By Louis S. Csoka
At the top point of any pursuit, the variation among the 2 best performers in a competition is often psychological. One holds it together—while the opposite falls aside. an analogous is right in enterprise. even if you're confronting a predicament, creating a pitch, negotiating a deal, or dealing with a closing date, your mind-set may give you the edge.
When the Pressure's On brings top functionality rules to the boardroom, revealing 5 middle psychological abilities that permit execs to excel whereas less than duress:
Goal Setting—become mission-driven
Adaptive Thinking—replace destructive innovations with optimistic ones
Stress/Energy Management—keep your cool irrespective of what
Attention Control—maintain concentration regardless of distractions
Imagery—see luck sooner than it happens
Together, the abilities shape the middle of this entire brain-training application, that's jam-packed with instructions, examples, workouts, tests, and the most recent advances in biofeedback and neuroscience. by means of studying to harness the facility of your brain, you'll in attaining outstanding effects while it issues most.
Read or Download When the Pressure's On: The Secret to Winning When You Can't Afford to Lose PDF
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Additional info for When the Pressure's On: The Secret to Winning When You Can't Afford to Lose
Later, Amit and Zott (2012) further developed their deﬁnition to conceptualize a ﬁrm’s business model as “a system of interdependent activities that transcends the focal ﬁrm and spans its boundaries” (Zott and Amit 2010: 216). Thus, according to this approach, a company’s business model is “a system of interconnected and interdependent activities that determines the way the ﬁrm “does business” with its customers, partners and vendors” (Amit and Zott 2012: 42). Unlike more structural deﬁnitions, where components are conceived of on the basis of their causal interactions, the representation of BMs as a system opened the BM research to new perspectives, such as the synergy between different components, and their interconnections beyond the ﬁrm.
The ﬁrst one, developed in the work of Amit and Zott (2001a), considers the network from a transaction-cost economics point of view. Under this perspective, networked BMs are representations of relationships exchanged for resources and performances in order to create a networked value in the market. Speciﬁcally, “the business model is a structural template that describes the organization of the focal ﬁrm’s transactions with all of its external constituencies in factor and product markets” (Zott and Amit 2007: 1).
1. Strategic Activities and managerial decisions. Practitioners were among the early pioneers attempting to identify the components of BMs. For instance, Hamel (2000), describing the strategic BM components, identiﬁed the core strategies that allow companies to create a competitive structure able to successfully introduce technological innovation into the market. The strategic management literature mainly focuses on BM activities (strategic activities) that companies must implement to create value and gain a competitive position in the market (Chesbrough and Rosenbloom 2002).