Porter). We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you catalyze your organization's strategy development and execution.HBR's 10 Must Reads on Strategy will inspire you to:• Distinguish your company from rivals• Clarify what your company will and won't do• Craft a vision for an uncertain future• Create blue oceans of uncontested market space• Use the Balanced Scorecard to measure your strategy• Capture your strategy in a memorable phrase• Make priorities explicit• Allocate resources early• Clarify decision rights for faster decision making"This collection of best-selling articles includes: featured article "What Is Strategy?" by Michael E. Porter, "The Five Competitive Forces That Shape Strategy," "Building Your Company's Vision," "Reinventing Your Business Model," "Blue Ocean Strategy," "The Secrets to Successful Strategy Execution," "Using the Balanced Scorecard as a Strategic Management System," "Transforming Corner-Office Strategy into Frontline Action," "Turning Great Strategy into Great Performance," and "Who Has the D? How Clear Decision Roles Enhance Organizational Performance."

    And while Collins would go on to write a series of famous bestsellers that have sold more than ten million copies worldwide, this lesser-known early work remains the favourite of many of his loyal readers.Now, with Beyond Entrepreneurship 2.0, Collins re-shares the timeless insights in Beyond Entrepreneurship alongside new perspectives gleaned after decades of additional research into what makes great companies tick. In Beyond Entrepreneurship 2.0, you'll learn how to turn your company into the 2.0 version of itself. You'll be challenged to grow your own leadership as your company grows, from 1x to 2x to 5x to 10x. You'll learn Collins's newest reflections on people decisions, insights that extend beyond his seminal "first who" principle about getting the right people on the bus. You'll learn why luck favours the persistent, and what it means to look for "who luck." You'll learn about the origins of the "BHAG" (Big Hairy Audacious Goal), and why even a small business needs a galvanising BHAG to have a complete and inspiring vision.You'll also unlock what Collins calls "The Map." The Map is a road map that pulls together the key concepts developed from thirty years of research and writing into one integrated framework for building a company that delivers superior results, makes a distinctive impact, and achieves lasting endurance.Finally, you'll learn the lessons that Jim Collins himself learned from the most influential mentor in his life, Bill Lazier.Beyond Entrepreneurship 2.0 is the ambitious upgrade to a classic. In Beyond Entrepreneurship 2.0, you'll discover that the goal to turn your business into an enduring great company is as relevant - and as within your reach - as ever.

    Smith shows how, by managing time better, anyone can lead a happier, more confident and fulfilled life.

    Moms in particular will welcome this trend.  A full 60% wish they had a flexible work option. But companies see advantages too in the way remote work increases their talent pool, reduces turnover, lessens their real estate footprint, and improves the ability to conduct business across multiple time zones, to name just a few advantages.  In Remote, inconoclastic authors Fried and Hansson will convince readers that letting all or part of work teams function remotely is a great idea--and they're going to show precisely how a remote work setup can be accomplished.

    But a few years ago, he realized that while some of the habits he outlined in What Got You Here apply to both men and women, women face specific, and different, challenges as they seek to advance in their careers.So he partnered with his longtime colleague, women’s leadership expert Sally Helgesen, to create this invaluable handbook for women trying to take the next step in their careers. They realized that for women in particular, the very skills and habits that made them successful early in their careers could actually be holding them back as they advance to the next stage of their working lives. Women in particular struggle with habits like:1. Reluctance to Claim Your Achievements2. Expecting Others to Spontaneously Notice and Reward Your Hard Work3. Overvaluing Expertise4. Building Rather than Leveraging Relationships5. Failing to Enlist Allies from Day One6. Putting Your Job Before Your Career7. The Disease to Please8. The Perfection Trap9. Minimizing10. Too Much11. Ruminating12. Letting Your Radar Distract YouLike the original What Got You Here, this new book will help women identify specific behaviors that keep them from realizing their full potential, no matter what stage they are in their career. It will also help them identify why what worked for them in the past will not necessarily get them where they want to go in the future–and how to finally shed those behaviors so they can advance to the next level, whatever that may be.

    Even more important, he succeeded in never wavering from coaching his way, from a place of deep values. Jackson was tagged as the “Zen master” half in jest by sportswriters, but the nickname speaks to an important truth: this is a coach who inspired, not goaded; who led by awakening and challenging the better angels of his players’ nature, not their egos, fear, or greed.This is the story of a preacher’s kid from North Dakota who grew up to be one of the most innovative leaders of our time. In his quest to reinvent himself, Jackson explored everything from humanistic psychology and Native American philosophy to Zen meditation. In the process, he developed a new approach to leadership based on freedom, authenticity, and selfless teamwork that turned the hypercompetitive world of professional sports on its head. In Eleven Rings, Jackson candidly describes how he:Learned the secrets of mindfulness and team chemistry while playing for the champion New York Knicks in the 1970sManaged Michael Jordan, the greatest player in the world, and got him to embrace selflessness, even if it meant losing a scoring titleForged successful teams out of players of varying abilities by getting them to trust one another and perform in syncInspired Dennis Rodman and other “uncoachable” personalities to devote themselves to something larger than themselvesTransformed Kobe Bryant from a rebellious teenager into a mature leader of a championship team.Eleven times, Jackson led his teams to the ultimate goal: the NBA championship—six times with the Chicago Bulls and five times with the Los Angeles Lakers. We all know the legendary stars on those teams, or think we do. What Eleven Rings shows us, however, is that when it comes to the most important lessons, we don’t know very much at all. This book is full of revelations: about fascinating personalities and their drive to win; about the wellsprings of motivation and competition at the highest levels; and about what it takes to bring out the best in ourselves and others.

    People need to be effective.Productivity books focus on doing more, Jim and Tonianne want you to focus on doing better. Personal Kanban is about choosing the right work at the right time. Recognizing why we do the things we do. Understanding the impact of our actions. Creating value - not just product. For ourselves, our families, our friends, our co-workers. For our legacy.Personal Kanban takes the same Lean principles from manufacturing that led the Japanese auto industry to become a global leader in quality, and applies them to individual and team work. Personal Kanban asks only that we visualize our work and limit our work-in-progress. Visualizing work allows us to transform our conceptual and threatening workload into an actionable, context-sensitive flow. Limiting our work-in-progress helps us complete what we start and understand the value of our choices. Combined, these two simple acts encourage us to improve the way we work and the way we make choices to balance our personal, professional, and social lives.Neither a prescription nor a plan, Personal Kanban provides a light, actionable, achievable framework for understanding our work and its context. This book describes why students, parents, business leaders, major corporations, and world governments all see immediate results with Personal Kanban.

     Plenty of experts argue that anyone who wants to develop a skill, play an instrument, or lead their field should start early, focus intensely, and rack up as many hours of deliberate practice as possible. If you dabble or delay, you'll never catch up to the people who got a head start. But a closer look at research on the world's top performers, from professional athletes to Nobel laureates, shows that early specialization is the exception, not the rule.David Epstein examined the world's most successful athletes, artists, musicians, inventors, forecasters and scientists. He discovered that in most fields--especially those that are complex and unpredictable--generalists, not specialists, are primed to excel. Generalists often find their path late, and they juggle many interests rather than focusing on one. They're also more creative, more agile, and able to make connections their more specialized peers can't see.Provocative, rigorous, and engrossing, Range makes a compelling case for actively cultivating inefficiency. Failing a test is the best way to learn. Frequent quitters end up with the most fulfilling careers. The most impactful inventors cross domains rather than deepening their knowledge in a single area. As experts silo themselves further while computers master more of the skills once reserved for highly focused humans, people who think broadly and embrace diverse experiences and perspectives will increasingly thrive.

    Over the years, Ury has discovered that the greatest obstacle to successful agreements and satisfying relationships is not the other side, as difficult as they can be. The biggest obstacle is actually our own selves—our natural tendency to react in ways that do not serve our true interests.But this obstacle can also become our biggest opportunity, Ury argues. If we learn to understand and influence ourselves first, we lay the groundwork for understanding and influencing others. In this prequel to Getting to Yes, Ury offers a seven-step method to help you reach agreement with yourself first, dramatically improving your ability to negotiate with others.Practical and effective, Getting to Yes with Yourself helps readers reach good agreements with others, develop healthy relationships, make their businesses more productive, and live far more satisfying lives.

    Updated forth edition of the 1996 title (see ISBN 0965571203 for further information)

    Study philosophy.Fresh from Oxford with a degree in philosophy & no particular interest in business, Matthew Stewart might not have seemed a likely candidate to become a consultant. But soon he was telling veteran managers how to run their companies. Striking fear into the hearts of clients with his sharp analytical tools, Stewart lived in hotel rooms & got fat on expense account cuisine—until, finally, he decided to turn the consultant’s merciless, penetrating eye on the management industry itself. Alongside his devastating critique of management “philosophy” from Frederick Taylor to Tom Peters, Stewart provides a bitingly funny account of his own days in a management consulting firm. Combining hands-on experience with the theoretical underpinnings of contemporary fads in efficiency improvement, empowerment & strategy, Stewart knows his stuff, & thus he lays bare how little consultants have really done for the business of others—while making a killing for themselves.

    Thus, when the time comes to sell, buyers aren't confident that the company-even if it's profitable-can stand on its own. To illustrate this, Warrillow introduces us to a fictional small business owner named Alex who is struggling to sell his advertising agency. Alex turns to Ted, an entrepreneur and old family friend, who encourages Alex to pursue three criteria to make his business sellable: * Teachable: focus on products and services that you can teach employees to deliver. * Valuable: avoid price wars by specialising in doing one thing better than anyone else. * Repeatable: generate recurring revenue by engineering products that customers have to repurchase often.

    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.

    Headlee is a talented, honest storyteller, and her advice has helped me become a better spouse, friend, and mother.”  (Jessica Lahey, author of New York Times bestseller The Gift of Failure)Today most of us communicate from behind electronic screens, and studies show that Americans feel less connected and more divided than ever before. The blame for some of this disconnect can be attributed to our political landscape, but the erosion of our conversational skills as a society lies with us as individuals.And the only way forward, says Headlee, is to start talking to each other. In We Need to Talk, she outlines the strategies that have made her a better conversationalist—and offers simple tools that can improve anyone’s communication. For example: BE THERE OR GO ELSEWHERE. Human beings are incapable of multitasking, and this is especially true of tasks that involve language. Think you can type up a few emails while on a business call, or hold a conversation with your child while texting your spouse? Think again.CHECK YOUR BIAS. The belief that your intelligence protects you from erroneous assumptions can end up making you more vulnerable to them. We all have blind spots that affect the way we view others. Check your bias before you judge someone else.HIDE YOUR PHONE. Don’t just put down your phone, put it away. New research suggests that the mere presence of a cell phone can negatively impact the quality of a conversation.Whether you’re struggling to communicate with your kid’s teacher at school, an employee at work, or the people you love the most—Headlee offers smart strategies that can help us all have conversations that matter.

     The role of the devil's advocate is nearly universal in business today. It allows individuals to step outside themselves and raise questions and concerns that effectively kill new projects and ideas, while claiming no personal responsibility. Nothing is more potent in stifling innovation. Drawing on nearly 20 years of experience managing IDEO, Kelley identifies ten roles people can play in an organization to foster innovation and new ideas while offering an effective counter to naysayers. Among these approaches are the Anthropologist—the person who goes into the field to see how customers use and respond to products, to come up with new innovations; the Cross-pollinator who mixes and matches ideas, people, and technology to create new ideas that can drive growth; and the Hurdler, who instantly looks for ways to overcome the limits and challenges to any situation. Filled with engaging stories of how companies like Kraft, Procter and Gamble, Cargill and Samsung have incorporated IDEO's thinking to transform the customer experience, THE TEN FACES OF INNOVATION is an extraordinary guide to nurturing and sustaining a culture of continuous innovation and renewal.