Business Organization

When Paul Kusserow began consulting for Amedisys, the home healthcare company was on the brink of collapse. Its stock had fallen to less than $11 per share, and it had to borrow money to pay a massive government fine. Six months later, Kusserow became its CEO. Under his leadership, Amedisys dramatically improved operations, increased its market capitalization by over tenfold, and took its place among the country's top home care and hospice businesses. In this in-depth case study, Kusserow explains how he achieved this stunning turnaround.

When you feel that pull to be part of social change, where do you start? How can you ensure that your good intentions create a positive impact? How do you focus your scattered efforts? And how do you sustain yourself throughout? Impact brings you the answers. Drawing on their network and experience as founders of She's the First, Christen Brandt and Tammy Tibbetts show you how to create your own impact strategy, one that fits into your life and allows you to match what you have with what the world needs.

The Safety Effect will help you replicate the conditions shared by Google's most effective teams. Psychological safety is the primary driver of team effectiveness at Google, more important than seniority, individual team member performance, and hundreds of other variables. When we work in a psychologically safe workplace, we comfortably share ideas for improvement, ask for help when we need it, and celebrate our successes.

That is the challenge that all leaders face. This challenge grows more intense every day. Lead with Speed is the answer. This problem of speed is often disguised by other symptoms, such as "my projects cannot make an accurate prediction of when they will be done" or the stated need of "my teams need to take more risks." The real need is not reckless risk-taking that will lead to even more problems and finishing even later. The real need is for speed.

This highly enjoyable career development book reveals dynamic aspects of the workplace that are hidden to many, ignored by others - factors that can make or break careers.

Why are some organizations more innovative than others? How can we tap in to, empower, and leverage the natural innovation within our organizations that is so vital to our future success? Now more than ever, companies and institutions of all types and sizes are determined to create more innovative organizations. In study after study, leaders say that fostering innovation and the need for transformational change are among their top priorities.

Most business schools continue to prepare managers to be effective in stable and predictable environments, conditions that, if they ever existed at all, are long gone. The Agility Shift shows business leaders exactly how to make the radical mind-set and strategy shift necessary to create an agile, entrepreneurial organization that can innovate and thrive in complex, ever-changing contexts. As author Pamela Meyer explains, there is much more involved than a reconfiguration of the org chart and job descriptions.

Why is it that so many of us toil away in jobs we hate, being treated like machines, doing things that will eventually ruin the planet? Is this really the best we can do with our work and our lives? Concluding a massive research project spanning the fields of behavioral economics, future trend analysis, and management science, Josh Allan Dykstra elegantly shows how the world of work is evolving.

An innovative communication method for making change happen in any organization, Getting Change Right presents a new view of leadership communication that says change doesn't flow top-down, bottom-up, or sideways, but inside out. This is how change spreads through a complex system successfully - the other options are force or failure.

Learn what it takes to organize yourself for a better life in 60 minutes of conversation and instruction.

Every day, we hand over our trust to organizations where the power is centered in the hands of a limited number of individuals. But what happens when an organization has no designated leader? Breaking with the bureaucratic weight of centralized organizations, decentralized autonomous organizations represent a staggering change in group thinking, action, and decision-making. Learn how DAOs can open new opportunities for you and other like-minded individuals in the web3 era.

Tom Peters has, for the past 12 years, been telling American business that the rules have changed. Now he goes farther in The Tom Peters Seminar, the first in an exciting new series aimed at helping everyone, Fortune 500 chairmen, middle managers trying to hold onto their place on the ladder (a mistake!), and hotel housekeepers, thrive in the brave new world of business in the 90s.

After writing the first book about why Lean and Six Sigma practitioners should volunteer their skills to help nonprofits, I wanted to give more tangible and real-life examples of how these tools and techniques can be applied. I've reached out to friends and colleagues who are already volunteering their time, and asked them to write a chapter for this first volume, called Lessons Learned from the Gemba.

This short, practical book includes case studies, examples, and practical guidance to help you get started on your own OKR journey.Written by Natalija Hellesoe and Sonja Mewes, who bring their extensive experience working OKRs in companies of all sizes. Natalija and Sonja are trainers, coaches, and change agents. They work with companies at different stages of the their OKR journeys - from first know-how workshops to OKR practitioner coaching and organizational development.

Many organizations struggle to adapt to our fundamentally faster world. For companies and professionals, it often feels like they have to make an ultimate choice: Quality or speed. But speed does not have to result in bad work - and Formula 1 motor racing proves this. Within the two weeks between races, they perform the enormous job of analyzing all data, designing and producing new components, shipping, assembling and testing. How do they do that? And what can we learn from F1 in applying these lessons to our workplaces?

Being a responsive leader means playing to win. Responsive leadership can thrive anywhere, unlike systematic leadership. The latter imposes methods and laws; principles govern action. In contrast, responsive leadership is a living, changing set of traits and skills that adapts to new people and environments. You may have an impressive grasp of how to influence, inspire, and build teams, but you must know how to adapt your abilities to each new organization, or to changes within the organization - new board members, new staff members, new shareholders.

In I Am Accountable, renowned speaker and consultant Sam Silverstein explains how accountability is the secret to filling your life with more meaning, more success, and more joy - and it all starts with your mind-set. In order to create a truly meaningful life, we must first accept that the problem is never other people. “The real problem,” Sam Silverstein maintains, “is what we believe about other people.”

From overarching vision to individual competency scorecards, Total Alignment arms you with powerful concepts and tools to run a successful, efficient business. No matter what size or type of business you run, business strategy experts Riaz Khadem and Linda Khadem show you how to align your team and operations from the ground up and from the top down.

Transform your business or nonprofit organization. The Disney Difference is a must-listen for fans of Disney or for anyone who wants to apply the lessons and magic of Walt Disney to their organization. If you serve customers, charitable donors, or guests, this book will show you how you can give your best and give everyone a more magical experience.

What does it mean in practice to be a values-based leader? When faced with real situations, how can you be your best self and create best teams - while also being a best partner with customers and vendors, a best investment for your stakeholders, and a best citizen making a difference in the world? It's a tall order, but these are the expectations for world-class organizations today.