If you click the Speed-Pay button on any product detail page, your order will be charged to the most recent credit card information attached to your account and shipped if applicable to the last address we have on file for you. Hardcopy, paperback, softbound, magazine: Physical copy shipped from our warehouse to your requested shipping location. I knew much of the information and concepts from being a consulting and creating solutions for 20+. It can help lead you to better strategy, better plans, better decisions and better relationships with your peers and superiors. Show Value for Money -- 4. Measure the Value Delivered -- 9. It resonates with empathy, understanding and truth about how the I.
Series Title: Responsibility: Richard Hunter and George Westerman. It is a 3 or 4 digit number appearing on the front or back of your credit card. I heartily recommend that all I. To bridge this gulf, the authors prescribe a model that is simple and precise. I've skimmed over too many management books lacking in substance, so I'm keeping this one! However, it did provide me many insights that I did not have.
Refining the model a bit, the authors separate I. Avoid the Value Traps -- 3. This book is simultaneously very, very smart and very, very practical. The message makes so much sense, yet these types of organizational changes are the most challenging to affect. If this sounds like the situation at your company, consider this your wake-up call. Integrate Technology, Business Processes, and Organizational Change -- 8. The E-mail message field is required.
Master the Virtuous Cycle -- 5. This produces a classic 2x2 quadrant, with customer types on one axis and the value types on another. . A security code is added protection against credit card fraud. All technology-driven, or technology-enabled, initiatives that produce real value to the business or enterprise will fit naturally into some section of this matrix. Bundle: A themed collection containing two or more items at a special savings.
Find the Sources of New Value -- 6. . . . . . .
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