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Harvard Business Review Press 9781633690936 Pub Date: 5/12/15 $115.00/$143.50 Can./£75.00 UK Multiple Copy Pack

1504 Pages

HBR Guides Boxed Set (7 Books) (HBR Guide Series) Nancy Duarte, Bryan A. Garner, Karen Dillon

Master your most pressing professional challenges with this sevenvolume set that collects the smartest best Summary

practices from leading experts all in one place. HBR Guide to Better Business Writing and HBR Guide to Persuasive Presentations help you perfect your communication skills; HBR Guide to Managing Up and Across and HBR Guide to Office Politics show you how to build the best professional relationships; HBR Guide to Finance Basics for Managers is the one book you’ll ever need to teach you about the numbers; HBR Guide to Project Management addresses tough questions such as how to manage stakeholder expectations and how to manage uncertainty in a complex project; and HBR Guide to Getting the Right Work Done goes beyond basic productivity tips to teach you how to prioritize and focus on your work. This specially priced set of the most popular books in the series makes a perfect gift for aspiring leaders looking for trusted advice. Arm yourself with the advice you need to succeed on the job, from the most trusted brand in business. Packed with howto essentials from leading experts, the...

Nancy Duarte is the CEO of Duarte, Inc. She teaches workshops on the art of presenting and is the author of two awardwinning books: Slide:ology and Resonate. Bryan A. Garner is a leading authority on writing, grammar, usage, and style. He is the author of many books on writing, including the bestselling reference work

Contributor Bio

Garner’s Modern American Usage. He is also editor in chief of the world’s most frequently cited lawbook, Black’s Law Dictionary. Karen Dillon is a coauthor of the New York Times bestseller How Will You Measure Your Life? (with Clayton M. Christensen and James Allworth). She is the former editor of Harvard Business Review and is now a contributing editor.

Harvard Business Review Press 9781633690950 Pub Date: 5/12/15 $110.00/$137.50 Can./£67.00 UK Multiple Copy Pack

1244 Pages

HBR 20Minute Manager Boxed Set (10 Books) (HBR 20Minute Manager Series)

You’ll get up to speed fast on the most essential business skills with this set of concise, practical primers. Finance Basics explains the fundamentals of corporate finance—and its jargon; Running Meetings gives you the tools and checklists you need to keep your meetings effective and efficient; Presentations helps you create and deliver a persuasive performance, fast; Managing Projects shows you how to set up and execute on a project plan; Managing Time helps you to figure out where all the minutes of your day are going—and how to get them under control; Getting Work Done helps you to use each of those minutes more productively; Creating Business Plans shows you how to present the risks and rewards of your idea; Managing Up helps you to build your relationship with your boss; Delegating Work shows you how to hand work off right; and Giving Effective Feedback teaches you how to make potentially difficult confrontations and turn them into productive conversations. This 10volume, specially priced boxed set makes a perfect gift for aspiring leaders who are short on time but need advice...

Summary

Contributor BioAbout Harvard Business Review Harvard Business Review is the leading destination for smart management thinking. Through its flagship magazine, 11 international licensed editions, books from Harvard Business Review Press, and digital content and tools published on HBR.org, Harvard Business Review provides professionals around the world with rigorous insights and best practices to lead themselves and their organizations more effectively and to make a positive impact.

Harvard Business Review Press Fall 2015 Catalog July 2015 Page 1


Harvard Business Review Press 9781633690417 Pub Date: 7/7/15 $19.95/$25.00 Can./£12.99 UK Trade Paperback

176 Pages

HBR Guide to Leading Teams (HBR Guide Series) Mary Shapiro

Great teams don’t just happen. How often have you sat in team meetings complaining to yourself, “Why does it take forever for this group to make a simple decision? What are we even trying to achieve?” As a team leader, you have the power to improve things. It’s up to you to get people to work well together and produce results. Written by team expert Mary Shapiro, the HBR Guide to Leading Teams will help you avoid the pitfalls you’ve experienced in the past by focusing on the oftenneglected people side of teams. With practical exercises, guidelines for structured team conversations, and stepbystep advice, this guide will help you: • Pick the right team members • Set clear, smart goals • Foster camaraderie and cooperation • Hold people accountable • Address and correct bad behavior • Keep your team focused and motivated

Summary

Mary Shapiro has worked as a consultant and executive trainer for more than 20 years. She holds the Kagen Trust Professorship for Leadership Development at Simmons College and is Professor of Practice at the Simmons School of Management.

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144 Pages

HBR Guide to Building Your Business Case (HBR Guide Series) Raymond Sheen, Amy Gallo

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 buyin 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 idea • Align your case with strategic goals • Build the right team to shape and test your idea • Calculate the return on investment • Analyze risks and opportunities • Present your case to stakeholders

Summary

Raymond Sheen, PMP, is the president of Product & Process Innovation, a consulting firm specializing in project Contributor Bio

management, product development, and process improvement. Amy Gallo is a contributing editor at Harvard Business Review and is the author of the forthcoming HBR Guide to Managing Conflict at Work.



Harvard Business Review Press 9781633690745 Pub Date: 7/28/15 $25.00/$31.50 Can./£16.99 UK Hardcover

240 Pages

StandOut 2.0 Assess Your Strengths, Find Your Edge, Win at Work Marcus Buckingham

The Groundbreaking Strengths Assessment from the Leader of the Strengths Revolution In the years since the publication of First, Break All the Rules and Now, Discover Your Strengths, millions have come to the simple but powerful realization that to get the most out of people, you must build on their strengths. And yet, as Marcus Buckingham astutely points out, though the strengthsbased approach is now conventional wisdom, the tools and systems inside organizations—performance appraisals, training programs, and succession planning systems—remain stubbornly remedial and exclusively focused on measuring skills, finding gaps, and attempting to plug them. It’s a crisis for individuals and organizations, with management ideas and everyday practice utterly out of sync. That’s about to change. StandOut 2.0 is a revolutionary book and tool that enables you to identify your strengths, and those of your team, and act on them. The original edition of StandOut provided topnotch insights from one of the world’s foremost authorities on strengths, as well as access to a powerful, cuttingedge online...

Summary

Marcus Buckingham’s books have sold more than four million copies. His training and development firm, TMBC (TMBC.com), helps managers and organizations access the untapped potential of their people’s strengths. Prior

Contributor Bio

to launching TMBC, he spent nearly two decades at the Gallup Organization. He has been profiled in the Wall Street Journal, the New York Times, Fortune, and Fast Company and has worked with companies such as Facebook, Kohl’s, Hilton, Microsoft, ChickfilA, and The Walt Disney Company. Dr. Courtney McCashland partnered with Marcus Buckingham to design, develop, and validate the original StandOut strengths assessment. She currently serves as CEO of Strengths Research, LLC.


272 Pages

Remix Strategy The Three Laws of Business Combinations Benjamin GomesCasseres

How to Create Joint Value Alliances, partnerships, acquisitions, mergers, and joint ventures are no longer the exception in most businesses—they are part of the core strategy. As managers look to external partners for resources and capabilities, they need a practical roadmap to ensure that these relationships will create value for their firm. They must answer questions like these: Which business combinations do we need? How should we govern them? Will their results justify our investments? Benjamin GomesCasseres explains how companies create value by “remixing” resources with other companies. Based on decades of consulting and academic research, Remix Strategy shows how three laws shape the success of any business combination: • First Law: The combination must have the potential to create more value than the parties could create on

Summary

their own. Which elements from each business need to be combined to create joint value? • Second Law: The combination must be designed and managed to realize the joint value. Which partners best fit our strategic goals? How should we manage the integration? • ...

Benjamin GomesCasseres is an expert in alliance strategy and a professor at the International Business School, Brandeis University. He has been studying, teaching, and consulting on business combinations for thirty years. He is the author of two books, The Alliance Revolution and Mastering Alliance Strategy, and of articles, cases, and videos on how companies create value from external resources. To learn more about the ideas and tools in this book, visit remixstrategy.com.

Contributor Bio




256 Pages

Smart Choices A Practical Guide to Making Better Decisions John S. Hammond, Ralph L. Keeney, Howard Raiffa

Where should I live? Is it time to get a new job? Which job candidate should I hire? What business strategy should I pursue? We spend the majority of our lives making decisions, both big and small. Yet, even though our success is largely determined by the choices that we make, very few of us are equipped with useful decisionmaking skills. Because of this, we often approach our choices tentatively, or even fearfully, and avoid giving them the time and thought required to put our best foot forward. In Smart Choices, John Hammond, Ralph Keeney, and Howard Raiffa—experts with over 100 years of experience resolving complex decision problems—offer a proven, straightforward, and flexible roadmap for making better and more impactful decisions, and offer the tools to achieve your goals in every aspect of your life. Their stepbystep, divideand conquer approach will teach you how to: • Evaluate your plans • Break your potential decision into its key elements • Identify the key drivers that are most relevant to your goals • Apply systematic thinking • Use the right information to make the smartest c...

Summary

John S. Hammond is an internationally known decisionmaking consultant specializing in negotiation and corporate strategy, and a former professor at Harvard Business School. Ralph L. Keeney is a Research Professor Emeritus at Fuqua School of Business at Duke University, a member of the National Academy of Engineering, and a wellknown decisionmaking consultant. Howard Raiffa, a pioneer in developing decision and negotiating analysis, is professor emeritus at Harvard Business School, and the author of The Art and Science of Negotiation. He has extensively taught decision making to students of business, public policy, law, and medicine.

Contributor Bio


200 Pages

What You Really Need to Lead The Power of Thinking and Acting Like an Owner Robert Steven Kaplan

What makes a leader? Can you really learn to lead? You might think that leaders need to be born with the right skills or personality attributes. Perhaps you believe you don’t have the right experience or that you need to hold an important job to be a leader. Maybe you believe you need permission to lead. As Harvard Business School professor and business executive Robert Steven Kaplan explains in this powerful new book, leadership is accessible to all of us—today—and it starts with an ownership mindset. You don’t need an invitation to lead. Leadership is a dynamic way of thinking and acting that anyone can take on. For Kaplan, acting as a leader is a function of three key questions: 1. Do you work to figure out what you believe as if you were an owner? 2. Do you take action based on those beliefs? 3. Do you focus on adding value to others and take responsibility for the impact of your actions on others—both positive and negative? The book is full of stories taken from the author’s own leadership experience as well as from his work helping various types of leaders and organizations. What’s...

Summary

Robert S. Kaplan is the Martin Marshall Professor of Management Practice in Business Administration and Senior Associate Dean for External Relations. He is also cochairman of Draper Richards Kaplan Foundation, a global venture philanthropy firm, as well as chairman and a founding partner of Indaba Capital Management LLC. He is

Contributor Bio

the author of several case studies and articles and two books: What You’re Really Meant To Do: A Road Map for Reaching Your Unique Potential, and What to Ask the Person in the Mirror: Critical Questions for Becoming a More Effective Leader and Reaching Your Potential. Prior to joining Harvard Business School in September 2005, Rob served as vice chairman of The Goldman Sachs Group, Inc. He was also a member of the firm’s Management Committee and served as cochairman of the firm’s Partnership Committee and chairman of the Goldman Sachs Pine Street Leadership Program.




256 Pages

Getting Beyond Better How Social Entrepreneurship Works Roger L. Martin, Sally Osberg, Arianna Huffington

Who really moves things forward in our society and how do they do it? How have they always done it? Strategy guru Roger Martin and Skoll Foundation CEO Sally Osberg make a compelling argument that social entrepreneurs are agents of change who recognize, in our current reality, various kinds of “equilibria”—systems in need of change—and then advance social progress by transforming these systems, ultimately replacing what exists with a new equilibrium. Seen in this light, social entrepreneurship is not a marginal activity, but one that unleashes new value for society by releasing untapped human ambition. The book begins with a probing and useful theory of social entrepreneurship, moving through history to illuminate what it is, how it works, and the nature of its role in modern society. The authors then set out a framework for understanding how successful social entrepreneurs actually go about producing transformative change. There are four key stages: understanding the world; envisioning a better future; building a model for change; and scaling the solution. With both depth and nuance,...

Summary

Roger Martin is wellknown as a thinker who crosses over between the world of ideas and the world of practice. His books have made numerous Top Ten Business Book lists and won prizes, including 800CEOREAD’s top business book and the Thinkers50 book award for Playing to Win. In addition, he has written more than a dozen Harvard Business Review articles and numerous articles in leading newspapers and magazines. Roger has been internationally recognized for his work as a professor and former dean of the University of Toronto’s Rotman School of Management. He has been on the board of the Skoll Foundation since its formation in 1999. In 2013 he was ranked third on the Thinkers50 global ranking of management thinkers. Sally Osberg is President and CEO of the Skoll Foundation, the leading foundation in the field of social entrepreneurship. Under Sally’s leadership, the Foundation has invested in more than 100 ventures led by social entrepreneurs active on five continents; established the Skoll Centre for Social Entrepreneurship at the Saïd Business School of Oxford University; created the...

Contributor Bio


304 Pages

The Wisdom of Teams Creating the HighPerformance Organization Jon R. Katzenbach, Douglas K. Smith

Teams are the key to top performance. It’s long been known that teams, more so than single individuals and large groups, are the best at solving complex problems and delivering results. Great teams enabled Motorola to build the lightest, smallest, and highestquality cell phones before the advent of the iPhone; Ford to leverage its Taurus brand to become the world’s most profitable car manufacturer; and U.S. coalition forces to claim victory in Iraq during the Gulf War. But many companies don’t have a proper understanding of how to form, organize, and utilize teams, and how teams play a key role in increasing profits, entering new markets, and coming up with new products and innovations, among many other objectives. In The Wisdom of Teams, authors Jon R. Katzenbach and Douglas K. Smith reveal the traits that make great teams great. Based on conversations with hundreds of people in more than thirty companies, they describe how teams work best and how to enhance their effectiveness. They reveal: • The basics of when, why, and how to form a team • The most important elements in team success • ...

Summary

Jon R. Katzenbach has been with McKinsey & Company, Inc. for more than three decades, and since the mid1980s has led the firm’s worldwide organization performance and change practice. Douglas K. Smith is a leading commentator on organizational performance and change and a former McKinsey & Company, Inc. consultant who

Contributor Bio

has coauthored two previous books: Sources of the African Past and Fumbling the Future: How Xerox Invented and Then Ignored the First Personal Computer.




256 Pages

If You Really Want to Change the World A Guide to Creating, Building, and Sustaining Breakthrough Ventures Henry Kressel, Norman Winarsky

Silicon Valley’s popular approach to creating new ventures is rooted in trial and error—test markets with new concepts and a minimum amount of capital, and hope for valuable businesses to emerge. But this failfast, hitormiss, stepandpivot, or techfirst philosophy can leave a trail of destruction and loss in its wake. It can be like a random walk in the forest—without a compass. This book is about helping the great entrepreneurs find true north. Henry Kressel and Norman Winarsky—technologists, inventors, and investors with stellar track records—have an approach for those who wish to create a marketleading company that will make an impact on the world: a disciplined and staged approach they’ve used to launch, invest in, and develop dozens of successful companies—and to create whole new markets. The method they describe takes the entrepreneur by the hand, stepbystep, through the critical stages of development of a great venture, from concept to acquisition or public offering, to being a mature company seeking to maintain its culture of innovation. It is a guide by innovators and ...

Summary

Henry Kressel is a partner at Warburg Pincus, a private equity firm, where he focuses on technology and communications investments. Norman Winarsky is President of SRI Ventures (formerly, the Stanford Research Institute). He is a founder of SRI’s venture process, including venture and license incubation, seed funding, and the EntrepreneurInResidence program.

Contributor Bio


256 Pages

Why Should Anyone Be Led by You? With a New Preface by the Authors What It Takes to Be an Authentic Leader Rob Goffee, Gareth Jones

Too many companies are managed not by leaders, but by mere role players and faceless bureaucrats. What does it take to be a real leader—one who is confident in who she is and what she stands for, and who truly inspires people to achieve extraordinary results? Rob Goffee and Gareth Jones argue that leaders don’t become great by aspiring to a list of universal character traits. Rather, effective leaders are authentic: they deploy individual strengths to engage followers’ hearts, minds, and souls. They are skillful at consistently being themselves, even as they alter their behaviors to respond effectively in changing contexts. In this lively and practical book, Goffee and Jones draw from extensive research to reveal how to hone and deploy one’s unique leadership assets while managing the inherent tensions at the heart of successful leadership: showing emotion and withholding it, getting close to followers while keeping distance, and maintaining individuality while “conforming enough.” Underscoring the social nature of leadership, the book also explores how leaders can remain attuned to th...

Summary

Rob Goffee is Professor of Organizational Behavior at London Business School, where he teaches on the world renowned Senior Executive Programme. An internationally respected teacher and facilitator, Rob has taught executives from some of the world’s leading companies, including Unilever, Nestlé, and Sonae. He also consults to the boards of a number of FTSE 100 companies. Gareth Jones is a Fellow of the Centre for Management Development at London Business School and a visiting professor at Spain’s IE Business School in Madrid.

Contributor Bio




256 Pages

Why Should Anyone Work Here? What It Takes to Create an Authentic Organization Rob Goffee, Gareth Jones

It used to be that businesses could ask individuals to conform to the organization’s needs. But now leaders are charged with creating the best company on earth to work for: they must transform their organizations to attract the right people, keep them, and inspire them to do their best work. In Why Should Anyone Work Here? Rob Goffee and Gareth Jones identify the six key organizational attributes to do just that. In separate chapters, they delve deeply into each one: 1. Let people be themselves 2. Practice radical honesty 3. Magnify people’s strengths 4. Stand for authenticity (more than shareholder value) 5. Make work meaningful 6. Make simple rules With vivid stories and examples, the authors illustrate the kind of strong, attractive workplace culture that leads to sustained high performance. They also provide ways of assessing how your company is doing, and describe the tensions and tradeoffs that leaders must manage as they transform their organizations. Why Should Anyone Work Here? is the question all contemporary organizational leaders must constantly ask themselves if they want to sur...

Summary

Rob Goffee is Professor of Organizational Behavior at London Business School, where he teaches on the world renowned Senior Executive Programme. An internationally respected teacher and facilitator, Rob has taught executives from some of the world’s leading companies, including Unilever, Nestlé, and Sonae. He also consults to the boards of a number of FTSE 100 companies. Gareth Jones is a Fellow of the Centre for Management Development at London Business School and a visiting professor at Spain’s IE Business School in Madrid.

Contributor Bio


224 Pages

Get Backed Craft Your Story, Build the Perfect Pitch Deck, and Launch the Venture of Your Dreams Evan Baehr, Evan Loomis

Now that you have your big idea, how will you find and convince your first investor? You need a pitch deck, of course—the perfect set of slides to convince investors to back you and your venture. But a pitch deck isn’t merely a business plan put into PowerPoint—nor does a pitch deck magically turn into investor capital. Pitch decks are artifacts that communicate the vision and competence of the founder and can be used as part of an investor road show to raise capital. In Get Backed, Evan Baehr and Evan Loomis—two veterans of the startup world—will show you how to create a compelling pitch deck and how to plan and execute a fundraising road show to garner financial support for your business. Authoritative, instructive, and visually compelling, Get Backed will help you not only raise your first million but also think more clearly about your vision, your company, and your relationships.

Summary

Evan Baehr is cofounder of Able, a venturebacked financial services company helping fund the Fortune 5 Million—the millions of small businesses across the United States. Previously he was cofounder of Outbox, a venturebacked startup aiming to disrupt the US Postal Service. He’s run or supported capital campaigns raising hundreds of millions of dollars, including the second largest raise in angelinvestor history, and worked for legendary investor Peter Thiel. Evan is also a Venture Partner with StartupRunner Capital. Evan Loomis cofounded and launched TreeHouse, the “Whole Foods version of Home Depot,” a homeimprovement store in Austin, Texas. He started his career on Wall Street as an investment banker and then as the COO of an angel investment group called Wedgwood Circle, a national angel investment group that seeks to inject goodness, truth, and beauty into the art and entertainment industries. Through these he raised millions of dollars from over thirty angel investors and venture capital firms. His newest venture is StartupRunner Capital, a venture that funds and builds ear...

Contributor Bio




224 Pages

HBR's 10 Must Reads 2016 The Definitive Management Ideas of the Year from Harvard Business Review (with bonus McKinsey Award?Winning article "Profits Without Prosperity?) (HBR?s 10 Must Reads)

We’ve combed through the ideas, insights, and best practices from the past year of Harvard Business Review to help you get up to speed fast on the relevant ideas driving business today. Revisit these topics now to make sure you’re incorporating the smartest, most uptodate ideas in your organization, or keep it as a reference so you can access these memorable pieces when you need them most. The collection includes articles on leadership, strategy, and innovation, as well as articles to help you manage yourself and others. A year’s worth of management wisdom, all in one place.

Summary



224 Pages

The Clayton M. Christensen Reader Clayton M. Christensen SummaryNo matter the industry, renowned author Clayton M. Christensen wrote in his classic book, The Innovator’s Dilemma, a successful company with established products will get pushed aside unless managers know how and when to abandon traditional business practices. Now leaders whose organizations face disruption can read the best of Christensen’s Harvard Business Review articles all in one place. From the seminal article that first introduced the concept of disruptive innovation and won the coveted McKinsey Award, to applications of the idea in marketing and product development, to Christensen’s more recent thinking on the subject, this book gives the backstory and the context you need to get innovation right today. It also comes with discussion questions and a facilitator’s guide so you can quickly get your whole team up to speed when it comes to finding your next source of breakthrough growth.

Clayton M. Christensen is the Kim B. Clark Professor of Business Administration at the Harvard Business School. In 2011, he was named the world’s most influential business thinker by Thinkers50. In addition to his most recent book, How Will You Measure Your Life, he is the author of seven critically acclaimed volumes, including several

Contributor Bio

New York Times bestsellers—The Innovator’s Dilemma, The Innovator’s Solution and most recently, Disrupting Class. Christensen is the cofounder of Innosight, a management consultancy; Rose Park Advisors, an investment firm; and the Innosight Institute, a nonprofit think tank.




200 Pages

Edge Strategy A New Mindset for Profitable Growth Alan Lewis, Dan McKone

Stay focused. Stick to your knitting. Go with what works. In today’s volatile economic environment, filled with uncertainty and sudden change, the forces pushing us to keep focused on the core business become extremely powerful. And, of course, profiting from the core is crucial. But the danger is, overfocus on the core can blind companies to the substantial opportunities for growth that are often hidden in plain sight, at the edge of the core business. Edge Strategy is uniquely positioned at the intersection of marketing and strategy, focusing on the myriad opportunities that are internal to the business, and showing leaders how to recognize and then leverage these opportunities at the margins. Crucially, the customer’s experience of a company and its products is central to what makes the Edge Strategy work. Strategy experts Alan Lewis and Dan McKone have a sharp, practical way of characterizing and visualizing the different kinds of edges: • Product edge. Value that’s realized by gauging the customer’s “value perimeter” specifically in relation to your products—highlighting bundling...

Summary

Alan Lewis is a Managing Director and Partner in L.E.K. Consulting’s Boston office. He has more than eleven years of experience working on a wide variety of projects, including corporate strategy development, new product development and commercialization, mergers and acquisitions support, program management, and organizational improvement. Prior to joining L.E.K.’s London office in 2003, Alan spent five years with chemicals multinationals Imperial Chemical Industries PLC and INEOS. Alan received a Bachelor of Engineering in chemical engineering from the University College Dublin. He is qualified as a professional engineer with the Institute of Chemical Engineers in the UK and holds an MBA from the University of Cambridge. Dan McKone is a Managing Director and Partner at L.E.K. Consulting and a member of L.E.K.’s Global Leadership Team. He leads the firm’s service line initiatives in the area of Customer Impact (customer experience, loyalty, and profitability). Dan has spent much of the last decade working on the growth and optimization of consumerfacing businesses. He is a leader in ...

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256 Pages

Strategy that Works How Winning Companies Close the StrategytoExecution Gap Paul Leinwand, Cesare R. Mainardi

In a recent survey of executives, twothirds of the respondents said they didn’t think their organization could execute the company’s defined strategy. Why is the strategyexecution gap so pervasive? And what can executives do to close it? In Strategy that Works, Paul Leinwand and Cesare Mainardi share their latest research into how the best companies in the world connect strategy to execution. Having the right capabilities in place is essential; but subsequent research by the authors’ firm, Strategy&, shows that capabilities alone don’t close the gap between what companies aspire to do and what they can actually accomplish. The authors identify, in all, five fundamental principles for connecting strategy and execution, and show how the best companies in the world use these principles to outexecute and outcompete their opponents. They: • Commit to winning by what they do best, instead of chasing multiple opportunities • Focus on and build only those capabilities, instead of benchmarking against competitors • Prune what doesn’t matter to invest more in what does • Leverage the culture the...

Summary

Paul Leinwand is a partner at Strategy& in their Chicago office. Cesare Mainardi is the CEO of Strategy&. Contributor Bio




112 Pages

Difficult Conversations (HBR 20Minute Manager Series)

Whether you’ve been putting off giving an employee negative feedback or wondering how to react when a coworker erupts in frustration during a meeting, difficult conversations in the workplace are, well, difficult. While there’s no one “right” way to have a difficult conversation, there are guiding principles you can follow and strategies you can employ to facilitate a discussion in which both parties are able to air concerns constructively. Difficult Conversations takes you through the basics of: • Crafting a clear message • Identifying the other person’s goals • Developing and maintaining a positive mindset • Conducting a productive conversation About HBR's 20Minute Manager Series: Don't have much time? Get up to speed fast on the most essential business skills with HBR's 20Minute Manager series. Whether you need a crash course or a brief refresher, each book in the series is a concise, practical primer that will help you brush up on a key management topic. Advice you can quickly read and apply, for ambitious professionals and aspiring executives—from the most trusted source in business....

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192 Pages

HBR Guide to Negotiating (HBR Guide Series) Jeff Weiss

Negotiations are a critical part of our professional and personal lives. Whether you are working on a team project, pitching a new product, trying to get a raise, or even just planning a family event, you want to get to “yes” quickly, without stress or confrontation. The HBR Guide to Negotiating gives you the skills and confidence you need to negotiate well and achieve better outcomes. Negotiation expert Jeff Weiss provides a framework, advice, and tools to help you move from confrontation and compromise to collaboration and creativity, leading to better working relationships as well as professional and personal success. This indispensable book delivers everything you need to build your negotiating skills. You’ll learn how to: • Take a creative, collaborative approach to negotiating • Prepare for your conversation before you enter the room • Keep negotiations from becoming confrontations • Avoid being a bully—or a victim • Disarm aggressive negotiators and hard bargainers

Summary

Jeff Weiss is a partner at Vantage Partners, a global consultancy specializing in corporate negotiations, relationship management, partnering, and complex change management. Jeff also serves on the faculties of the Tuck School of Business and the United States Military Academy at West Point, where he is also the codirector of the West Point Negotiation Project.

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256 Pages

Agile Talent How to Source and Manage Outside Experts Jon Younger, Norm Smallwood

Google and Intel use experts in social science and biomechanics to assess how people think about and use technology. JPMorgan Chase, Goldman Sachs, and Credit Suisse use astrophysicists as “strategists” because of their expertise in big data sets like commercial mortgages. Campbell’s Soup and PepsiCo use anthropologists to more deeply understand customer tastes and preferences. Munich RE and AIG use experts from all different kinds of fields to better assess risk. These companies are gaining competitive advantage through a new capability—strategic use of experts—made possible by technology and the globalization of talent. Managers understand that lean, agile, and fast business strategies require that they think in new ways about accessing and leveraging (and not necessarily owning) key strategic talent and filling critical gaps in strategic capabilities. As managers increasingly look to nontraditional sources of strategic talent and experiment with fast, flexible ways of engaging them, they need a road map. Agile Talent delivers the new road map for managing external, expert talent—sho...

Summary

Jon Younger is partner emeritus of the RBL Group, where he led the firm’s Strategic HR practice. He is a member of the executive education faculties of the Ross School of Business, University of Michigan; Indian School of Business; and the Copenhagen School of Business. He chairs the annual ISBNHRD conference on talent management in India and is a member of the Government of Singapore advisory board in HR Transformation. He teaches and consults widely in North America, Europe, and Asia. He is a coauthor of many articles and four books: HR from the Outside In, HR Transformation, HR Competencies, and Global HR Competencies. Norm Smallwood is President and cofounder of RBL Group, and leads the firm’s Leadership practice. He has taught in the executive education faculties of the Ross School of Business, University of Michigan, and the Marriott School of Business, Brigham Young University. He has been cited by the journal Leadership Excellence as a leading voice in the field of leadership. He teaches and consults widely in North America, the Middle East, and Asia. He is the coauthor of ma...

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