Bøker utgitt av Harvard Business Review Press

Most companies today have innovation envy. They yearn to come up with a gamechanging innovation like Apple's iPod, or create an entirely new category like Facebook. Many make genuine efforts to be innovativethey spend on R&D, bring in creative designers, hire innovation consultants. But they get disappointing results.Why? In The Design of Business, Roger Martin offers a compelling and provocative answer: we rely far too exclusively on analytical thinking, which merely refines current knowledge, producing small improvements to the status quo.To innovate and win, companies need design thinking. This form of thinking is rooted in how knowledge advances from one stage to anotherfrom mystery (something we can't explain) to heuristic (a rule of thumb that guides us toward solution) to algorithm (a predictable formula for producing an answer) to code (when the formula becomes so predictable it can be fully automated). As knowledge advances across the stages, productivity grows and costs drop-creating massive value for companies.Martin shows how leading companies such as Procter & Gamble, Cirque du Soleil, RIM, and others use design thinking to push knowledge through the stages in ways that produce breakthrough innovations and competitive advantage.Filled with deep insights and fresh perspectives, The Design of Business reveals the true foundation of successful, profitable innovation.

Get your idea off the ground.You've got a great idea that will increase revenue or boost productivity-but how do you get the buy-in you need to make it happen? By building a business case that clearly shows your idea's value. That's not always easy: Maybe you're not sure what kind of data your stakeholders will trust. Or perhaps you're intimidated by number crunching.The HBR Guide to Building Your Business Case, written by project management expert Raymond Sheen, gives you the guidance and tools you need to make a strong case. You'll learn how to:Spell out the business need for your ideaAlign your case with strategic goalsBuild the right team to shape and test your ideaCalculate the return on investmentAnalyze risks and opportunitiesPresent your case to stakeholders

Great leaders embrace a higher purpose to win. The NetPromoter System shines as their guiding star.Fewmanagement ideas have spread so far and wide as the Net Promoter System (NPS).Since its conception almost two decades ago by customer loyalty guru FredReichheld, thousands of companies around the world have adopteditfrom industrial titans such as Mercedes-Benz and Cummins to techgiants like Apple and Amazon to digital innovators such as Warby Parker andPeloton.Now, Reichheld has raised the bar yet again. InWinning on Purpose, he demonstrates that the primary purposeof a business should be to enrich the lives of its customers. Why? Because whencustomers feel this love, they come back for more and bring their friendsgeneratinggood profits. This is NPS 3.0 and it puts a new take on the age-old GoldenRuletreat customers the way you would want a loved onetreatedat the heart of enduring business success. As the compellingexamples in this book illustrate, companies with superior NPS consistentlydeliver higher returns to shareholders across a wide array ofindustries.But winning on purpose isn't easy. Reichheld alsoexplains why many NPS practitioners achieve just a small fraction of the system'sfull potential, and he presents the newest thinking and best practices fordoing NPS right. He unveils the Earned Growth Rate (EGR): the first reliable,complementary accounting measure that can truly leverage the power ofNPS.With keen insight and moving personal stories, Reichheldadvances the thinking and practice of NPS. Winning onPurpose is your indispensable guide for inspiring customer lovewithin your own teams and using Net Promoter to achieve both personal and businesssuccess.

Based on the award-winning article in Harvard Business Review, from global leadership expert John Kotter.Its a familiar scene in organizations today: a new competitive threat or a big opportunity emerges. You quickly create a strategic initiative in response and appoint your best people to make change happen. And it doesbut not fast enough. Or effectively enough. Real value gets lost and, ultimately, things drift back to the default status.Why is this scenario so frequently repeated in industries and organizations across the world? In the groundbreaking new book Accelerate (XLR8), leadership and change management expert, and best-selling author, John Kotter provides a fascinating answerand a powerful new framework for competing and winning in a world of constant turbulence and disruption.Kotter explains how traditional organizational hierarchies evolved to meet the daily demands of running an enterprise. For most companies, the hierarchy is the singular operating system at the heart of the firm. But the reality is, this system simply is not built for an environment where change has become the norm. Kotter advocates a new systema second, more agile, network-like structure that operates in concert with the hierarchy to create what he calls a dual operating systemone that allows companies to capitalize on rapid-fire strategic challenges and still make their numbers.Accelerate (XLR8) vividly illustrates the five core principles underlying the new network system, the eight Accelerators that drive it, and how leaders must create urgency in others through role modeling. And perhaps most crucial, the book reveals how the best companies focus and align their peoples energy and urgency around what Kotter calls the big opportunity.If youre a pioneer, a leader who knows that bold change is necessary to survive and thrive in an ever-changing world, this book will help you accelerate into a better, more profitable future.

Does it seem youve formulated a rock-solid strategy, yet your firm still cant get ahead? If so, construct a solid foundation for business executionan IT infrastructure and digitized business processes to automate your companys core capabilities. In Enterprise Architecture as Strategy: Creating a Foundation for Business Execution, authors Jeanne W. Ross, Peter Weill, and David C. Robertson show you how.The key? Make tough decisions about which processes you must execute well, then implement the IT systems needed to digitize those processes. Citing numerous companies worldwide, the authors show how constructing the right enterprise architecture enhances profitability and time to market, improves strategy execution, and even lowers IT costs. Though clear, engaging explanation, they demonstrate how to define your operating modelyour vision of how your firm will survive and growand implement it through your enterprise architecture. Their counterintuitive but vital message: when it comes to executing your strategy, your enterprise architecture may matter far more than your strategy itself.

TAKE THE PAIN OUT OF PRESENTATIONS.Terrified of speaking in front of a group? Or simply looking to polish your skills? No matter where you are on the spectrum, this guide will give you the confidence and the tools you need to get results.Written by presentation expert Nancy Duarte, the HBR Guide to Persuasive Presentations will help you:Win over tough crowdsOrganize a coherent narrativeCreate powerful messages and visualsConnect with and engage your audienceShow people why your ideas matter to themStrike the right tone, in any situation

Get to better, more effective strategy.In nearly every business segment and corner of the world economy, the most successful companies dramatically outperform their rivals. What is their secret? In Better, Simpler Strategy, Harvard Business School professor Felix Oberholzer-Gee shows how these companies achieve more by doing less. At a time when rapid technological change and global competition conspire to upend traditional ways of doing business, these companies pursue radically simplified strategies. At a time when many managers struggle not to drown in vast seas of projects and initiatives, these businesses follow simple rules that help them select the few ideas that truly make a difference.Better, Simpler Strategy provides readers with a simple tool, the value stick, which every organization can use to make its strategy more effective and easier to execute. Based on proven financial mechanics, the value stick helps executives decide where to focus their attention and how to deepen the competitive advantage of their business.How does the value stick work? It provides a way of measuring the two fundamental forces that lead to value creation and increased financial success—the customer's willingness-to-pay and the employee's willingness-to-sell their services to the business. Companies that win, Oberholzer-Gee shows, create value for customers by raising their willingness-to-pay, and they provide value for talent by lowering their willingness-to-sell. The approach, proven in practice, is entirely data driven and uniquely suited to be cascaded throughout the organization.With many useful visuals and examples across industries and geographies, Better, Simpler Strategy explains how these two key measures enable firms to gauge and improve their strategies and operations. Based on the author's sought-after strategy course, this book is your must-have guide for making better strategic decisions.

In the bestseller The Innovator's Dilemma, the author exposed the Achilles' heel of many companies: by ignoring the disruptive technologies that evolve to displace them, they help initiate their own demise. In this book, he takes the idea of disruption one step further - explaining how companies can and should become disruptors themselves.

A Wall Street Journal Bestseller"e;...this guide provides readers with much more than just early careers advice; it can help everyone from interns to CEOs."e; — a Financial Times top titleYou've landed a job. Now what?No one tells you how to navigate your first day in a new role. No one tells you how to take ownership, manage expectations, or handle workplace politics. No one tells you how to get promoted.The answers to these professional unknowns lie in the unspoken rules—the certain ways of doing things that managers expect but don't explain and that top performers do but don't realize.The problem is, these rules aren't taught in school. Instead, they get passed down over dinner or from mentor to mentee, making for an unlevel playing field, with the insiders getting ahead and the outsiders stumbling along through trial and error.Until now.In this practical guide, Gorick Ng, a first-generation college student and Harvard career adviser, demystifies the unspoken rules of work. Ng distills the wisdom he has gathered from over five hundred interviews with professionals across industries and job types about the biggest mistakes people make at work. Loaded with frameworks, checklists, and talking points, the book provides concrete strategies you can apply immediately to your own situation and will help you navigate inevitable questions, such as:How do I manage my time in the face of conflicting priorities?How do I build relationships when I'm working remotely?How do I ask for help without looking incompetent or lazy?The Unspoken Rules is the only book you need to perform your best, stand out from your peers, and set yourself up for a fulfilling career.

Have you ever come up with an idea for a new product or service but didnt take any action because you thought it would be too risky? Or at work, have you had what you thought could be a big idea for your companyperhaps changing the way you develop or distribute a product, provide customer service, or hire and train your employees? If you have, but you havent known how to take the next step, you need to understand what the authors call the innovators methoda set of tools emerging from lean start-up, design thinking, and agile software development that are revolutionizing how new ideas are created, refined, and brought to market. To date these tools have helped entrepreneurs, designers, and software developers manage uncertaintythrough cheap and rapid experiments that systematically lower failure rates and risk. But many managers and leaders struggle to apply these powerful tools within their organizations, as they often run counter to traditional managerial thinking and practice. Authors Nathan Furr and Jeff Dyer wrote this book to address that very problem. Following the breakout success of The Innovators DNAwhich Dyer wrote with Hal Gregersen and bestselling author Clay Christensen to provide a framework for generating ideasthis book shows how to make those ideas actually happen, to commercialize them for success.Based on their research inside corporations and successful start-ups, Furr and Dyer developed the innovators method, an end-to-end process for creating, refining, and bringing ideas to market. They show when and how to apply the tools of their method, how to adapt them to your business, and how to answer commonly asked questions about the method itself, including: How do we know if this idea is worth pursuing? Have we found the right solution? What is the best business model for this new offering? This book focuses on the howhow to test, how to validate, and how to commercialize ideas with the lean, design, and agile techniques successful start-ups use. Whether youre launching a start-up, leading an established one, or simply working to get a new product off the ground in an existing company, this book is for you.

Trade paperback. A hands-on guide to the ins and outs of finance for people who might not be natural with numbers. Combines conversational tone with MBA-level knowledge.

Offers a set of practices for creativity in various human enterprises. This book provides readers with a sense of the role that the notion of possibility can play in different aspects of our lives. It shifts readers perspective with stories, parables, and anecdotes from the authors' personal experiences as well as from everyday heroes.

Become a Digital MasterNo Matter What Business Youre In If you think the phrase going digital is only relevant for industries like tech, media, and entertainmentthink again. In fact, mobile, analytics, social media, sensors, and cloud computing have already fundamentally changed the entire business landscape as we know itincluding your industry. The problem is that most accounts of digital in business focus on Silicon Valley stars and tech start-ups. But what about the other 90-plus percent of the economy? In Leading Digital, authors George Westerman, Didier Bonnet, and Andrew McAfee highlight how large companies in traditional industriesfrom finance to manufacturing to pharmaceuticalsare using digital to gain strategic advantage. They illuminate the principles and practices that lead to successful digital transformation. Based on a study of more than four hundred global firms, including Asian Paints, Burberry, Caesars Entertainment, Codelco, Lloyds Banking Group, Nike, and Pernod Ricard, the book shows what it takes to become a Digital Master. It explains successful transformation in a clear, two-part framework: where to invest in digital capabilities, and how to lead the transformation. Within these parts, youll learn: How to engage better with your customers How to digitally enhance operations How to create a digital vision How to govern your digital activitiesThe book also includes an extensive step-by-step transformation playbook for leaders to follow.Leading Digital is the must-have guide to help your organization survive and thrive in the new, digitally powered, global economy.

Much of what we experience in life results from a combination of skill and luck. From the IntroductionThe trick, of course, is figuring out just how many of our successes (and failures) can be attributed to eachand how we can learn to tell the difference ahead of time.In most domains of life, skill and luck seem hopelessly entangled. Different levels of skill and varying degrees of good and bad luck are the realities that shape our livesyet few of us are adept at accurately distinguishing between the two. Imagine what we could accomplish if we were able to tease out these two threads, examine them, and use the resulting knowledge to make better decisions. In this provocative book, Michael Mauboussin helps to untangle these intricate strands to offer the structure needed to analyze the relative importance of skill and luck. He offers concrete suggestions for making these insights work to your advantage. Once we understand the extent to which skill and luck contribute to our achievements, we can learn to deal with them in making decisions.The Success Equation helps us move toward this goal by: Establishing a foundation so we better understand skill and luck, and can pinpoint where each is most relevant Helping us develop the analytical tools necessary to understand skill and luck Offering concrete suggestions about how to take these findings and put them to workShowcasing Mauboussins trademark wit, insight, and analytical genius, The Success Equation is a must-read for anyone seeking to make better decisionsin business and in life.

Richard Hackman, one of the world's leading experts on group and organizational behavior, argues that teams perform at their best when leaders create conditions that allow them to manage themselves effectively. Leading Teams is not about subscribing to a specific formula or leadership style, says Hackman. Rather, it is about applying a concise set of guiding principles to each unique group situationand doing so in the leader's own idiosyncratic way. Based on extensive research and using compelling examples ranging from orchestras to airline cockpit crews, Leading Teams identifies five essential conditionsa stable team, a clear and engaging direction, an enabling team structure, a supportive organizational context, and the availability of competent coachingthat greatly enhance the likelihood of team success. The book offers a practical framework that leaders can use to muster personal skills and organizational resources to create and sustain the five key conditions and shows how those conditions can launch a team onto a trajectory of increasing effectiveness. Authoritative and astutely realistic, Leading Teams offers a new and provocative way of thinking about and leading work teams in any organizational setting.

Look around your office. Turn on the TV. Incompetent leadership is everywhere, and there's no denying that most of these leaders are men. In this timely and provocative book, Tomas Chamorro-Premuzic asks two powerful questions: Why is it so easy for incompetent men to become leaders? And why is it so hard for competent people - especially competent women - to advance? Marshaling decades of rigorous research, Chamorro-Premuzic points out that although men make up a majority of leaders, they underperform when compared with female leaders. In fact, most organizations equate leadership potential with a handful of destructive personality traits, like overconfidence and narcissism. In other words, these traits may help someone get selected for a leadership role, but they backfire once the person has the job. When competent women - and men who don't fit the stereotype - are unfairly overlooked, we all suffer the consequences. The result is a deeply flawed system that rewards arrogance rather than humility, and loudness rather than wisdom. There is a better way. With clarity and verve, Chamorro-Premuzic shows us what it really takes to lead and how new systems and processes can help us put the right people in charge.

An indispensable guide to help companies navigate the new era of ethical challenges and risks in a volatile global landscape. Today's headlines teem with employee unrest over racial injustice, communities infuriated by corporate environmental impacts, staff anxiety over surveillance, public outrage over corruption in business, and discoveries of child labor in supply chains. We've traveled far and fast from the old world of business ethics, where black-and-white concerns about bribery and fraud could be addressed via rules and processes. Simply maximizing shareholder value while not breaking the law is no longer a tenable approach, but we've never been so confused about what it means to do the right thing-and why it's so important. In this eye-opening, essential book, NYU Stern ethics professor Alison Taylor argues that amid stakeholder demands and transparency pressures, we can no longer treat ethics as merely a legal and reputational defense mechanism. Leaders at Davos and the Business Roundtable have called for a new corporate responsibility paradigm, but organizations struggle to implement these ideas in an atmosphere of heightened expectations and intense suspicion. Offering vivid stories and examples from years working in anti-corruption and advising companies on ethics, Taylor brings this complex, risky environment alive to provide a blueprint for how leaders can rethink and reshape their practices. How can CEOs cut through the noise to set robust environmental and social priorities? When should they speak out on contentious social and political issues-and how? What does it really take to build a healthy organizational culture? How are we to approach corporate values when society itself is so divided?Higher Ground shows leaders how business can navigate this messy paradigm shift, build trust, and achieve long-term strategic advantage in a turbulent world.