Cialdini Innovation Management 
LDRLB
JANUARY 6, 2012
A fantastic case for a better management perspective, mainly that little things like progress can affect big things like profitability. Influence by Robert Cialdini. Perhaps the most under-rated book on evidence-based management. Perhaps 2011’s greatest text on organizational creativity and innovation.
Leading Blog
DECEMBER 25, 2016
In this uncertain environment, including the mounting global economic concerns, a humble mindset will be the only thing that will unlock the most promising business, social and economic innovations. Anyone can innovate if given the opportunity and the support. How do we create the future while managing the present? Blog Post ).
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Coaching Tip
OCTOBER 24, 2013
Other successful companies build upon social interaction to develop innovative concepts leading to disruptive product and service developments. Most people have learned not to listen to what management says but to pay attention only to what is going on around them on a day-to-day basis. Source: Wayne E.
Strategy Driven
NOVEMBER 7, 2011
In providing research and developing training programs for various large corporations about managing change, we find that the biggest stumbling block for employees from top-down is lack of buy-in. Top executives have the vision, but often fail to get buy-in from managers who have to carry out the change initiative. Business Improv !
First Friday Book Synopsis
DECEMBER 26, 2011
Whenever asked to recommend business books, I immediately inquire, “What is the single greatest challenge that you and your organization now face?” ” Of course, responses vary but over time, these seem to be the ten challenges most frequently cited, followed by the book(s) I think will be most helpful.
Harvard Business Review
OCTOBER 10, 2014
Similar fates often befall innovations within large companies. You must do that in the face of vast forces arrayed against innovation within an established organization, which include inertia, resistance to change, fear of failure, financial disincentives, and the tendency of people and organizations to favor what has worked in the past.
Harvard Business Review
NOVEMBER 4, 2011
Carla was literally bred for success as a business manager. The daughter of a senior corporate executive, she had all the right tickets including an MBA from a top school and several years of experience with a prestigious management consulting firm. (Carla's an actual executive whose name has been changed.).
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