Management Crisis and Business Revolution describes the enormous gap between business theories on the one hand, and the realities of the workplace and uncertainties of the marketplace on the other. In place of reasoned management and disciplined organization John Harte depicts daily disorder, vagueness, and confusion; instead of the logical processes of classroom case histories with rational solutions. He provides tales of an abundance of irrational judgments, personal foibles, and business follies. Once a top operational manager with multinational organizations, Harte applies his hands-on knowledge of the business world to a realistic examination of workplace conditions. He describes methodically how to handle human limitations in the average business enterprise, as well as how to develop management strengths.The author observed superior and inferior management firsthand, and therefore witnessed the painful demise of many companies‘some of which, in his opinion, could have been saved. With thirty years' experience to draw on, he analyzes why so many businesses and products fail, while others succeed. He examines the amazing progress of Japan and other Pacific Asian countries; explains the decline of German, Canadian, British, and French management practices; and provides strategies for the marketplace.The business sectors described in this all-encompassing book include: high-technology, fast-moving packaged consumer goods like detergents; manufacturing and retailing consumer durables like furniture and appliances; soft goods; fashion products; service sector industries; manufacturing, wholesaling, and retail trade; and a whole range of new service industries. Harte stresses that while management and trade are timeless, dedication in the West has declined. The challenge is how to manage change by innovating, and replacing senile customs, systems, and institutions with more progressive ones suited to the new business environment. This unusually tough

Using empirical data from the supply chain of aerospace, beverages and retail this text develops an original framework, the 'cascade effect', to explain changes in industrial concentration. This provides an original insight into the determinants of industrial structure and has vital implications for firms and policy-makers in developing countries.

How to turn the problem of scarce resources into an opportunity to vastly improve your company's performance, by two top McKinsey consultants.

WALL STREET JOURNAL BESTSELLER 2022 NATIONAL INDIE EXCELLENCE AWARDS FINALIST — BUSINESS: GENERAL • 2022 AXIOM BUSINESS BOOK AWARD GOLD MEDALIST — LEADERSHIP "Critically important reading as our economy struggles to recover the pandemic's deleterious economic impact that is currently compounded by supply chain issues and the beginnings of an inflationary spiral." —The Midwest Book Review "Provides concrete steps leaders and employees can take to thrive in today’s marketplace, where taking a stand on something important to your customers can become a competitive differentiator." —Forbes Discover an urgent prescription for a new business paradigm—one that better serves humanity and the planet. The global coronavirus pandemic has thrown into stark relief how “business as usual” is no longer serving us. The economic, business, and environmental models of the past do not reflect our current realities. And for our economy—for us—to survive, we need nothing less than a seismic shift in the way we do business. Enter Simon Mainwaring, New York Times-bestselling author and founder and CEO of We First. A decade ago, he showed how business leaders and consumers could use social media to build a better world in We First. Now, after decades of research and field experience at the vanguard of the world’s most successful brand revolutions, he provides in Lead With We a blueprint for doing business better in today’s challenged world. By leading with “we”—putting the collective above the individual, holding the sum above the parts, and emphasizing the importance of the role that everyone plays—you can not only help solve the escalating challenges of today but also unlock extraordinary growth for your business, and abundance on our planet. Timely and compelling, this book’s message is simple: The future of profit is people’s purpose, aligned. Lead With We not only examines why we must all conduct business differently in order to grow in today’s market, but provides the how—concrete steps any reader, wherever they find themselves in the business hierarchy, can take toward success.

LONGLISTED FOR THE FINANCIAL TIMES & MCKINSEY BUSINESS BOOK OF THE YEAR “I often talk about the importance of trust when it comes to work: the trust of your employees and building trust with your customers. This book provides a blueprint for how to build and maintain that trust and connection in a digital environment.” —Eric S. Yuan, founder and CEO of Zoom A Harvard Business School professor and leading expert in virtual and global work provides remote workers and leaders with the best practices necessary to perform at the highest levels in their organizations. The rapid and unprecedented changes brought on by Covid-19 have accelerated the transition to remote working, requiring the wholesale migration of nearly entire companies to virtual work in just weeks, leaving managers and employees scrambling to adjust. This massive transition has forced companies to rapidly advance their digital footprint, using cloud, storage, cybersecurity, and device tools to accommodate their new remote workforce. Experiencing the benefits of remote working—including nonexistent commute times, lower operational costs, and a larger pool of global job applicants—many companies, including Twitter and Google, plan to permanently incorporate remote days or give employees the option to work from home full-time. But virtual work has it challenges. Employees feel lost, isolated, out of sync, and out of sight. They want to know how to build trust, maintain connections without in-person interactions, and a proper work/life balance. Managers want to know how to lead virtually, how to keep their teams motivated, what digital tools they’ll need, and how to keep employees productive. Providing compelling, evidence-based answers to these and other pressing issues, Remote Work Revolution is essential for navigating the enduring challenges teams and managers face. Filled with specific actionable steps and interactive tools, this timely book will help team members deliver results previously out of reach. Following Neeley’s advice, employees will be able to break through routine norms to successfully use remote work to benefit themselves, their groups, and ultimately their organizations.

The fourth industrial revolution is developing globally, with no geographical centre. It is also taking place at enormous speed. This development will shape the workplaces of the future, which will be entirely different from the workplaces created by the first, second and third industrial revolutions. Industry created the industrial worker. The knowledge society will create a new type of "industrial worker", the knowledge worker. While the third industrial revolution was concerned with the digitalization of work, in the fourth industrial revolution, robots will bring about the informatization of work. Many of these robots will be systematically connected, such that they can obtain updated information and learn from their own and others’ mistakes. The way we work, where we work, what we work on, and our relationships with our colleagues and employers are all in a state of change. The workplace of the future will not necessarily be a fixed geographical location, but may be geographically distributed and functionally divided. In his book, Jon-Arild Johannessen argues that a "perfect" social storm occurs when inequality grows at a catastrophic rate, unemployment increases, job security is threatened for a growing number and robotization takes over even the most underpaid jobs. Thus, the ingredients for a perfect social storm will be brought forward by cascades of innovations that will most likely lead to economic and social crises and he argues that it is reasonable to assume that it will only take a small spark for this social storm to develop into a social revolution.

China is facing many new business challenges as a result of rapid growth and a changing world economy. How can managers develope the skills they need to cope with these challenges in a changing world?