Leaders who create execution cultures focus on five key items: specific priorities for their businesses; assigning the right projects to the most competent people; setting milestones with regular reviews; measuring performances; and linking everything from priorities to external information.

The information revolution has made for a radically more fluid knowledge environment, and the growth of venture capital has created inexorable pressure towards fast commercialisation of technologies. Companies that don't use the technologies they develop are likely to lose them.

A guide to managing creativity in a business environment. It demonstrates how to boost morale, productivity and consumer satisfaction - while having fun in the process.

Can a good company become a great one and, if so, how? After a five-year research project, the author concludes that good to great can and does happen. Here, he uncovers the underlying variables that enable any type of organization to make the leap from good to great while other organizations remain only good.

Demonstrates why outstanding companies that had their competitive antennae up, listened astutely to customers, and invested aggressively in new technologies still lost their market dominance. Drawing on patterns of innovation in a variety of industries, this book argues that good business practices can, nevertheless, weaken a great firm.