Management Lessons From The Great Explorers
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Management Lessons from the Great Explorers
The early explorers up through those of the early part of the last century were the supreme users of management practices that have been formalized today. Their expeditions had all the characteristics of a business project: goal setting, strategizing, applying finite resources, risk-taking, keeping people, dealing with competitors, and many others. During actual expeditions, the leaders faced many risks, issues, and conflicts that challenge the best leaders today, from small to large enterprises. Like all projects and business ventures, the expeditions met their goal, either partially or entirely, and in some cases even exceeded it or failed it completely. Management Lessons from the Great Explorers selects the most famous, and in some cases infamous, explorers to discuss and analyze the good and bad management practices—even though these explorers may have never called them management practices—they used before, during, and even after their expeditions. Each chapter provides historical background about one explorer and the details about their explorations. The chapters then discuss the challenges the explorers faced when planning and executing their expeditions and examine their successes and failures from a management perspective. The book will help managers to Manage unexpected and potentially catastrophic risks Set goals that open up new horizons Communicate effectively with team members Lead teams through hardships and difficulties The final chapter gives lessons learned that managers may take from the book and apply to their own business undertakings. These lessons include Learning from experience Having a strong sponsor and team Relying on data and information Applying risk management and adapting to changing circumstances Implementing unity of command and defining roles and responsibilities Identifying and understanding stakeholders Being decisive Being willing to say no
Shackleton's Way
Sir Ernest Shackleton has been called 'the greatest leader that ever came on God's earth, bar none' for saving the lives of the twenty-seven men stranded with him on an Antarctic ice floe for almost two years. Written by two veteran business observers, Shackleton's Way details universal leadership tactics set against the thrilling survival story of the Endurance expedition. Whether it's hiring good workers, supporting and inspiring employees to do their best, managing a crisis with limited personnel and resources, creating order out of chaos, or leading by personal example with optimism, egalitarianism, humour, strength, ingenuity, intelligence and compassion, Ernest Shackleton set an example we can all follow. Illustrated with photographer Frank Hurley's masterpieces and other rarely seen photos, Shackleton's Way is filled with fascinating and practical lessons of a leader who succeeded by putting people first and triumphing brilliantly when all the odds were against him.
Corporate Explorer
Corporate Explorers Transform Disruption Into Opportunity With This Proven Framework Innovation used to be seen as a game best left to entrepreneurs, but now a new breed of corporate managers is flipping this logic on its head. These Corporate Explorers have the insight, resilience, and discipline to overcome the obstacles and build new ventures from inside even the largest organizations. Corporate Explorers are part entrepreneurs, using innovation disciplines to jump start cutting-edge ideas, and part change leaders, capable of creating support for investment. They see that corporations already own the ideas, resources, and—critically—the talent to build new ventures. Companies like Amazon, Microsoft, Bosch, LexisNexis, and Analog Devices enable managers to put these assets to use and gain an upper hand over startups that threaten to disrupt them. Corporate Explorer is a guidebook to the practices that enable these managers to go from idea into action. It demonstrates how success is not only possible but may offer entrenched companies better odds than venture-capital backed startups. This actionable and proven framework explains how managers can become successful corporate innovators; it includes tools to: Learn how to apply innovation practices with greater discipline Turn great ideas into a full-time job as an innovation leader Experiment with and scale original business models Transform innovation programs into a thriving source of new business Attract, retain, and motivate entrepreneurial talent Energize employees by creating a realistic way to innovate These lessons come from the trailblazers of corporate innovation—Andrew Binns (Change Logic), Charles O'Reilly (Stanford Graduate School of Business), and Michael Tushman (Harvard Business School)—who have decades of experience helping entrepreneurial-minded executives activate employees to become Corporate Explorers. Entrepreneurs take notice—it's time for Corporate Explorers to set the pace and chart the course for disruption.