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  • Africa in Search of Prosperity

    Africa is a major player in global economic engineering. It is also a great development partner, a vital player in the economies of Asian nations who are eager to explore long awaited market possibilities that it presents by forging alliances with hi-growth emerging economies in Africa.

    This new economic order is shifting the developmental narratives as Africa’s rich potential market has become more attractive with a population of nearly one billion.

    The author of this book is a long time transnational business executive. Although he indicates a level of despair at times, he is quite hopeful of Africa’s prospects. His lived experience as an economist and policy advisor to Presidents, is reflected in these essays that address developmental issues from the colonial economy with those of the new states.

    In this, the author uses the experience of Ghana as an example and a site for an analytical perspective. He examines and writes about the issues of natural resource exploration, the oil economy, human skills and also looks at the vital factors of education, religion and the attendant attitudes to development.

    GHS 200.00
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  • Built to Last: Successful Habits of Visionary Companies

    “This is not a book about charismatic visionary leaders. It is not about visionary product concepts or visionary products or visionary market insights. Nor is it about just having a corporate vision. This is a book about something far more important, enduring, and substantial. This is a book about visionary companies.” So write Jim Collins and Jerry Porras in this groundbreaking book that shatters myths, provides new insights, and gives practical guidance to those who would like to build landmark companies that stand the test of time.

    Drawing upon a six-year research project at the Stanford University Graduate School of Business, Collins and Porras took eighteen truly exceptional and long-lasting companies — they have an average age of nearly one hundred years and have outperformed the general stock market by a factor of fifteen since 1926 — and studied each company in direct comparison to one of its top competitors. They examined the companies from their very beginnings to the present day — as start-ups, as midsize companies, and as large corporations. Throughout, the authors asked: “What makes the truly exceptional companies different from other companies?”

    What separates General Electric, 3M, Merck, Wal-Mart, Hewlett-Packard, Walt Disney, and Philip Morris from their rivals? How, for example, did Procter & Gamble, which began life substantially behind rival Colgate, eventually prevail as the premier institution in its industry? How was Motorola able to move from a humble battery repair business into integrated circuits and cellular communications, while Zenith never became dominant in anything other than TVs? How did Boeing unseat McDonnell Douglas as the world’s best commercial aircraft company — what did Boeing have that McDonnell Douglas lacked?

    By answering such questions, Collins and Porras go beyond the incessant barrage of management buzzwords and fads of the day to discover timeless qualities that have consistently distinguished out-standing companies. They also provide inspiration to all executives and entrepreneurs by destroying the false but widely accepted idea that only charismatic visionary leaders can build visionary companies.

    Filled with hundreds of specific examples and organized into a coherent framework of practical concepts that can be applied by managers and entrepreneurs at all levels, Built to Last provides a master blueprint for building organizations that will prosper long into the twenty-first century and beyond.

    GHS 60.00
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  • Fighting Corruption Is Dangerous: The Story Behind the Headlines

    A frontline account of how to fight corruption, from Nigeria’s former finance minister Ngozi Okonjo-Iweala.

    In Fighting Corruption Is Dangerous, Ngozi Okonjo-Iweala has written a primer for those working to root out corruption and disrupt vested interests. Drawing on her experience as Nigeria’s finance minister and that of her team, she describes dangers, pitfalls, and successes in fighting corruption. She provides practical lessons learned and tells how anti-corruption advocates need to equip themselves. Okonjo-Iweala details the numerous ways in which corruption can divert resources away from development, rewarding the unscrupulous and depriving poor people of services.

    Okonjo-Iweala discovered just how dangerous fighting corruption could be when her 83-year-old mother was kidnapped in 2012 by forces who objected to some of the government’s efforts at reforms led by Okonjo-Iweala—in particular a crackdown on fraudulent claims for oil subsidy payments, a huge drain on the country’s finances. The kidnappers’ first demand was that Okonjo-Iweala resign from her position on live television and leave the country. Okonjo-Iweala did not resign, her mother escaped, and the program of economic reforms continued.

    “Telling my story is risky,” Okonjo-Iweala writes. “But not telling it is also dangerous.”

    Her book ultimately leaves us with hope, showing that victories are possible in the fight against corruption.

    GHS 30.00
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  • Good to Great: Why Some Companies Make the Leap…and Others Don’t

    To find the keys to greatness, Collins’s 21-person research team read and coded 6,000 articles, generated more than 2,000 pages of interview transcripts and created 384 megabytes of computer data in a five-year project. The findings will surprise many readers and, quite frankly, upset others.

    The Challenge:
    Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning.

    But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?

    The Study:
    For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?

    The Standards:
    Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world’s greatest companies, including Coca-Cola, Intel, General Electric, and Merck.

    The Comparisons:
    The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good?

    Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness — why some companies make the leap and others don’t.

    The Findings:
    The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include:

    • Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness.
    • The Hedgehog Concept: (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence.
    • A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology.
    • The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.

    “Some of the key concepts discerned in the study,” comments Jim Collins, “fly in the face of our modern business culture and will, quite frankly, upset some people.”

    Perhaps, but who can afford to ignore these findings?

    GHS 60.00
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  • Out Of Stock

    Harvard Business Review on Inspiring & Executing Innovation (Harvard Business Review Paperback Series)

    Fresh ideas can mean big profits–but only if they make it to market and sell.

    If you need the best practices and ideas for creating and delivering new products and services–but don’t have time to find them–this book is for you. Here are 10 inspiring and useful perspectives, all in one place.

    This collection of HBR articles will help you:

    – Decide which ideas are worth pursuing

    – Adapt offerings from the developing world to wealthy markets

    – Plan all-new ventures by testing and tweaking

    – Tailor your efforts to meet customers’ most pressing needs

    – Make inexpensive products on a vast scale

    – Measure and improve innovation performance

    – Avoid classic pitfalls such as stifling innovation with rigid processes

    GHS 80.00
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  • HBR’s 10 Must Reads on Change Management (HBR’s 10 Must Reads)

    Stop pushing products—and start cultivating relationships with the right customers.

    If you read nothing else on marketing that delivers competitive advantage, read these 10 articles. We’ve combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you reinvent your marketing by putting it—and your customers—at the center of your business.

    Leading experts such as Ted Levitt and Clayton Christensen provide the insights and advice you need to:

    • Figure out what business you’re really in
    • Create products that perform the jobs people need to get done
    • Get a bird’s-eye view of your brand’s strengths and weaknesses
    • Tap a market that’s larger than China and India combined
    • Deliver superior value to your B2B customers
    • End the war between sales and marketing

    GHS 80.00
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  • HBR’s 10 Must Reads on Making Smart Decisions (HBR’s 10 Must Reads)

    Learn why bad decisions happen to good managers—and how to make better ones.

    If you read nothing else on decision making, read these 10 articles. We’ve combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you and your organization make better choices and avoid common traps.

    Leading experts such as Ram Charan, Michael Mankins, and Thomas Davenport provide the insights and advice you need to:

    • Make bold decisions that challenge the status quo
    • Support your decisions with diverse data
    • Evaluate risks and benefits with equal rigor
    • Check for faulty cause-and-effect reasoning
    • Test your decisions with experiments
    • Foster and address constructive criticism
    • Defeat indecisiveness with clear accountability

    GHS 80.00
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  • HBR’s 10 Must Reads on Managing Yourself (HBR’s 10 Must Reads)

    The path to your professional success starts with a critical look in the mirror.

    If you read nothing else on managing yourself, read these 10 articles (plus the bonus article “How Will You Measure Your Life?” by Clayton M. Christensen). We’ve combed through hundreds of Harvard Business Review articles to select the most important ones to help you maximize yourself.

    HBR’s 10 Must Reads on Managing Yourself will inspire you to:

    Stay engaged throughout your 50+-year work life
    Tap into your deepest values
    Solicit candid feedback
    Replenish physical and mental energy
    Balance work, home, community, and self
    Spread positive energy throughout your organization
    Rebound from tough times
    Decrease distractibility and frenzy
    Delegate and develop employees’ initiative

    GHS 80.00
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  • HBR’s 10 Must Reads on Strategic Marketing (HBR’s 10 Must Reads)

    Stop pushing products—and start cultivating relationships with the right customers.

    If you read nothing else on marketing that delivers competitive advantage, read these 10 articles. We’ve combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you reinvent your marketing by putting it—and your customers—at the center of your business.

    Leading experts such as Ted Levitt and Clayton Christensen provide the insights and advice you need to:

    • Figure out what business you’re really in
    • Create products that perform the jobs people need to get done
    • Get a bird’s-eye view of your brand’s strengths and weaknesses
    • Tap a market that’s larger than China and India combined
    • Deliver superior value to your B2B customers
    • End the war between sales and marketing

    GHS 80.00
    Quick View
  • HBR’s 10 Must Reads on Strategy (HBR’s 10 Must Reads)

    Is your company spending too much time on strategy development—with too little to show for it?

    If you read nothing else on strategy, read these 10 articles (featuring “What Is Strategy?” by Michael E. Porter). We’ve combed through hundreds of Harvard Business Review articles and selected the most important ones to help you catalyze your organization’s strategy development and execution.

    HBR’s 10 Must Reads on Strategy will inspire you to:

    • Distinguish your company from rivals
    • Clarify what your company will and won’t do
    • Craft a vision for an uncertain future
    • Create blue oceans of uncontested market space
    • Use the Balanced Scorecard to measure your strategy
    • Capture your strategy in a memorable phrase
    • Make priorities explicit
    • Allocate resources early
    • Clarify decision rights for faster decision making

    GHS 80.00
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  • Out Of Stock

    HBR’S 10 Must Reads: The Essentials (HBR’s 10 Must Reads)

    Change is the one constant in business, and we must adapt or face obsolescence. Yet certain challenges never go away. That’s what makes this book “must read.” These are the 10 seminal articles by management’s most influential experts, on topics of perennial concern to ambitious managers and leaders hungry for inspiration–and ready to run with big ideas to accelerate their own and their companies’ success.

    If you read nothing else – full stop – read:

    • Michael Porter on creating competitive advantage and distinguishing your company from rivals
    • John Kotter on leading change through eight critical stages
    • Daniel Goleman on using emotional intelligence to maximize performance
    • Peter Drucker on managing your career by evaluating your own strengths and weaknesses
    • Clay Christensen on orchestrating innovation within established organizations
    • Tom Davenport on using analytics to determine how to keep your customers loyal
    • Robert Kaplan and David Norton on measuring your company’s strategy with the Balanced Scorecard
    • Rosabeth Moss Kanter on avoiding common mistakes when pushing innovation forward
    • Ted Levitt on understanding who your customers are and what they really want
    • C. K. Prahalad and Gary Hamel on identifying the unique, integrated systems that support your strategy
    GHS 80.00
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  • Out Of Stock

    How The Mighty Fall: And Why Some Companies Never Give In – Hardcover

    Decline can be avoided.

    Decline can be detected.

    Decline can be reversed.

    Amidst the desolate landscape of fallen great companies, Jim Collins began to wonder: How do the mighty fall? Can decline be detected early and avoided? How far can a company fall before the path toward doom becomes inevitable and unshakable? How can companies reverse course?

    In How the Mighty Fall, Collins confronts these questions, offering leaders the well-founded hope that they can learn how to stave off decline and, if they find themselves falling, reverse their course. Collins’ research project—more than four years in duration—uncovered five step-wise stages of decline:

    Stage 1: Hubris Born of Success

    Stage 2: Undisciplined Pursuit of More

    Stage 3: Denial of Risk and Peril

    Stage 4: Grasping for Salvation

    Stage 5: Capitulation to Irrelevance or Death

    By understanding these stages of decline, leaders can substantially reduce their chances of falling all the way to the bottom.

    Great companies can stumble, badly, and recover.

    Every institution, no matter how great, is vulnerable to decline. There is no law of nature that the most powerful will inevitably remain at the top. Anyone can fall and most eventually do. But, as Collins’ research emphasizes, some companies do indeed recover—in some cases, coming back even stronger—even after having crashed into the depths of Stage 4.

    Decline, it turns out, is largely self-inflicted, and the path to recovery lies largely within our own hands. We are not imprisoned by our circumstances, our history, or even our staggering defeats along the way. As long as we never get entirely knocked out of the game, hope always remains. The mighty can fall, but they can often rise again.

    GHS 70.00
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