Here are the landmark ideas that have established the Harvard Business Review as required reading for ambitious business people in organizations around the globe. From the seminal article "Leading Change" by John Kotter to Paul Strebel on why employees so often resist change, Harvard Business Review on Change is the most comprehensive resource available for embracing corporate change--and using it to your company's greatest advantage. Articles include: Leading Change: Why Transformation Efforts Fail by John P. Kotter; Building Your Company's Vision by James C. Collins and Jerry I. Porras; Managing Change: The Art of Balancing by Jeanie Daniel Duck; The Reinvention Roller Coaster: Risking the Present for a Powerful Future by Tracy Goss, Richard T. Pascale, and Anthony G. Athos; Changing the Mind of the Corporation by Roger Martin; Why Do Employees Resist Change? by Paul Strebel; Reshaping an Industry: Lockheed Martin's Survival Story by Norman R. Augustine; and Successful Change Programs Begin with Results by Robert H. Schaffer and Harvey A. Thomson.

    I learned about myself and learned lessons I will carry with me and reflect on for the rest of my life.”—John W. Fanning, Founding Chairman and CEO napster Inc.“An unusually nuanced view of high-performance cultures.” —Inc.Within each corporation are anywhere from a few to hundreds of separate tribes. In Tribal Leadership, Dave Logan, John King, and Halee Fischer-Wright demonstrate how these tribes develop—and show you how to assess them and lead them to maximize productivity and growth. A business management book like no other, Tribal Leadership is an essential tool to help managers and business leaders take better control of their organizations by utilizing the unique characteristics of the tribes that exist within.

    His understandings about our regressed, “seatbelt society,” oriented toward safety rather than adventure, help explain the sabotage that leaders constantly face today. Suspicious of the “quick fixes” and instant solutions that sweep through our culture only to give way to the next fad, he argued for strength and selfdifferentiationas the marks of true leadership. His formula for success is more maturity, not more data; stamina, not technique; and personal responsibility, not empathy.A Failure of Nerve was unfinished at the time of Friedman’s death and originally publishedin a limited edition. This new edition cleans up some oversights in the original and bringshis life-changing insights and challenges to a new generation of readers.“Reading this book is like discovering an unpublished Beethoven sonata or a missing play of Shakespeare. Ed Friedman was one of our most brilliant, original, and provocative thinkers across the fields of therapy, ministry, and organizational leadership.”—Professor William J. Doherty, Director, Marriage and Family Therapy Program, University of Minnesota

    This edition explores the major concepts and theories of the psychology of bargaining and negotiation, and the dynamics of interpersonal and intergroup conflict and its resolution.

    . . And here's what you can do about it on Monday morning with the definitive how-to book from the world's leading authority on innovationWhen it comes to innovation, Curt Carlson and Bill Wilmot of SRI International know what they are talking about--literally. SRI has pioneered innovations that day in and day out are part of the fabric of your life, such as:-The computer mouse and the personal computer interface you use at home and work-The high-definition television in your living room-The unusual numbers at the bottom of your checks that enable your bank to maintain your account balance correctly-The speech-recognition system used by your financial services firm when you call for your account balance or to make a transaction.Each of these innovations--and literally hundreds of others--created new value for customers. And that's the central message of this book. Innovation is not about inventing clever gadgets or just "creativity." It is the successful creation and delivery of a new or improved product or service that provides value for your customer and sustained profit for your organization. The first black-and-white television, for example, was just an interesting, cool invention until David Sarnoff created an innovation--a network--that delivered programming to an audience.The genius of this book is that it provides the "how" of innovation. It makes innovation practical by getting two groups who are often disconnected--the managers who make decisions and the people on the front lines who create the innovations--onto the same page. Instead of smart people grousing about the executive suite not recognizing a good idea if they tripped over it and the folks on the top floor wondering whether the people doing the complaining have an understanding of market realities, Carlson and Wilmot's five disciplines of innovation focus attention where it should be: on the creation of valuable new products and services that meet customer needs.Innovation is not just for the "lone genius in the garage" but for you and everyone in your enterprise. Carlson and Wilmot provide a systematic way to make innovation practical, one intimately tied to the way things get done in your business.Teamwork isn't enough; Creativity isn't enough; A new product idea isn't enoughTrue innovation is about delivering value to customers. Innovation reveals the value-creating processes used by SRI International, the organization behind the computer mouse, robotic surgery, and the domain names .com, .org, and .gov. Curt Carlson and Bill Wilmot show you how to use these practical, tested processes to create great customer value for your organization.

    A necessary addition to your reading." --David Maister, author of Managing the Professional Service Firm"Professional Services Marketing will certainly become the bible of the field in short order! Without a doubt, the most useful compendium of marketing insight for the practicing professional services firm executive...BRAVO!" --Leonard A. Schlesinger, President, Babson College, and coauthor of The Service Profit Chain"It's no longer sufficient to be a good 'expert for hire'--you need a brand and a powerful marketing engine behind you. Professional Services Marketing is a gold mine of research based strategies, best practices, and specific techniques that will help you consistently win in the client marketplace and outshine your competition. It's thoughtful, funny, and filled with the how-to so often missing in business books." --Andrew Sobel, coauthor of Clients for Life"Schultz and Doerr offer tactics and information in an easy-to-read, concise, and enjoyable format. Professional Services Marketing should be a required resource in every professional marketer's tool box!" --R. Granville Loar, Executive Director, Association for Accounting Marketing"This book is an excellent resource for anyone involved in professional services. It is especially timely in our current challenging economic conditions, and the ideas and guidance are relevant for the better times to come as well." --Josh Lee, Partner, Monitor Group"Smart. Practical. Comprehensive. This is the one book that won't collect dust on my shelf." --Kevin McMurdo, Chief Marketing Officer, Perkins Coie"Professional Services Marketing is the first book to directly address the challenges of the professional services marketer. This book is filled with practical wisdom and research on best practices and processes specifically for this industry. A must-read for anyone in a professional services firm!" --Paul Dunay, Global Director of Integrated Marketing, BearingPoint

    But power is not merely shifting and dispersing. It is also decaying. Those in power today are more constrained in what they can do with it and more at risk of losing it than ever before. In The End of Power, award-winning columnist and former Foreign Policy editor Moisés Naím illuminates the struggle between once-dominant megaplayers and the new micropowers challenging them in every field of human endeavor. Drawing on provocative, original research, Naím shows how the antiestablishment drive of micropowers can topple tyrants, dislodge monopolies, and open remarkable new opportunities, but it can also lead to chaos and paralysis. Naím deftly covers the seismic changes underway in business, religion, education, within families, and in all matters of war and peace. Examples abound in all walks of life: In 1977, eighty-nine countries were ruled by autocrats while today more than half the world's population lives in democracies. CEO's are more constrained and have shorter tenures than their predecessors. Modern tools of war, cheaper and more accessible, make it possible for groups like Hezbollah to afford their own drones. In the second half of 2010, the top ten hedge funds earned more than the world's largest six banks combined. Those in power retain it by erecting powerful barriers to keep challengers at bay. Today, insurgent forces dismantle those barriers more quickly and easily than ever, only to find that they themselves become vulnerable in the process. Accessible and captivating, Naím offers a revolutionary look at the inevitable end of power—and how it will change your world.

    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 title of this book refers to a story about a visitor to New York who admired the yachts of the bankers and brokers. Naively, he asked where all the customers' yachts were? Of course, none of the customers could afford yachts, even though they dutifully followed the advice of their bankers and brokers. Full of wise contrarian advice and offering a true look at the world of investing, Where are the customers' yachts continues to open the eyes of investors to the reality of Wall Street. Here, Leo Gough’s interpretation of Where are the customer’s yachts illustrates the timeless nature of Fred Schwed’s insights by bringing them to life through 52 modern case studies. This brilliant interpretation is an entertaining accompaniment to one of the most famous books on investment ever written.

    We feel overwhelmed by busyness because of the demands on our time: our inbox and our to-do list are bulging, a huge amount of people expect things from us and our organisations are trying to do more with fewer people. But it doesn't have to be that way. In reality, busyness isn't essential. Yes, there is a lot to do, but believing you're always busy because you have so much to do is both false and unhelpful. Busyness is a normal response to a world of too much, but it isn't the only response.In Busy Tony Crabbe draws on solid psychological research to address one of the great problems of modern life: we're too busy. But it isn't a time-management book. Rather than providing advice for increasing productivity and efficiency, it sets out four key strategies (corresponding to sections of the book) for thriving despite of the overload of too much:1. Mastery - to move beyond busyness you need to regain a sense of mastery over your life. This section shows you how to build a sense of control back into your life, take responsibility for making choices and how to set boundaries to protect you from the flood of demands and information.2. Focus - in a world of too much, success is not about doing more at work but about making an impact. This section outlines three ways to move to a career strategy that doesn't rely on productivity alone.3. Engagement - busyness can cause you to disengage from the people, values and activities that are important to us. This section provides you with the three keys to re-engaging with your work and life.4. Momentum - part of the challenge to moving beyond busyness is that even if you agree you should make the change, you're too busy to find the time and energy to do anything about it. This section is dedicated to helping you make the change, creating the impetus, energy and clarity to move to a life less busy.

    The winners and losers are easily identified.In infinite games, like business or politics or life itself, the players come and go, the rules are changeable, and there is no defined endpoint. There are no winners or losers in an infinite game; there is only ahead and behind.The more I started to understand the difference between finite and infinite games, the more I began to see infinite games all around us. I started to see that many of the struggles that organizations face exist simply because their leaders were playing with a finite mindset in an infinite game. These organizations tend to lag behind in innovation, discretionary effort, morale and ultimately performance.The leaders who embrace an infinite mindset, in stark contrast, build stronger, more innovative, more inspiring organizations. Their people trust each other and their leaders. They have the resilience to thrive in an ever-changing world, while their competitors fall by the wayside. Ultimately, they are the ones who lead the rest of us into the future.Any worthwhile undertaking starts with Why - the purpose, cause or belief that inspires us to do what we do and inspires others to join us. Good leaders know how to build Circles of Safety that promote trust and cooperation throughout their organizations. But that's not enough to help us chart a course through the unpredictable, often chaotic landscape of today's marketplace.I now believe that the ability to adopt an infinite mindset is a prerequisite for any leader who aspires to leave their organization in better shape than they found it.

    It's romantic and exciting to think of leadership as all inspiration, decisive action, and rich rewards, but leading requires taking risks that can jeopardize your career and your personal life. It requires putting yourself on the line, disrupting the status quo, and surfacing hidden conflict. And when people resist and push back, there's a strong temptation to play it safe. Those who choose to lead plunge in, take the risks, and sometimes get burned. But it doesn't have to be that way say renowned leadership experts Ronald Heifetz and Marty Linsky. In Leadership on the Line, they show how it's possible to make a difference without getting "taken out" or pushed aside. They present everyday tools that give equal weight to the dangerous work of leading change and the critical importance of personal survival. Through vivid stories from all walks of life, the authors present straightforward strategies for navigating the perilous straits of leadership. Whether you're a parent or a politician, a CEO or a community activist, this practical book shows how you can exercise leadership and survive and thrive to enjoy the fruits of your labor.

    It's a "Brotopia," where men hold all the cards and make all the rules. Vastly outnumbered, women face toxic workplaces rife with discrimination and sexual harassment, where investors take meetings in hot tubs and network at sex parties.In this powerful exposé, Bloomberg TV journalist Emily Chang reveals how Silicon Valley got so sexist despite its utopian ideals, why bro culture endures despite decades of companies claiming the moral high ground (Don't Be Evil! Connect the World!)--and how women are finally starting to speak out and fight back.Drawing on her deep network of Silicon Valley insiders, Chang opens the boardroom doors of male-dominated venture capital firms like Kleiner Perkins, the subject of Ellen Pao's high-profile gender discrimination lawsuit, and Sequoia, where a partner once famously said they "won't lower their standards" just to hire women. Interviews with Facebook COO Sheryl Sandberg, YouTube CEO Susan Wojcicki, and former Yahoo! CEO Marissa Mayer--who got their start at Google, where just one in five engineers is a woman--reveal just how hard it is to crack the Silicon Ceiling. And Chang shows how women such as former Uber engineer Susan Fowler, entrepreneur Niniane Wang, and game developer Brianna Wu, have risked their careers and sometimes their lives to pave a way for other women.Silicon Valley's aggressive, misogynistic, work-at-all costs culture has shut women out of the greatest wealth creation in the history of the world. It's time to break up the boys' club. Emily Chang shows us how to fix this toxic culture--to bring down Brotopia, once and for all.

    Fully updated with the 2009 practice guidelines, this book will take you through every step of a project - from planning and establishing roles to closing and reviewing - offering practical and easy-to-understand advice on using PRINCE2. It also shows how to use the method when approaching the key concerns of project management, including setting up effective controls, managing project risk, managing quality and controlling change. PRINCE2 allows you to divide your project into manageable chunks, so you can make realistic plans and know when resources will be needed. PRINCE2 For Dummies, 2009 Edition provides you with a comprehensive guide to its systems, procedures and language so you can run efficient and successful projects.PRINCE2 For Dummies, 2009 Edition includes: Part I: How PRINCE Can Help You - Chapter 1: So What's a Project Method and Why Do I Need to Use One? - Chapter 2: Outlining the Structure of PRINCE2 - Chapter 3: Getting Real Power from PRINCE2Part II: Working Through Your Project - Chapter 4: Checking the Idea Before You Start - Chapter 5: Planning the Whole Project: Initiation - Chapter 6: Preparing for a Stage in the Project - Chapter 7: Controlling a Stage - Chapter 8: Building the Deliverables - the Work of the Teams - Chapter 9: Finishing the Project - Chapter 10: Running Effective Project BoardsPart III: Help with PRINCE Project Management - Chapter 11: Producing and Updating the Business Case - Chapter 12: Deciding Roles and Responsibilities - Chapter 13: Managing Project Quality - Chapter 14: Planning the Project, Stages, and Work Packages - Chapter 15: Managing Project Risk - Chapter 16: Controlling Change and Controlling Versions - Chapter 17: Monitoring Progress and Setting Up Effective ControlsPart IV: The Part of Tens - Chapter 18: Ten Ways to Make PRINCE Work Well - Chapter 19: Ten Tips for a Good Business Case - Chapter 20: Ten Things for Successful Project Assurance Part V: Appendices - Appendix A: Looking into PRINCE Qualifications - Appendix B: Glossary of the Main PRINCE2 Terms

    While Lean methodologies were developed in manufacturing environments, many Lean principles can be applied to any kind of business or activity; from software development to accounting systems to household chores.This short book introduces the core concepts of kanban and offers a step by step guide to getting started with kanban.