Arnoud Franken (14 results)

Condition: New.

Paperback. Condition: New.

Condition: As New. Unread book in perfect condition.

PAP. Condition: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condition: New. New Book. Shipped from UK. Established seller since 2000.

Condition: New.

Condition: As New. Unread book in perfect condition.

Condition: New. Print on Demand.

Paperback. Condition: new. Paperback. You can engineer a perfect system, but you can't engineer human behaviour. This book understands what every frustrated technical manager has learned the hard way: your brilliant solutions fail not because the technology is wrong, but because you're solving the wrong problem. While you're busy perfecting specifications, people are busy being people - which means they make decisions with their hearts and justify them with their heads. This book cuts through the management theory to reveal a simple truth: change happens when people want it to happen, not when they're told it should happen. It shows you how to find the colleagues who actually embrace new ideas, how to let people discover the benefits for themselves, and why the person sitting next to you at lunch has more influence over adoption than your PowerPoint deck ever will. For engineers who build things that work, here's how to build business critical behaviour change that sticks. This item is printed on demand. Shipping may be from multiple locations in the US or from the UK, depending on stock availability.

Condition: New. Print on Demand.

Taschenbuch. Condition: Neu. Neuware - Your leadership formula has an expiration date. Not because it was poorly designed. Because every formula expires now - and the window in which any given approach continues to produce results is getting shorter. Innosight's corporate longevity research shows that the average tenure of companies on the S&P 500 has fallen from 33 years in 1965 to a projected 15-20 years today. The speed at which new technologies reach mass adoption has compressed from decades to years. This is not temporary turbulence. It is a structural shift - and it affects every leader in every complex organisation. When formulas expire, most leaders do what they have been trained to do: sharpen the strategy, tighten accountability, communicate more clearly. These are rational responses. They consistently fail to move the needle on what actually determines whether an organisation can adapt. That thing is the neurochemical environment in which people are being asked to work. Five molecules - dopamine, serotonin, oxytocin, endorphin, and cortisol - are running underneath every meeting, every decision, every performance review in your organisation. They determine whether people bring their full capacity or hold something back. Whether bad news travels fast or slow. Whether your team can act confidently under genuine uncertainty or waits to be told what to do. Leaders are already managing these five molecules. The only question is whether they are doing it deliberately.>This is a precisely argued mini-book for senior leaders in complex organisations who are already succeeding - and who are beginning to sense that what got them here will not get them there. It does not replace strategic thinking. It addresses the layer beneath it: the human environment that determines whether any strategy can actually be executed when conditions change. The formula will expire. It always does now. The question is what you have built underneath it.

Paperback. Condition: New.

Paperback. Condition: new. Paperback. Your leadership formula has an expiration date. Not because it was poorly designed. Because every formula expires now - and the window in which any given approach continues to produce results is getting shorter. Innosight's corporate longevity research shows that the average tenure of companies on the S&P 500 has fallen from 33 years in 1965 to a projected 15-20 years today. The speed at which new technologies reach mass adoption has compressed from decades to years. This is not temporary turbulence. It is a structural shift - and it affects every leader in every complex organisation. When formulas expire, most leaders do what they have been trained to do: sharpen the strategy, tighten accountability, communicate more clearly. These are rational responses. They consistently fail to move the needle on what actually determines whether an organisation can adapt. That thing is the neurochemical environment in which people are being asked to work. Five molecules - dopamine, serotonin, oxytocin, endorphin, and cortisol - are running underneath every meeting, every decision, every performance review in your organisation. They determine whether people bring their full capacity or hold something back. Whether bad news travels fast or slow. Whether your team can act confidently under genuine uncertainty or waits to be told what to do. Leaders are already managing these five molecules. The only question is whether they are doing it deliberately.Drawing on fifteen years of fieldwork with the Royal Marines Commandos and a parallel research strand with Virgin Atlantic, InterContinental Hotels Group, and Jaguar Land Rover - organisations that navigated genuine adaptive pressure successfully - this book identifies the hormonal architecture that made adaptation possible in each case. It then translates that architecture into five practical conditions any leader can diagnose and develop. This is a precisely argued mini-book for senior leaders in complex organisations who are already succeeding - and who are beginning to sense that what got them here will not get them there. It does not replace strategic thinking. It addresses the layer beneath it: the human environment that determines whether any strategy can actually be executed when conditions change. The formula will expire. It always does now. The question is what you have built underneath it. This item is printed on demand. Shipping may be from our UK warehouse or from our Australian or US warehouses, depending on stock availability.

Paperback. Condition: new. Paperback. You can engineer a perfect system, but you can't engineer human behaviour. This book understands what every frustrated technical manager has learned the hard way: your brilliant solutions fail not because the technology is wrong, but because you're solving the wrong problem. While you're busy perfecting specifications, people are busy being people - which means they make decisions with their hearts and justify them with their heads. This book cuts through the management theory to reveal a simple truth: change happens when people want it to happen, not when they're told it should happen. It shows you how to find the colleagues who actually embrace new ideas, how to let people discover the benefits for themselves, and why the person sitting next to you at lunch has more influence over adoption than your PowerPoint deck ever will. For engineers who build things that work, here's how to build business critical behaviour change that sticks. This item is printed on demand. Shipping may be from our UK warehouse or from our Australian or US warehouses, depending on stock availability.