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《Bran-New + How To Identify & Overcome Potential Business Problems And Achieve Sustained Long-Term Success》Jan Filochowski - Too Good To Fail?: Why Management Gets it Wrong and How You Can Get it Right

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5 months ago oleh trustedplatform

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RM28

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This Financial Times Series bestseller is a bran-new book and the original new book is sold at usual price RM 200.81. Now here Only at RM28. No one succeeds in business without making mistakes along the way. Learn how to identify and overcome future problems, and achieve long-term success. Business leaders the world over are hardwired to focus on success. But what if understanding failure is the real secret behind enduring performance? In Too Good To Fail?, Jan Filochowski turns his twenty years’ experience as a CEO and turnaround specialist into practical advice for business managers. Covering what failure looks like, how to cure it and – most importantly – how to avoid it altogether, this book is your essential roadmap to enduring business success. Turnaround specialist Jan Filochowski shows you how to identify and overcome potential business problems and achieve sustained long-term success. Too Good To Fail? tackles the big questions: ● What does failure look like? ● What are the warning signs? ● How do you turn performance around? ● What management skills do you need to succeed? The book has now been shortlisted for an award in the Chartered Management Institute (CMI) Management Book of the Year competition. The aim of the Management Book of the Year award is to highlight the must-read books for businesses leaders. "This book shows that failure is not such a frightening term after all and will help both established and aspiring managers to cope when things go wrong, as they will do, and to get out of trouble. Drawing on first-hand experience and using real examples from many arenas it is a compelling read, full of wisdom and sound advice." -- Developing Leaders Magazine About the Author Jan Filochowski is the CEO of Great Ormond Street Hospital. He has spent over 35 years in healthcare-related management, the first 10 as a policymaker in government and the next 25 running large organisations – mainly hospitals – interspersed with periods in academia and as a turnaround specialist and trouble-shooter in the National Health Service. As a trouble-shooter, he worked with 30 to 40 organisations who were in difficulty or in deep failure. He has helped diagnose the root causes of their problems and guided them back to organisational health and achievement. During his practitioner career, Jan has also been a Visiting Fellow at Harvard University and an NHS University Fellow at Cambridge Judge Business School.

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