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Explains how to refine predictive skills, make decisions, measure risk, understand conflict, and improve human interactions Everything we do is aimed at the future. Like our ancestors who millions of years ago took it upon themselves to do lunch instead of be lunch, the better we are at evaluating all possible futures, the better our future will be. Harvard Business School professor Howard Stevenson argues that predictability is a core human need and the more predictable we can make ourselves, the better we'll be able to predict our future and the futures of those around us.
Do Lunch or Be Lunch is a counterweight to the management trends that have swept business in the last few years. Trends such as reengineering, downsizing, and maximizing shareholder value will in most cases not be successful because they are fundamentally unpredictable for employees and employers alike. On the other hand, the more predictable a company can make itself, the more effective it will be. Stevenson peppers the book with his observations that come from his experience as an entrepreneur and founder of several businesses as well as his tenure on the board of directors for over 25 companies.
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