Peter M. Senge

In this seminal book, Senge lays out the five disciplines of a learning organization. The title pays homage to the most important aspect of a learning organizations, the fifth discipline, or Systems Thinking. In simple terms, Learning organizations are those that are able to achieve what they set out to do. This is a remarkable book that all managers should read. We like to think of ourselves as a learning organization that helps others create learning organizations. We get this idea from Senge's wonderful book. The quote below is a remarkable testimonial from one of the greats in management thinking.

Read this book. You and your organization will be better off for it. Author Peter Senge presents a system of thinking and acting that, if followed correctly, can be the basis for reducing the 'learning disabilities' in any organization. Senge illustrates his ideas, based on both research and practical experience, with compelling examples. With the help of stories, diagrams, and self-administered exercises, readers not only learn, they learn how to learn

Chris Argyris,
Professor of Education, Emeritus
Harvard Graduate School of Business

Patrick Lencioni

Entertaining and readable book on how to build a successful team. This is presented as a story of a team that any executive can relate to and use it begin to understand the complex issues underlying the team effectiveness. His model includes addressing the absence of trust, fear of conflict, lack of commitment, avoidance of accountability and inattention to results.

Compelling and incisive, this will become the definitive guide on how to build and manage successful teams.

Jean Kovacs
President and CEO, Comergent Techologies

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Larry Bossidy and Ram Charan

This book probably comes closer to describing our philosophy than any other that we have read in recent times and is highly recommended reading. Execution is defined in the text as "a systematic process of rigorously discussing 'hows and whats', questioning, relentlessly following through and accountability." Also addressed is the critical need for strategy and operations to be closely linked through a process that allows an organization to track progress and adapt to a changing environment.  The focus of the approach is on addressing three core processes: people process, the strategy process and operations process. These align well with our philosophy of business strategy, leadership culture development and productivity improvement; and we welcome you to click on any one of these to learn more about our process.

If you want to be a CEO--or if you are a CEO and want to keep your job--read Execution and put its principles to work.

Michael Dell,
Chairman and CEO, Dell Computer Corp

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Neil Rackham

An exceptional book that presents a research validated selling model for more complex sales. SPIN is an acronym for Situation, Problem, Implication and Need Payoff. The approach recommended may go against some common assumptions about selling and even techniques often presented in sales training programs. The difference is that Rackham's approach is validated by hard data

Essential for everyone involved in selling or managing the sales function.

Journal Of Marketing Management

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By Ken Blanchard, Paul J. Meyer, and Dick Ruhe

Know Can Do! is a teaching parable that tells the story of a well-known author who is troubled by the gap between what people know—all the good advice they’ve digested intellectually from books and seminars—and what they actually do.

Seeking a way to close this learning-doing gap, the author sets out on a journey to find a solution. He soon meets a legendary businessman who teaches him the three reasons people don’t make the leap from knowing to doing:

1. Too much knowledge—information overload
2. Too much negativity—an inadequate filtering system
3. Bad habits—an inadequate learning system

The key to overcoming these roadblocks, the author learns, is spaced repetition. Important information must be repeated over time if it’s going to impact behavior.

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