Quick and nimble book review
Book Review: Quick and NimbleIsaacson is currently working on another book on the origins of the personal computer age. We will be reviewing it as soon as it is out. As technology and the nature of books evolve, the definition of a book is changing. Bloomsberg Businessweek interviewed Isaacson recently, and he said that the response was incredible and included input from some of the main players in his story. Isaacson has created a story around the story. We will keep you posted on the final result. The main focus of the book is on the culture of companies and how CEOs can move from just letting the culture of a company happen to working on creating a culture that is positive and innovative and drives the success of the company.
A lot of managers just let culture happen — it becomes the sum of the personalities, good and bad, that work in an organization. While writing this book, I became convinced that culture really does drive everything. Managers do focus on results, but I think culture drives results. When CEOs hold town hall meetings to talk about overarching goals, some people reflexively roll their eyes. So keep things simple, and keep repeating it. Many organizations have too many people who spend their days sitting behind their inch monitors.
Quick and Nimble book. Read 27 reviews from the world's largest community for readers. More than two hundred CEOs reveal their candid insights on how to.
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Thank you! How do you keep that old magic of successful startup businesses? CEOs must live by and be responsible to the values of the business, be dependable and caring, keep meetings to the point and small in size so people can participate, develop a culture of respect, solicit input by talking directly with the person involved. Reams of practical advice for and from business leaders, most—thankfully—with a human, caring touch. There was a problem adding your email address. Please try again.
Frankly, I have envied his access to those he has interviewed and admire the consistently high quality of the material that has been produced thus far. His first book, The Corner Office : Indispensable and Unexpected Lessons from CEOs on How to Lead and Succeed , was published in and now we have another in which he shares lessons to be learned from leading CEOs on how to create and then sustain a culture of innovation. He draws upon information, insights, and counsel shared during about interviews conducted during a March May timeframe. I will introduce the themes, make some broader analytical points to steer the discussion, and then let the CEOs share their insights, lessons, and stories, in their own words. Yes, he guides that process throughout its duration but the CEOs who participate appear and reappear whenever appropriate, from one chapter to the next. He divides the material into two parts.