mer effektiv leder. Bli en bedre sjef forklarer hvorfor alle de velkjente rådene om god ledelse sjelden blir fulgt. Ved å rette søkelyset på ledelse slik de ansatte opplever den, gir Julian Birkinshaw oss innsiktsfulle og nyttige råd om hva vi kan gjøre annerledes – både når vi leder andre og når vi utformer de organisasjonene vi arbeider i. Birkinshaw har brukt mye tid ute i bedriftene for bedre å forstå hvordan livet som ansatt oppleves. Han har intervjuet mange hundre ansatte og ledere, og gjennomført undersøkelser med flere tusen respondenter. Boken har et klart budskap om hva som bidrar til god ledelse, og kan anvendes både av den ansatte og av sjefen. Den lokker lederen ut av sin komfortsone og viser hvordan han/hun kan tenke nytt. Boken viser også hvordan den ansatte kan hjelpe seg selv til å bli ledet mer effektivt, og den utforsker begrensninger og sykdomstegn som kan prege organisasjonene vi jobber for.

An employee's-eye view of what makes a great boss—and how you can become one Whereas most books on managing people approach the subject from the perspective of a manager of an idealised organisation, Becoming a Better Boss takes a real-world approach, looking at the topic from the perspective of an employee in a real-world organisation—dysfunctions, warts, and all. Focusing on the choices individual employees make every day in getting work done, this book reinvents the practice of management one employee at a time. Author Julian Birkinshaw stresses the importance of taking management seriously, reveals where management practice often goes wrong, and dives deeply into the worldview of employees. He then explores the common personal biases and frailties of managers and discusses the vital importance of experimentation to overcome the limitations and idiosyncrasies of a particular organisation. Throughout, he supports his assertions with case studies from a wide and varying range of management experiments and situations at real companies. Written by a leading authority on strategy, management, and innovation who is also the author of eleven books, including Reinventing ManagementIntroduces a new approach to management focused on real employees and actual situationsIncludes case studies from real organisations Between the stress of deadlines and the demands of today's business environment, it's easy for managers to lose sight of the importance of people management. Becoming a Better Boss not only shows managers how to lead effectively, but why doing so is vitally important to every organisation's success.

The economic crisis was not just caused by a failure of regulation or economic policy; it was a story of the failure of management in a fundamental sense—a deeply flawed approach to management that encouraged bankers to pursue opportunities without regard for their long-term consequences, and to put their own interests ahead of those of their employers and their shareholders. The revised edition of this best-selling book shows convincingly that many of today’s major economic problems in the west can be traced to a failure of management. In this updated edition the author draws our attention to new examples of failed management, from Rupert Murdoch’s News Corp, and the disaster at BP, to the ongoing problems in financial services companies such as UBS and RBS. Throughout the book the references and statistics have been updated, to make this a current, highly relevant analysis of the problems besetting modern business and how managers need to tackle them.

`A major contribution of this exciting book is the perspective of the subsidiary manager operating network.... In its extreme version this means that all managers are subsidiary managers… challenging those who still view multinationals as hierarchies. With exceptional clarity of thought and writing, Julian Birkinshaw stakes out the ground as a major new thinker in the fields of international business and strategic management ' - Alan Rugman, Templeton College, University of Oxford Much current literature on globalization and competition focuses on the external environment in which firms operate. Julian Birkinshaw's book looks within international firms at the dynamics that affect their growth and position. Are local managers seizing power from the centre? Is `glocialization' the inevitable result of globalization? Based on fresh case evidence gathered in Europe and North America, the findings in this book about multi-national firms and managers make a significant contribution to some of the key debates on the transfer of knowledge in firms; the resource-based view; and the network forms of organization. The initiatives of local managers reflect local knowledge, skills and resources and at the same time impact of the distribution of power in the wider organization. By taking as his perspective that of the subsidiary manager operating in a network, Julian Birkinshaw extends the implications of his findings to all managers in organizations and challenges those who still view organizations as hierarchies.

`A major contribution of this exciting book is the perspective of the subsidiary manager operating network.... In its extreme version this means that all managers are subsidiary managers… challenging those who still view multinationals as hierarchies. With exceptional clarity of thought and writing, Julian Birkinshaw stakes out the ground as a major new thinker in the fields of international business and strategic management ' - Alan Rugman, Templeton College, University of Oxford Much current literature on globalization and competition focuses on the external environment in which firms operate. Julian Birkinshaw's book looks within international firms at the dynamics that affect their growth and position. Are local managers seizing power from the centre? Is `glocialization' the inevitable result of globalization? Based on fresh case evidence gathered in Europe and North America, the findings in this book about multi-national firms and managers make a significant contribution to some of the key debates on the transfer of knowledge in firms; the resource-based view; and the network forms of organization. The initiatives of local managers reflect local knowledge, skills and resources and at the same time impact of the distribution of power in the wider organization. By taking as his perspective that of the subsidiary manager operating in a network, Julian Birkinshaw extends the implications of his findings to all managers in organizations and challenges those who still view organizations as hierarchies.

This book is one of the first to specifically address the subsidiary development process - a phenomenon by which multinational company subsidiaries enhance their resources and capabilities. It shows how this process is integral to multinational corporate evolution, which is largely driven by changes in subsidiaries and their development. It also illustrates how the recent trend towards greater international dispersal of value-adding activities has impacted on this process and on multinational evolution as a whole.

This book is one of the first to specifically address the subsidiary development process - a phenomenon by which multinational company subsidiaries enhance their resources and capabilities. It shows how this process is integral to multinational corporate evolution, which is largely driven by changes in subsidiaries and their development. It also illustrates how the recent trend towards greater international dispersal of value-adding activities has impacted on this process and on multinational evolution as a whole.