Drawing on his 30 years of experience as an organizational consultant, Karl Albrecht delivers a whack on the head to today's leaders: we've got to make our organizations smarter. He coined Albrecht's Law to express the problem: "Intelligent people, when assembled into an organization, will tend toward collective stupidity." Using a wide variety of personal experiences, success and failure stories, and real cases, he lays out a manifesto for escaping from collective stupidity and achieving collective intelligence - in short, organizational intelligence, or "OI." While some might argue that OI...

In this practical, down-to-earth guide for managers at all levels, Karl Albrecht re-defines the quality and service issues by fusing them into one all-powerful concept: Customer Value. He shows you how to implement the key practices of the outstanding customer-focused companies. This is a valuable book for all managers and one that resonates with the current business environment. His pioneering concept of customer value modeling shows you how to build a strategic focus based on customer value, and how to deploy the concept all through the organization. Using his Total Quality Service (TQS)...

Ours is a fast paced world. The need to help ourselves and other professional people manage stress has never been greater. This book pioneered the wave of business interest in stress management, based on Karl Albrecht's original work with stress management training. Use "Stress and the Manager" as your own personal guide to managing stress, and as a resource for your managers in training programs on personal effectiveness and stress management. It covers the basic definition of stress, how it effects the body, knowing when stress is harmful and when it is not, and how to manage your life,...

Foreword by Goran Carstedt, CEO of Volvo Sales, Sweden In this thought-provoking book Karl Albrecht introduces the revolutionizing concept of internal service. According to Karl, "If you're not serving the customer, your job is to serve somebody who is." He outlines a practical plan for turning all internal support departments into miniature service businesses. He shows middle managers and support employees how to identify and understand their customers, develop their service missions, improve their service practices, get valuable feedback from their internal customers, and negotiate...