"Suddenly," writes Michael Hammer in the opening to his confidently but aptly named new book The Agenda, "business is not so easy anymore." He then sets out an ambitious plan for righting what many businesses are doing wrong, much as he did a decade ago in his bestselling Reengineering the Corporation. In all, another provocative and practical tract that will surely attract old fans as well as new believers.

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This book offers a well-reasoned road map to excellence that any organization would do well to consider. Like Built to Last, Good to Great is one of those books that managers and CEOs will be reading and rereading for years to come.

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Authors show why most efforts at change fail, and they provide leaders with proven methods for getting their people moving in the right direction.  This is a practical program managers can use to create "change-friendly" environments .

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These  two consultants for the Gallup Organization debunk some dearly held notions about management, such as "treat people as you like to be treated"; and "people are capable of almost anything". This book will take you inside the minds of great  managers to explain why they have toppled conventional wisdom and reveal the new truths they have forged in its place.                   

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No single person has influenced the course of business in the 20th century as much as Peter Drucker. He practically invented management as a discipline in the 1950s, elevating it to a necessary institution that "reflects the basic spirit of the modern age." Now,  Drucker looks at the profound social and economic changes occurring today and considers how management should  address these new realities. 

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In their landmark book two of the top industrial analysts in the world, explained how companies can dramatically improve their performance through the "lean production" approach pioneered by Toyota. Lean Thinking extends these ideas to provide a rallying cry for today's corporate leaders.  

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The great irony of the high-tech age is that we've become enslaved to devices that were supposed to give us freedom. That's why in High Tech/High Touch, John Naisbitt decided to revisit a chapter from Megatrends, his 1982 bestseller, in which he discusses the split between high tech and what he dubs "high touch."

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Don  turns his attention to the way young people--surrounded by high-tech toys and tools from birth--will likely affect the future. He offers predictions on how today's 2- to 22-year-olds might reshape society. His observations about this enormously influential population range from the kind of employees they may eventually be to how they could be reached by marketers

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