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Confronting Reality: Doing What Matters to Get Things Right-应变︰选对策略做对事

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简介
书名:Confronting Reality: Doing What Matters to Get Things Right《应变︰选对策略做对事》EJt百睿谷-专注Kindle电子书资源和Kindle英文电子书的网站
EJt百睿谷-专注Kindle电子书资源和Kindle英文电子书的网站
作者:Larry Bossidy, Ram CharanEJt百睿谷-专注Kindle电子书资源和Kindle英文电子书的网站
EJt百睿谷-专注Kindle电子书资源和Kindle英文电子书的网站
简介:Confronting Reality will change the way you think about and run your business. It is the first book that shows how to connect the big picture of the new era of business with the nitty-gritty of what to do about it. Through a completely new way to understand and use the business model as the primary tool for confronting reality—a breakthrough that will become the management innovation of this decade—you’ll know sooner rather than later whether your fundamental business premise is under assault, where your best opportunities lie, what you should change and what you should leave alone, and how to realistically plan the future of your business.EJt百睿谷-专注Kindle电子书资源和Kindle英文电子书的网站
EJt百睿谷-专注Kindle电子书资源和Kindle英文电子书的网站
The fundamentals of how a business makes money are being rapidly and permanently altered by sweeping structural changes. With their extraordinary depth and breadth of experience, Larry Bossidy and Ram Charan are the ideal guides for everyone—entrepreneur, mid-level manager, or CEO—about what is to be done so you can get things right in this challenging, radically changed world. They start by showing you how to understand the most fundamental element of any business: whether you can realistically make the money you hope to in the game you’re playing.EJt百睿谷-专注Kindle电子书资源和Kindle英文电子书的网站
EJt百睿谷-专注Kindle电子书资源和Kindle英文电子书的网站
Bossidy and Charan show how to use the business model to develop a robust, reality-based process for thinking about the speci?cs of your business in a holistic way. They show how to tie together the financial targets you must meet, the external realities you face, and internal activities such as strategy development, operating tactics, and selection and development of people.
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