Human Resources
in the 21st Century

By Marc Effron, Robert Gandossy, and Marshall Goldsmith. New and faster technology, redefined values, and shifting customer demands are changing the way businesses operate in the twenty-first century. Human resources and business leaders are faced with the challenge of redefining their strategies on leadership, talent, and diversity, while evaluating their operational effectiveness. This book presents the compelling contributions of thought leaders-such as David Ulrich, Rosabeth Moss Kanter, and Jeffrey Pfeffer-who offer a road map for what these leaders can expect. Renowned HR executives also provide their expert advice and prescriptions for the future. The nature of human resources will continue to evolve as the new century progresses-with this book, HR professionals can change with it.

“…a valuable companion in redefining the future of the function and organization.” -  Francis Hesselbein, Chairman, Leader to Leader Institute

“…an amazing gift to our field.” - Jack Zenger, author of the Extraordinary Leader 

“… will make you think differently about what to do and how to do it.” - Jim Kouzes, author of the Leadership Challenge

“practical, powerful and comprehensive….an important book for HR leaders.” - Dr. Paul Hersey, Chairman and CEO, Center for Leadership Studies

“… a great book.” - Antony Burgmans, former Chairman of Unilver 

BAD BUSINESS: The OPM Scandal and the Seduction of the Establishment

This is the story of one of the biggest frauds in American history–and the disturbing questions it raises about the way we do business today. Founded by two improbable entrepreneurs, Myron Goodman and Mordecai Weissman, OPM Leasing Inc. became in a few short years one of the largest computer leasing companies in the world whose clients included such corporate giants as AT&T, American Express, and Rockwell International. Leading financial blue-chip companies like Goldman Sachs and Lehman Brothers provided OPM with almost a billion dollars in loans for computer equipment. For nearly ten years, OPM managed to appear prosperous to the outside world when, in fact, it was insolvent from the very beginning, able to avoid early bankruptcy by financing over 200 million dollars worth of fraudulent loans and paying outright commercial bribes. How were Goodman and Weissman able to continue committing these staggering frauds without arousing the suspicion of the elite corporations they were dealing with, not to mention their auditors, investment bankers, and employees? What is truly shocking about the OPM story is that some did know of the frauds, and many more suspected. But for a variety of reasons–ranging from reluctance to believe ill of two seemingly “pious” men, to a desire to retain valuable clients–they kept quiet. A fascinating crime story that raises some profoundly disturbing questions about the responsibility of innocent but interested bystanders in monitoring the conduct of those with whom they do business.

“…masterful job.” - Tom Peters

“…high drama and a facinating story–a ‘good read’–as well as penetrating insight…’ - Rosabeth Moss Kanter Arbuckle Professor, Harvard Business School Chair & Director, Harvard University Advanced Leadership Initiative

“An important book.” - Geoffrey Hazard, Trustee Professor of Law at the University of Pennsylvania Law School

Leading the Way to Double-Digit Growth

Any company is capable of double- digit growth. The economy is important, but—it turns out—is a relatively small factor in the growth potential of a company. Competition matters, too, but it can be out- fought and outflanked. Customers are demanding and can shift loyal- ties, but can be retained with superior value creation. All companies are capable of sustained profitable growth, but many lack the discipline to achieve it…

Passing the Torch of Leadership

Despite a few notable examples of companies that invest in building internal bench strength, many companies don’t deal with succession management seriously because they are confident about sourcing external talent when they face a talent crisis. “Twenty years ago,” says Jeff Sonnenfeld, associate dean at the Yale School of Organization and Management,“only 7 percent of the firms hired CEOs from the outside. Now it’s 50 percent.” Although external leadership appointments are gaining ground, experts emphasize the profound benefits of succession from within. Sourcing external candidates is not only expensive, it probably reduces the chances of success for the new leader…