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Explains how to create a crucial capability for unlocking disruption's transformational power. This book provides a set of tools and approaches to innovation that have been honed through fieldwork with innovative companies like Procter & Gamble, Johnson & Johnson, Pepsi, Intel, Motorola, SAP, and Cisco Systems.

Experts agree: The turbulence triggered by the economic shock of 2008 constitutes the "e;new normal."e; Unfortunately, too many managers have become paralyzed by it, capable only of slashing costs indiscriminately.Though examining spending during recessions makes sense, the smartest executives do much more. As Scott Anthony reveals in The Silver Lining, these leaders continue innovating--by stopping ineffective initiatives, changing key business processes, and starting more productive behaviors. Result? Their companies emerge from downturns stronger than ever.Providing a wealth of ideas, tools, and examples from diverse industries, Anthony explains how to safeguard your company's profitability during even the toughest recessions. You'll discover how to:-Prune your innovation and business portfolio to liberate resources for more promising initiatives- Adopt a radical new market-segmentation scheme that helps you re-feature your offerings to reduce costs while delivering new value to customers- Reinvent your innovation process to drive fresh growth- Mitigate innovation risks by conducting strategic experiments and forging alliances with customers and other external entities- Appeal to increasingly value-conscious customers to fend off low-cost attackersIn today's brutal economic climate, executives must pare costs to the bone while planting and nurturing seeds for tomorrow's growth. The Silver Lining explains how to master this seemingly impossible challenge.

In a world of stiffening competition, business strategy is more crucial than ever. Yet most organizations struggle in this area--not with formulating strategy but with executing it, or putting their strategy into action. Owing to execution failures, companies realize just a fraction of the financial performance promised in their strategic plans.It doesn't have to be that way, maintain Robert Kaplan and David Norton in The Execution Premium. Building on their breakthrough works on strategy-focused organizations, the authors describe a multistage system that enables you to gain measurable benefits from your carefully formulated business strategy. This book shows you how to:Develop an effective strategy--with tools such as SWOT analysis, vision formulation, and strategic change agendasPlan execution of the strategy--through portfolios of strategic initiatives linked to strategy maps and Balanced ScorecardsPut your strategy into action--by integrating operational tools such as process dashboards, rolling forecasts, and activity-based costingTest and update your strategy--using carefully designed management meetings to review operational and strategic dataDrawing on extensive research and detailed case studies from a broad array of industries, The Execution Premium presents a systematic and proven framework for achieving the financial results promised by your strategy.

For the past two decades, Michael Porter's work has towered over the field of competitive strategy. On Competition, Updated and Expanded Edition brings together more than a dozen of Porter's landmark articles from the Harvard Business Review. Five are new to this edition, including the 2008 update to his classic "e;The Five Competitive Forces That Shape Strategy,"e; as well as new work on health care, philanthropy, corporate social responsibility, and CEO leadership. This collection captures Porter's unique ability to bridge theory and practice. Each of the articles has not only shaped thinking, but also redefined the work of practitioners in its respective field. In an insightful new introduction, Porter relates each article to the whole of his thinking about competition and value creation, and traces how that thinking has deepened over time.This collection is organized by topic, allowing the reader easy access to the wide range of Porter's work. Parts I and II present the frameworks for which Porter is best known--frameworks that address how companies, as well as nations and regions, gain and sustain competitive advantage. Part III shows how strategic thinking can address society's most pressing challenges, from environmental sustainability to improving health-care delivery. Part IV explores how both nonprofits and corporations can create value for society more effectively by applying strategy principles to philanthropy. Part V explores the link between strategy and leadership.

In Collaboration, author Morten Hansen takes aim at what many leaders inherently know: in today's competitive environment, companywide collaboration is an imperative for successful strategy execution, yet the sought-after synergies are rarely, if ever, realized. In fact, most cross-unit collaborative efforts end up wasting time, money, and resources. How can managers avoid the costly traps of collaboration and instead start getting the results they need?In this book, Hansen shows managers how to get collaboration right through "e;disciplined collaboration"e;-- a practical framework and set of tools managers can use to: Assess when--and when not--to pursue collaboration across units to achieve goals Identify and overcome the four barriers to collaboration Get people to buy into the larger picture, even when they own only a small piece of it Be a "e;T-Shaped Manager,"e; collaborating across divisions while still working deeply in your own unit Create networks across the organization that are not large, but nimble and effectiveBased on the author's long-running research, in-depth case studies, and company interviews, Collaboration delivers practical advice and tools to help your organization collaborate--for real results.

You've been charged with growing your business. Incremental growth can no longer deliver the results you need. You need truly dynamic growth - and you need to achieve it without risking a hugely expensive gamble. How can you encourage innovative new ventures and pursue ambitious growth while minimizing risk?In Discovery-Driven Growth, authors McGrath and MacMillan show how companies can plan and pursue an aggressive growth agenda with confidence. By carefully framing their strategic growth opportunities, testing each project assumption against a series of checkpoints, and creating a culture that acts on evidence and learning instead of blind stumbling, companies can better control their costs, minimize surprises, and know when to disengage from questionable projects--before it's too late.Providing tools that will help you select and better assess the potential of any strategic venture, from new product lines to entirely new businesses, the authors outline a comprehensive process that lets you identify, manage, and leverage your company's full portfolio of opportunities. By reducing up-front costs and eliminating unnecessary risks, you'll be able to avoid missteps and explore more options to create the breakthrough growth that your business requires.

Good feedback is essential to helping employees perform better at work. It lets people know when they are meeting or exceeding expectations, and when they need to get back on the right track. This practical guide shows managers how to develop and refine this necessary skill.

Most managers coach employees by giving them feedback and evaluating their performance, right? Wrong. Coaching differs markedly from other managerial functions. With its tips, worksheets, and self-assessments, this guide shows managers how to use coaching - not only to strengthen direct reports' skills but also to rev up their performance.

Judging by all the hoopla surrounding business plans, you'd think the only things standing between would-be entrepreneurs and spectacular success are glossy five-color charts, bundles of meticulous-looking spreadsheets, and decades of month-by-month financial projections. Yet nothing could be further from the truth. In fact, often the more elaborately crafted a business plan, the more likely the venture is to flop.Why? Most plans waste too much ink on numbers and devote too little to information that really matters to investors. The result? Investors discount them.In How to Write a Great Business Plan, William A. Sahlman shows how to avoid this all-too-common mistake by ensuring that your plan assesses the factors critical to every new venture:The people-the individuals launching and leading the venture and outside parties providing key services or important resourcesThe opportunity-what the business will sell and to whom, and whether the venture can grow and how fastThe context-the regulatory environment, interest rates, demographic trends, and other forces shaping the venture's fateRisk and reward-what can go wrong and right, and how the entrepreneurial team will respondTimely in this age of innovation, How to Write a Great Business Plan helps you give your new venture the best possible chances for success.

Why do good teams fail? Very often, argue Deborah Ancona and Henrik Bresman, it is because they are looking inward instead of outward. Based on years of research examining teams across many industries, Ancona and Bresman show that traditional team models are falling short, and that whats needed--and what works--is a new brand of team that emphasizes external outreach to stakeholders, extensive ties, expandable tiers, and flexible membership.The authors highlight that X-teams not only are able to adapt in ways that traditional teams arent, but that they actually improve an organizations ability to produce creative ideas and execute themincreasing the entrepreneurial and innovative capacity within the firm. Whats more, the new environment demands what the authors call distributed leadership, and the book highlights how X-teams powerfully embody this idea.

Why do businesses consistently fail to execute their competitive strategies? This book presents six imperatives that enable you to do the right strategic projects and do those projects right including, Ideation, Nature, Vision, Engagement, Synthesis, and Transition.

Why do so many global strategies faildespite companies powerful brands and other border-crossing advantages? Seduced by market size, the illusion of a borderless, flat world, and the allure of similarities, firms launch one-size-fits-all strategies.But cross-border differences are larger than we often assume, explains Pankaj Ghemawat in Redefining Global Strategy. Most economic activityincluding direct investment, tourism, and communicationhappens locally, not internationally.In this semiglobalized world, one-size-fits-all strategies dont stand a chance. Companies must instead reckon with cross-border differences. Ghemawat shows you howby providing tools for: Assessing the cultural, administrative, geographic, and economic differences between countries at the industry level and deciding which ones merit attention. Tracking the implications of particular border-crossing moves for your companys ability to create value. Creating superior performance with strategies optimized for adaptation (adjusting to differences), aggregation (overcoming differences), and arbitrage (exploiting differences), and for compound objectives.In-depth examples reveal how companies such as Cemex, Toyota, Procter & Gamble, Tata Consultancy Services, IBM, and GE Healthcare have adroitly managed cross-border differencesas well as how other well-known companies have failed at this challenge.Crucial for any business competing across borders, this book will transform the way you approach global strategy.

Why are your smartest and most successful employees often the worst learners? Likely, they haven't had the opportunities for introspection that failure affords. So when they do fail, instead of critically examining their own behavior, they cast blame outward-on anyone or anything they can. In Teaching Smart People How to Learn, Chris Argyris sheds light on the forces that prevent highly skilled employees for learning from mistakes and offers suggestions for helping talented employees develop more productive responses. Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice-many of which still speak to and influence us today. The HBR Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each volume contains a groundbreaking idea that has shaped best practices and inspired countless managers around the world-and will change how you think about the business world today.

If your company is like most, it has a handful of people who generate disproportionate quantities of value: A researcher creates products that bankroll the entire organization for decades. A manager spots consumer-spending patterns no one else sees and defines new market categories your enterprise can serve. A strategist anticipates global changes and correctly interprets their business implications.Companies' competitiveness, even survival, increasingly hinge on such "e;clever people."e; But the truth is, clever people are as fiercely independent as they are clever-they don't want to be led. So how do you corral these players in your organization and inspire them to achieve their highest potential?In Clever, Rob Goffee and Gareth Jones offer potent insights drawn from their extensive research. The authors explain how to:-Identify your clever people and their motivations-Shelter your "e;clevers"e; from political distractions that can inhibit their productivity-Help clevers generate even more value by creating clever teams-Manage the unique tensions that can arise when clevers work togetherLeading clever people can be enormously challenging, yet doing so effectively is the key to your organization's sustained success. Lively and engaging, this book provides the ideas, practices, and examples you need to create an environment where your most brilliant people can flourish.

Widely regarded as an innovative, successful biotech firm, Amgen led its industry in revenue and sales growth in 2007. This book reveals the highs and lows it experienced in the race to develop drugs. It takes readers from the time Amgen had just three months of capital in the bank and no viable products in the pipeline to its success.

Business and political leaders talk about what their respective countries must do to compete in the world economy. But what does it really mean for a country to compete, and how do they do this successfully? This book shows how governments set direction and create the climate for a nation's economic development and profitable private enterprise.

Contrived. Disingenuous. Phony. Inauthentic. Do your customers use any of these words to describe what you sellor how you sell it? If so, welcome to the club. Inundated by fakes and sophisticated counterfeits, people increasingly see the world in terms of real or fake. They would rather buy something real from someone genuine rather than something fake from some phony. When deciding to buy, consumers judge an offering's (and a company's) authenticity as much asif not more thanprice, quality, and availability. In Authenticity, James H. Gilmore and B. Joseph Pine II argue that to trounce rivals companies must grasp, manage, and excel at rendering authenticity. Through examples from a wide array of industries as well as government, nonprofit, education, and religious sectors, the authors show how to manage customers' perception of authenticity by: recognizing how businesses "e;fake it;"e; appealing to the five different genres of authenticity; charting how to be "e;true to self"e; and what you say you are; and crafting and implementing business strategies for rendering authenticity. The first to explore what authenticity really means for businesses and how companies can approach it both thoughtfully and thoroughly, this book is a must-read for any organization seeking to fulfill consumers' intensifying demand for the real deal.

Despite real progress, women remain rare enough in elite positions of power that their presence still evokes a sense of wonder. In Through the Labyrinth, Alice Eagly and Linda Carli examine why women's paths to power remain difficult to traverse. First, Eagly and Carli prove that the glass ceiling is no longer a useful metaphor and offer seven reasons why. They propose the labyrinth as a better image and explain how to navigate through it. This important and practical book addresses such critical questions as: How far have women actually come as leaders? Do stereotypes and prejudices still limit women's opportunities? Do people resist women's leadership more than men's? And, do organisations create obstacles to women who would be leaders?This book's rich analysis is founded on scientific research from psychology, economics, sociology, political science, and management. The authors ground their conclusions in that research and invoke a wealth of engaging anecdotes and personal accounts to illustrate the practical principles that emerge. With excellent leadership in short supply, no group, organisation, or nation can afford to restrict women's access to leadership roles. This book evaluates whether such restrictions are present and, when they are, what we can do to eliminate them.

What fuels long-term business success? Not operational excellence, technology breakthroughs, or new business models, but management innovationnew 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 centurycentered on control and efficiencyno 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 companys 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.

As an HR manager, you're expected to use financial data to make decisions, allocate resources, and budget expenses. But if you're like many human resource practitioners, you may feel uncertain or uncomfortable incorporating financials into your day-to-day work.Using the groundbreaking formula they introduced in their book Financial Intelligence: A Manager's Guide to Knowing What the Numbers Really Mean, Karen Berman and Joe Knight present the essentials of finance specifically for HR experts.Drawing on their work training tens of thousands of managers and employees at leading organizations worldwide, the authors provide a deep understanding of the basics of financial management and measurement, along with hands-on activities to practice what you are reading. You'll discover: Why the assumptions behind financial data matter What your company's income statement, balance sheet, and cash flow statement really reveal Which financials may be needed when you're developing a human capital strategy How to calculate return on investment Ways to use financial information to better support your business units and do your own job How to instill financial intelligence throughout your teamAuthoritative and accessible, Financial Intelligence for HR Professionals, empowers you to "e;talk numbers"e; confidently with your boss, colleagues, and direct reports -- and understand how the financials impact your part of the business.

Renowned playwright George Bernard Shaw once said "e;The reasonable man adapts himself to the world, the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man."e; By this definition, some of today's entrepreneurs are decidedly unreasonable--and have even been dubbed crazy. Yet as John Elkington and Pamela Hartigan argue in The Power of Unreasonable People, our very future may hinge on their work.Through vivid stories, the authors identify the highly unconventional entrepreneurs who are solving some of the world's most pressing economic, social, and environmental problems. They also show how these pioneers are disrupting existing industries, value chains, and business models--and in the process creating fast-growing markets around the world.By understanding these entrepreneurs' mindsets and strategies, you gain vital insights into future market opportunities for your own organization. Providing a first-hand, on-the-ground look at a new breed of entrepreneur, this book reveals how apparently unreasonable innovators have built their enterprises, how their work will shape risks and opportunities in the coming years, and what tomorrow's leaders can learn from them.Start investing in, partnering with, and learning from these world-shaping change agents, and you position yourself to not only survive but also thrive in the new business landscape they're helping to define.

Offers examples - from Hewlett Packard to Microsoft to British Petroleum - of companies whose shareholders have wielded their control in ways that were unimaginable.

Illustrates what's wrong with the mainstream thinking that we should sacrifice our lives to make a living. This book advices readers to make work pay not just in cash, but in experience, satisfaction, and joy.

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. Although they lack a proven formula for making a profit, these industries represent huge opportunities for the companies that are fast enough and smart enough. But constructing tomorrow's businesses while simultaneously sustaining excellence in today's, demands a delicate balance. It is a quest 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. Ten Rules for Strategic Innovators is every leader's guide to execution in unexplored territory.

The blockbuster best seller Primal Leadership introduced us to "e;resonant"e; leaders--individuals who manage their own and others' emotions in ways that drive success. Leaders everywhere recognized the validity of resonant leadership, but struggled with how to achieve and sustain resonance amid the relentless demands of work and life. Now, Richard Boyatzis and Annie McKee provide an indispensable guide to overcoming the vicious cycle of stress, sacrifice, and dissonance that afflicts many leaders. Drawing from extensive multidisciplinary research and real-life stories, Resonant Leadership offers a field-tested framework for creating the resonance that fuels great leadership. Rather than constantly sacrificing themselves to workplace demands, leaders can manage the cycle using specific techniques to combat stress, avoid burnout, and renew themselves physically, mentally, and emotionally. The book reveals that the path to resonance is through mindfulness, hope, and compassion and shows how intentionally employing these qualities creates effective and enduring leadership. Great leaders are resonant leaders. Resonant Leadership offers the inspiration--and tools--to spark and sustain resonance in ourselves and in those we lead.

Three experts in Human Resources introduce a measurement system that convincingly showcases how HR impacts business performance. Drawing from the authors' ongoing study of nearly 3,000 firms, this book describes a seven-step process for embedding HR systems within the firm's overall strategy--what the authors describe as an HR Scorecard--and measuring its activities in terms that line managers and CEOs will find compelling. Analyzing how each element of the HR system can be designed to enhance firm performance and maximize the overall quality of human capital, this important book heralds the emergence of HR as a strategic powerhouse in today's organizations.

The Internet, globalization, and hypercompetition are dramatically reshaping markets and changing the way business is done. This work describes the next transformational imperative for marketing. It calls for a fundamental rethinking of corporate strategy to enable the ongoing creation and delivery of superior value for customers.

More than 250,000 public sector managers in the United States take on new positions each year and many more aspire to leadership. Each will confront special challengesfrom higher public profiles to a greater number of stakeholders to volatile political environmentsthat will make their transitions even more challenging than in the business world.Now Michael Watkins, author of the bestselling book The First 90 Days, applies his proven leadership transition framework to the public sector. Watkins and coauthor Peter Daly address the crucial differences between the private and public sectors that go to the heart of how success and failure are defined, measured, and rewarded or penalized.This concise, practical book provides a roadmap that will help new government leaders at all levels accelerate their transitions by overcoming nine transition challenges, ranging from clarifying expectations to defining goals to building a team to managing personal stress. The authors also offer detailed strategies for avoiding major transition traps.Zeroing in on the challenges faced by new government leaders, The First 90 Days in Government is the indispensable guide for anyone seeking to lead and succeed in the public sector.

On the heels of a decade of scandals and the new pressures brought on by the Sarbanes-Oxley Act, corporations expect far more from their CFOs than simply managing the numbers. They expect decision-making support and performance insights that can improve bottom-line results. Unfortunately, the complexity and detail inherent in CFOs jobs keep them shackled to budgeting and transaction-processing systems that leave little time for value-adding activities. Jeremy Hope says its time to redefine the role of CFOs in todays organizations, liberating them from ineffective number-crunching responsibilities and enabling them to focus on helping managers improve performance. Grounded in extensive research, Reinventing the CFO outlines seven critical rolesfrom streamlining redundant processes to regulating risk to identifying a few key measuresthat CFOs must take on in order to successfully transform the finance operation.Challenging many of the finance fields accepted practices and systems, this bold book revolutionizes the role of financial managers and frees them to make smart, ethical, strategic decisions that add real value to the firm.