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Managing people is fraught with challenges even if you're a seasoned manager. This book inspires you to tailor your management styles to fit your people; motivate with more responsibility, not more money; support first-time managers; build trust by soliciting input; teach smart people how to learn from failure; and build high-performing teams.

The definitive classic on high-performance teamsThe Wisdom of Teams is the definitive work on how to create high-performance teams in any organization. Having sold nearly a half million copies and been translated into more than fifteen languages, the authors clarion call that teams should be the basic unit of organization for most businesses has permanently shaped the way companies reach the highest levels of performance.Using engaging case studies and testimonials from both successful and failed teamsranging from Fortune 500 companies to the U.S. Army to high school sportsthe authors explain the dynamics of teams both in great detail and with a broad view. Their conclusions and prescriptions span the familiar to the counterintuitive: Commitment to performance goals and common purpose is more important to team success than team building. Opportunities for teams exist in all parts of the organization. Real teams are the most successful spearheads of change at all levels. Working in teams naturally integrates performance and learning. Team endings can be as important to manage as team beginnings.Wisdom lies in recognizing a teams unique potential to deliver results and in understanding its many benefitsdevelopment of individual members, team accomplishments, and stronger companywide performance. Katzenbach and Smiths comprehensive classic is the essential guide to unlocking the potential of teams in your organization.

One small idea can ignite a revolution just as a single matchstick can start a fire.One such ideaputting employees first and customers secondsparked a revolution at HCL Technologies, the IT services giant.In this candid and personal account, Vineet NayarHCLTs celebrated CEOrecounts how he defied the conventional wisdom that companies must put customers first, then turned the hierarchical pyramid upside down by making management accountable to the employees, and not the other way around.By doing so, Nayar fired the imagination of both employees and customers and set HCLT on a journey of transformation that has made it one of the fastest-growing and profitable global IT services companies and, according to BusinessWeek, one of the twenty most influential companies in the world.Chapter by chapter, Nayar recounts the exciting journey of how he and his team implemented the employee first philosophy by: Creating a sense of urgency by enabling the employees to see the truth of the companys current state as well as feel the romance of its possible future state Creating a culture of trust by pushing the envelope of transparency in communication and information sharing Inverting the organizational hierarchy by making the management and the enabling functions accountable to the employee in the value zone Unlocking the potential of the employees by fostering an entrepreneurial mind-set, decentralizing decision making, and transferring the ownership of change to the employee in the value zoneRefreshingly honest and practical, this book offers valuable insights for managers seeking to realize their aspirations to grow faster and become self-propelled engines of change.

Until now, the literature on innovation has focused either on radical innovation pushed by technology or incremental innovation pulled by the market. In Design-Driven Innovation: How to Compete by Radically Innovating the Meaning of Products, Roberto Verganti introduces a third strategy, a radical shift in perspective that introduces a bold new way of competing. Design-driven innovations do not come from the market; they create new markets. They don't push new technologies; they push new meanings.It's about having a vision, and taking that vision to your customers. Think of game-changers like Nintendo's Wii or Apple's iPod. They overturned our understanding of what a video game means and how we listen to music. Customers had not asked for these new meanings, but once they experienced them, it was love at first sight.But where does the vision come from? With fascinating examples from leading European and American companies, Verganti shows that for truly breakthrough products and services, we must look beyond customers and users to those he calls "e;interpreters"e; - the experts who deeply understand and shape the markets they work in.Design-Driven Innovation offers a provocative new view of innovation thinking and practice.

What makes a great leader?It's a question that has been tackled by thousands. In fact, there are literally tens of thousands of leadership studies, theories, frameworks, models, and recommended best practices. But where are the clear, simple answers we need for our daily work lives? Are there any?Dave Ulrich, Norm Smallwood, and Kate Sweetman set out to answer these questionsto crack the code of leadership. Drawing on decades of research experience, the authors conducted extensive interviews with a variety of respected CEOs, academics, experienced executives, and seasoned consultantsand heard the same five essentials repeated again and again. These five rules became The Leadership Code. In The Leadership Code, the authors break down great leadership into day-to-day actions, so that you know what to do Monday morning. Crack the leadership codeand take your leadership to the next level.

Most organizational change initiatives fail spectacularly (at worst) or deliver lukewarm results (at best). In his international bestseller Leading Change, John Kotter revealed why change is so hard, and provided an actionable, eight-step process for implementing successful transformations. The book became the change bible for managers worldwide.Now, in A Sense of Urgency, Kotter shines the spotlight on the crucial first step in his framework: creating a sense of urgency by getting people to actually see and feel the need for change.Why focus on urgency? Without it, any change effort is doomed. Kotter reveals the insidious nature of complacency in all its forms and guises.In this exciting new book, Kotter explains: How to go beyond "e;the business case"e; for change to overcome the fear and anger that can suppress urgency Ways to ensure that your actions and behaviors -- not just your words -- communicate the need for change How to keep fanning the flames of urgency even after your transformation effort has scored some early successesWritten in Kotter's signature no-nonsense style, this concise and authoritative guide helps you set the stage for leading a successful transformation in your company.

If you want to be as successful as Jack Welch, Larry Bossidy, or Michael Dell, read their autobiographical advice books, right? Wrong, says Roger Martin in The Opposable Mind. Though following best practice can help in some ways, it also poses a danger: By emulating what a great leader did in a particular situation, you'll likely be terribly disappointed with your own results. Why? Your situation is different.Instead of focusing on what exceptional leaders do, we need to understand and emulate how they think. Successful businesspeople engage in what Martin calls integrative thinking creatively resolving the tension in opposing models by forming entirely new and superior ones. Drawing on stories of leaders as diverse as AG Lafley of Procter & Gamble, Meg Whitman of eBay, Victoria Hale of the Institute for One World Health, and Nandan Nilekani of Infosys, Martin shows how integrative thinkers are relentlessly diagnosing and synthesizing by asking probing questions including: What are the causal relationships at work here? and What are the implied trade-offs?Martin also presents a model for strengthening your integrative thinking skills by drawing on different kinds of knowledge including conceptual and experiential knowledge.Integrative thinking can be learned, and The Opposable Mind helps you master this vital skill.

Projects are the engines that drive innovation from idea to commercialization. In fact, the number of projects in most organizations today is expanding while operations is shrinking. Yet, since many companies still focus on operational excellence and efficiency, most projects faillargely because conventional project management concepts cannot adapt to a dynamic business environment. Moreover, top managers neglect their company's project activity, and line managers treat all their projects alikeas part of operations. Based on an unprecedented study of more than 600 projects in a variety of businesses and organizations around the globe, Reinventing Project Management provides a new and highly adaptive model for planning and managing projects to achieve superior business results.

Private equity firms are snapping up brand-name companies and assembling portfolios that make them immense global conglomerates. They're often able to maximize investor value far more successfully than traditional public companies. How do PE firms become such powerhouses? Learn how, in Lessons from Private Equity Any Company Can Use. Bain chairman Orit Gadiesh and partner Hugh MacArthur use the concise, actionable format of a memo to lay out the five disciplines that PE firms use to attain their edge: Invest with a thesis using a specific, appropriate 3-5-year goal Create a blueprint for change--a road map for initiatives that will generate the most value for your company within that time frame Measure only what matters--such as cash, key market intelligence, and critical operating data Hire, motivate, and retain hungry managers--people who think like owners Make equity sweat--by making cash scarce, and forcing managers to redeploy underperforming capital in productive directionsThis is the PE formulate for unleashing a company's true potential.

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 premiumsnot 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 underlyingand largely overlookedcauses of the problem, and provide a powerful prescription for change.The authors argue that competition currently takes place at the wrong levelamong health plans, networks, and hospitalsrather 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 placeand 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.

Reskilling is the new imperative in the war for talent.As the pace of technological change accelerates, the demand for new skills is increasing. And as technologies like AI take on new tasks and jobs, smart organizations aren't waiting for their new workforces to appear. They are investing in reskilling the workers. They're adopting a skills-based approach to hiring and developing talent. And they're leveraging digital learning tech to upskill their employees dynamically and efficiently. What new approaches should your organization be taking to build the workforce you need--now and tomorrow?Reskilling and Upskilling: The Insights You Need from Harvard Business Review brings you today's most essential thinking on rebuilding and retraining your workforce. It explains how to launch the right skilling initiatives, how to measure their impact, and how to prepare your company to compete in the new skills economy.Business is changing. Will you adapt or be left behind?Get up to speed and deepen your understanding of the topics that are shaping your company's future with the Insights You Need from Harvard Business Review series. Featuring HBR's smartest thinking on fast-moving issues--blockchain, cybersecurity, AI, and more--each book provides the foundational introduction and practical case studies your organization needs to compete today and collects the best research, interviews, and analysis to get it ready for tomorrow.You can't afford to ignore how these issues will transform the landscape of business and society. The Insights You Need series will help you grasp these critical ideas--and prepare you and your company for the future.

Build a more innovative, inclusive culture that welcomes all talent.Many technology leaders believe in having more women and people of color in technical and leadership positions in their organizations while still exhibiting reverence for the lone genius, almost always male, that they believe is imperative to their innovative future. They hold these two ideals as separate.Why? According to Telle Whitney, cofounder of the Grace Hopper Celebration of Women in Computing, tech leaders want to talk about inclusivity, but few fundamentally change their culture to dismantle the unwelcoming environment, fearful that doing so will compromise innovation. Women and people of color pay the price, facing exclusive and even hostile workplaces. They're held back from professional growth and in many cases, choose to leave the industry altogether.But there is a solution. In Rebooting Tech Culture, Whitney explains that the same values at the heart of a culture of innovation--creativity, courage, confidence, curiosity, communication, and community--can also foster a culture that is welcoming to all employees. Drawing on more than 50 interviews with tech executives and a survey of 1,000 people in tech, she shows how these "six Cs" can power real change in technology organizations, creating workplaces where anyone can be successful and where innovation thrives.Today, every company is a tech company. By understanding how to apply these values and reinvigorate their cultures, leaders will learn how to eliminate the behaviors holding their teams back from true belonging, creative growth, and true innovation.

How the founders of Beekman 1802 turned a dream into a multimillion-dollar business--and how you can, too.After growing up in rural, middle-class families in North Carolina and Wisconsin and moving to New York to scale the heights of the corporate ladders in advertising, healthcare, and media, Brent Ridge and Josh Kilmer-Purcell returned to their roots and launched Beekman 1802 in one of New York State's poorest counties, with no funding in the middle of a punishing recession. They didn't have much of a business plan. But they did know a few things: they wanted to build a truly good company. They wanted to sell high-quality beauty and skincare products made from goat's milk that would enrich their customers' lives. They wanted to make the world a better place by spreading kindness. And they wanted to build a business that would last.Beekman 1802 is recognized as one of America's most esteemed beauty and lifestyle brands. But it wasn't built on current management fads; it was built on timeless proverbs that Brent's and Josh's parents and grandparents had taught them--the "greatest of all time" principles for good living that also can be applied to any business.For the first time, the authors present the twelve principles that made the greatest difference in the growth of Beekman 1802 and show how they are relevant for anyone seeking to run an enduring business of their own or harness the entrepreneurial spirit to rise within a big corporation.Packed with anecdotes from Brent's and Josh's own experiences, insights from other successful entrepreneurs, compelling social science research, and a lot of practical advice, GOAT Wisdom is more than a business guide--it's a source of inspiration.Part All I Really Needed to Know I Learned in Kindergarten and part Chicken Soup for the Soul, everyone from dreamers and humble hustlers to entrepreneurs and corporate intrapreneurs will find this wisdom to be insightful and refreshing.

Porsches for soccer moms? Finance bros in Patagonia? Bud Light Pride cans? Drive-through Starbucks? What happens when your growth strategy creates conflict between customers?You always want to grow your brand, but there's a dilemma: the more customer segments you target for growth, the harder it becomes to avoid conflict. Sometimes you do such a good job building a loyal following that attempts to court other customers feel like betrayal to your core. Sometimes, a segment adopts your products without you targeting them, alienating your existing customers. Sometimes, your growth strategy flies in the face of what people have decided your brand means to them.Welcome to "the conflict zone," where brands must navigate these incompatibilities to achieve growth--or face losing customers rather than growing. How did Supreme's attempts to cross over cost the brand its coveted reputation among skateboarders? How did Apple lose one of its most devoted customer bases when it updated a piece of software? What does Gucci do when the cast of Jersey Shore starts toting their handbags around?Marketing experts and professors Annie Wilson and Ryan Hamilton answer these questions, and through dozens of cases provide insight into how brands can drive growth by attracting new segments without alienating or losing their current customers. With a fresh, simple framework for growing without imploding, Wilson and Hamilton show you how to recognize when you're heading for the conflict zone, how to steer clear of it, and what to do if you find yourself in it.Here you'll find a better way to strategically select new target markets and evaluate, monitor, and manage multiple customer segments. The Growth Dilemma is your road map to brand growth.

AI is going to change brand strategy and marketing forever. Are you ready?What does the rapid rise and astonishing rate of improvement of AI mean for brands in the next five years? Listen to what OpenAI CEO Sam Altman told authors Adam Brotman and Andy Sack when he met them: "It will mean that 95% of what marketers use agencies, strategists, and creative professionals for today will easily, nearly instantly, and at almost no cost be handled by the AI--and the AI will likely be able to test the creative against real or synthetic customer focus groups. No problem."With that astonishing statement, the authors began a journey of discovery to understand what this transition to an AI-first world means. You'll hear from a who's who of tech visionaries who spoke with the authors, including Altman, Bill Gates, and Reid Hoffman, sharing how they're thinking of the transition to the new reality. You'll also hear from practitioners bold enough to be surfing this tidal wave of change, including one who audaciously mandated experimentation with AI for all his employees.Brotman is the former chief digital officer at Starbucks, pivotal in the development of the coffee giant's mobile payment and loyalty programs. Sack is a legendary tech visionary and former adviser to Microsoft CEO Satya Nadella. Together, they formed strategic consultancy Forum3 to take on every aspect of the challenge to becoming an AI-first organization, including how you think about the design of jobs, what skills you need to start developing, what customers will expect from brands that they don't today, how to achieve early wins, and how to compete in an AI-first arena, where nearly anyone can build creatively engaging brands quickly and cheaply.It's time to get ready for a brand-new world. Start here.

The broken rung: a phenomenon even more pervasive than the glass ceiling in holding women back from career success. This book explains it and gives you strategies for how to overcome it and fulfill your potential.Women around the world do extremely well when it comes to their education. They graduate at higher rates than men do and have higher average GPAs. But then a strange thing happens: Upon entering the workforce, they immediately lose their advantage. When the first promotions come around, the slide continues--for every 100 men who are promoted to manager, only 87 women and 73 women of color get promoted.This is what McKinsey senior partners Kweilin Ellingrud, Lareina Yee, and María del Mar Martínez call "the broken rung," and its effects compound throughout women's careers, causing women to fall behind at the start and keeping them from catching up. In this groundbreaking book, the authors reveal the problem's underlying cause: while about half of a person's lifetime earnings come from education and half from experience, men get more value from their experience than women do. As the authors show, it is also here, in one's experience, that the solution lies: How can women build their "experience capital" to level the playing field and maximize their earning potential?Based on over a decade of research, conversations with more than 50 remarkable leaders, and their own experiences as senior partners and as the first three consecutive chief diversity and inclusion officers for McKinsey, the authors weave data on the potential pitfalls across a career with inspiring and instructive stories of women who have climbed over the broken rung by using strategies that increased their experience capital.Leaders and companies must do more to address structural gender inequalities in the workplace--but you don't have to wait. The Broken Rung is your guide, right now, for moving up the corporate ladder and reaching your full potential at work.

The most comprehensive, in-depth picture yet of workplace wellbeing and its key drivers, providing new perspective on the intersection of happiness, productivity, and organizational success.Most of us spend a third of our waking lives at work. Work sets our schedules, influences our relationships, shapes our identities, and drives our economies. But is it actually making us happy?This is a deep and profoundly important question, and now leading Oxford researchers Jan-Emmanuel De Neve and George Ward provide the richest, most comprehensive picture yet of workplace wellbeing. In Why Workplace Wellbeing Matters, the authors provide clarity on what workplace wellbeing is (and is not), and how to think about and approach it as a business.Mining a variety of the largest and most in-depth data sources--including a unique, massive dataset gathered in partnership with the jobs platform Indeed--the book illustrates the remarkable ways in which wellbeing at work varies across workers, companies, industries, and geographies. It also provides new, data-driven insights into the origins of workplace happiness and how to effectively move the needle on improving our working lives.Drawing on work in economics, psychology, sociology, management, and other disciplines, the authors explain that workplace wellbeing includes both how we think about our work as a whole and how we feel while we're at work. They show, using innovative new data and empirical methods, that improving wellbeing can help raise productivity as well as aid in the retention and recruitment of talent--ultimately leading to companies' better financial performance.With keen insight and nuanced analysis, Why Workplace Wellbeing Matters dispels myths and tests assumptions that have arisen amidst an often-confusing cacophony of voices on wellbeing at work. It also provides a firm foundation and indispensable resource for leaders as they shape the future of work.

A research-based look at a growing phenomenon--companies allowing their employees to work from anywhere in the world--and how those who adopt this model can boost talent, innovation, and productivity.In recent years, companies in a wide range of industries have adopted radically flexible work policies that allow employees and teams to work from anywhere (WFA), untethered to a physical office. The leaders at these companies understand that geographic flexibility is a competitive advantage: a way to attract and retain high-quality and diverse talent at a global scale. If other companies want to find and keep the very best talent, they must embrace WFA.In The World Is Your Office, Harvard Business School professor Prithwiraj Choudhury takes readers inside the companies at the forefront of this growing phenomenon--from startups to bigger, more traditional organizations--while offering leaders a playbook for implementing a variety of WFA policies they can tailor to their own needs. This includes: Using WFA as a means of hiring and retaining the best talent in your fieldBest practices for meeting the challenges of managing a WFA team or workforce, including ways to build community, improve communication, and share knowledgeUnderstanding how AI and automation are extending WFA to manufacturing and other deskless settingsCase studies of companies that have implemented WFA to great effectFilled with smart insights and in-depth examples, and inspired by a decade's worth of pioneering research, The World is Your Office will help leaders attract superior talent, boost innovation, and improve productivity and diversity.

At the intersection of reverse innovation and design thinking, you can find opportunities to create innovations that are Global by Design.We are living in an era when innovators must turn their sights to the global stage as never before, to both solve wicked problems facing the world and capture the economic opportunities presented by emerging markets. Thoughtful, innovative solutions can be truly global in scope, providing the value necessary for large-scale adoption in developing countries and disrupting equivalent products in wealthy markets by offering high performance at low cost.But it will require a diligent, targeted design process to make these innovation growth opportunities a reality, and Winter and Govindarajan deliver the practical approach you need in Global by Design.A book born from the mutual appreciation, and interdependence, of their backgrounds--Winter is a rock star in engineering design and Govindarajan a longtime leading expert on strategy and innovation--Global by Design provides what you need to get started, whether you work in a C-suite, an engineering cubicle, the workshop floor, a classroom, the halls of government, or an NGO field office.No matter your discipline, level of training, or location in the world, you have valuable knowledge and perspective that can be leveraged to spot consequential problems, leverage innovation to solve them, and create an ecosystem for driving the creation of high-value, low-cost solutions that have global appeal--that are Global by Design.