The Business Book

59 See also: Beating the odds at start-up 20–21 ■ Take the second step 43 ■ How fast to grow 44–45 ■ From entrepreneur to leader ...

60 manager takes responsibility for direction, mid-level supervisors or managers act more as functional specialists, but after a ...

61 Spotify CEO Daniel Ek worked with co-founder Martin Lorentzon to build a large but agile company. It avoids Greiner’s growth ...

62 I F Y O U B E L I E V E I N S O M E T H I N G , W O R K N I G H T S A N D W E E K E N D S — I T W O N ’ T F E E L L I K E W O ...

63 Hewlett-Packard (HP) began life in Dave Packard’s garage. The company has restored the garage, which in 1987 was named a Cali ...

LIGHTIN THE FIR LEADERSHIP AND HUMAN RESOURCES ...

G E ...

G rowth from a small start-up to a large multinational company cannot be achieved without leaders who are passionate about their ...

its staff and its bottom line, Google knows that the best workplaces feel like playgrounds—places where people can imagine and i ...

68 M A N A G E R S D O T H I N G S R I G H T , L E A D E R S D O T H E R I G H T T H I N G S LEADING WELL G ood managers do not ...

69 Jill Abramson was the first woman to become executive editor of The New York T i mes. She found that unpopularity came “with ...

70 None of us is as smart as all of us. NONE OF US IS AS SMART A S A L L O F U S THE VALUE OF TEAMS W e might complain about rou ...

71 See also: Creativity and invention 72–73 ■ Organizing teams and talent 80–85 ■ Make the most of your talent 86–87 ■ Organizat ...

72 I N N O V A T I O N M U S T B E I N V A S I V E A N D P E R P E T U A L : E V E R Y O N E , E V E R Y W H E R E , A L L O F T ...

73 See also: Stand out in the market 28–31 ■ Gaining an edge 32–39 ■ Thinking outside the box 88–89 ■ Changing the game 92–99 LI ...

74 D I S S E N T A D D S S P I C E , S P I R I T , A N D A N F or many employees, working within an organization means forever s ...

75 See also: The value of teams 70–71 ■ Hubris and nemesis 100–03 ■ Effective leadership 78–79 ■ Ignoring the herd 146–49 ■ Lear ...

76 N O G R E A T M A N A G E R O R L E A D E R E V E R F E L L F R O M H E A V E N GODS OF MANAGEMENT I n his influential 1978 b ...

77 See also: Leading well 68–69 ■ Effective leadership 78–79 ■ Organizational culture 104–09 ■ Mintzberg’s management roles 112– ...

78 A L E A D E R I S O N E W H O K N O W S T H E W A Y , G O E S T H E W A Y , A N D S H O W S T H E W A Y EFFECTIVE LEADERSHIP ...