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Rubicon as always stood apart from other consulting firms because they engender true engagement across an organization. Adobe's first of many engagements with Rubicon was to develop the Education segment go-to-market plan. Adobe's Education market growth over the past decade is testimony to the value of a collaborative implementation of strategy, Merchant's signature, and the foundation of The New How.
-- Katie Keating, VP, WW eCommerce and NA Channel Sales, Adobe Systems
The New How is informative and provides exciting insights because the suggestions are practical and do-able. Merchant gets the new reality -- leadership fails not so much from flawed strategy as it does from failed processes of engagement from those responsible for implementing the strategy. In high-performing organizations everyone acts like a leader and they own the strategy and take actions to ensure its success. If you care about making a difference, read this book.
--Barry Posner, Author of The Leadership Challenge
In a world in which the pace of change is ever quickening, collaboration, not control, is the route to a successful organization. This book tells you how to make your organization collaborative. And Nilofer Merchant's writing is a model of clarity.
--Barry Schwartz, Author of The Paradox of Choice: Why More Is Less
Collaboration is a powerful competitive weapon; this book shows you how to use it to win markets.
--Mark Interrante, VP Content Products, Yahoo!
"Want to transform your organization into a collaborative enterprise? Nilofer Merchant provides insightful and practical strategies in The New How."
--Padmasree Warrior, CTO, Cisco Systems, Inc.
"Merchant's book is a practical guide for the journey from strategy to implementation. The collaborative tools described here can help companies reach strategic success--and avoid pitfalls along the way."
--Tom Kelley, General Manager, IDEO, and author of Ten Faces of Innovation
Nilofer Merchant has gone from admin to CEO to board member of a NASDAQ-traded company along her 20 year career, gathering monikers such as "the Jane Bond of Innovation" along the way for her ability to guide Fortune 500 and startup companies through impossible odds.
She's worked for major companies like Apple (with Steve Jobs) and Autodesk (personally hired and fired by Carol Bartz) and startups in the early days of the Web (Golive/ later bought by Adobe). And Logitech, Symantec, HP, Yahoo, VMWare, and many others have turned to her guidance to develop new product strategies, enter new markets, defend against competitors, and optimize revenues. And, Merchant is one of the few people who can say they've fought a competitive battle against Microsoft and won, for Symantec's Anti-Virus $2.1B annual business. She has personally launched more than 100 products, netting $18B in sales, with expertise in Europe and US markets. Today she serves on boards for both public and private companies.
The 11 Rules for Creating Value in the #SocialEra, published by Harvard Business Review in 2012 follows her previous book, The New How (Oreilly, 2010), on Collaborative work. She lectures on innovation, board governance, and marketing at Stanford University. You can follow her current thinking at nilofermerchant.com and follow her on Twitter @Nilofer.
I rarely recommend (or read) popular business books, but The New How by Nilofer Merchant is helpful for anyone wanting to fine-tune the structure of strategy creation, using four... Read morePublished 15 months ago by Frank Catalano
No doubt Nilofer Merchant has "been there and done that" in corporate marketing. No armchair theorist, she gets into the guts of organizational dysfunction as those at the top try... Read morePublished on November 1, 2012 by J. Saperstein
At a time when business executives are starting to embrace the power of positive psychology to boost workplace productivity, managers who have their boots on the ground are... Read morePublished on March 8, 2012 by Nikhil
Most organisations have problems executing strategy. Nilofer Merchant attributes this problem to the gap between the people who make strategy (usually executives) and the people... Read morePublished on January 4, 2012 by Tim Kastelle
By the time I was halfway through reading the book "The New How" I had already purchased three more copies for peers and had recommended it to many others. Read morePublished on August 10, 2011 by Bob Metzger
I resonate with what Merchant writes in this book, including her frustration with traditional strategy processes and results, and particularly her idea of the "air sandwich" of... Read morePublished on May 24, 2011 by James Notter
This book not only provides opportunties for engaging and effective lesson design, reading it provides "aha" moments for which many of us wait.Published on May 17, 2011 by Amazon Customer
Why do so many strategies fail? Usually the fault lies with the strategy itself and/or how it was formulated, and/or how it was executed. Read morePublished on April 22, 2011 by Robert Morris
Have you ever read one of those books you know was packed with critical information only to realize you retained only a fraction of it? Read morePublished on December 3, 2010 by Adolfo Foronda