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THE NEW RULES OF MANAGEMENT: How to Revolutionise Productivity, Innovation and Engagement by Implementing Projects that Matter

04/30/2013

Look around most organisations and you’ll see it; creative and innovative ideas withering on the vine because they’ve failed to be implemented.

However, according to Master Coach and author Peter Cook, it’s no surprise that we find it challenging to see a project through from conception through to completion. “We’re just not wired for long term projects, our teams are managed like industrial revolution machines and our organisations just aren’t set up to have important projects executed,” he said. Luckily these are skills that can be learnt and The New Rules of Management will show you how.

This book demonstrates why the ‘old style’ of management is dead and puts forward a case for how leaders need to adapt their practices to ensure that innovation isn’t wasted . The message is clear - in order to prosper and thrive in the new economy, organisations need to stop managing and start implementing.

Full of practical advice to transform your team into ‘implementation Ninjas,’ this book will give you a reliable framework for planning and achieving your goals, as well as providing you with shortcuts to success that you may not be aware of. These shortcuts or ‘hacks’ will allow you to borrow enough discipline, integrity and winning attitude to achieve your goals and work to your potential.

“Innovative ideas aren’t enough; successful organisations in the 21st century need to be masters at implementation as well as executing good ideas and creating profit. Implementing projects that matter is the key to optimising organisational productivity, creating a culture of innovation, and to building high performing and engaged teams,” said Peter Cook.

Implementation is the lifeblood of innovation and The New Rules of Management will help you transform your organisation by giving you the tools to successfully manage yourself and your teams through creating and executing projects that matter.

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