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L'imprenditore spirituale
by Marc BacoL’imprenditore spirituale si differenzia dalle sue controparti “materialiste” perché applica le leggi spirituali nel suo lavoro. Alcune indicazioni su questo tema vengono fornite nel corso del libro.
L'impresa rigenerativa
by Ethan Roland Gregory Landua L. PiperoIl presente libro è “l’eccedenza intellettuale” e il capitale di esperienza di una sana e vibrante comunità di pratica. Non è stato scritto da due persone, ma è il risultato di anni di conversazione tra imprenditori, azionisti, agricoltori, ideatori di permacolture e investitori appassionati e intelligenti, persone che vogliono cambiare il mondo e che lavorano ogni giorno per sanare le relazioni tra la nostra società umana, smemorata e sconnessa, e la terra nutrice.
The Lin Piao Affair (Routledge Revivals): Power Politics and Military Coup
by Michael Y.M. KauFirst published in 1975, this book is concerned with the facts and implications of the case of Lin Piao and his army, as well as with the broader question of military intervention in the authoritarian polity of developing countries. A wide range of materials is presented, including "top-secret" documents of the CCP Central Committee, Lin Piao’s own writings and speeches from the 1966-1970 period, pertinent material from the Tenth Party Congress, and press criticism. In their introduction, the author provides a thorough critical analysis of the case of Lin Piao and of the dynamic of power politics that emerged from the Cultural Revolution in the late 1960s.
Linchpin: Are You Indispensable?
by Seth GodinThis life-changing manifesto shows how you have the potential to make a huge difference wherever you are. Few authors have had the kind of lasting impact and global reach that Seth Godin has had. In a series of now-classic books that have been translated into 36 languages and reached millions of readers around the world, he has taught generations of readers how to make remarkable products and spread powerful ideas. In Linchpin, he turns his attention to the individual, and explains how anyone can make a significant impact within their organization. There used to be two teams in every workplace: management and labor. Now there's a third team, the linchpins. These people figure out what to do when there's no rule book. They delight and challenge their customers and peers. They love their work, pour their best selves into it, and turn each day into a kind of art. Have you ever found a shortcut that others missed? Seen a new way to resolve a conflict? Made a connection with someone others couldn't reach? Even once? Then you have what it takes to become indispensable, by overcoming the resistance that holds people back. Linchpin will show you how to join the likes of... · Keith Johnson, who scours flea markets across the country to fill Anthropologie stores with unique pieces. · Jason Zimdars, a graphic designer who got his dream job at 37signals without a résumé. · David, who works at Dean and Deluca coffee shop in New York. He sees every customer interaction as a chance to give a gift and is cherished in return. As Godin writes, "Every day I meet people who have so much to give but have been bullied enough or frightened enough to hold it back. It's time to stop complying with the system and draw your own map. You have brilliance in you, your contribution is essential, and the art you create is precious. Only you can do it, and you must."
Linchpin: Are You Indispensable? How to drive your career and create a remarkable future
by Seth GodinIn this 'compelling, accessible and purpose-filled book,' (Alan Webber, Founder, Fast Company) bestselling business author Seth Godin shows how you have the potential to make a big difference-and make yourself indispensable in the process-wherever you are.Why are some people easily outsourced, downsized, or freelanced into obscurity, while others have their pick of opportunities? In his most powerful book yet, Seth Godin argues that it's more essential than ever to become indispensable - to become a linchpin. Linchpins are the essential building blocks of great organizations: they invent, lead (regardless of title), connect others, make things happen, and create order out of chaos. They love their work and pour their best selves into it and turn each day into a kind of art - and, in today's world, they get the best jobs and the most freedom.Godin shows that the key to being indispensable is overcoming the fears that hold most of us back. If you have you ever found a shortcut that others missed, seen a new way to resolve a conflict, or made a connection with someone others couldn't reach, then you have what it takes to become indispensable. It's time to stop complying with the system and draw your own map.'Thousands of authors write business books every year, but only a handful reach star status and the A-list lecture circuit. Fewer still - one, to be exact - can boast his own action figure. . .Godin delivers his combination of counterintuitive thinking and a great sense of fun' BusinessWeek
Lincoln Electric: Venturing Abroad
by Christopher A. Bartlett Jamie O'ConnellLincoln Electric, a 100-year-old manufacturer of welding equipment and consumables based in Cleveland, Ohio, motivates its U.S. employees through a culture of cooperation between management and labor and an unusual compensation system based on piecework and a large bonus based on individual contribution to the company's performance. Despite opening a few international sales and production ventures in Canada, Australia, and France, Lincoln remained focused on manufacturing in the United States until 1988. At that time, the company's new CEO expanded manufacturing through acquisitions and greenfields in 11 new countries, attempting to transfer its unique management philosophy to each. However, Lincoln was unable to replicate its highly productive system abroad. Operational problems led to a major restructuring in the early 1990s, supervised by Anthony Massaro, a newcomer to the company. In 1996, Massaro was named CEO and set about expanding the company's manufacturing base through a new strategy. The case concludes in Asia, where Lincoln's regional president is trying to decide whether and how to establish a manufacturing presence in Indonesia, and in particular whether to try to transfer Lincoln's unique incentive-driven management system.
Lincoln Electric
by Jordan SiegelThe case describes Lincoln Electric's business strategy and incentive system, and it discusses the global strategy choices that the company faces going forward. Lincoln Electric is deciding whether a strong push into India should be the next step in the company's globalization. The company has enjoyed increasing success in China as a result of its aggressive expansion through both a joint venture and set of majority-owned plants. The company is deciding how it could apply the lessons of the Chinese experience, as well as the lessons of its experience across Asia, Europe, and Latin America, to India. First of all, should Lincoln Electric own a manufacturing operation in India? If yes, Lincoln Electric could enter the India market by acquisition, by joint venture, or by building a new plant on its own. If the company were to enter by acquisition, it was unclear what type of valuation to apply to any of the Indian incumbent companies. If the company were to enter by joint venture, the question was: How could Lincoln ensure its ability to make key business decisions? If the company were to build its own plant, the question was: Would the cost of starting from scratch be more than sufficiently compensated by the total control the company would enjoy?
Lincoln Electric Co.
by Norman D. Fast Norman A. BergCovers the strategy and management practices of the world's largest manufacturer of welding equipment. Discusses the compensation system and company culture, and the leadership style of management.
Lincoln Electric's Harsh Lessons from International Expansion
by Donald F. HastingsLess than half an hour after Donald Hastings became chairman and CEO of the Lincoln Electric Company in July 1992, he got the shocking news: losses from the company's European operations were so steep that Lincoln was at risk of defaulting on its loans and being unable to pay its employees their year-end bonus. Since the bonus was the foundation of the company's unusually successful manufacturing operations, Hastings knew that failure to pay it could lead to the company's unraveling. How had Lincoln gotten into this predicament? By a program of rapid foreign expansion. Lincoln was primarily a U.S. company until the mid-1980s, but recession at home and competition from abroad led executives to dream that the company could become a global power. Between 1986 and 1991, Lincoln took on unprecedented debt in order to finance foreign acquisitions, mostly in Europe. A number of factors doomed the venture: recession in Europe, unfamiliarity with Europe's labor culture, lack of international expertise at the top. But the root cause, Hastings admits, was overconfidence on the part of Lincoln's leaders in the company's manufacturing abilities and systems. Hastings, now chairman emeritus, recounts how the company suffered through the early 1990s and then returned to prosperity. It wrote off most of its European operations, ramped up domestic production and sales, and hired top managers and board members with international experience. As a result of strenuous efforts at all levels of the company, it managed to keep paying the bonus and to largely regain the trust of its people.
Lincoln Financial Group (A)
by David B. Godes David LaneLFG reorganizes its business in order to improve customer intimacy. However, to implement the strategy, they need to effect significant changes in the skills of their salespeople. This case series straddles human resource management, corporate strategy, and sales management by exploring the link between a shift in the firm's overall strategy (customer intimacy), the structural implementation of this strategy in the form of the creation of a new distribution company and, finally, the transformation of the selling approach through skills assessment and development. The (A) case describes the firm's strategic position as the "manufacturer" of three primary product lines--annulities, insurance, and mutual funds--which they sell to banks, broker/dealers, and independent planners. Most of their customers have just one of these products 'on the shelf.' In 2000, they create Lincoln Financial Distributors (LFD) which will be responsible for the wholesaling of all of these products. The case ends by asking the students to (a) react to this idea and (b) formulate a plan for its implementation. Simply taking salespeople away from their product group and housing them side-by-side with other salespeople selling other products is unlikely to create true customer intimacy. Wes Thompson, LFD's President and Kim Miner, the Human Resources VP, undertake a sweeping effort in which they create a "competency model," denoting precisely what they want their salespeople to be good at, assessing the sales force on these dimensions, and then hiring or training in order to get where they want to be. The (B) case provides rich detail of the model, the assessment approach and the results of the assessments. As the (C) case lays out, the results are stunning in terms of their relationships as well as from a financial perspective. The (C) then ends by offering a strategy for "Act II'" significantly expanding the number of salespeople at LFD.
Lincoln Financial Group (B): Making LFD a Reality
by David B. Godes David LaneLFG reorganizes its business in order to improve customer intimacy. However, to implement the strategy, they need to effect significant changes in the skills of their salespeople. This case series straddles human resource management, corporate strategy, and sales management by exploring the link between a shift in the firm's overall strategy (customer intimacy), the structural implementation of this strategy in the form of the creation of a new distribution company and, finally, the transformation of the selling approach through skills assessment and development. The (A) case describes the firm's strategic position as the "manufacturer" of three primary product lines--annuities, insurance, and mutual funds--which they sell to banks, broker/dealers, and independent planners. Most of their customers have just one of these products 'on the shelf.' In 2000, they create Lincoln Financial Distributors (LFD) which will be responsible for the wholesaling of all of these products. The case ends by asking the students to (a) react to this idea and (b) formulate a plan for its implementation. Simply taking salespeople away from their product group and housing them side-by-side with other salespeople selling other products is unlikely to create true customer intimacy. Wes Thompson, LFD's President and Kim Miner, the Human Resources VP, undertake a sweeping effort in which they create a "competency model," denoting precisely what they want their salespeople to be good at, assessing the sales force on these dimensions, and then hiring or training in order to get where they want to be. The (B) case provides rich detail of the model, the assessment approach and the results of the assessments. As the (C) case lays out, the results are stunning in terms of their relationships as well as from a financial perspective. The (C) then ends by offering a strategy for "Act II'" significantly expanding the number of salespeople at LFD.
Lincoln Financial Group (C)
by David B. Godes David LaneLFG reorganizes its business in order to improve customer intimacy. However, to implement the strategy, they need to effect significant changes in the skills of their salespeople. This case series straddles human resource management, corporate strategy, and sales management by exploring the link between a shift in the firm's overall strategy (customer intimacy), the structural implementation of this strategy in the form of the creation of a new distribution company and, finally, the transformation of the selling approach through skills assessment and development. The (A) case describes the firm's strategic position as the "manufacturer" of three primary product lines--annuities, insurance, and mutual funds--which they sell to banks, broker/dealers, and independent planners. Most of their customers have just one of these products 'on the shelf.' In 2000, they create Lincoln Financial Distributors (LFD) which will be responsible for the wholesaling of all of these products. The case ends by asking the students to (a) react to this idea and (b) formulate a plan for its implementation. Simply taking salespeople away from their product group and housing them side-by-side with other salespeople selling other products is unlikely to create true customer intimacy. Wes Thompson, LFD's President and Kim Miner, the Human Resources VP, undertake a sweeping effort in which they create a "competency model," denoting precisely what they want their salespeople to be good at, assessing the sales force on these dimensions, and then hiring or training in order to get where they want to be. The (B) case provides rich detail of the model, the assessment approach and the results of the assessments. As the (C) case lays out, the results are stunning in terms of their relationships as well as from a financial perspective. The (C) then ends by offering a strategy for "Act II'" significantly expanding the number of salespeople at LFD.
Lincoln on Leadership: Executive Strategies for Tough Times
by Donald T. PhillipsLincoln on Leadership is the first book to examine Abraham Lincoln's diverse leadership abilities and how they can be applied to today's complex world.
Lincoln on Leadership for Today: Abraham Lincoln's Approach to 21st-Century Issues
by Donald T. Phillips&“Phillips has a gift for making 19th-century history relevant for the 21st century . . . a marvelous way to think about our current policy woes.&” —Douglas Brinkley, New York Times-bestselling author of American Moonshot How can President Lincoln&’s wisdom be applied to the most pressing conflicts of modern-day America? With a fresh and perceptive reading of Lincoln&’s own writings and speeches, bestselling author Donald T. Phillips reveals how America&’s sixteenth president handled many of the same national dilemmas we face today. Looking to his exemplary leadership of a fractured nation, Phillips offers a deeply relevant analysis of how Lincoln&’s example could help forge solutions to the many issues and divisions challenging our country now. &“[An] intelligent and often moving look at one of the nation&’s greatest presidents . . . Using his extensive knowledge of Lincoln, Phillips makes convincing cases throughout for what the nineteenth-century statesman&’s opinion would be on a wide array of issues faced by the twenty-first-century United States, including climate change, torture, immigration, and equal pay for women. For readers who find present-day politics almost too much to contemplate, Phillips&’s closing vision of Lincoln witnessing the &‘current state of affairs&’ will be especially poignant and bittersweet.&” —Publishers Weekly
Lincolnomics: How President Lincoln Constructed the Great American Economy
by John F. WasikA biography of Abraham Lincoln that examines his untold legacy as the Great Builder of American infrastructure. Abraham Lincoln&’s view of the right to fulfill one&’s economic destiny was at the core of his governing philosophy―but he knew no one could climb that ladder without strong federal support. Some of his most enduring policies came to him before the Civil War, visions of a country linked by railroads running ocean to ocean, canals turning small towns into bustling cities, public works bridging farmers to market. Expertly appraising the foundational ideas and policies on infrastructure that America&’s sixteenth president rooted in society, John F. Wasik tracks Lincoln from his time in the 1830s as a young Illinois state legislator pushing internal improvements; through his work as a lawyer representing the Illinois Central Railroad in the 1840s; to his presidential fight for the Transcontinental Railroad; and his support of land-grant colleges that educated a nation. To Lincoln, infrastructure meant more than the roads, bridges, and canals he shepherded as a lawyer and a public servant. These brick-and-mortar developments were essential to a nation&’s lifting citizens above poverty and its isolating origins. Lincolnomics revives the disremembered history of how Lincoln paved the way for Eisenhower&’s interstate highways and FDR&’s social amenities. With an afterword addressing the failure of American infrastructure during the COVID-19 pandemic, and how Lincoln&’s policies provide a guide to the future, Lincolnomics makes the case for the man nicknamed &“The Rail Splitter&” as the Presidency&’s greatest builder. &“In this unique blend of biography and policy prescription, journalist Wasik . . . casts Abraham Lincoln as America&’s &“foremost moral architect of economic and social opportunity&” and looks to his life and political career for lessons in how the nation might rebuild its infrastructure and redress income inequality. . . . Wasik convincingly argues that [Lincoln&’s] economic policies deserve more credit.&” —Publishers Weekly &“While revealing as history, Wasik&’s account about the first Republican President&’s launches of infrastructure shame the ignorant, obstinate, narcissist Republicans of today who wish instead to build up tyrant Trump&’s political infrastructure. This is a book to be read and used today.&” —Ralph Nader &“Wasik invented a new word for this book because his theme bears new force: Abraham Lincoln sought a better-built nation and a freer legal space to help every individual, regardless of background, to aspire and rise. Most historians know this too vaguely about Lincoln; Wasik finally gives the great democratic idea the prominence it deserves.&” —James M. Cornelius, Ph.D., editor, Journal of the Abraham Lincoln Association
Lind Equipment
by Royce Yudkoff Richard S. RubackLind Equipment failed to meet its loan covenants with its senior bank lender in the summer of 2008, just six months after it was acquired. While the senior bank debt comprised only 6% of the capital used in the acquisition and was fully secured, it exercised its right to stop payments to Lind's subordinated lender that funded about 40% of the acquisition, pushing that debt into default as well. These financial problems were the result of declining revenues and profits at Lind as exchange rates and the impact of the Great Recession took its toll on the firm. Without a quick solution, Lind could be pushed into bankruptcy.
Linda Fay Harris
by Thomas J. Delong Leslie A. PerlowPresents profiles written by six members of the HBS Class of 1976 from the 10th and 20th reunions. The six alumni represent a cross section of the class of 1976 and provide a snapshot of life at the time of the reunions.
Linda Oubr at Whittier College
by Debora L. Spar Haley P. BrownThe case follows President Linda Oubr (HBS MBA Class of 1984) as she seeks to move Whittier College towards a more diverse, equitable, and inclusive campus. In 2020, the student body of Whittier, a private liberal arts college in Los Angeles County, California, is slowly evolving to represent the growing diversity of the surrounding area. Roughly 70 percent of Whittier students are non-white, and 59 percent are female. The college's leadership, however, remains largely white and male. Oubr , who had spent most of previous career in business, was selected as the college's president in 2018 - the first black woman to serve in that role. Almost immediately upon stepping into the role, Oubre set her sights on diversifying the college's staff, administration, and board of trustees; in 2020, the racial reckoning that swept across the United States only heightened the urgency of her task. Oubr knows that sweeping change is needed at Whittier. But change, of course, is hard. How can she continue to push for diversity among faculty, staff, board members, and students? And how can she galvanize support among all of the college's many constituents?
Linda Oubr at Whittier College (B)
by Debora L. Spar Haley P. BrownThe case follows President Linda Oubr (HBS MBA Class of 1984) as she seeks to move Whittier College towards a more diverse, equitable, and inclusive campus. In 2020, the student body of Whittier, a private liberal arts college in Los Angeles County, California, is slowly evolving to represent the growing diversity of the surrounding area. Roughly 70 percent of Whittier students are non-white, and 59 percent are female. The college's leadership, however, remains largely white and male. Oubr , who had spent most of previous career in business, was selected as the college's president in 2018 - the first black woman to serve in that role. Almost immediately upon stepping into the role, Oubre set her sights on diversifying the college's staff, administration, and board of trustees; in 2020, the racial reckoning that swept across the United States only heightened the urgency of her task. Oubr knows that sweeping change is needed at Whittier. But change, of course, is hard. How can she continue to push for diversity among faculty, staff, board members, and students? And how can she galvanize support among all of the college's many constituents?
Linda Oubr at Whittier College (C)
by Debora L. Spar Haley P. BrownThe case follows President Linda Oubr (HBS MBA Class of 1984) as she seeks to move Whittier College towards a more diverse, equitable, and inclusive campus. In 2020, the student body of Whittier, a private liberal arts college in Los Angeles County, California, is slowly evolving to represent the growing diversity of the surrounding area. Roughly 70 percent of Whittier students are non-white, and 59 percent are female. The college's leadership, however, remains largely white and male. Oubr , who had spent most of previous career in business, was selected as the college's president in 2018 - the first black woman to serve in that role. Almost immediately upon stepping into the role, Oubre set her sights on diversifying the college's staff, administration, and board of trustees; in 2020, the racial reckoning that swept across the United States only heightened the urgency of her task. Oubr knows that sweeping change is needed at Whittier. But change, of course, is hard. How can she continue to push for diversity among faculty, staff, board members, and students? And how can she galvanize support among all of the college's many constituents?
Linden Lab: Crossing the Chasm
by Thomas R. Eisenmann Alison Berkley WagonfeldIn early 2008, managers at Linden Lab, creator of the virtual world Second Life, faced decisions about the company's growth strategy. Despite profound initial skepticism about demand for a user-generated virtual world that was not a traditional game, Second Life had achieved profitability and strong growth. However, sustaining growth would prove challenging. Growth had strained Linden Lab's technical infrastructure. Also, although Second Life had attracted a large, loyal base of early adopters, it was unclear whether their preferences were similar to those of mainstream consumers. In this context, management faced choices about platform strategy and target markets. Should Linden Lab continue to offer an open platform or build its own solutions for customers? Should it target adult consumers, teens, enterprise customers, or the education market?
Linden Row Inn
by Ginger WarderIncluded in the National Register of Historic Places, the collection of Greek Revival row houses that make up the Linden Row Inn have played a significant role in the history of Richmond, Virginia, for two centuries. As a child, Edgar Allan Poe played in the private garden that occupied this site, and he later courted his first love, Elmira Royster, among the roses and linden trees. During the Civil War, Linden Row was a meeting place for leaders and supporters of the Confederacy; later, it was home to a prestigious girls' school, whose pupils included Irene and Nancy Langhorne, known in later years as the Gibson Girl and Lady Nancy Astor. In 1922, two of the original ten houses were torn down and replaced by the Medical Arts Building. In 1950, local preservationist Mary Wingfield Scott purchased the remaining houses to save them from the wrecking ball, donating them in 1980 to the Historic Richmond Foundation. In 1988, under the supervision of the foundation, seven of the eight remaining houses were renovated and restored to become the Linden Row Inn, which still welcomes travelers today.
Line of Sight: The Five Keys for Strategic Execution in an Age of Uncertainty
by Robert CourserIn Line of Sight, Robert Courser offers five keys for bridging the gap between strategy and execution so leaders and executives can grow their business.What do you do if you struggle to grow and scale your company? How do you bridge the gap between your goals and their successful execution? In this down-to-earth book, Robert Courser and Olivier Aries share actionable insights to help owners and leaders of small and medium-sized businesses get—or get back—into growth mode. With easy-to-digest examples and stories, they encourage leaders to apply simple, time-tested practices to execute better. A former chef with a knack for excellence, Courser advocates the importance of good alignment in all aspects of operations—having the right ingredients at the right time and the right place to ace the recipe of growth. Leaders who want to be firmly in control of their business will find here actionable insights at a time when uncertainty requires making constant changes and staying nimble: be clear about your strategy, be a principled leader, use relevant metrics, set a structure that enables individuals to prioritize the right tasks, and nurture your employees. In all, understand and manage the five keys for successful execution. Using simple tools and a self-assessment guide to help implement the book&’s recommendations, Line of Sight will be the back-pocket companion for any executive looking to lead a healthy business.
La línea del horizonte
by Baltasar GarzónLa línea del horizonte recoge la visión de Baltasar Garzón sobre los problemas del mundo actual. ¿Qué es la justicia universal y cómo surgió? ¿Cómo se pueden defender los derechos humanos y el respecto a las víctimas en las frágiles transiciones a la democracia? ¿Qué futuro le espera a América Latina? Entre 2005 y 2006, Baltasar Garzón disfrutó de una excedencia que pasó como profesor de la Universidad de Nueva York. Fue un período dedicado a la reflexión sobre estas y otras grandes preguntas del mundo actual, en parte a través de un ciclo de debates en que participaron personalidades de todo el mundo, desde Kissinger y Ernesto Zedillo hasta Felipe González, John Kerry, Antonio Muñoz Molina, Rosa Díez, José Saramago o el presidente Zapatero. Así es esta obra, un diálogo a muchas voces, trufado de recuerdos y anécdotas personales, en la que el juez Garzón pasa revista a los temas más cruciales: los derechos humanos, el terrorismo, la seguridad, el futuro de la comunicación, la economía, América Latina... Un repaso completo y apasionante de la mano de uno de los actores más interesantes de este mundo globalizado.