1983 veröffentlichte Dr. Richard Norman das erste Buch, das einen integrativen Ansatz zum Management von Dienstleistungsunternehmen beschrieb. Sein neues Buch "Reframing Business" behandelt einen neuen strategischen Ansatz, der davon ausgeht, dass Unternehmen in der Lage sein müssen, Geschäftsprozesse und Geschäftsabwicklung zu überdenken, um auch in Zukunft wettbewerbsfähig zu bleiben. Hierzu ist es notwendig, dass sie Ideen, Konzepte und Modelle in die Praxis umsetzen können. Norman stellt hier neue Geschäftsmodelle vor und zeigt Unternehmen, wie sie ihre Abläufe neu strukturieren und die sich hieraus ergebenden neuen Möglichkeiten nutzen können.

This book explores the role of businesses in delivering positive societal and financial outcomes as they seek to bridge the gap between short-term organizational behaviors and long-range sustainability commitments. By addressing the inevitable data challenges associated with the strategic integration of a sustainability mindset, it enables faster adoption of social, environmental and governance metrics that generate lasting enterprise value. Inspired by the experience of practitioners that have successfully influenced the learning behaviors of complex organizations, this book helps readers drive systemic innovations as they leverage sustainability initiatives in a programmatic and intentional manner. Features: Defines a toolkit to generate sustainable business value by focusing on the organizational design underpinning sustainability-oriented initiatives. Provides a multidisciplinary lens on shaping the impact dialogue through applied frameworks. Discusses the need to analytically identify an organizational learning curve before developing impact targets and framing sustainability commitments around them. Combines theory and practice in a practical style by presenting a variety of real-life applications at a global level. The Open Access version of this book, available at www.taylorfrancis.com, has been made available under a Creative Commons Attribution-Non Commercial-No Derivatives 4.0 license.

In this fifth edition of the bestselling text in organizational theory and behavior, Bolman and Deal’s update includes coverage of pressing issues such as globalization, changing workforce, multi-cultural and virtual workforces and communication, and sustainability. A full instructor support package is available including an instructor’s guide, summary tip sheets for each chapter, hot links to videos & extra resources, mini-assessments for each of the frames, and podcast Q&As with Bolman & Deal.

Media has most definitely evolved, as have the ways in which we contemplate, design, communicate and execute strategy. And rather than technological evolution, we’re plainly in the midst of a technological revolution. We have no choice then but to reframe marketing and PR in the context of 21st Century technology, 21st Century media and disintermediation, and 21st Century articulation of and appreciation for business strategy. “Today, every organization is in the influence business. We influence customers to buy from us, employees to work for us, and the media to write about us. Gone are the days when you could be your own island. Now, to be successful, you need to live within the influence ecosystem and that requires a change of mindset. Fortunately, Philip Sheldrake will show you how.” David Meerman Scott, bestselling author of The New Rules of Marketing & PR and the new hit Real-Time Marketing & PR

"The author makes a compelling case that we often start solving a problem before thinking deeply about whether we are solving the right problem. If you want the superpower of solving better problems, read this book." -- Eric Schmidt, former CEO, Google Are you solving the right problems? Have you or your colleagues ever worked hard on something, only to find out you were focusing on the wrong problem entirely? Most people have. In a survey, 85 percent of companies said they often struggle to solve the right problems. The consequences are severe: Leaders fight the wrong strategic battles. Teams spend their energy on low-impact work. Startups build products that nobody wants. Organizations implement "solutions" that somehow make things worse, not better. Everywhere you look, the waste is staggering. As Peter Drucker pointed out, there's nothing more dangerous than the right answer to the wrong question. There is a way to do better. The key is reframing, a crucial, underutilized skill that you can master with the help of this book. Using real-world stories and unforgettable examples like "the slow elevator problem," author Thomas Wedell-Wedellsborg offers a simple, three-step method - Frame, Reframe, Move Forward - that anyone can use to start solving the right problems. Reframing is not difficult to learn. It can be used on everyday challenges and on the biggest, trickiest problems you face. In this visually engaging, deeply researched book, you’ll learn from leaders at large companies, from entrepreneurs, consultants, nonprofit leaders, and many other breakthrough thinkers. It's time for everyone to stop barking up the wrong trees. Teach yourself and your team to reframe, and growth and success will follow.

Since the 2008 financial crisis, beneficiary organizations—like pension funds, sovereign wealth funds, endowments, and foundations—have been seeking ways to mitigate the risk of their investments and make better financial decisions. For them, Reframing Finance offers a path forward. This book argues that institutional investors would better serve their long-term goals by putting money into large-scale, future-facing projects such as infrastructure, green energy, innovation in agriculture, and real estate development. At the same time, redirecting long-term investments would close significant financial gaps that government cannot. Drawing on key contributions in economic sociology, social network theory, and economics, the book conceptualizes a collaborative model of investment that is already becoming increasingly common: Large investors contribute more directly to private market assets, while financial intermediaries seek to foster co-investment partnerships, better aligning incentives for all. A combination of rich case studies and rigorous theory enables asset owners to move toward more efficient, private-market investing, while also laying groundwork for research at the frontier of finance.

This book provides clear information and guidance on how to do scenario planning to support strategy and public policy. The book describes the Oxford Scenario Planning Approach (OSPA), an intellectually rigorous and practical methodolgy.

Information architecture has changed dramatically since the mid-1990s and earlier conceptions of the world and the internet being different and separate have given way to a much more complex scenario in the present day. In the post-digital world that we now inhabit the digital and the physical blend easily and our activities and usage of information takes place through multiple contexts and via multiple devices and unstable, emergent choreographies. Information architecture now is steadily growing into a channel- or medium-specific multi-disciplinary framework, with contributions coming from architecture, urban planning, design and systems thinking, cognitive science, new media, anthropology. All these have been heavily reshaping the practice: conversations about labelling, websites, and hierarchies are replaced by conversations about sense-making, place-making, design, architecture, cross media, complexity, embodied cognition and their application to the architecture of information spaces as places we live in in an increasingly large part of our lives. Via narratives, frameworks, references, approaches and case-studies this book explores these changes and offers a way to reconceptualize the shifting role and nature of information architecture where information permeates digital and physical space, users are producers and products are increasingly becoming complex cross-channel or multi-channel services.

You'll learn why students need to be able to identify and solve authentic, project-worthy problems in their own communities and beyond; how to connect with real-world experts, allies, and audiences; and what practical, field-tested strategies are essential for planning, assessing, and using technology to support successful projects. Project examples are woven throughout the book to show what real-world learning looks like in action, and the resources in the Encore section will help you plan the next steps in your school or classroom.

In an accessible yet complex way, Rebekah Modrak and Bill Anthes explore photographic theory, history, and technique to bring photographic education up to date with contemporary photographic practice. --