A guide to understanding and responding to business uncertainty in the twenty-first century Managing uncertainty has become a new business imperative. Technological discontinuities, regulatory upheavals, geopolitical shocks, abrupt shifts in consumer tastes or behavior, and many other factors have emerged or intensified in recent years and together conspire to undermine even the most carefully constructed business strategies. Managing Uncertainty: Strategies for Surviving and Thriving in Turbulent Times addresses these new challenges, assessing the sources of business turbulence, how to classify uncertainty, and the different ways in which uncertainty can be embraced to allow greater innovation and growth. Drawing on examples from around the world, the book presents the most recent ideas on what it means to manage uncertainty, from practitioners, academics, and consultants.  Addresses the challenges of managing uncertainty in business Presents a step-by-step guide to managing business uncertainty Draws examples from major international companies, including Intel, Procter & Gamble, Siemens, Boeing, Philips, Ford, Apple, and many more  Written for business leaders and managers looking for new ways to ensure that their businesses continue to thrive in a world of increasing complexity, Managing Uncertainty presents new and innovative ideas about reducing risk by understanding difficult-to-predict shifts.

Managing Uncertainty: Strategies for Surviving and Thriving in Turbulent Times

Business & Money

Syrett, Michel

Devine, Marion

Management & Leadership

wiley

Managing Talent: Recruiting, Retaining and Getting the Most from Talented People (The Economist)

Survey after survey confirms how the success of a business has become increasingly dependent on the ability and skills of its staff. And because talented people are in short supply the hunt for people of unusual ability will continue in earnest. Hiring such people is the relatively easy part; keeping them engaged so that they don't move on and getting the best out of them while they are with you is the greater challenge one that more than ever requires a good understanding of what people want from both work and life outside work, as well as flexibility and imagination in seeking to accommodate their aspirations. Drawing on original research, including interviews with senior executives, recruitment specialists and people considered to be talented” within their organizations, Managing Talent outlines how companies such as Google, Apple, Santander, Mars, Unilever, PepsiCo, Nokia, Olam International, Tata Chemicals and Bank of America are facing the challenge of recruiting and developing the talent they need. Full of useful insights and practical help for those who are responsible for the success of their organization, it also provides invaluable guidance to those in search of career satisfaction

Managing Talent: Recruiting, Retaining, and Getting the Most from Talented People (Economist Books)

the-economist

The Economist

Why so many mergers fail and what can be done to make them succeed. 
Worldwide merger and acquisition activity has run over $100 billion in recent years. But the M&amp;A failure rate is high—roughly half fail and the financial gains of even "successful" mergers are often neutral. Why is this the case? This book argues that the reason is because financial and strategic considerations still dominate merger negotiations and that the "soft" people issues are largely ignored in the belief that they can be sorted out later during the integration phase. In reality, however, people are the real "deal makers" and that it is only when individuals choose to commit their creativity and energy to a merger that the real synergies flow. Merger success is all about leading and managing people—and the people issues need addressing right from the start of negotiations. 
Through reference to studies of such mergers as Time Warner/AOL, Chrysler and Daimler-Benz, Compaq and Digital Equipment, and Zeneca and Astra, this book examines where companies so often get things wrong and lays out a clear course for how to get it right.

Successful Mergers: Getting the People Issues Right

Bloomberg Press

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Books by Devine, Marion