A Guide for an Efficient and Impactful Professional Practice
300 pages
11 hours of reading
The book explores the evolution of the Template-based management (TBM) approach since its inception in 2003, highlighting its application across various business contexts such as Agile and Design Thinking. It serves as an updated resource for practitioners, building on the author's previous work, "Template-driven Consulting." By tracing the development of TBM and its integration with contemporary concepts, it provides insights into the current best practices in management.
Bald können europäische Unternehmen ihre Top-Management- Positionen nicht mehr mit intern ausgebildetem Nachwuchs besetzen. Schuld an der Misere ist die Personal- und vor allem auch die Führungskräfte-Entwicklung in den Unternehmen. Dies ist nur eines der erschreckenden Ergebnisse einer aktuellen Studie, die von der europäischen Union durchgeführt wurde. Vor diesem Hintergrund wurde dieses weltweit erste Kompendium seiner Art von den Herausgebern Seebacher und Klaus konzipiert und entwickelt. Seebacher - selbst Bestseller-Autor, Dozent und erfolgreicher Unternehmer - konnte dieses Handbuch zu einem „Stelldich- ein“ der deutschen aber auch der internationalen Personalerszene machen. Das Handbuch besticht durch den erfolgreichen Mix von - wissenschaftlichen Grundlagen und Konzepten, - in der Praxis erprobten innovativen Methoden und Instrumenten und - erklärenden bzw. ergänzenden Fallstudien aus internationalen Unternehmen wie zum Beispiel der Allianz Group, Deutschen Telekom oder IBM.
How to Slash More Than Half of Your Consulting Costs
253 pages
9 hours of reading
Template-driven Consulting offers a cost-effective solution for managers seeking to reduce reliance on expensive external consultants. By empowering employees through the use of templates, the book promotes knowledge transfer and enhances in-house expertise. It includes case studies demonstrating how TDC can provide a competitive edge and long-term savings.
The goal of this book is to create awareness for a change in mind-set that we will all have to face and go through. The necessity for this new mind set is being driven by the situation that a completely new business world, a new reality, is being created at the point where the phenomenon commonly referred to as the „new economy“ converges with the well-known old economy. During the very late 1990s, this new reality was being driven by an almost incredible increase in yields in the financial markets, where conventional but value-driven and stable stocks such as Philip Morris, General Electric, or Bayer, did not attract as many investors as before - if we can call some of them investors at all. Companies in the high-tech or the new market segments are all part of the new economy. This new economy has created new business ideas, business models, and a new reality, in which chief executive officers (CEOs) were in the mid twenties and had basically no clue as to what real business is and how much a dollar counts. Now, as this convergence is happening, the painful reality and the business rules of the old economy get us back down to earth. The CEOs become more senior, business plans are validated more carefully, and just having the famous „. com“ in your company name does not get you any further or lead you to any of required money.
