Jeremy Kourdi – författare

Key themes in the book are:

1. The need to revaluate how people contribute and create value in today''s economy – it is about knowledge, innovation and relationships today rather than executive potential tomorrow.

2. Challenging the conventional wisdom that talent refers to a ''special few'' rather than the ''vital many''. Perhaps we don''t have enough because we keep looking in the wrong places and doing the wrong things?

3. Conditions facing organizations are tough and competitive and markets are turbulent. To withstand this, we need to build talented organizations and talented individuals.

4. Interdependence between people within and across organizations is critical. The way that each individual relies on each other and how talent is realised through social and team ties makes a decisive, defining difference.

5. Individuals control when and who their potential is shared with. The idea that an organization can manage talent and potential is an outdated conceit.

6. The nature of work itself matters hugely. The extent to which it is stimulating and engaging – and how people can make the connection with what they do and the wider difference it makes – is vital.

7. The way talent is generated is affected by the whole ''ecology'' of an organization – its sense of purpose, rituals, the behaviour of its leaders, how it hires and how it fires people all influence the way talent is generated.

Key themes in the book are:

1. The need to revaluate how people contribute and create value in today''s economy – it is about knowledge, innovation and relationships today rather than executive potential tomorrow.

2. Challenging the conventional wisdom that talent refers to a ''special few'' rather than the ''vital many''. Perhaps we don''t have enough because we keep looking in the wrong places and doing the wrong things?

3. Conditions facing organizations are tough and competitive and markets are turbulent. To withstand this, we need to build talented organizations and talented individuals.

4. Interdependence between people within and across organizations is critical. The way that each individual relies on each other and how talent is realised through social and team ties makes a decisive, defining difference.

5. Individuals control when and who their potential is shared with. The idea that an organization can manage talent and potential is an outdated conceit.

6. The nature of work itself matters hugely. The extent to which it is stimulating and engaging – and how people can make the connection with what they do and the wider difference it makes – is vital.

7. The way talent is generated is affected by the whole ''ecology'' of an organization – its sense of purpose, rituals, the behaviour of its leaders, how it hires and how it fires people all influence the way talent is generated.

While The Marketing Century describes the years since 1911 it also describes the 21st Century: a time when the ability to understand and connect with customers is more rewarding, complex and valuable than ever. It explains:

The last 100 years have seen a rapid rise in the impact of marketing. It is an activity which has grown in scope and significance, with more people than ever before now engaged in the exciting, fast-changing world of marketing.

The development of the Chartered Institute of Marketing closely reflects the growth and progress of business in general and marketing in particular. Just as marketing has developed as an activity that is highly valued, varied and vital in its contribution to business success, so the Institute’s work has expanded as an indispensable source of insight, guidance and practical support.

The Marketing Century provides expert analysis of some of the most significant developments in marketing of the last 100 years – and the next 100.

Each chapter looks at the past, present and future of a different area of marketing, with chapters covering:

Strategic Marketing (Martha Rogers and Don Peppers) Customer Relationship Management (Merlin Stone) Segmentation (Malcolm McDonald) Innovation (John Saunders and Veronica Wong) Public Relations (Paul Mylrea) Branding (Graham Hales) Advertising (Jonathan Gabay) Digital Marketing (Philip Sheldrake) Sales and Business Development (Beth Rogers) Sustainability (John Grant) Internal Marketing (Keith Glanfield) Social Marketing (Paul White and Veronica Sharp)

Each chapter explains:

While The Marketing Century describes the years since 1911 it also describes the 21st Century: a time when the ability to understand and connect with customers is more rewarding, complex and valuable than ever. It explains:

The last 100 years have seen a rapid rise in the impact of marketing. It is an activity which has grown in scope and significance, with more people than ever before now engaged in the exciting, fast-changing world of marketing.

The development of the Chartered Institute of Marketing closely reflects the growth and progress of business in general and marketing in particular. Just as marketing has developed as an activity that is highly valued, varied and vital in its contribution to business success, so the Institute’s work has expanded as an indispensable source of insight, guidance and practical support.

The Marketing Century provides expert analysis of some of the most significant developments in marketing of the last 100 years – and the next 100.

Each chapter looks at the past, present and future of a different area of marketing, with chapters covering:

Strategic Marketing (Martha Rogers and Don Peppers) Customer Relationship Management (Merlin Stone) Segmentation (Malcolm McDonald) Innovation (John Saunders and Veronica Wong) Public Relations (Paul Mylrea) Branding (Graham Hales) Advertising (Jonathan Gabay) Digital Marketing (Philip Sheldrake) Sales and Business Development (Beth Rogers) Sustainability (John Grant) Internal Marketing (Keith Glanfield) Social Marketing (Paul White and Veronica Sharp)

Each chapter explains:

The structure of the programme:There are two main guiding principles for the way in which the programme is organized:Firstly, the workbooks are grouped according to the Key Roles of Management.There are two core modules which focus on the personal skills required by all managers to help underwrite competence in all areas.Manage Activities describes the principles of managing the processes and activities of any organisation in its efforts to satisfy the needs of their customers.Manage Resources looks at the acquisition, control and monitoring of financial and other resources.Manage People looks at the principles of leadership, managing performance and developing people.Manage Information looks at the acquisition, storage and use of information for communication, problem solving and decision making.Together, these key roles provide a comprehensive description of the fundamental principles of management as it applies in all organisations.Secondly, the workbooks are grouped according to levels of management. The series is organised on two levels - representing different levels of management seniority and responsibility.Level 4 represents first line management. In accredited programmes this is equivalent to N/SVQ level 4, Certificate in Management or CMS. Level 5 is equivalent to middle/senior management and is accredited at N/SVQ level 5, Diploma in Management or DMS.Finally, the programme covers all of the knowledge and principles in respect of all units of competence in the MCI standards at levels 4 and level 5. These links are shown in the maps provided in the User Guide. The Programme is designed to satisfy the requirements of awarding bodies for qualifications in management at both levels.

Now a billion dollar industry, executive coaching is one of the fastest-growing sections of the coaching market, and is widely used by senior managers and chief executives in large organisations.

In this accessible guide, Patricia Bossons, Jeremy Kourdi and Denis Sartain offer clear explanations of key coaching theories before putting that theory into context with a comprehensive selection of practical tools and techniques. The potential benefits and uses of each technique are explained and then followed with advice on how to apply the technique and make it work for you - allowing readers to match situations or issues with specific coaching techniques for optimum results.

The unique, practical approach of this book will make it essential reading for managers and leaders at all levels as well as professional coaches.

The ...on a Shoestring series helps small business owners grow their business imaginatively, effectively and without spending a fortune. Aimed at entrepreneurs with plenty of vision and commitment but not a lot of cash, each book is packed with ideas that really work, real-life examples, step-by-step advice and sources of further information.

All businesses go through difficult times, but how you, as the owner, face and tackle these challenges can make the difference between survival and going to the wall. Realistic but inspiring, this revised edition covers:

''a great little package'' The Bookseller

The ...on a Shoestring series helps small business owners grow their business imaginatively, effectively and without spending a fortune. Aimed at entrepreneurs with plenty of vision and commitment but not a lot of cash, each book is packed with ideas that really work, real-life examples, step-by-step advice and sources of further information.

All businesses go through difficult times, but how you face and tackle these challenges can make the difference between survival and going to the wall. Realistic but inspiring, this revised edition covers:Focusing on what you do best: your core business, Spending sensibly and getting paid on time, Cutting down on inefficiency, Steadying the ship: maintaining staff morale, Working with the bank and suppliers, Working out survival tactics and Keeping up the good work.

The world is full of business ideas.But how do you know which the best ones are?And how do you find time to read them?THE BIG 100 may be a little book, but it contains the very best business tools that have come from the very best business brains on the planet. Each is summarized over just two pages, so that you can quickly gain access to the insights which are driving the most successful people in all walks of life.Discover and start using all of these tools and more straight away:* The GROW model for coaching* The six steps of delegation* SWOT analysis* Scenario thinking* The 7s model* The Six Rs of business* The Pareto principle* Blue Ocean Strategy* The Six Thinking Hats* The 4 Ps of marketing* The Tipping Point* Six Sigma* The seven habits of highly effective people

**Powerful coaching questions to get the best out of any situation.**In coaching, questions are the route to progress. Questions enable the people being coached to arrive at their own solutions and, crucially, to ''own'' them as well. The effectiveness of this tool applies to anyone in a coaching role, whether as a leader, a professional coach, or a people management executive. A good question, asked at the right moment, can be transformative. Great questions allow coaches to influence, develop and shape someone''s thinking far beyond that of their own knowledge or area of expertise, propelling the learner to new levels of insight, awareness, action and effectiveness. Coaching Questions for Every Situation delivers bags of context-specific questions to leaders and coaches right when they need them most, equipping them with the essential tools to deal with a difficult situation, raise performance or offer a moment of motivation. It includes sections on both virtual coaching and coaching across cultures.The book explains the guiding principles behind great questions as well as the pitfalls to avoid, serving as a practical guide to becoming a highly effective questioner.