Stephen Denning – författare

How leaders can use the right story at the right time to inspire change and actionThis revised and updated edition of the best-selling book A Leader's Guide to Storytelling shows how storytelling is one of the few ways to handle the most important and difficult challenges of leadership: sparking action, getting people to work together, and leading people into the future. Using myriad illustrative examples and filled with how-to techniques, this book clearly explains how you can learn to tell the right story at the right time. Stephen Denning has won awards from Financial Times, The Innovation Book Club, and 800-CEO-READThe book on leadership storytelling shows how successful leaders use stories to get their ideas across and spark enduring enthusiasm for changeStephen Denning offers a hands-on guide to unleash the power of the business narrative.

A radical new management model for twenty-first century leaders Organizations today face a crisis. The crisis is of long standing and its signs are widespread. Most proposals for improving management address one element of the crisis at the expense of the others. The principles described by award-winning author Stephen Denning simultaneously inspire high productivity, continuous innovation, deep job satisfaction and client delight. Denning puts forward a fundamentally different approach to management, with seven inter-locking principles of continuous innovation: focusing the entire organization on delighting clients; working in self-organizing teams; operating in client-driven iterations; delivering value to clients with each iteration; fostering radical transparency; nurturing continuous self-improvement and communicating interactively. In sum, the principles comprise a new mental model of management. Author outlines the basic seven principles of continuous innovationThe book describes more than seventy supporting practicesDenning offers a rethinking of management from first principlesThis book is written by the author of The Secret Language of Leadership—a Financial Times Selection in Best Books of 2007.

The Springboard: How Storytelling Ignites Action in Knowledge-Era Organizations is the first book to teach storytelling as a powerful and formal discipline for organizational change and knowledge management. The book explains how organizations can use certain types of stories ("springboard" stories) to communicate new or envisioned strategies, structures, identities, goals, and values to employees, partners and even customers.Readers will learn techniques by which they can help their organizations become more unified, responsive, and intelligent. Storytelling is a management technique championed by gurus including Peter Senge, Tom Peters and Larry Prusak. Now Stephen Denning, an innovator in the new discipline of organizational storytelling, teaches how to use stories to address challenges fundamental to success in today's information economy.

This book is the story of how four busy executives, from different backgrounds and perspectives, were surprised to find themselves converging on the idea of narrative as a valuable lens for understanding and managing organizations. The authors describe the power of narrative and storytelling in their own experience working on knowledge management, change management, and innovation strategies in organizations such as Xerox, the World Bank, and IBM. Storytelling in Organizations lays out for the first time why narrative and storytelling should be part of the mainstream of organizational and management thinking.

The book introduces the concept of narrative intelligence—an ability to understand and act and react agilely in the quicksilver world of interacting narratives. It shows why this is key to the central task of leadership, what its dimensions are, and how you can measure it. The book’s lucid explanations, vivid examples and practical tips are essential reading for CEOs, managers, change agents, marketers, salespersons, brand managers, politicians, teachers, parents—anyone who is setting out to the change the world.

This Element examines the current crisis of capitalism's legitimacy and concludes that it derives principally from business pursuing an aberration of capitalism known as shareholder capitalism, in which firms sought to maximize shareholder value as reflected in the current share price, at the expense of all other stakeholders and society. Shareholder capitalism began in the 1970s and was renounced by the Business Roundtable in 2019, but continues behind a façade of stakeholder capitalism. Stakeholder capitalism is the most widely cited form of capitalism today, but it is incoherent as a practical guide to action for an entire firm. This Element concludes that a recent evolution of capitalism--customer capitalism--which gives primacy to co-creating value for customers and users, enables firms to master the challenges of the digital age, shower benefits on society, and meet the needs of all the stakeholders.

The corporation was a timely emergent phenomenon of the capitalist system. Under entrepreneurial ownership with customer value creation goals, corporations introduced new products and services, new capital structures and new management processes capable of improving customer experiences in every facet of their lives. After entrepreneurship, the organizational model transitioned to managerial capitalism, and from there into command-and-control and central planning. Then came further transition into the era of financialization, where shareholder value replaced customer value as the purpose of the corporation. Managers diverted resources to their own enrichment as well as that of shareholders, at the expense of investment in future innovation. Capitalism's reputation has become tarnished and its purpose distorted. This Element ends with the promise of another emergent era, via the corporations of the digital age.

The corporation was a timely emergent phenomenon of the capitalist system. Under entrepreneurial ownership with customer value creation goals, corporations introduced new products and services, new capital structures and new management processes capable of improving customer experiences in every facet of their lives. After entrepreneurship, the organizational model transitioned to managerial capitalism, and from there into command-and-control and central planning. Then came further transition into the era of financialization, where shareholder value replaced customer value as the purpose of the corporation. Managers diverted resources to their own enrichment as well as that of shareholders, at the expense of investment in future innovation. Capitalism's reputation has become tarnished and its purpose distorted. This Element ends with the promise of another emergent era, via the corporations of the digital age.

The Springboard: How Storytelling Ignites Action in Knowledge-Era Organizations is the first book to teach storytelling as a powerful and formal discipline for organizational change and knowledge management. The book explains how organizations can use certain types of stories ("springboard" stories) to communicate new or envisioned strategies, structures, identities, goals, and values to employees, partners and even customers.Readers will learn techniques by which they can help their organizations become more unified, responsive, and intelligent. Storytelling is a management technique championed by gurus including Peter Senge, Tom Peters and Larry Prusak. Now Stephen Denning, an innovator in the new discipline of organizational storytelling, teaches how to use stories to address challenges fundamental to success in today's information economy.

This book is the story of how four busy executives, from different backgrounds and different perspectives, were surprised to find themselves converging on the idea of narrative as an extraordinarily valuable lens for understanding and managing organizations in the twenty-first century. The idea that narrative and storytelling could be so powerful a tool in the world of organizations was initially counter-intuitive. But in their own words, John Seely Brown, Steve Denning, Katalina Groh, and Larry Prusak describe how they came to see the power of narrative and storytelling in their own experience working on knowledge management, change management, and innovation strategies in organizations such as Xerox, the World Bank, and IBM.Storytelling in Organizations lays out for the first time why narrative and storytelling should be part of the mainstream of organizational and management thinking. This case has not been made before. The tone of the book is also unique. The engagingly personal and idiosyncratic tone comes from a set of presentations made at a Smithsonian symposium on storytelling in April 2001. Reading it is as stimulating as spending an evening with Larry Prusak or John Seely Brown. The prose is probing, playful, provocative, insightful and sometime profound. It combines the liveliness and freshness of spoken English with the legibility of a ready-friendly text. Interviews will all the authors done in 2004 add a new dimension to the material, allowing the authors to reflect on their ideas and clarify points or highlight ideas that may have changed or deepened over time.