Shop Categories
- Tolkien, Christopher
- Plant Geography
- Personality Disorders
- Short Stories
- Marc, Franz
- General AAS
- General
- McKenzie, Roger
- Burton, Virginia Lee
- Cities
- Tachikawa, Megumi
- General AAS
- Technology & Society
- Camping & Hiking
- General AAS
- Gorky, Arshile
- General
- Ross, Sinclair
- Political
- General AAS
- Winter, Michael
- Bingham, George Caleb
- Gibran, Kahlil
- James, Kelvin Christopher
- Social Aspects
- Watches
- Home and Garden
- UK Electronics
- UK Books
- Health and Personal Care
- UK Sporting Goods
- Clothing, Shoes and Accessories
- Electronics, Gadgets and Computers
- CDs and Music Downloads
- UK Software and Video Games
- UK Toys and Games
- UK Home and Garden
- UK Video Games
- UK Baby Clothes and Accessories
- Books On
- German Electronics
Books : Business & Investing : By Publisher : Harvard Business School Press : Strategy Planning
-
Fully a quarter of all managers in major corporations enter new leadership roles each year. Whether their assignments involve leading a work group or taking over a company as CEO, they face very similar challenges--and risks--in those critical first months on the job. How new leaders manage their transitions can make all the difference between success and failure.
In this hands-on guide, Michael Watkins, a noted expert on leadership transitions, offers proven strategies for moving successfully into a new role at any point in one's career. Concise and practical, The First 90 Days walks managers through every aspect of the transition, from mental preparation to forging the right alliances to securing critical early wins. Through vivid examples of success and failure at all levels, Watkins identifies the most common pitfalls new leaders encounter and provides tools and strategies for how to avoid them.
-
Written by the business world's new gurus, Blue Ocean Strategy continues to challenge everything you thought you knew about competing in today's crowded market place. Based on a study of 150 strategic moves spanning more than a hundred years and thirty industries, authors W. Chan Kim and Renee Mauborgne argue that lasting success comes from creating 'blue oceans': untapped new market spaces ripe from growth. And the business world has caught on - companies around the world are skipping the bloody red oceans of rivals and creating their very own blue oceans. With over one million copies sold world wide, Blue Ocean Strategy is quickly reaching "must read" status among smart business readers. Have you caught the wave?
-
The author examines the efforts of more than 100 companies to remake themselves into better competitors. He identifies the most common mistakes leaders and managers make in attempting to create change and offers an eight-step process to overcome the obstacles and carry out the firm's agenda: establishing a greater sense of urgency, creating the guiding coalition, developing a vision and strategy, communicating the change vision, empowering others to act, creating short-term wins, consolidating gains and producing even more change, and institutionalizing new approaches in the future.
-
The Balanced Scorecard translates a company's vision and strategy into a coherent set of performance measures. The four perspectives of the scorecard--financial measures, customer knowledge, internal business processes, and learning and growth--offer a balance between short-term and long-term objectives, between outcomes desired and performance drivers of those outcomes, and between hard objective measures and softer, more subjective measures. In the first part, Kaplan and Norton provide the theoretical foundations for the Balanced Scorecard; in the second part, they describe the steps organizations must take to build their own Scorecards; and, finally, they discuss how the Balanced Scorecard can be used as a driver of change.
-
Enterprise architecture defines a firm's needs for standardized tasks, job roles, systems, infrastructure, and data in core business processes. Thus, it helps a company to articulate how it will compete in a digital economy and it guides managers' daily decisions to realize their vision of success. This book clearly explains enterprise architecture's vital role in enabling--or constraining--the execution of business strategy. The book provides clear frameworks, thoughtful case examples, and a proven-effective structured process for designing and implementing effective enterprise architectures.
-
Strategic execution drives business success. This book covers strategy from the ground up, explaining what strategy is, how to put together a strategic plan, what tools and resources are necessary to execute it, and how to measure results.
The Harvard Business Essentials series is designed to provide comprehensive advice, personal coaching, background information, and guidance on the most relevant topics in business. Whether you are a new manager seeking to expand your skills or a seasoned professional looking to broaden your knowledge base, these solution-oriented books put reliable answers at your fingertips.
-
Why do so many world-changing insights come from people with little or no related experience? Charles Darwin was a geologist when he proposed the theory of evolution. And it was an astronomer who finally explained what happened to the dinosaurs.
Frans Johansson’s The Medici Effect shows how breakthrough ideas most often occur when we bring concepts from one field into a new, unfamiliar territory, and offers examples how we can turn the ideas we discover into path-breaking innovations.
-
"Strategy Maps" takes readers to the next level of precision in strategy implementation. "Strategy Maps" introduces a new tool that has evolved from Robert Kaplan and David Norton's ongoing research with hundreds of Balanced Scorecard adopters across the globe, and its premise is simple: if you can visually map your strategy, the people within your organization will better understand it and therefore be better able to execute it effectively. It offers a visual cause-and-effect explanation of what's working and what doesn't in a way that everyone in the company can understand. It helps get the entire organization involved in strategy.
-
Loyalty is by no means dead. In fact the principles of loyalty ...are alive and well at the heart of every company with an enduring record of high productivity, solid profits, and steady expansion. From "The Loyalty Effect". The business world seems to have given up on loyalty: many major corporations now lose - and have to replace - half their customers in five years, half their employees in four, and half their investors in less than one.Fred Reichheld's national bestseller "The Loyalty Effect" shows why companies that ignore these skyrocketing defections face a dismal future of low growth, weak profits, and shortened life expectancy. Reichheld demonstrates the power of loyalty-based management as a highly profitable alternative to the economics of perpetual churn. He makes a powerful economic case for loyalty - and takes you through the numbers to prove it. His startling conclusion: even a small improvement in customer retention can double profits in your company. "The Loyalty Effect" will change the way you think about loyalty, profits, and the nature of business. Fred Reichheld is a Director Emeritus of Bain and Company and a Bain Fellow. He is also the author of "Loyalty Rules!".
-
-
-
-
This collection of eight essays highlights leading ideas on how to deal with difficult situations, crises, and other sensitive topics in a business environment. Obtaining the managerial skills and tools to effectively manage or avoid these crises is critical to the survival and success of your organization. The Harvard Business Review Paperback Series is designed to bring today's managers and professionals the fundamental information they need to stay competitive in a fast-moving world. Here are the landmark ideas that have established the Harvard Business Review as required reading for ambitious business people in organizations around the globe. Articles include: Managing the Crisis You Tried to Prevent by Norman R. Augustine; When an Executive Defects by Anurag Sharma and Idalene F. Kesner; A Strategic Approach to Managing Product Recalls by N. Craig Smith, Robert J. Thomas, and John A. Quelch; Right Away and All at Once: How We Saved Continental by Greg Brenneman; Media Policy - What Media Policy? by Sandi Sonnenfeld; After the Layoffs, What Next? by Suzy Wetlaufer; Leadershp When There Is No One to Ask: An Interview with ENI's Franco Bernabe by Linda Hill and Suzy Wetlaufer; and Lincoln Electric's Harsh Lessons from International Expansion by Donald F. Hastings.
-
This book provides proven approaches - and guidance on how and when to use them - for achieving profitable growth away from your core business. Now, in "Beyond the Core", Zook explains how executives can increase the odds of successful expansion once their core business no longer provides sufficient new growth. Based on a massive international research study focusing on adjacency moves, Zook reveals the ideal adjacency growth pattern that successful growth companies employ; how companies can develop their own "repeatable formula" for profitable growth; and guidance on when adjacency moves are smart, and how to choose the right adjacency move for a range of business situations.
-
Most organisations consist of multiple business and support units, each populated by highly trained, experienced executives. But often the efforts of individual units are not coordinated, resulting in conflicts, lost opportunities, and diminished performance Robert S. Kaplan and David P. Norton argue that the responsibility for this critical alignment lies with corporate headquarters.In this book, the authors apply their revolutionary Balanced Scorecard management system to corporate-level strategy, revealing how highly successful enterprises achieve powerful synergies by explicitly defining corporate headquarters' role in setting, coordinating, and overseeing organisational strategy. Based on extensive field research in organisations worldwide, "Alignment" shows how companies can build an enterprise-level Strategy Map and Balanced Scorecard that clearly articulate the "enterprise value proposition": how the enterprise creates value above that achieved by individual business units operating alone.The book provides case studies, actionable frameworks, and sample scorecards that show how to align business and support units, boards of directors, and external partners with the corporate strategy and create a governance process that will ensure that alignment is sustained. The next breakthrough in strategy execution from the field's premier thinkers, "Alignment" shows how today's companies c
-
Even world-class companies, with powerful and proven business models, eventually discover limits to growth. That's what makes emerging high-growth industries so attractive. With no proven formula for making a profit, these industries represent huge opportunities for the companies that are fast enough and smart enough to capture them first. But building tomorrow's businesses while simultaneously sustaining excellence in today's demands a delicate balance. It is a mandatory quest, but one that is fraught with contradiction and paradox. Until now, there has been little practical guidance. Based on an in-depth, multiyear research study of innovative initiatives at ten large corporations, Vijay Govindarajan and Chris Trimble identify three central challenges: forgetting yesterday's successful processes and practices; borrowing selected resources from the core business; and learning how the new business can succeed.The authors make recommendations regarding staffing, leadership roles, reporting relationships, process design, planning, performance assessment, incentives, cultural norms, and much more. Breakthrough growth opportunities can make or break companies and careers. "Forget, Borrow, Learn" is every leader's guide to execution in unexplored territory.
-
In his landmark book "Open Innovation", Henry Chesbrough demonstrated that because useful knowledge is no longer concentrated in a few large organisations, business leaders must adopt a new, "open" model of innovation. Using this model, companies look outside their boundaries for ideas and intellectual property (IP) they can bring in, as well as license their unutilised home-grown IP to other organizations.In "Open Business Models", Chesbrough takes readers to the next step - explaining how to make money in an open innovation landscape. He provides a diagnostic instrument enabling you to assess your company's current business model, and explains how to overcome common barriers to creating a more open model. He also offers compelling examples of companies that have developed such models - including Procter and Gamble, IBM, and Air Products. In addition, Chesbrough introduces a new set of players - "innovation intermediaries" - who facilitate companies' access to external technologies. He explores the impact of stronger IP protection on intermediate markets for innovation, and profiles firms (such as Intellectual Ventures and Qualcomm) that centre their business model on innovation and IP. This vital resource provides a much-needed road map to connect innovation with IP management, so companies can create and capture value from ideas and technologies - wherever in the world they are found
-
-
Great companies stumble and fall when they lose it. Highfliers crash when a competitor notices they don't have it. Start-ups shut down if they can't develop it. "It" is a strategy so powerful and an execution-driven mindset so relentless that companies use it to gain more than just competitive advantage--they achieve an industry dominance that is virtually unassailable and that competitors often try to explain away as unfair. In their "hardball manifesto," authors George Stalk and Rob Lachenauer of the leading strategy consulting firm The Boston Consulting Group show how hardball competitors can build or maintain an enviable competitive edge by pursuing one or more of the classic "hardball strategies": unleash massive and overwhelming force, exploit anomalies, devastate profit sanctuaries, raise competitors' costs, and break compromises.
Based on 25 years of experience advising and observing a range of companies, the authors argue that hardball competitors can gain extreme competitive advantage--neutralizing, marginalizing, or even destroying competitors--without violating their contracts with customers or employees and without breaking the rules. A clear-eyed paean to the timeless strategies that have driven the world's winning companies, Hardball Strategy redefines and reinterprets the meaning of competition for a new generation of business players. George Stalk and Rob Lac
