What They Don T Teach You At Harvard Business School
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What They Don't Teach You At Harvard Business School
Mark McCormack, dubbed 'the most powerful man in sport', founded IMG (International Management Group) on a handshake. It was the first and is the most successful sports management company in the world, becoming a multi-million dollar, worldwide corporation whose activities in the business and marketing spheres are so diverse as to defy classification. Here, Mark McCormack reveals the secret of his success to key business issues such as analysing yourself and others, sales, negotiation, time management, decision-making and communication. What They Don't Teach You at Harvard Business School fills the gaps between a business school education and the street knowledge that comes from the day-to-day experience of running a business and managing people. It shares the business skills, techniques and wisdom gleaned from twenty-five years of experience.
What They Still Don’t Teach You At Harvard Business School
Between the theories of business school and the real world of business, there is still a gap - one that can only be filled by experience, helped by the knowledge of someone who has already done it. Over a lifetime as one of the world's most influential business leaders, Mark McCormack gathered more insights than could ever fit in one book: here he has distilled the strategies, techniques and wisdom that everyone needs to get organised, get ahead and gain and keep the competitive edge. Building on from What They Don't Teach You At Harvard Business School, this straight-talking, practical guide offers essential tools and skills - from negotiating to managing, advancing your career to building a new idea - that will help you be a leader at any level.
Ahead of the Curve
"Philip Delves Broughton abandoned a post as Paris bureau chief of the London Daily Telegraph to join nine hundred other would-be tycoons on HBS's plush campus. Over the next two years, he and his classmates would be inundated with the best - and the rest - of American business culture that HBS epitomizes. The core of the school's curriculum is the "case" - an analysis of a real business situation from which the students must, with a professor's guidance, tease lessons. The author studied more than five hundred cases and recounts the most revelatory ones here. He also exposes the less savory trappings of b-school culture, from the "booze luge" to the pandemic obsession with PowerPoint to the specter of depression, which stalks many overburdened students. With acute and often uproarious candor, he assesses the school's success at teaching the traits it extols as most important in business - leadership, decisiveness, ethical behavior, work/life balance."--BOOK JACKET.