Living Strategy

-- Building strategies that don't just get "buy-in", but enthusiastic support, enterprise-wide.-- Powerful techniques for bridging the gap between strategy and human resources.-- Includes detailed case studies: Motorola, Glaxo, HP, Citibank, BT, and many more.

A Strategy for Daily Living has helped hundreds of thousands of people since its first publication over thirty-five years ago. Providing a pragmatic compass for life, full of practical insights and inspirational perspectives, this book will help you find the way to your spiritual and creative potential in the midst of crises, challenges and pressures of daily life. It will help you to overcome adversity, maximize your performance and tap into the power of your love to improve relationships at home, on the job and in the world at large.

NAUTILUS BOOK AWARD GOLD MEDALIST — BODY, MIND, SPIRIT PRACTICES “Combining an extraordinary range of scholarship with an accessible and entertaining writing style, The Infinite Staircase . . . provides a coherent and unified platform for a full human life.” —Midwest Book Review In this bold new book, high-tech’s best-known strategist makes a seminal contribution to the search for meaning in a secular era. Two questions fundamental to human existence have always been the metaphysical “where do I fit in the grand scheme of things?” and the ethical “how should I behave?” Religion is no longer a source of answers for many people, and nothing has replaced it. Moore uses his signature framework-based approach to answer these questions, taking us on an intellectual roller coaster ride through physics, chemistry, biology, the social sciences and the humanities. Along the way, he builds a metaphorical ladder that leads from the big bang to the need for ethical action in our daily lives. Combining an extraordinary range of scholarship with an accessible and entertaining writing style, The Infinite Staircase: What the Universe Tells Us About Life, Ethics, and Mortality provides a coherent and unified platform for a full human life.

People are our most important assess, We are a knowledge-based company, are statements we increasingly hear, and statements which are all too often unsubstantiated by reality. For many people, the actuality of an organizational life is that they do not feel they are treated as the most important assets and they do not feel their knowledge is understood or used.

With more people living longer lives, there is increased importance in the health care industry on improving services for the elderly. This comprehensive book gives an expert overview of the topics and challenges, along with imperative ethical and legal frameworks. The book also details existing programs and benefits in relation to a realistic portrayal of population needs. Other important issues are covered such as long-term palliative care and hospice, other vulnerable populations, elder abuse, public-private collaboration, evidence-based policy-making, and much more.

Good Strategy/Bad Strategy clarifies the muddled thinking underlying too many strategies and provides a clear way to create and implement a powerful action-oriented strategy for the real world. Developing and implementing a strategy is the central task of a leader. A good strategy is a specific and coherent response to—and approach for—overcoming the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect. Yet, Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with “strategy.” In Good Strategy/Bad Strategy, he debunks these elements of “bad strategy” and awakens an understanding of the power of a “good strategy.” He introduces nine sources of power—ranging from using leverage to effectively focusing on growth—that are eye-opening yet pragmatic tools that can easily be put to work on Monday morning, and uses fascinating examples from business, nonprofit, and military affairs to bring its original and pragmatic ideas to life. The detailed examples range from Apple to General Motors, from the two Iraq wars to Afghanistan, from a small local market to Wal-Mart, from Nvidia to Silicon Graphics, from the Getty Trust to the Los Angeles Unified School District, from Cisco Systems to Paccar, and from Global Crossing to the 2007–08 financial crisis. Reflecting an astonishing grasp and integration of economics, finance, technology, history, and the brilliance and foibles of the human character, Good Strategy/Bad Strategy stems from Rumelt’s decades of digging beyond the superficial to address hard questions with honesty and integrity.

Teleological thinking has been steadfastly resisted by modern biology. And yet, in nearly every area of research biologists are hard pressed to find language that does not impute purposiveness to living forms. The life of the individual organism, if not life itself, seems to make use of a variety of strate gems in achieving its purposes. But in an age when physical models dominate our imagination and when physics itself has become accustomed to uncertainty relations and complementarity, biologists have learned to live with a kind of schizophrenic language, employing terms like 'selfish genes' and 'survival machines' to describe the behavior of organisms as if they were somehow purposive yet all the while intending that they are highly complicated mechanisms. The present study treats a period in the history of the life sciences when the imputation of purposiveness to biological organization was not regarded an embarrassment but rather an accepted fact, and when the principal goal was to reap the benefits of mechanistic explanations by finding a. means of in corporating them within the guidelines of a teleological fmmework. Whereas the history of German biology in the early nineteenth century is usually dismissed as an unfortunate era dominated by arid speculation, the present study aims to reverse that judgment by showing that a consistent, workable program of research was elaborated by a well-connected group of German biologists and that it was based squarely on the unification of teleological and mechanistic models of explanation.