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Time, Talent, Energy
Managing Your Scarcest Resources 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 Busin...
Value Imperative
Moving beyond the strategies that managers have employed to create shareholder value, three corporate finance experts reveal their powerful framework for the systematic day-to-day management of shareholder value. They also dispel many of the "value myths" that can skew a company's strategy.
Decide and Deliver
Dithering. Decisions that turn out wrong. Decisions that people sabotage or don't know how to implement. If your company's experiencing these problems, it's not alone. Most organizations don't know how to make and execute good decisions. And they're paying a high price—as profitability and competitiveness erode. It doesn't have to be this way. In Decide and Deliver, the authors draw on Bain & Company's extensive research to present a five-step process for improving your firm's decision effectiveness: 1. Assess your decision effectiveness—and how your organization affects it. 2. Identify your critical decisions. 3. Set individual critical decisions up for success. 4. Ensure that your comp...
Introduction to Management
Completely updated and revised, this eleventh edition arms managers with the business tools they’ll need to succeed. The text presents managerial concepts and theory related to the fundamentals of planning, leading, organising, and controlling with a strong emphasis on application. It offers new information on the changing nature of communication through technology. Focus is also placed on ethics to reflect the importance of this topic, especially with the current economic situation. This includes all new ethics boxes throughout the chapters. An updated discussion on the numerous legal law changes over the last few years is included as well. Managers will be able to think critically and make sound decisions using this text because the concepts are backed by many applications, exercises, and cases.
HBR's 10 Must Reads on Change Management (including featured article "Leading Change," by John P. Kotter)
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 stages Establish a sense of urgency Overcome addiction to the status quo Mobilize commitment Silence naysayers Minimize the pain of change Concentrate resources Motivate 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."
The Next Leadership Team
CEOs and organizational leaders are only as strong as the teams they build. And yet it is surprising how little practical advice there is for senior leaders on how to create, build, and optimize their teams. Step up The Next Leadership Team. Illustrated with real-life examples from interviews with CEOs, C-Suite members, and headhunters throughout, The Next Leadership Team explains how senior leaders can improve the performance of their leadership teams by identifying clear team approaches, associated team member profiles, and by leading that team. These ideas are brought to life with case studies and interviews with well-known corporations such as ABB, Allianz, Amazon, AXA, Best Buy, Capita, Danone, Deutsche Telekom, Ferrari, Freudenberg, Haier, Hilti, HSBC, Holcim, Huawei, Logitech, Microsoft, Nestlé, Netflix, Nokia, Nordea, Schneider Electric, Tata, Wipro, and Zurich Insurance. This book is an invaluable resource for CEOs and senior executives who need to build and develop leadership teams to drive success in the organizations they lead. It is also relevant to headhunters who are involved in the appointments of members of senior leadership teams.
HBR's Must-reads on Strategy
Contains ten selected articles on strategy from the Harvard Business Review. Includes writings on how to build a company's vision, reinventing a business model, and the secrets to successful strategy execution.
Strategy and Strategists
Importantly, this stimulating text:
Profit from the Core
When Profit from the Core was published in 2001, it became an international bestseller, helping hundreds of companies find their way back to profitable growth after the bursting of the Internet bubble. The 2007 global financial meltdown reaffirmed the perils of pursuing heady growth through untested strategies, as firms in industries from finance to retailing to automobiles strayed too far from their core businesses and suffered the consequences. In this updated edition of Profit from the Core, authors Chris Zook and James Allen show that a renewed focus on the core is more critical than ever as firms seek to rebuild their competitive advantage coming out of the downturn—and that a strong ...
The Three Tensions
A manager argued that he could either increase his business unit's margins or its sales, but not both. His chief executive reminded him of the time when people lived in mud huts and faced the stark choice between light and heat: punch a hole in the side of your hut and you let the daylight in but also the cold, or block up all the openings and you stay warm but sit in darkness. The invention of glass made it possible to overcome the dilemma—to let in the light but not the cold. How then, he asked his manager, will you resolve your dilemma between no sales or no margin improvement? Where is the glass? —From the Introduction "To win, leaders have to push their companies beyond trade-offs. ...
