Table of Contents

• PART ONE  ORGANISATIONAL BEHAVIOUR
• 1   Change management: Kotter’s eight-step model
• 2   Cognitive biases in decision making
• 3   Emotional intelligence
• 4   Managing work groups: Belbin team roles
• 5   Matrix management
• 6   Mintzberg’s managerial roles
• 7   Motivation: Theory X and Theory Y
• 8   Negotiating techniques: BATNA
• 9   Schein’s model of organisational culture
• 10  360-degree assessment
•  
• PART TWO  MARKETING
• 11    Customer lifetime value
• 12    Ethnographic market research
• 13    Market orientation
• 14    Multichannel marketing
• 15    Met promoter score
• 16    The 4Ps of marketing
• 17    Pricing strategies: dynamic pricing
• 18    Product life cycle
• 19    Segmentation and personalised marketing
•  
• PART THREE  STRATEGY AND ORGANISATION
• 20    The ambidextrous organization
• 21    The BCG growth-share matrix  
• 22    Blue ocean strategy
• 23    Core competence and the resource-based view
• 24    Corporate social responsibility: the triple bottom line
• 25    Corporate strategy: parenting advantage
• 26    Five forces analysis
• 27    Game theory: the prisoner’s dilemma
• 28    Generic strategies
• 29    The McKinsey 7S framework
•  
• PART FOUR  INNOVATION AND ENTREPRENEURSHIP  
• 30    Brainstorming
• 31    Design thinking
• 32    Disruptive innovation
• 33    Greiner’s growth model
• 34    Open innovation  
• 35    The seven domains assessment model for entrepreneurs
• 36    Stage/gate model for new product development
• 37    Scenario planning
•  
• PART FIVE  ACCOUNTING 
• 38    The accrual method in accounting
• 39    Activity-based costing
• 40    The balanced scorecard
• 41    The DuPont identity
• 42    Economic value added
• 43    Ratio analysis
•  
• PART SIX  FINANCE 
• 44    Black-Scholes options pricing model
• 45    Bond valuation
• 46    Capital asset pricing model
• 47    Capital budgeting
• 48    Modern portfolio theory
• 49    Modigliani-Miller theorem
• 50    Time value of money
• 51    Valuing the firm
• 52    Weighted average cost of capital
•  
• PART SEVEN  OPERATIONS
• 53    Agile development
• 54

About the Author

Julian Birkinshaw is Professor and Chair of Strategy & Entrepreneurship at LBS. He's a Fellow of the British Academy & holds PhD & MBA degrees. He was recently placed 39th on the global “Thinkers 50” list of thought leaders in the field of management. Ken Mark is a businessman, entrepreneur, research & writer. He's written more than 100 case studies for use in MBA classrooms.