This document provides a summary of the book "Wisdom in a Nutshell Presents Inside the Guru Mind Series" by Robert Heller, which profiles Tom Peters, a proponent of revolutionary organizational reform. The summary discusses Peters' early work identifying attributes of successful companies and themes of excellence. It also outlines Peters' rejection of rational management and emphasis on concepts like "Management By Walking Around", unleashing energy and innovation, and focusing on customers, quality, and constant change. The summary is presented in 3 sentences or less.
The average Fortune 500 Company today can expect to enjoy a run of about 40 to 50 years. That may sound like a respectable life span until you learn there are large and small companies in the World that have been around for two, three and even four centuries .
What’s the secret to their longevity ?
Long-lived companies don’t focus solely upon economic activity. Instead , their goal is to build a community that grows & thrives beyond the individual contributions of each generation.
The idea may sound radical but it’s the foundation for a variety of other institutions including Churches, Universities, and even armies that were established centuries ago & continue to flourish today. These institutions & their corporate counterparts exhibit the behaviour & select characteristics of living organisms. They learn, develop an identity, build relationships with other life forms, grow and eventually die. They are, in fact, living entities.
Living companies, like all organisms, exist primarily to survive & fulfil their maximum potential. Just as work is a means to an end for you, making money by producing goods & services is a means to an end for a living company. Their end is to live.
They stay alive by
· Learning & choosing to adapt to their environment
· Creating strong identities as tightknit communities
· Paying attention to their relationships with both members & external agencies
· Controlling their growth by spending money frugally.
Understanding how a company can be a living entity is a first step towards increasing its life expectancy.
The enclosed document captures Some Impressionistic takes how a living company learns, develops a strong identity, nurtures relationships & evolves to a ripe old age.
Mr.Chris Zook is a partner in Bain & Company , an expert in discovering sources of “profitable growth” for his clients, and James Allen, co-leader of Bain’s Global Strategy practice, are the best-selling co-authors of four books on “how to win the external strategy game.”
Here, these forward thinkers address the fundamental conundrum of growth: In the process of growing, companies face proportionally increased “complexity,” which can stifle that growth. Zook and Allen describe three predictable crises related to growth.
• The first, “overload,” occurs when expanding organizations try to cope with scaling up but only generate internal strife.
• The second, “stall-out,” happens as “organizational complexity” increases rapidly, causing a sudden – and often permanent – slowdown in growth.
• And third, “free fall,” is an abrupt halt of primary market growth so sudden that management can’t cope with it. Companies that avoid or overcome these crises and embrace continued growth share one crucial commonality: a driven, visionary “founder” whose “mentality” permeates and shapes the organization’s culture.
A quick summary and take away of this book which also has an Action plan for Leaders.
Happy Reading & Execution
A company is in Prime when form and function are in balance. The what and the how are in balance. Prior to Prime, function is more important than form. In other words, what we do is more important than how we do it. After Prime, how we do it is more important than what we do. That is why, after Prime, how you do something and whom you know is more important than what you do. In Prime, the what and how are in balance. In Prime, the company is both flexible and in control. Prior to Prime, the company is flexible, but not very much in control of itself. After Prime, control is very high, and the company loses flexibility. In Prime, flexibility and control are together.
However, in a company in Prime, the management is not as flexible as before Prime, because there is professional management: The tendency to depend on any single indispensable individual does not exist as it does in younger companies. On the other hand, in Prime, the organization has a strategic outlook without losing attention to detail. Furthermore, the organization does not look only at detail without losing its strategic outlook, so the company in Prime has controlled flexibility, and it doesn’t depend on any single individual.
Research Paper titled “Innovation through Intrapreneurship – A Management’s Perspective” on how manager's can foster an environment of innovation & spirit of startups in an Enterprise.
Good Evening
Corporate directors have their hands full. They must help their companies prosper, keep their shareholders happy, establish sensible CEO performance standards, and evaluate strategy and risk in a volatile business climate. How can board members keep all those balls in the air? These dilemmas have no easy answers, but Ram Charan, best-selling business author and leading expert on corporate governance, provides excellent suggestions for this formidable balancing act. Though his text sometimes digresses – interestingly – from its mission, Charan provides board members with many useful, if not entirely new, insights..
Directors face an unsettling new situation. With many businesses struggling and corporate watchdog groups demonstrating increasing bark & bite, CEOs aren’t the only ones taking the heat. Now , public attention turns also to boards and individual directors. In response, they must demonstrate maximum accountability and leadership , ‘ not just over-the-shoulder monitoring and passive approval “. How can boards do this best ? To find the answer, directors should ask 14 tough questions about their primary challenges .
If you are a corporate director or planning to become one or even if you sit on a nonprofit’s board, I believe you can gain a lot from reading this superb, savvy book.
Happy reading …..
The average Fortune 500 Company today can expect to enjoy a run of about 40 to 50 years. That may sound like a respectable life span until you learn there are large and small companies in the World that have been around for two, three and even four centuries .
What’s the secret to their longevity ?
Long-lived companies don’t focus solely upon economic activity. Instead , their goal is to build a community that grows & thrives beyond the individual contributions of each generation.
The idea may sound radical but it’s the foundation for a variety of other institutions including Churches, Universities, and even armies that were established centuries ago & continue to flourish today. These institutions & their corporate counterparts exhibit the behaviour & select characteristics of living organisms. They learn, develop an identity, build relationships with other life forms, grow and eventually die. They are, in fact, living entities.
Living companies, like all organisms, exist primarily to survive & fulfil their maximum potential. Just as work is a means to an end for you, making money by producing goods & services is a means to an end for a living company. Their end is to live.
They stay alive by
· Learning & choosing to adapt to their environment
· Creating strong identities as tightknit communities
· Paying attention to their relationships with both members & external agencies
· Controlling their growth by spending money frugally.
Understanding how a company can be a living entity is a first step towards increasing its life expectancy.
The enclosed document captures Some Impressionistic takes how a living company learns, develops a strong identity, nurtures relationships & evolves to a ripe old age.
Mr.Chris Zook is a partner in Bain & Company , an expert in discovering sources of “profitable growth” for his clients, and James Allen, co-leader of Bain’s Global Strategy practice, are the best-selling co-authors of four books on “how to win the external strategy game.”
Here, these forward thinkers address the fundamental conundrum of growth: In the process of growing, companies face proportionally increased “complexity,” which can stifle that growth. Zook and Allen describe three predictable crises related to growth.
• The first, “overload,” occurs when expanding organizations try to cope with scaling up but only generate internal strife.
• The second, “stall-out,” happens as “organizational complexity” increases rapidly, causing a sudden – and often permanent – slowdown in growth.
• And third, “free fall,” is an abrupt halt of primary market growth so sudden that management can’t cope with it. Companies that avoid or overcome these crises and embrace continued growth share one crucial commonality: a driven, visionary “founder” whose “mentality” permeates and shapes the organization’s culture.
A quick summary and take away of this book which also has an Action plan for Leaders.
Happy Reading & Execution
A company is in Prime when form and function are in balance. The what and the how are in balance. Prior to Prime, function is more important than form. In other words, what we do is more important than how we do it. After Prime, how we do it is more important than what we do. That is why, after Prime, how you do something and whom you know is more important than what you do. In Prime, the what and how are in balance. In Prime, the company is both flexible and in control. Prior to Prime, the company is flexible, but not very much in control of itself. After Prime, control is very high, and the company loses flexibility. In Prime, flexibility and control are together.
However, in a company in Prime, the management is not as flexible as before Prime, because there is professional management: The tendency to depend on any single indispensable individual does not exist as it does in younger companies. On the other hand, in Prime, the organization has a strategic outlook without losing attention to detail. Furthermore, the organization does not look only at detail without losing its strategic outlook, so the company in Prime has controlled flexibility, and it doesn’t depend on any single individual.
Research Paper titled “Innovation through Intrapreneurship – A Management’s Perspective” on how manager's can foster an environment of innovation & spirit of startups in an Enterprise.
Good Evening
Corporate directors have their hands full. They must help their companies prosper, keep their shareholders happy, establish sensible CEO performance standards, and evaluate strategy and risk in a volatile business climate. How can board members keep all those balls in the air? These dilemmas have no easy answers, but Ram Charan, best-selling business author and leading expert on corporate governance, provides excellent suggestions for this formidable balancing act. Though his text sometimes digresses – interestingly – from its mission, Charan provides board members with many useful, if not entirely new, insights..
Directors face an unsettling new situation. With many businesses struggling and corporate watchdog groups demonstrating increasing bark & bite, CEOs aren’t the only ones taking the heat. Now , public attention turns also to boards and individual directors. In response, they must demonstrate maximum accountability and leadership , ‘ not just over-the-shoulder monitoring and passive approval “. How can boards do this best ? To find the answer, directors should ask 14 tough questions about their primary challenges .
If you are a corporate director or planning to become one or even if you sit on a nonprofit’s board, I believe you can gain a lot from reading this superb, savvy book.
Happy reading …..
“ The Attacker’s Advantage” . This book is very contextual to the current environment and our preparation and transition to new Leadership Traits and dress for the future.
Strategists often see their road as a straight one with obstacles on the horizon to be dealt with as they appear. Author Ram Charan cautions that the real obstacles are much closer. Just around every corner lurk outliers, competitors, consumers, other industries and government policies that can quickly upset the apple cart.
One example: During the financial crisis, banks and financial services companies tightened lending practices. Small businesses couldn’t get loans, and consumers couldn’t obtain mortgages. There was a domino effect on other industries.
Charan believes that companies were too focused on daily operations, lacking the “perceptual acuity” to see a bigger picture. They looked at things from the inside out and relied on what they knew.
Catalysts, on the other hand, see things others don’t. They are creative thinkers who are one step ahead of everyone else.
They can also mine gold from “dead” technology. Steve Jobs found a new use for Gorilla Glass, a decades-old product mothballed by Corning Glass. Elon Musk’s solar-charged Tesla home battery could be the answer to offsetting high electric bills a decade from now.
How do you become a catalyst? This book gives some ideas .
The book is organized around 4 sections
• The fundamental Leadership challenge of our time
• Building on Perceptual acuity
• Going on the offense
• Making the organization agile
Each of these 4 sections build on one another
• Section one centers on the challenge of structural change, the algorithmic revolution and identifying early warning signs.
• Section two identifies the catalysts – people, government, companies of change and understanding what it is they see, and tools for developing perceptual acuity.
• Section three focuses on defining a path and developing a mindset of taking the offense.
• Section four outlines the use of idea-generating Joint Practice sessions ( JPS) which also provide transparency and coordination and , lastly , the what, who and how decision making to zero in on critical decision nodes.
Happy reading
Cipd Ireland Where Are Tomorrows Leaders Today Final Version Mtim 1110Marc Timmerman
Many organisations will be affected by a high turnover of high potentials and high performers in 2011. What can we do about it ? What is the importance of a new Employer Value Proposition ?
The urgency for adaptability presents the contradiction of innovation (new performance) versus regulation (allowed methods). Expanding the perspective on both terms presents an opportunity to coordinate their objectives under clear complementary guidance.
The triple bottom line consists of financial profit (or success), social justice, and environmental protection. It is sometimes summarized as “Profits, People, and Planet.” An intimately related concept is “sustainability”---corporations that are built to last, societies that are stable and just, and a global natural environment that is in a healthy equilibrium. The basic argument is that we live in a time when a narrow, short-term focus on the financial bottom line alone will generate dysfunctions among people and in the environment that will come back to bite the corporation.
Sustainability and the “3BL” are, instead, about mutual benefits flowing in all three directions. The challenge is to find the sustainability “sweet spot” (think golf) where all three interests coincide. Example: Toyota’s Prius low-fuel hybrid benefits the environment, the people who build or buy them, and the owners of the company. Certainly there will be trade-offs; 3BL choices and strategies will require negotiation and compromise. But this is now an economic reality, not just an altruistic dream
It could be argued that what’s new here is just a strong case that financially successful companies must think more broadly and holistically and be sure to take into account all their stakeholder interests, including the environment and society. But it is still the financial bottom line driving the business.
Business ethics is a huge canvas, bigger than sustainability, CSR, corporate governance, or the 3BL. Business ethics is about doing the right thing and building good organizations. Business ethics and values grow out of purposes, missions, and visions and are organically intertwined with corporate cultures. There are more than three bottom lines---there are bottom lines related to every stakeholder. Business ethics doesn’t just ask how to keep three of those stakeholders (owners, environment, society) going and make them last (sustain them) but about what is right and fair and just, about what would constitute excellence and success.
Infosys - Enterprise Business Innovation & Evolution | Corporate DNAInfosys
Businesses bear much resemblance to living organisms from an evolutionary, biological perspective. Alas, all too often, innovation in companies is hampered by misaligned incentive systems or inadequate organizational design, which don’t encourage creative thinking. By taking a broader view of innovation and realizing that the key enabler at the end of the day is corporate culture, we also realize that any process, system or employee is only as good as the corporate culture allows. Changing and improving corporate culture is one of the hardest undertakings one can pursue. Read the whitepaper to explore more.
Startup | the impact of CEOs achieving superstar status on the performance of...Massimiliano Caruso
If you're a Chief Executive Officer, your job is to execute. What does it mean, in terms of daily tasks, to be the company’s top “executer”?
Many of the companies that surmount the challenges of growth have maintained attitudes most commonly found in young companies. What is the “FOUNDER’S MENTALITY”?
In sports, the “Sports Illustrated Jinx” is believed to affect athletes who appear on the cover of Sports Illustrated and in the entertainment industry, the term “Sophomore Jinx” refers to successful new performers who do not live up to the quality of their debuts. What is the “CEO Disease” and how is it related to CEOs achieving the SUPERSTAR STATUS?
“ The Attacker’s Advantage” . This book is very contextual to the current environment and our preparation and transition to new Leadership Traits and dress for the future.
Strategists often see their road as a straight one with obstacles on the horizon to be dealt with as they appear. Author Ram Charan cautions that the real obstacles are much closer. Just around every corner lurk outliers, competitors, consumers, other industries and government policies that can quickly upset the apple cart.
One example: During the financial crisis, banks and financial services companies tightened lending practices. Small businesses couldn’t get loans, and consumers couldn’t obtain mortgages. There was a domino effect on other industries.
Charan believes that companies were too focused on daily operations, lacking the “perceptual acuity” to see a bigger picture. They looked at things from the inside out and relied on what they knew.
Catalysts, on the other hand, see things others don’t. They are creative thinkers who are one step ahead of everyone else.
They can also mine gold from “dead” technology. Steve Jobs found a new use for Gorilla Glass, a decades-old product mothballed by Corning Glass. Elon Musk’s solar-charged Tesla home battery could be the answer to offsetting high electric bills a decade from now.
How do you become a catalyst? This book gives some ideas .
The book is organized around 4 sections
• The fundamental Leadership challenge of our time
• Building on Perceptual acuity
• Going on the offense
• Making the organization agile
Each of these 4 sections build on one another
• Section one centers on the challenge of structural change, the algorithmic revolution and identifying early warning signs.
• Section two identifies the catalysts – people, government, companies of change and understanding what it is they see, and tools for developing perceptual acuity.
• Section three focuses on defining a path and developing a mindset of taking the offense.
• Section four outlines the use of idea-generating Joint Practice sessions ( JPS) which also provide transparency and coordination and , lastly , the what, who and how decision making to zero in on critical decision nodes.
Happy reading
Cipd Ireland Where Are Tomorrows Leaders Today Final Version Mtim 1110Marc Timmerman
Many organisations will be affected by a high turnover of high potentials and high performers in 2011. What can we do about it ? What is the importance of a new Employer Value Proposition ?
The urgency for adaptability presents the contradiction of innovation (new performance) versus regulation (allowed methods). Expanding the perspective on both terms presents an opportunity to coordinate their objectives under clear complementary guidance.
The triple bottom line consists of financial profit (or success), social justice, and environmental protection. It is sometimes summarized as “Profits, People, and Planet.” An intimately related concept is “sustainability”---corporations that are built to last, societies that are stable and just, and a global natural environment that is in a healthy equilibrium. The basic argument is that we live in a time when a narrow, short-term focus on the financial bottom line alone will generate dysfunctions among people and in the environment that will come back to bite the corporation.
Sustainability and the “3BL” are, instead, about mutual benefits flowing in all three directions. The challenge is to find the sustainability “sweet spot” (think golf) where all three interests coincide. Example: Toyota’s Prius low-fuel hybrid benefits the environment, the people who build or buy them, and the owners of the company. Certainly there will be trade-offs; 3BL choices and strategies will require negotiation and compromise. But this is now an economic reality, not just an altruistic dream
It could be argued that what’s new here is just a strong case that financially successful companies must think more broadly and holistically and be sure to take into account all their stakeholder interests, including the environment and society. But it is still the financial bottom line driving the business.
Business ethics is a huge canvas, bigger than sustainability, CSR, corporate governance, or the 3BL. Business ethics is about doing the right thing and building good organizations. Business ethics and values grow out of purposes, missions, and visions and are organically intertwined with corporate cultures. There are more than three bottom lines---there are bottom lines related to every stakeholder. Business ethics doesn’t just ask how to keep three of those stakeholders (owners, environment, society) going and make them last (sustain them) but about what is right and fair and just, about what would constitute excellence and success.
Infosys - Enterprise Business Innovation & Evolution | Corporate DNAInfosys
Businesses bear much resemblance to living organisms from an evolutionary, biological perspective. Alas, all too often, innovation in companies is hampered by misaligned incentive systems or inadequate organizational design, which don’t encourage creative thinking. By taking a broader view of innovation and realizing that the key enabler at the end of the day is corporate culture, we also realize that any process, system or employee is only as good as the corporate culture allows. Changing and improving corporate culture is one of the hardest undertakings one can pursue. Read the whitepaper to explore more.
Startup | the impact of CEOs achieving superstar status on the performance of...Massimiliano Caruso
If you're a Chief Executive Officer, your job is to execute. What does it mean, in terms of daily tasks, to be the company’s top “executer”?
Many of the companies that surmount the challenges of growth have maintained attitudes most commonly found in young companies. What is the “FOUNDER’S MENTALITY”?
In sports, the “Sports Illustrated Jinx” is believed to affect athletes who appear on the cover of Sports Illustrated and in the entertainment industry, the term “Sophomore Jinx” refers to successful new performers who do not live up to the quality of their debuts. What is the “CEO Disease” and how is it related to CEOs achieving the SUPERSTAR STATUS?
Car-Following Parameters by Means of Cellular Automata in the Case of EvacuationCSCJournals
This study is attention to the car-following model, an important part in the micro traffic flow. Different from Nagel–Schreckenberg’s studies in which car-following model without agent drivers and diligent ones, agent drivers and diligent ones are proposed in the car-following part in this work and lane-changing is also presented in the model. The impact of agent drivers and diligent ones under certain circumstances such as in the case of evacuation is considered. Based on simulation results, the relations between evacuation time and diligent drivers are obtained by using different amounts of agent drivers; comparison between previous (Nagel–Schreckenberg) and proposed model is also found in order to find the evacuation time. Besides, the effectiveness of reduction the evacuation time is presented for various agent drivers and diligent ones.
Act on Facts, Not FaithThe 19th-century French physician Pierre-.docxSALU18
Act on Facts, Not Faith
The 19th-century French physician Pierre-Charles-Alexandre Louis put a lot of leeches out of business. For centuries before his research, doctors believed that removing a few pints of a person’s blood would help cure all sorts of ailments. In the 1830s, doubting bloodletting’s alleged effects, Louis undertook one of the first clinical trials. He compared the fates of 41 pneumonia victims who had undergone early and aggressive bloodletting to the fates of 36 pneumonia victims who had not. The body count was clear: 44 percent of the bled patients subsequently died, compared to only 25 percent of the patients who did not get the bleeding treatment.1 Louis’ discovery helped convince physicians to abandon bloodletting and earned him the title “Father of Epidemiology.”
Louis’ study is a touchstone of the modern evidence-based medicine movement, which trains physicians to conduct, evaluate, and act according to research. Despite the wealth of research on what makes organizations and people more effective, there isn’t yet an evidence-based movement in management. Instead, managers frequently base their business decisions on hope, fear, dearly held ideologies, what others are doing, and what they have done in the past – in short, on lots of things other than evidence. As a result, many managers inadvertently harm their organizations and stakeholders in much the same way that bloodletting doctors inadvertently harmed their patients.
The time has come for an evidence-based management movement. Like evidence-based medicine, evidence-based management can help managers figure out what works and what doesn’t, identify the dangerous half-truths that constitute so much of what passes for wisdom, and reject the total nonsense that too often passes for sound advice. Although much of our research is in the business sector, evidence-based management is just as applicable in the nonprofit and government sectors. Managers who adopt the approach we suggest will find it easier to sort out what advice to follow and – more importantly – what advice to ignore.2
Impediments to Evidence Abound
Several barriers block the best facts from rising to the top levels of an organization. Although the evidence for what works in management is ample, the signal drowns in an ocean of noise. Business writers, gurus, and consultants routinely tout their “breakthrough ideas” in more than 100 magazines and newspapers devoted to business issues3 and in over 30,000 books on business topics.4 To confuse things even more, many of the ideas in this massive snarl conflict with each other. Consider a few book titles: “In Search of Excellence” and “The Myth of Excellence”; “Built to Last” and “Corporate Failure by Design”; “Thinking Inside of the Box” and “Out of the Box.”
“If you don’t like the theory du jour, just wait a few minutes, and it will change,” remarks Daniel Ben-Horin, founder and president of CompuMentor, a San Francisco-based nonprofit that provides techno.
Act on Facts, Not FaithThe 19th-century French physician Pierre-.docxkatherncarlyle
Act on Facts, Not Faith
The 19th-century French physician Pierre-Charles-Alexandre Louis put a lot of leeches out of business. For centuries before his research, doctors believed that removing a few pints of a person’s blood would help cure all sorts of ailments. In the 1830s, doubting bloodletting’s alleged effects, Louis undertook one of the first clinical trials. He compared the fates of 41 pneumonia victims who had undergone early and aggressive bloodletting to the fates of 36 pneumonia victims who had not. The body count was clear: 44 percent of the bled patients subsequently died, compared to only 25 percent of the patients who did not get the bleeding treatment.1 Louis’ discovery helped convince physicians to abandon bloodletting and earned him the title “Father of Epidemiology.”
Louis’ study is a touchstone of the modern evidence-based medicine movement, which trains physicians to conduct, evaluate, and act according to research. Despite the wealth of research on what makes organizations and people more effective, there isn’t yet an evidence-based movement in management. Instead, managers frequently base their business decisions on hope, fear, dearly held ideologies, what others are doing, and what they have done in the past – in short, on lots of things other than evidence. As a result, many managers inadvertently harm their organizations and stakeholders in much the same way that bloodletting doctors inadvertently harmed their patients.
The time has come for an evidence-based management movement. Like evidence-based medicine, evidence-based management can help managers figure out what works and what doesn’t, identify the dangerous half-truths that constitute so much of what passes for wisdom, and reject the total nonsense that too often passes for sound advice. Although much of our research is in the business sector, evidence-based management is just as applicable in the nonprofit and government sectors. Managers who adopt the approach we suggest will find it easier to sort out what advice to follow and – more importantly – what advice to ignore.2
Impediments to Evidence Abound
Several barriers block the best facts from rising to the top levels of an organization. Although the evidence for what works in management is ample, the signal drowns in an ocean of noise. Business writers, gurus, and consultants routinely tout their “breakthrough ideas” in more than 100 magazines and newspapers devoted to business issues3 and in over 30,000 books on business topics.4 To confuse things even more, many of the ideas in this massive snarl conflict with each other. Consider a few book titles: “In Search of Excellence” and “The Myth of Excellence”; “Built to Last” and “Corporate Failure by Design”; “Thinking Inside of the Box” and “Out of the Box.”
“If you don’t like the theory du jour, just wait a few minutes, and it will change,” remarks Daniel Ben-Horin, founder and president of CompuMentor, a San Francisco-based nonprofit that provides techno.
Leadership - the changing role of management in an agile world. The world is getting faster, we are moving away from industrial era work to creative and knowledge type work. So far our management practices have not evolved along with us - we have 21st century Innovation on 20th Century technology managed by 19th Century principles of command and control. Is professional management failing - and what do we do instead?
New FES Credit Restoration Overview 042013Richard Go
See the new version here http://www.slideshare.net/us111472/new-fes-corporateoverview-2015 . http://www.credit-help.us. Credit Restoration is a new business model that helps families restore their credit score to get lower fees in insurance, get and retain job opportunities, get lower mortgage rates, get lower credit card interest rates, and many more. Please visit http://www.credit-help.us for more information. Credit repair company.
See the new version here http://www.slideshare.net/us111472/new-fes-corporateoverview-2015 . http://www.video.credit-help.us. Financial Education Services helps you restore your life. Restore your credit.
Disclaimer. The current floor and cap changes based on the current market competition. Visit http://www.gofinancials.com for the current floor and cap.
See why indexed universal life is the best investment to put your money without being affected by market volatility and economic uncertainty. Visit http://www.gofinancials.com for more eye opening informations / videos.
See why indexed universal life is the best investment to put your money without being affected by market volatility and economic uncertainty. Visit http://www.gofinancialsd.com for more eye opening informations / videos.
See why indexed universal life is the best investment to put your money without being affected by market volatility and economic uncertainty. Visit http://www.gofinancials.com for more eye opening informations / videos.
1. WISDOM IN A NUTSHELL
PRESENTS
INSIDE THE GURU MIND SERIES
Tom Peters
The Proponent of Revolutionary
Organizational Reform
By
Robert Heller
Published By Dorling Kindersley Ltd., London 2001
ISBN: 0789451603; 1st edition (April 1, 2000)
112 pages
Businesssummaries.com is a business book summaries service. Every week, it sends out to
subscribers a 9- to 12-page summary of a best-selling business book chosen from among the
hundreds of books printed out in the United States every week. For more information, please go
to http://www.bizsum.com.