Search results for ""Harvard Business Review Press""

To be a top performer in the digital economy—to become truly future ready—you need a playbook. Now you have one.It seems like almost every company you can think of—including your own—has embarked on a "digital transformation" journey. The problem is, many companies start down the road without a good sense of where they are going or a clear idea of how they will create and capture digital value. Not surprisingly, this leads to problems: failure to realize the value from digital in their bottom lines, wasted resources and effort, added complexity and dysfunction.This compact, no-nonsense book provides a solution. In their years of working with senior executives around the world, MIT research scientists Stephanie Woerner, Peter Weill, and Ina Sebastian noticed that these leaders knew they had to transform their businesses, but lacked a coherent framework and a common language—a playbook—to guide and motivate their employees and keep everyone focused on a common goal.Future Ready is that playbook. Based on years of rigorous research with data from more than a thousand companies—BBVA, CEMEX, DBS, Fidelity, Maersk, and many others—the book provides a powerful, field-tested "four pathways" framework that offers insights into the important dimensions at which a firm must excel in order to be competitive, as well as the organizational disruptions that every firm must manage as part of the transformation journey.The book includes instructive examples, sharp analyses, assessments to help companies benchmark themselves against top performers, and many illuminating visuals to help crystallize the data and ideas.Woerner, Weill, and Sebastian show that the goal isn't digital transformation but rather a profound business transformation. Future Ready is your essential guide for becoming a top performer in the digital economy.

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Your success in life—at work and at home—rises when you harness the energy that powers your brain. A neuropsychologist explains how.Your drive to create change, catalyze impact, and build relationships all come from neuroelectrical energy—real, electrical impulses—firing in your brain. Who you are as a person depends on how you work with this energy. When this energy rises within you, you feel empowered and dynamic. But when this energy falls, you feel down, stressed, and defeated.You may feel as if you don't control your emotional energy, that it's an inevitable consequence of the world around you and the forces bearing down on you. But that's not the case. To reach your full potential, you can learn to recognize and harness the energy in your brain. Leading neuropsychologist Julia DiGangi will teach you how through eight "codes." Some of the codes will surprise you. All will fortify you. You will learn why these codes work and how to apply them to your own challenges through exercises and reflections.When you start viewing your life less about the activities you do and more about the natural energies within and around you, your power to live and lead with impact grows exponentially. Energy Rising offers you a provocative and neuroscientifically accurate path to greater emotional power, influence, and connection, both at work and at home.DiGangi's lab and clinical work have been conducted at Harvard, Columbia, Georgetown University, the University of Chicago, DePaul, and the University of Illinois Chicago. Her fMRI and EEG research has helped business leaders, parents, couples, educators, and military leaders. Her work, rooted in resilience after extreme stress, will show you how to effectively deal with struggles you currently face. She tells the stories of business leaders, parents, couples—and even combat veterans and trauma survivors—who used the eight codes to rise.Get ready to feel your energy rising.

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What will you do when your AI misbehaves?The promise of artificial intelligence is automated decision-making at scale, but that means AI also automates risk at scale. Are you prepared for that risk?Already, many companies have suffered real damage when their algorithms led to discriminatory, privacy-invading, and even deadly outcomes. Self-driving cars have hit pedestrians; HR algorithms have precluded women from job searches; mortgage systems have denied loans to qualified minorities. And often the companies who deployed the AI couldn't explain why the black box made the decision it did.In this environment, AI ethics isn't merely an academic curiosity, it's a business necessity. In Ethical Machines, Reid Blackman gives you all you need to understand AI ethics as a risk management challenge. He'll help you build, procure, and deploy AI in a way that's not only ethical but also safe in terms of your organization's reputation, regulatory compliance, and legal standing—and do it at scale.And don't worry—the book's purpose is to get work done, not to ponder deep and existential questions about ethics and technology. Blackman's clear and accessible writing helps make a complex and often misunderstood concept like ethics easy to grasp. Most importantly, Blackman makes ethics actionable by tackling the big three ethical risks with AI—bias, explainability, and privacy—and tells you what to do (and what not to do) to mitigate them.With practical approaches to everything from writing a strong statement of AI ethics principles to creating teams that effectively evaluate ethical risks, Ethical Machines is the one guide you need to ensure your AI advances your company's objectives instead of undermining them.

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Blue Ocean Strategy, the #1 global bestseller, forever changed how the world thinks about strategy. Now W. Chan Kim and Renée Mauborgne offer up a bold, new idea that will transform how we all think about innovation and growth.Disruption dominates innovation theory and practice. But disruption, for all its power, is destructive—displacing jobs, companies, and even entire industries. Are we missing an alternative approach to innovation and growth?With three decades of research, the #1 global bestselling authors of Blue Ocean Strategy, W. Chan Kim and Renée Mauborgne, reveal another way to innovate and grow. Just as Blue Ocean Strategy redefined the essence of strategy as creating not competing, Beyond Disruption redefines and expands the existing view of innovation by introducing a new approach, nondisruptive creation, that is free from the destructive displacement that happens when innovators set out to disrupt.Kim and Mauborgne reveal the distinct advantages of nondisruptive creation to business and society, showing how this new approach to innovation allows companies to grow while also being a force for good. With examples that reach across all sectors of the economy and a practical framework for guiding innovation efforts, this book shows: Why nondisruptive creation matters to all of us and why it is likely to become even more important in the future How it complements disruption and how you can identify and execute on nondisruptive opportunities How companies can more thoughtfully pursue their growth and innovation strategies in a way that better balances business and society A practical guide for driving innovation and growth, the rich research behind the book, coupled with its frame-breaking message, make it the must-read book for the next generation of innovators.

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For readers of Sapiens and Homo Deus and viewers of The Social Dilemma, psychologist Tomas Chamorro-Premuzic tackles one of the biggest questions facing our species: Will we use artificial intelligence to improve the way we work and live, or will we allow it to alienate us?It's no secret that AI is changing the way we live, work, love, and entertain ourselves. Dating apps are using AI to pick our potential partners. Retailers are using AI to predict our behavior and desires. Rogue actors are using AI to persuade us with bots and misinformation. Companies are using AI to hire us—or not.In I, Human psychologist Tomas Chamorro-Premuzic takes readers on an enthralling and eye-opening journey across the AI landscape. Though AI has the potential to change our lives for the better, he argues, AI is also worsening our bad tendencies, making us more distracted, selfish, biased, narcissistic, entitled, predictable, and impatient.It doesn't have to be this way. Filled with fascinating insights about human behavior and our complicated relationship with technology, I, Human will help us stand out and thrive when many of our decisions are being made for us. To do so, we'll need to double down on our curiosity, adaptability, and emotional intelligence while relying on the lost virtues of empathy, humility, and self-control.This is just the beginning. As AI becomes smarter and more humanlike, our societies, our economies, and our humanity will undergo the most dramatic changes we've seen since the Industrial Revolution. Some of these changes will enhance our species. Others may dehumanize us and make us more machinelike in our interactions with people. It's up to us to adapt and determine how we want to live and work.The choice is ours.What will we decide?

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Stop juggling and start managing everything you need to do at home and at work.It used to be simple before kids: Say yes to everything, stay late, turn in flawless work, catch up on sleep later. But now you need a different mindset to succeed at work, as a parent, and as a family member.Getting It All Done can't teach you to be in two places at once, but it provides you with expert advice as you manage the challenges of succeeding at work while making sure your family is housed, fed, healthy, safe, and educated.You'll learn to: Delegate, enlist the help you need, and say no to taking on more Put your management skills to work outside the office Get more work done with kids at home Move on with resilience when you drop the ball Navigate the chaos during the busiest times at work and at home The HBR Working Parents Series with Daisy Dowling, Series Editor, supports readers as you anticipate challenges, learn how to advocate for yourself more effectively, juggle your impossible schedule, and find fulfillment at home and at work. Whether you're up with a newborn or planning the future with your teen, you'll find the practical tips, strategies, and research you need to make working parenthood work for you.

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Does your organization support creativity—or squash it?If you read nothing else on cultivating creativity at work, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you ignite the creative spark across your organization.This book will inspire you to: Discover the elements of creativity and learn how to influence them Harness the creative potential of a diverse team Encourage curiosity and experimentation Avoid breakdowns in creative collaboration Overcome the fear that blocks your innate creativity Bring breakthrough ideas to life This collection of articles includes "Reclaim Your Creative Confidence" by Tom Kelley and David Kelley; "How to Kill Creativity" by Teresa Amabile; "How Pixar Fosters Collective Creativity" by Ed Catmull; "Putting Your Company's Whole Brain to Work" by Dorothy Leonard and Susaan Straus; "Find Innovation Where You Least Expect It" by Tony McCaffrey and Jim Pearson; "The Business Case for Curiosity" by Francesca Gino; "Bring Your Breakthrough Ideas to Life" by Cyril Bouquet, Jean-Louis Barsoux, and Michael Wade; "Collaborating with Creative Peers" by Kimberly D. Elsbach, Brooke Brown-Saracino, and Francis J. Flynn; "Creativity Under the Gun" by Teresa Amabile, Constance Noonan Hadley, and Steven J. Kramer; "Strategy Needs Creativity" by Adam Brandenburger; and "How to Build a Culture of Originality" by Adam Grant.HBR's 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further. HBR's 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever‐changing business environment.

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Can we solve big public problems anymore? Yes, we can. This provocative and inspiring book points the way.The huge challenges we face are daunting indeed: climate change, crumbling infrastructure, declining public education and social services. At the same time, we've come to accept the sad notion that government can't do new things or solve tough problems—it's too big, too slow, and mired in bureaucracy.Not so, says former public official, now Harvard Business School professor, Mitchell Weiss. The truth is, entrepreneurial spirit and savvy in government are growing, transforming the public sector's response to big problems at all levels. The key, Weiss argues, is a shift from a mindset of Probability Government—overly focused on safe solutions and mimicking so-called best practices—to Possibility Government. This means public leadership and management that's willing to boldly imagine new possibilities and to experiment.Weiss shares the three basic tenets of this new way of governing: Government that can imagine: Seeing problems as opportunities and involving citizens in designing solutions Government that can try new things: Testing and experimentation as a regular part of solving public problems Government that can scale: Harnessing platform techniques for innovation and growth The lessons unfold in the timely episodes Weiss has seen and studied: the US Special Operations Command prototyping of a hoverboard for chasing pirates; a heroin hackathon in opioid-ravaged Cincinnati; a series of experiments in Singapore to rein in Covid-19; among many others.At a crucial moment in the evolution of government's role in our society, We the Possibility provides inspiration and a positive model, along with crucial guardrails, to help shape progress for generations to come.

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Navigate the complex decisions and critical relationships necessary to create and sustain a healthy family business—and business family.Though "family business" may sound like it refers only to mom-and-pop shops, businesses owned by families are among the most significant and numerous in the world. But surprisingly few resources exist to help navigate the unique challenges you face when you share the executive suite, financial statements, and holidays. How do you make the right decisions, critical to the long-term survival of any business, with the added challenge of having to do so within the context of a family?The HBR Family Business Handbook brings you sophisticated guidance and practical advice from family business experts Josh Baron and Rob Lachenauer. Drawing on their decades-long experience working closely with a wide range of family businesses of all sizes around the world, the authors present proven methods and approaches for communicating effectively, managing conflict, building the right governance structures, and more.In the HBR Family Business Handbook you'll find: A new perspective on what makes family businesses succeed and fail A framework to help you make good decisions together Step-by-step guidance on managing change within your business family Key questions about wealth, unique to family businesses, that you can't afford to ignore Assessments to help you determine where you are—and where you want to go Stories of real companies, from Marchesi Antinori to Radio Flyer Chapter summaries you can use to reinforce what you've learned Keep this comprehensive guide with you to help you build, grow, and position your family business to thrive across generations.HBR Handbooks provide ambitious professionals with the frameworks, advice, and tools they need to excel in their careers. With step-by-step guidance, time-honed best practices, and real-life stories, each comprehensive volume helps you to stand out from the pack—whatever your role.

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Use design thinking for competitive advantage.If you read nothing else on design thinking, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you use design thinking to produce breakthrough innovations and transform your organization.This book will inspire you to: Identify customers' "jobs to be done" and build products people love Fail small, learn quickly, and win big Provide the support design-thinking teams need to flourish Foster a culture of experimentation Sharpen your own skills as a design thinker Counteract the biases that perpetuate the status quo and thwart innovation Adopt best practices from design-driven powerhouses This collection of articles includes "Design Thinking," by Tim Brown; "Why Design Thinking Works," by Jeanne M. Liedtka; "The Right Way to Lead Design Thinking," by Christian Bason and Robert D. Austin; "Design for Action," by Tim Brown and Roger L. Martin; "The Innovation Catalysts," by Roger L. Martin; “Know Your Customers' 'Jobs to Be Done,'" by Clayton M. Christensen, Taddy Hall, Karen Dillon, and David S. Duncan; "Engineering Reverse Innovations," by Amos Winter and Vijay Govindarajan; "Strategies for Learning from Failure," by Amy C. Edmondson; "How Indra Nooyi Turned Design Thinking into Strategy," by Indra Nooyi and Adi Ignatius, and "Reclaim Your Creative Confidence," by Tom Kelley and David Kelley.HBR's 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further. HBR's 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever‐changing business environment.

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Command the room--whether you're speaking to an audience of one or one hundred.If you read nothing else on public speaking and presenting, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you find your voice, persuade your listeners, and connect with audiences of any size.This book will inspire you to: Win hearts and minds--and approval for your ideas Conquer your nerves and speak with confidence Focus your message so that people really listen Establish trust with your audience by being your authentic self Use data and visuals to persuade more effectively Master the art of storytelling This collection of articles includes "How to Give a Killer Presentation," by Chris Anderson; "How to Become an Authentic Speaker," by Nick Morgan; "Storytelling That Moves People: A Conversation with Screenwriting Coach Robert McKee," by Bronwyn Fryer; "Connect, Then Lead," by Amy J.C. Cuddy, Matthew Kohut, and John Neffinger; "The Necessary Art of Persuasion," by Jay A. Conger; "The Science of Pep Talks," by Daniel McGinn; "Get the Boss to Buy In," by Susan J. Ashford and James R. Detert; "The Organizational Apology," by Maurice E. Schweitzer, Alison Wood Brooks, and Adam D. Galinsky; "What's Your Story?” by Herminia Ibarra and Kent Lineback; "Visualizations That Really Work," by Scott Berinato; and "Structure Your Presentation Like a Story," by Nancy Duarte.HBR's 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further. HBR's 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever‐changing business environment.

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A new, comprehensive playbook for innovation from the New York Times bestselling author of Reverse Innovation, Vijay GovindarajanIn his seminal book The Three-Box Solution, Vijay Govindarajan offered an amazingly simple and highly effective framework for leading innovation: Execute the present core business at peak efficiency (Box 1) Avoid the inhibiting traps of past success (Box 2) Build a future day by day through breakthrough innovations (Box 3) Since the book's publication, companies across the globe have used the three-box framework to great success. Now, along with Manish Tangri, a corporate dealmaker at Intel, Govindarajan goes deeper into the most crucial box of all: creating the future. Together they provide a repeatable process for companies to create new breakthroughs--from ideation through incubation to scaling.Full of worksheets, exercises, tools, and examples, The Three-Box Solution Playbook is the guide you and your team need to drive innovation and growth--and continually revitalize your company.

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The key to advancing gender equality? Men.Women are at a disadvantage. At home, they often face an unequal division of household chores and childcare, and in the workplace, they deal with lower pay, lack of credit for their contributions, roadblocks to promotion, sexual harassment, and more. And while organizations are looking to address these issues, too many gender-inclusion initiatives focus on how women themselves should respond, reinforcing the perception that these are "women's issues" and that men—often the most influential stakeholders in an organization—don't need to be involved.Gender-in-the-workplace experts David G. Smith and W. Brad Johnson counter this perception. In this important book, they show that men have a crucial role to play in promoting gender equality at work. Research shows that when men are deliberately engaged in gender-inclusion programs, 96 percent of women in those organizations perceive real progress in gender equality, compared with only 30 percent of women in organizations without strong male engagement.Good Guys is the first practical, research-based guide for how to be a male ally to women in the workplace. Filled with firsthand accounts from both men and women, and tips for getting started, the book shows how men can partner with their female colleagues to advance women's leadership and equality by breaking ingrained gender stereotypes, overcoming unconscious biases, developing and supporting the talented women around them, and creating productive and respectful working relationships with women.

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You can change your company's culture.Organizational culture often feels like something that has a life of its own. But leaders are the stewards of a company's culture and have the power to shape and even change it.If you read nothing else on building a better organizational culture, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you identify where your culture can be improved, communicate change, and anticipate and address implementation challenges.This book will inspire you to: See what your company culture is currently like--and what it could be Explore your company's emotional culture Gather input on what needs to be fixed or initiated Improve collaboration Foster a culture of trust Articulate the new culture's mission, values, and expectations Deal with resistance and roadblocks This collection of articles includes "The Leader's Guide to Corporate Culture," by Boris Groysberg, Jeremiah Lee, Jesse Price, and J. Yo-Jud Cheng; "Manage Your Emotional Culture," by Sigal Barsade and Olivia A. O'Neill; "The Neuroscience of Trust," by Paul J. Zak; "Creating a Purpose-Driven Organization," by Robert E. Quinn and Anjan V. Thakor; "Creating the Best Workplace on Earth," by Rob Goffee and Gareth Jones; "Cultural Change That Sticks," by Jon R. Katzenbach, Ilona Steffen, and Caroline Kronley; "How to Build a Culture of Originality," by Adam Grant; "When Culture Doesn't Translate," by Erin Meyer; "Culture Is Not the Culprit," by Jay W. Lorsch and Emily Gandhi; "Conquering a Culture of Indecision," by Ram Charan; and "Radical Change, the Quiet Way," by Debra E. Meyerson.

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"a provocative new book" -- The New York TimesAI-centric organizations exhibit a new operating architecture, redefining how they create, capture, share, and deliver value.Marco Iansiti and Karim R. Lakhani show how reinventing the firm around data, analytics, and AI removes traditional constraints on scale, scope, and learning that have restricted business growth for hundreds of years. From Airbnb to Ant Financial, Microsoft to Amazon, research shows how AI-driven processes are vastly more scalable than traditional processes, allow massive scope increase, enabling companies to straddle industry boundaries, and create powerful opportunities for learning--to drive ever more accurate, complex, and sophisticated predictions.When traditional operating constraints are removed, strategy becomes a whole new game, one whose rules and likely outcomes this book will make clear. Iansiti and Lakhani: Present a framework for rethinking business and operating models Explain how "collisions" between AI-driven/digital and traditional/analog firms are reshaping competition, altering the structure of our economy, and forcing traditional companies to rearchitect their operating models Explain the opportunities and risks created by digital firms Describe the new challenges and responsibilities for the leaders of both digital and traditional firms Packed with examples--including many from the most powerful and innovative global, AI-driven competitors--and based on research in hundreds of firms across many sectors, this is your essential guide for rethinking how your firm competes and operates in the era of AI.

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"The author makes a compelling case that we often start solving a problem before thinking deeply about whether we are solving the right problem. If you want the superpower of solving better problems, read this book." -- Eric Schmidt, former CEO, GoogleAre you solving the right problems? Have you or your colleagues ever worked hard on something, only to find out you were focusing on the wrong problem entirely? Most people have. In a survey, 85 percent of companies said they often struggle to solve the right problems. The consequences are severe: Leaders fight the wrong strategic battles. Teams spend their energy on low-impact work. Startups build products that nobody wants. Organizations implement "solutions" that somehow make things worse, not better. Everywhere you look, the waste is staggering. As Peter Drucker pointed out, there's nothing more dangerous than the right answer to the wrong question.There is a way to do better.The key is reframing, a crucial, underutilized skill that you can master with the help of this book. Using real-world stories and unforgettable examples like "the slow elevator problem," author Thomas Wedell-Wedellsborg offers a simple, three-step method - Frame, Reframe, Move Forward - that anyone can use to start solving the right problems. Reframing is not difficult to learn. It can be used on everyday challenges and on the biggest, trickiest problems you face. In this visually engaging, deeply researched book, you’ll learn from leaders at large companies, from entrepreneurs, consultants, nonprofit leaders, and many other breakthrough thinkers.It's time for everyone to stop barking up the wrong trees. Teach yourself and your team to reframe, and growth and success will follow.

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Bring strategy into your daily work.It's your responsibility as a manager to ensure that your work--and the work of your team--aligns with the overarching objectives of your organization. But when you're faced with competing projects and limited time, it's difficult to keep strategy front of mind. How do you keep your eye on the long term amid a sea of short-term demands?The HBR Guide to Thinking Strategically provides practical advice and tips to help you see the big-picture perspective in every aspect of your daily work, from making decisions to setting team priorities to attacking your own to-do list.You'll learn how to: Understand your organization's strategy Align your team around key objectives Focus on the priorities that matter most Spot trends in your company and in your industry Consider future outcomes when making decisions Manage trade-offs Embrace a leadership mindset

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Help your people reach their potential.As a manager, it's your responsibility to ensure your team is motivated and performing at a high level. But recent data reveals abysmal engagement levels among workers around the globe. How do you fix the problem--before your most talented people walk out the door?By understanding what drains your employees, you can increase their job satisfaction and push them toward achieving their goals. The HBR Guide to Motivating People provides practical tips and advice to help your team find meaning in their work, build on their strengths, and produce the best results for the organization.You'll learn how to: Pinpoint the root causes of lackluster performance Tailor rewards and recognition to individuals Connect routine work activities to a higher purpose Support your employees' growth and development Prevent burnout--especially in your top performers Create a culture of engagement Arm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.

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Life's too short to be unhappy at work"I'm working harder than I ever have, and I don't know if it's worth it anymore." If you're a manager or leader, these words have probably run through your mind. So many of us are feeling fed up, burned out, and unhappy at work: the constant pressure and stress, the unending changes, the politics--people feel as though they can't give much more, and performance is suffering.But it's work, after all, right? Should we even expect to be fulfilled and happy at work?Yes, we should, says Annie McKee, coauthor of the bestselling Primal Leadership. In her new transformative book, she makes the most compelling case yet that happiness--and the full engagement that comes with it--is more important than ever in today's workplace, and she sheds new light on the powerful relationship of happiness to individual, team, and organizational success.Based on extensive research and decades of experience with leaders, this book reveals that people must have three essential elements in order to be happy at work: A sense of purpose and the chance to contribute to something bigger than themselves A vision that is powerful and personal, creating a real sense of hope Resonant, friendly relationships With vivid and moving real-life stories, the book shows how leaders can use these powerful pillars to create and sustain happiness even when they're under pressure. By emphasizing purpose, hope, and friendships they can also ensure a healthy, positive climate for their teams and throughout the organization.How to Be Happy at Work deepens our understanding of what it means to be truly fulfilled and effective at work and provides clear, practical advice and instruction for how to get there--no matter what job you have.

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The importance of achieving focus goes well beyond your own productivity. Deep focus allows you to lead others successfully, find clarity amid uncertainty, and heighten your sense of professional fulfillment. Yet the forces that challenge sustained focus range from dinging phones to office politics to life's everyday worries. This book explains how to strengthen your ability to focus, manage your team's attention, and break the cycle of distraction. This volume includes the work of: Daniel Goleman Heidi Grant Amy Jen Su Rasmus Hougaard HOW TO BE HUMAN AT WORK. The HBR Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master.

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Find your purpose at work.In an ideal world, our work lives would be completely fulfilling and intrinsically motivating.But what if you're stuck in a job and your heart isn't in it anymore? Or what if your company's mission seems unrelated to the work you do day in and day out? This book showcases the power of passion--and how you and your team can find it at work.This volume includes the work of: Morten T. Hansen Teresa M. Amabile Scott A. Snook Nick Craig This collection of articles includes "Finding Meaning at Work, Even When Your Job Is Dull," by Morten Hansen and Dacher Keltner; "What to Do When Your Heart Isn't in Your Work Anymore," by Andy Molinsky; "You Don’t Find Your Purpose--You Build It," by John Coleman; "How to Find Meaning in a Job That Isn't Your True Calling," by Emily Esfahani Smith; "You're Never Done Finding Purpose at Work," by Dan Pontefract; "From Purpose to Impact," by Nick Craig and Scott A. Snook; "Five Questions to Help Your Employees Find Their Inner Purpose," by Kristi Hedges; "How to Make Work More Meaningful for Your Team," by Lewis Garrad and Tomas Chamorro-Premuzic; "The Power of Small Wins," by Teresa M. Amabile and Steven J. Kramer; and "The Founder of TOMS on Reimagining the Company's Mission," by Blake Mycoskie.HOW TO BE HUMAN AT WORK.The HBR Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master.

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Learn how to deal with difficult colleagues and clients.At the heart of dealing with difficult people is handling their--and your own--emotions. How do you stay calm in a tough conversation? How do you stay unruffled in the face of passive-aggressive comments? And how do you know if you're difficult to work with?This book explains the research behind our emotional response to awful colleagues and shows how to build the empathy and resilience to make those relationships more productive.Books in this series are based on the work of experts including: Daniel Goleman Tony Schwartz Nick Morgan Daniel Gilbert This collection of articles includes "To Resolve a Conflict, First Decide: Is It Hot or Cold?" by Mark Gerzon; "Taking the Stress Out of Stressful Conversations," by Holly Weeks; "The Secret to Dealing with Difficult People: It's About You," by Tony Schwartz; "How to Deal with a Mean Colleague," by Amy Gallo; "How To Deal with a Passive-Aggressive Colleague," by Amy Gallo; "How to Work with Someone Who's Always Stressed Out," by Rebecca Knight; "How to Manage Someone Who Thinks Everything Is Urgent," by Liz Kislik; and "Do You Hate Your Boss?" by Manfred F. R. Kets de Vries.HOW TO BE HUMAN AT WORK.The HBR Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master.

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Most company's change initiatives fail. Yours don't have to. If you read nothing else on change management, read these 10 articles (featuring “Leading Change,” by John P. Kotter). We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you spearhead change in your organization. HBR's 10 Must Reads on Change Management will inspire you to: Lead change through eight critical stagesEstablish a sense of urgencyOvercome addiction to the status quoMobilize commitmentSilence naysayersMinimize the pain of changeConcentrate resourcesMotivate change when business is good This collection of best-selling articles includes: featured article "Leading Change: Why Transformation Efforts Fail" by John P. Kotter, "Change Through Persuasion," "Leading Change When Business Is Good: An Interview with Samuel J. Palmisano," "Radical Change, the Quiet Way," "Tipping Point Leadership," "A Survival Guide for Leaders," "The Real Reason People Won't Change," "Cracking the Code of Change," "The Hard Side of Change Management," and "Why Change Programs Don't Produce Change."

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Changing hearts is an important part of changing minds.Research shows that appealing to human emotion can help you make your case and build your authority as a leader.This book highlights that research and shows you how to act on it, presenting both comprehensive frameworks for developing influence and small, simple tactics you can use to convince others every day.This volume includes the work of: Nick Morgan Robert Cialdini Linda A. Hill Nancy Duarte This collection of articles includes "Understand the Four Components of Influence," by Nick Morgan; "Harnessing the Science of Persuasion," by Robert Cialdini; "Three Things Managers Should Be Doing Every Day," by Linda A. Hill and Kent Lineback; "Learning Charisma," by John Antonakis, Marika Fenley, and Sue Liechti; "To Win People Over, Speak to Their Wants and Needs," by Nancy Duarte; "Storytelling That Moves People," an interview with Robert McKee by Bronwyn Fryer; "The Surprising Persuasiveness of a Sticky Note," by Kevin Hogan; and "When to Sell with Facts and Figures, and When to Appeal to Emotions," by Michael D. Harris.How to be human at work. The HBR Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master.

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Seven bestselling Harvard Business Review collections—in one convenient set.You want the most important ideas on management all in one place. Now you can have them—in a set of HBR’s 10 Must Reads, available as a 7-volume paperback boxed set or as an ebook set. We’ve combed through hundreds of Harvard Business Review articles on change, leadership, strategy, managing people, and managing yourself and selected the most important ones to help you maximize your own and your organization''s performance. The HBR’s 10 Must Reads Boxed Set includes seven bestselling collections: HBR''s 10 Must Reads on Leadership (ways you can transform yourself from a good manager into an extraordinary leader); HBR''s 10 Must Reads on Managing Yourself (the path to your own professional success starts with a critical look in the mirror and what you see there—your greatest strengths and deepest values—are the founda

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Join the global movement that's making corporations more people-centric to achieve great results.The world is facing a global leadership crisis. Seventy-seven percent of leaders think they do a good job of engaging their people, yet 88 percent of employees say their leaders don't engage enough. There is also a high level of suffering in the workplace: 35 percent of employees would forgo a pay raise to see their leaders fired.This is an enormous waste of human talent--despite the fact that $46 billion is spent each year on leadership development.Based on extensive research, including assessments of more than 35,000 leaders and interviews with 250 C-level executives, The Mind of the Leader concludes that organizations and leaders aren't meeting employees' basic human needs of finding meaning, purpose, connection, and genuine happiness in their work.But more than a description of the problem, The Mind of the Leader offers a radical, yet practical, solution. To solve the leadership crisis, organizations need to put people at the center of their strategy. They need to develop managers and executives who lead with three core mental qualities: mindfulness, selflessness, and compassion.Using real-world inspirational examples from Marriott, Accenture, McKinsey & Company, LinkedIn, and many more, The Mind of the Leader shows how this new kind of leadership turns conventional leadership thinking upside down. It represents a radical redefinition of what it takes to be an effective leader--and a practical, hard-nosed solution to every organization's engagement and execution problems.

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The dangerous work of leading change--somebody has to do it. Will you put yourself on the line?To lead is to live dangerously. It's romantic and exciting to think of leadership as all inspiration, decisive action, and rich rewards, but leading requires taking risks that can jeopardize your career and your personal life. It requires putting yourself on the line, disrupting the status quo, and surfacing hidden conflict. And when people resist and push back, there's a strong temptation to play it safe. Those who choose to lead plunge in, take the risks, and sometimes get burned. But it doesn't have to be that way say renowned leadership experts Ronald Heifetz and Marty Linsky. In Leadership on the Line, they show how it's possible to make a difference without getting "taken out" or pushed aside. They present everyday tools that give equal weight to the dangerous work of leading change and the critical importance of personal survival. Through vivid stories from all walks of life, the authors present straightforward strategies for navigating the perilous straits of leadership. Whether you're a parent or a politician, a CEO or a community activist, this practical book shows how you can exercise leadership and survive and thrive to enjoy the fruits of your labor.

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Business leaders know that the key to competitive success is smart management of scarce resources. That's why companies allocate their financial capital so carefully. But capital today is cheap and abundant, no longer a source of advantage. The truly scarce resources now are the time, the talent, and the energy of the people in your organization--resources that are too often squandered. There's plenty of advice about how to manage them, but most of it focuses on individual actions. What's really needed are organizational solutions that can unleash a company's full productive power and enable it to outpace competitors. Building off of the popular Harvard Business Review article, "Your Scarcest Resource," Michael Mankins and Eric Garton, Bain & Company experts in organizational design and effectiveness, present new research into how you can liberate people's time, talent, and energy and unleash your organization's productive power. They identify the specific causes of organizational drag--the collection of institutional factors that slow things down, decrease output, and drain people's energy--and then offer a simple framework for how managers can overcome it. With practical advice for using the framework and in-depth examples showing how the best companies manage their people's time, talent, and energy with as much discipline as they do their financial capital, this book shows managers how to create a virtuous circle of high performance.

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A curated collection of the business basics to fuel your success.You’ll get up to speed fast on the most essential business skills with this set of concise, practical primers. Finance Basics explains the fundamentals of corporate finance—and its jargon; Running Meetings gives you the tools and checklists you need to keep your meetings effective and efficient; Presentations helps you create and deliver a persuasive performance, fast; Managing Projects shows you how to set up and execute on a project plan; Managing Time helps you to figure out where all the minutes of your day are going—and how to get them under control; Getting Work Done helps you to use each of those minutes more productively; Creating Business Plans shows you how to present the risks and rewards of your idea; Managing Up helps you to build your relationship with your boss

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How to Innovate and Execute Leaders already know that innovation calls for a different set of activities, skills, methods, metrics, mind-sets, and leadership approaches. And it is well understood that creating a new business and optimizing an already existing one are two fundamentally different management challenges. The real problem for leaders is doing both, simultaneously. How do you meet the performance requirements of the existing business--one that is still thriving--while dramatically reinventing it? How do you envision a change in your current business model before a crisis forces you to abandon it? Innovation guru Vijay Govindarajan expands the leader's innovation tool kit with a simple and proven method for allocating the organization's energy, time, and resources--in balanced measure--across what he calls "the three boxes": * Box 1: The present--Manage the core business at peak profitability * Box 2: The past--Abandon ideas, practices, and attitudes that could inhibit innovation * Box 3: The future--Convert breakthrough ideas into new products and businesses The three-box framework makes leading innovation easier because it gives leaders a simple vocabulary and set of tools for managing and measuring these different sets of behaviors and activities across all levels of the organization. Supported with rich company examples--GE, Mahindra & Mahindra, Hasbro, IBM, United Rentals, and Tata Consultancy Services--and testimonies of leaders who have successfully used this framework, this book solves once and for all the practical dilemma of how to align an organization on the critical but competing demands of innovation.

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Your job as a manager is getting harder all the time. But your most critical responsibility--especially in today's world of intensifying competition--is how to help your people shine their brightest. How do you inspire solid contributors to strive for more? What should you do if a star player falls off their game? In Shine, bestselling author, psychiatrist, and ADD expert Edward Hallowell draws on brain science, performance research, and his own experience helping people maximize their potential to present a proven process for getting the best from your people: -Select--put the right people in the right job, and give them responsibilities that "light up" their brain. -Connect--strengthen interpersonal bonds among team members. -Play--help people unleash their imaginations at work. -Grapple and Grow--when the pressure's on, enable employees to achieve mastery of their work. -Shine--use the right rewards to promote loyalty and stoke your people's desire to excel. Brimming with Hallowell's trademark candor and warmth, Shine is a vital new resource for all managers seeking to inspire excellence in their teams.

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The U.S. health care system is in crisis. At stake are the quality of care for millions of Americans and the financial well-being of individuals and employers squeezed by skyrocketing premiums--not to mention the stability of state and federal government budgets. In Redefining Health Care, internationally renowned strategy expert Michael Porter and innovation expert Elizabeth Teisberg reveal the underlying--and largely overlooked--causes of the problem, and provide a powerful prescription for change. The authors argue that competition currently takes place at the wrong level--among health plans, networks, and hospitals--rather than where it matters most, in the diagnosis, treatment, and prevention of specific health conditions. Participants in the system accumulate bargaining power and shift costs in a zero-sum competition, rather than creating value for patients. Based on an exhaustive study of the U.S. health care system, Redefining Health Care lays out a breakthrough framework for redefining the way competition in health care delivery takes place--and unleashing stunning improvements in quality and efficiency. With specific recommendations for hospitals, doctors, health plans, employers, and policy makers, this book shows how to move health care toward positive-sum competition that delivers lasting benefits for all.

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Even world-class companies, with powerful and proven business models, eventually discover limits to growth. That's what makes emerging high-growth industries so attractive. With no proven formula for making a profit, these industries represent huge opportunities for the companies that are fast enough and smart enough to capture them first. But building tomorrow's businesses while simultaneously sustaining excellence in today's demands a delicate balance. It is a mandatory quest, but one that is fraught with contradiction and paradox. Until now, there has been little practical guidance. Based on an in-depth, multiyear research study of innovative initiatives at ten large corporations, Vijay Govindarajan and Chris Trimble identify three central challenges: forgetting yesterday's successful processes and practices; borrowing selected resources from the core business; and learning how the new business can succeed.The authors make recommendations regarding staffing, leadership roles, reporting relationships, process design, planning, performance assessment, incentives, cultural norms, and much more. Breakthrough growth opportunities can make or break companies and careers. "Forget, Borrow, Learn" is every leader's guide to execution in unexplored territory.

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Firms with superior IT governance have more than 25% higher profits than firms with poor governance given the same strategic objectives. These top performers have custom designed IT governance for their strategies. Just as corporate governance aims to ensure quality decisions about all corporate assets, IT governance links IT decisions with company objectives and monitors performance and accountability. Based on a study of 250 enterprises worldwide, IT Governance shows how to design and implement a system of decision rights that will transform IT from an expense to a profitable investment.

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Today's economy is fueled by knowledge. Every leader knows this to be true, yet few have systematic methods for converting organizational knowledge into economic value. This book argues that communities of practice--groups of individuals formed around common interests and expertise--provide the ideal vehicle for driving knowledge-management strategies and building lasting competitive advantage. Written by leading experts in the field, Cultivating Communities of Practice is the first book to outline models and methods for systematically developing these essential groups. Through compelling research and company examples, including DaimlerChrysler, McKinsey & Company, Shell, and the World Bank, authors Etienne Wenger, Richard McDermott, and William M. Snyder show how world-class organizations have leveraged communities of practice to drive strategy, generate new business opportunities, solve problems, transfer best practices, develop employees' professional skills, and recruit and retain top talent. Underscoring the new central role communities of practice are playing in today's knowledge economy, Cultivating Communities of Practice is the definitive guide to fostering, designing, and developing these powerful groups within and across organizations.

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NEW from the bestselling HBR's 10 Must Reads series. The best leaders know how to communicate clearly and persuasively. How do you stack up? If you read nothing else on communicating effectively, read these 10 articles. We've combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you express your ideas with clarity and impact--no matter what the situation. Leading experts such as Deborah Tannen, Jay Conger, and Nick Morgan provide the insights and advice you need to: * Pitch your brilliant idea--successfully * Connect with your audience * Establish credibility * Inspire others to carry out your vision * Adapt to stakeholders' decision-making styles * Frame goals around common interests * Build consensus and win support Looking for more Must Read articles from Harvard Business Review? Check out these titles in the popular series: HBR's 10 Must Reads: The Essentials HBR's 10 Must Reads on Collaboration HBR's 10 Must Reads on Innovation HBR's 10 Must Reads on Leadership HBR's 10 Must Reads on Making Smart Decisions HBR's 10 Must Reads on Managing Yourself HBR's 10 Must Reads on Strategic Marketing HBR's 10 Must Reads on Teams

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Are you just playing--or playing to win? Strategy is not complex. But it is hard. It's hard because it forces people and organizations to make specific choices about their future--something that doesn't happen in most companies. Now two of today's best-known business thinkers get to the heart of strategy--explaining what it's for, how to think about it, why you need it, and how to get it done. And they use one of the most successful corporate turnarounds of the past century, which they achieved together, to prove their point. A.G. Lafley, former CEO of Procter & Gamble, in close partnership with strategic adviser Roger Martin, doubled P&G's sales, quadrupled its profits, and increased its market value by more than $100 billion in just ten years. Now, drawn from their years of experience at P&G and the Rotman School of Management, where Martin is dean, this book shows how leaders in organizations of all sizes can guide everyday actions with larger strategic goals built around the clear, essential elements that determine business success--where to play and how to win. The result is a playbook for winning. Lafley and Martin have created a set of five essential strategic choices that, when addressed in an integrated way, will move you ahead of your competitors. They are: * What is our winning aspiration? * Where will we play? * How will we win? * What capabilities must we have in place to win? * What management systems are required to support our choices? The stories of how P&G repeatedly won by applying this method to iconic brands such as Olay, Bounty, Gillette, Swiffer, and Febreze clearly illustrate how deciding on a strategic approach--and then making the right choices to support it--makes the difference between just playing the game and actually winning.

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ARE YOUR WORKING RELATIONSHIPS WORKING AGAINST YOU? To achieve your goals and get ahead, you need to rally people behind you and your ideas. But how do you do that when you lack formal authority? Or when you have a boss who gets in your way? Or when you're juggling others' needs at the expense of your own? By managing up, down, and across the organization. Your success depends on it, whether you're a young professional or an experienced leader. The HBR Guide to Managing Up and Across will help you: * Advance your agenda--and your career--with smarter networking * Build relationships that bring targets and deadlines within reach * Persuade decision makers to champion your initiatives * Collaborate more effectively with colleagues * Deal with new, challenging, or incompetent bosses * Navigate office politics

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"An outstanding book about CEOs who excelled at capital allocation." -- Warren Buffett #1 on Warren Buffett's Recommended Reading List, Berkshire Hathaway Annual Shareholder Letter, 2012 Named one of "19 Books Billionaire Charlie Munger Thinks You Should Read" in Business Insider. "A book that details the extraordinary success of CEOs who took a radically different approach to corporate management." -- Charlie Munger, Vice-Chairman of Berkshire Hathaway Corporation "Thorndike explores the importance of thoughtful capital allocation through the stories of eight successful CEOs. A good read for any business leader but especially those willing to chart their own course." -- Michael Dell, chairman of the board of directors and chief executive officer of Dell What makes a successful CEO? Most people call to mind a familiar definition: "a seasoned manager with deep industry expertise." Others might point to the qualities of today's so-called celebrity CEOs--charisma, virtuoso communication skills, and a confident management style. But what really matters when you run an organization? What is the hallmark of exceptional CEO performance? Quite simply, it is the returns for the shareholders of that company over the long term. In this refreshing, counterintuitive book, author Will Thorndike brings to bear the analytical wisdom of a successful career in investing, closely evaluating the performance of companies and their leaders. You will meet eight individualistic CEOs whose firms' average returns outperformed the S&P 500 by a factor of twenty--in other words, an investment of $10,000 with each of these CEOs, on average, would have been worth over $1.5 million twenty-five years later. You may not know all their names, but you will recognize their companies: General Cinema, Ralston Purina, The Washington Post Company, Berkshire Hathaway, General Dynamics, Capital Cities Broadcasting, TCI, and Teledyne. In The Outsiders, you'll learn the traits and methods--striking for their consistency and relentless rationality--that helped these unique leaders achieve such exceptional performance. Humble, unassuming, and often frugal, these "outsiders" shunned Wall Street and the press, and shied away from the hottest new management trends. Instead, they shared specific traits that put them and the companies they led on winning trajectories: a laser-sharp focus on per share value as opposed to earnings or sales growth; an exceptional talent for allocating capital and human resources; and the belief that cash flow, not reported earnings, determines a company's long-term value. Drawing on years of research and experience, Thorndike tells eye-opening stories, extracting lessons and revealing a compelling alternative model for anyone interested in leading a company or investing in one--and reaping extraordinary returns.

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Foreword by Richard Hytner, Deputy Chairman, Saatchi & Saatchi Worldwide We've all worked with one--a smart and immensely talented individual who brings enormous value to the organization. The problem? He's an awful teammate. So as a leader, do you consider this key player toxic or irreplaceable? There Is an I in Team explores the relationship between individual and team--asking the question, How can we harness the talent of individual performers into a cohesive, productive team that creates overall value? And why are so many of our assumptions about teams wrong? Business challenges like this one mimic many of the issues facing sports teams, though admittedly the sports metaphors most commonly used in business are trite and superficial comparisons. What's needed are real and substantial lessons that managers actually can take from the world of high-performance sports and use in an everyday work environment. This book meets that need. University of Cambridge professor Mark de Rond has combined cutting-edge social and psychological research with rich stories from world-class sports teams, coaches, athletes, and even business executives. The result challenges our most popular notions about teams. Equally critical, it teaches an innovative way to transform team potential into measurable business advantage. You'll learn: * Why there is an I in team--and why that matters * Why an ideal team is rarely comprised of the best individual performers * Why conflict happens even when intentions are perfectly aligned * Why likability can trump competence even in technically sophisticated environments * Why a focus on interpersonal harmony can actually hurt team performance * Why data and sophisticated statistical tools are unlikely to eliminate the role of intuition At once readable and teachable, There Is an I in Team will strengthen your understanding of the issues that permeate teams of high-performers, and it will help you apply these new insights to your own work--giving you and your team an edge over the competition.

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Business model innovation is the key to unlocking transformational growth--but few executives know how to apply it to their businesses. In Seizing the White Space, Mark Johnson gives them the playbook. Leaving the rhetoric to others, Johnson lays out an eminently practical framework that identifies the four fundamental building blocks that make business models work. In a series of in-depth case studies, he goes on to vividly illustrate how companies are using innovative business models to seize their white space and achieve transformational growth by fulfilling unmet customer needs in their current markets; serving entirely new customers and creating new markets; and responding to tectonic shifts in market demand, government policy, and technologies that affect entire industries. He then lays out a structured process for designing a new model and developing it into a profitable and thriving enterprise, while investigating the vexing and sometimes paradoxical managerial challenges that have commonly thwarted so many companies in their unguided forays into the unknown. Business model innovators have reshaped entire sectors--including retail, aviation, and media--and redistributed billions of dollars of value. With road-tested frameworks, analytics, and diagnostics, this book gives executives everything they need to reshape their businesses and achieve transformative growth.

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We live in an age of unprecedented opportunity: with ambition, drive, and talent, you can rise to the top of your chosen profession regardless of where you started out. But with opportunity comes responsibility. Companies today aren't managing their knowledge workers careers. Instead, you must be your own chief executive officer. That means it's up to you to carve out your place in the world and know when to change course. And it's up to you to keep yourself engaged and productive during a career that may span some 50 years. In Managing Oneself, Peter Drucker explains how to do it. The keys: Cultivate a deep understanding of yourself by identifying your most valuable strengths and most dangerous weaknesses; Articulate how you learn and work with others and what your most deeply held values are; and Describe the type of work environment where you can make the greatest contribution. Only when you operate with a combination of your strengths and self-knowledge can you achieve true and lasting excellence. Managing Oneself identifies the probing questions you need to ask to gain the insights essential for taking charge of your career. Peter Drucker was a writer, teacher, and consultant. His 34 books have been published in more than 70 languages. He founded the Peter F. Drucker Foundation for Nonprofit Management, and counseled 13 governments, public services institutions, and major corporations.

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A recent study showed that when doctors tell heart patients they will die if they don't change their habits, only one in seven will be able to follow through successfully. Desire and motivation aren't enough: even when it's literally a matter of life or death, the ability to change remains maddeningly elusive. Given that the status quo is so potent, how can we change ourselves and our organizations? In Immunity to Change, authors Robert Kegan and Lisa Lahey show how our individual beliefs--along with the collective mind-sets in our organizations--combine to create a natural but powerful immunity to change. By revealing how this mechanism holds us back, Kegan and Lahey give us the keys to unlock our potential and finally move forward. And by pinpointing and uprooting our own immunities to change, we can bring our organizations forward with us. This persuasive and practical book, filled with hands-on diagnostics and compelling case studies, delivers the tools you need to overcome the forces of inertia and transform your life and your work.

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The information revolution has made for a radically more fluid knowledge environment, and the growth of venture capital has created inexorable pressure towards fast commercialisation of existing technologies Companies that don't use the technologies they develop are likely to lose them. Key features Over the past several years, Hank Chesbrough has done excellent research and writing on the commercialisation of technology and the changing role and context for R&D. This book represents a powerful synthesis of that work in the form of a new paradigm for managing corporate research and bringing new technologies to market Chesbrough impressively articulates his ideas and how they connect to each other, weaving several disparate areas of work R&D, corporate venturing, spinoffs, licensing and intellectual property into a single coherent framework.

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What fuels long-term business success? Not operational excellence, technology breakthroughs, or new business models, but management innovation--new ways of mobilizing talent, allocating resources, and formulating strategies. Through history, management innovation has enabled companies to cross new performance thresholds and build enduring advantages. In The Future of Management, Gary Hamel argues that organizations need management innovation now more than ever. Why? The management paradigm of the last century--centered on control and efficiency--no longer suffices in a world where adaptability and creativity drive business success. To thrive in the future, companies must reinvent management. Hamel explains how to turn your company into a serial management innovator, revealing: The make-or-break challenges that will determine competitive success in an age of relentless, head-snapping change. The toxic effects of traditional management beliefs. The unconventional management practices generating breakthrough results in "modern management pioneers." The radical principles that will need to become part of every company's "management DNA." The steps your company can take now to build your "management advantage." Practical and profound, The Future of Management features examples from Google, W.L. Gore, Whole Foods, IBM, Samsung, Best Buy, and other blue-ribbon management innovators.

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"Inc." magazine calls it one of "the best, clearest guides to the numbers" on the market. Readers agree, saying it's exactly "what i need to know" and calling it a "must-read" for decision makers without expertise in finance. Since its release in 2006, "Financial Intelligence" has become a favorite among managers who need a guided tour through the numbers - helping them to understand not only what the numbers really mean, but also why they matter. This new, completely updated edition brings the numbers up to date and continues to teach the basics of finance to managers who need to use financial data to drive their business. It also addresses issues that have become even more important in recent years - including questions around the financial crisis and those around broader financial and accounting literacy. Accessible, jargon-free, and filled with entertaining stories of real companies, "Financial Intelligence" gives non-financial managers the confidence to understand the nuance beyond the numbers - to help bring everyday work to a new level.

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