Showing results by publisher "Stanford Audio" in Business & Careers

Most organizations and managers are filled with good ideas - the problem is implementation. Power and influence, rather than being the organizations' last dirty secrets, are in fact secrets for success. Professor Pfeffer discusses the importance of understanding power and influence, diagnosing points of view on decisions, knowing the strategies and tactics for the effective use of influence, and appraising the role of influence in organizational innovation and change.

Technology is leading to rapid, all-encompassing changes in the modern business environment by introducing such a diversity of products that "choice" has become more important than "brand", according to Regis McKenna. He discusses the impact of real-time technology on the way we compete, live, work, learn, and even play.

Professor Michael Ray uses the four tools of faith, absence of judgment, observation, and questions to describe how to release creativity in your personal environment.

Aikido leaders work to achieve inner calm when under attack and can blend energy with a competitor to move forward. In this program, John O'Neil, President of The Center for Leadership Renewal, explains the aikido style of leadership and the critical elements - adaptability, flexibility, and partnership - necessary in such a leader. In addition, O'Neil talks about creating organizational commitment and communicating your organization's vision.

Terry Pearce, whose career includes 17 years with IBM, offers a road map for finding and using your authentic voice, the key to public speaking mastery.

Whether it be in basketball or in business, the key to building a successful team is to strengthen individual qualities and focus the team on a single goal. Tara VanDerveer, Director and Head Coach of Stanford's women's basketball team, has had a near-perfect record of 224 wins to 33 losses over the past eight years and has led her team to two NCAA championships. In this speech, the candid and engaging storyteller shares the coaching methods that have helped her team triumph, as well as the pitfalls to avoid.

The electronic age has dramatically altered the terms of trade for intellectual goods. How valuable is the product you are developing - and how do you plan to generate revenue from it in the future? Paul Goldstein, Professor of Law at Stanford University, provides a comprehensible framework for current intellectual property law and the prospects for its modification in the United States and the world. He also discusses the cause and effect of intellectual property losses as well as the influence of law on product value.

All great leaders whose "empires" have lasted beyond their lifetimes have in common some defining strategies, according to business consultant Dr. Keshavan Nair. Great leadership occurs not only in business, but in personal and community settings as well. Using historical references, he explains the concept of Service Leadership and shows how this philosophy can create a climate for success for leaders in any environment.

An organization's productivity depends on effective management of its workforce. In this best-selling program, Professor Jeffrey Pfeffer reviews the ways in which well-intentioned companies can undermine their workforce and offers some new perspectives on more enlightened leadership. He highlights the workforce as a competitive advantage, the rhetoric and reality of "empowerment", and the costs of obsession with control.

There's a recent trend in sales and marketing called "Evangelism." Marketing guru Guy Kawasaki explains the role of fervor, zeal, and cunning in persuading people, as well as the power of passion in evangelistic marketing and sales. He uses humor and examples from his experiences to illustrate techniques and approaches that will enhance your sales and marketing skills.

In many cases, unmanaged stress in the organization is the hidden factor undermining personal and organizational effectiveness. Using biomedical research on human intelligence as the framework, Bruce Cryer presents a compelling model for building coherent organizations that are able to leverage the full capacity of human intelligence, adaptability, and innovation. Cryer uses case studies from significant global corporations as he discusses ways to improve personal and organizational effectiveness.

What do you do when interdepartmental conflict threatens organizational harmony? Peg Neuhauser suggests that the key is in recognizing that different departmental tribes, or subcultures, exist within the organization. By teaching these tribes how to communicate more effectively, the executive can minimize conflict and boost productivity. She covers the dos and don'ts of negotiating with other groups and points out the special role that tribal chiefs play in the organization.

William Bridges, President of William Bridges & Associates, explains why the conventional "job" is no longer the most effective way to get work done. He describes what tomorrow's workplace will be like and how individuals can cope with it - and even capitalize on it.

Strategic alliances and other forms of collaborative inter-firm agreements have become commonplace in today's American economy. As companies get focused and specialized, they are beginning to move away from large, control-based structures to more flexible and relationship-oriented partnering. With a focus on the three phases of the Alliance Life Cycle, Dr. Shavers explores the ingredients to successful partnerships. In particular, she focuses on the impact that an alliance will have on each partner's bottom line.

In the global, technologically advanced business world of today, standard procedure won't allow you to jump the curve. With global barriers to entry so low that companies with fewer than 10 employees can compete effectively, the times require small and large companies to change their strategy. Dr. Oren Harari, Professor of Management at the University of San Francisco, shows how successful companies cope with the accelerated pace of business development through knowledge, innovation, and swiftness.

O'Reilly uses lessons derived from his studies, which show how to retain current employees and foster their creativity, drive, and development. He presents powerful examples of companies that live their values, value their people - and are extraordinarily successful.

Using her own experiences as an entrepreneur, angel investor, and venture capitalist, Yesil discusses the Entrepreneurial Process. She walks the audience through the steps necessary to identify a winning idea, recruit a coherent team, define a roadmap based on concrete deliverables, choose financial partners, establish the right business development relationships, create a larger than life shadow, and ultimately guide the company to a liquidity event.

Today's market is an increasingly sophisticated one - and Dell Computer's reported revenues of $3.2 billion prove that customers are ready for new ways of doing business. In this interview, CEO Michael Dell shares his vision of the potential of online transactions, describes the success of customized Web pages, and examines the possibilities for direct and indirect sales of technology products. Dell talks about cutting costs with effective online support, building effective customer relationships, tearing down the myths of the Internet, and more.

Globalization and the next generation of organizational challenges require new kinds of leadership. Diane Woods of Levi Strauss and Co. explains how to employ specific strategies to leverage the richness of a diverse workforce. She explores the link between global competition and diversity and explains how such diversity is vital to an organization's transformation and regeneration.

What is the most important responsibility of managers today? The answer is mobilization, says Jennifer Kenny, President of Emergent Management Consulting. Mobilizing your organization to meet a common goal requires gaining your employees' commitment to a shared future. Skills previously considered essential to success, such as problem solving, goal setting, and operations management, are by themselves no longer sufficient, says Kenny, if the organization lacks commitment, trust, and coordination.