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Peter Drucker is widely regarded as the father of modern management, offering penetrating insights into business that still resonate today. But Drucker also offers deep wisdom on how to manage our personal lives and how to become more effective leaders. In these two classic articles from Harvard Business Review, Drucker reveals the keys to becoming your own chief executive officer as well as a better leader of others. "e;Managing Oneself"e; identifies the probing questions you need to ask to gain the insights essential for taking charge of your career, while "e;What Makes an Effective Executive"e; outlines the key behaviors you must adopt in order to lead. Together, they chart a powerful course to help you carve out your place in the world.

Many of the most dynamic public companies, from Alibaba to Facebook to Visa, and the most valuable start-ups, such as Airbnb and Uber, are matchmakers that connect one group of customers with another group of customers. Economists call matchmakers multisided platforms because they provide physical or virtual platforms for multiple groups to get together. Dating sites connect people with potential matches, for example, and ride-sharing apps do the same for drivers and riders. Although matchmakers have been around for millennia, theyre becoming more and more popularand profitabledue to dramatic advances in technology, and a lot of companies that have managed to crack the code of this business model have become todays power brokers.Dont let the flashy successes fool you, though. Starting a matchmaker is one of the toughest business challenges, and almost everyone who tries to build one, fails.In Matchmakers, David Evans and Richard Schmalensee, two economists who were among the first to analyze multisided platforms and discover their principles, and whove consulted for some of the most successful platform businesses in the world, explain how matchmakers work best in practice, why they do what they do, and how entrepreneurs can improve their chances for success.Whether youre an entrepreneur, an investor, a consumer, or an executive, your future will involve more and more multisided platforms, and Matchmakersrich with stories from platform winners and losersis the one book youll need in order to navigate this appealing but confusing world.

Businesses need a new type of problem solving. Why? Because they are getting people wrong. Traditional problem-solving methods taught in business schools serve us well for some of the everyday challenges of business, but they tend to be ineffective with problems involving a high degree of uncertainty. Why? Because, more often than not, these tools are based on a flawed model of human behavior. And that flawed model is the invisible scaffolding that supports our surveys, our focus groups, our R&D, and much of our long-term strategic planning.In The Moment of Clarity, Christian Madsbjerg and Mikkel Rasmussen examine the business world’s assumptions about human behavior and show how these assumptions can lead businesses off track. But the authors chart a way forward. Using theories and tools from the human sciences—anthropology, sociology, philosophy, and psychology—The Moment of Clarity introduces a practical framework called sensemaking. Sensemaking’s nonlinear problem-solving approach gives executives a better way to understand business challenges involving shifts in human behavior.This new methodology, a fundamentally different way to think about strategy, is already taking off in Fortune 100 companies around the world. Through compelling case studies and their direct experience with LEGO, Samsung, Adidas, Coloplast, and Intel, Madsbjerg and Rasmussen will show you how to solve problems as diverse as setting company direction, driving growth, improving sales models, understanding the real culture of your organization, and finding your way in new markets. Over and over again, executives say the same thing after engaging in a process of sensemaking: “Now I see it . . .” This experience—the moment of clarity—has the potential to drive the entire strategic future of your company. Isn’t it time you and your firm started getting people right?Learn more about the innovation and strategy work of ReD Associates at: redassociates.com

Find your signature voicePeople are drawn to and influenced by leaders who communicate authentically, connect easily with people, and have immediate impact. So how do you become one of them? How can you learn to own the room? This book will help you develop your leadership presence. According to Amy Jen Su and Muriel Maignan Wilkins, leadership presence is the ability to consistently and clearly articulate your value proposition while influencing and connecting with others. They offer a simple and compelling framework, as well as practical advice about how you can develop your own personal presence. No matter where you sit in an organization, you can own the room if you are able to do two things well: first, demonstrate your authentic value and distinction, and second, connect to others in a positive way. Leaders who are able to be authentic while connecting with and impacting others have what the authors call a signature voicea means of self-expression that is uniquely and distinctly their own. Once you discover and express your own signature voice, youll be ready to take your leadership presence to the next level. Filled with real-life stories and examples, Own the Room demystifies the concept of presence and gives you the tools you need to identify and embrace your unique leadership voiceand have a greater impact on the world around you.

Want to make better choices and avoid common traps? These ten essential Harvard Business Review articles show you how to overcome cognitive biases, back up decisions with data and analytics, and weigh risks and benefits.

Are you at risk of being trapped in an uncompetitive business?Chances are the strategies that worked well for you even a few years ago no longer deliver the results you need. Dramatic changes in business have unearthed a major gap between traditional approaches to strategy and the way the real world works now. In short, strategy is stuck. Most leaders are using frameworks that were designed for a different era of business and based on a single dominant ideathat the purpose of strategy is to achieve a sustainable competitive advantage. Once the premise on which all strategies were built, this idea is increasingly irrelevant.Now, Columbia Business School professor and globally recognized strategy expert Rita Gunther McGrath argues that its time to go beyond the very concept of sustainable competitive advantage. Instead, organizations need to forge a new path to winning: capturing opportunities fast, exploiting them decisively, and moving on even before they are exhausted. She shows how to do this with a new set of practices based on the notion of transient competitive advantage. This book serves as a new playbook for strategy, one based on updated assumptions about how the world works, and shows how some of the worlds most successful companies use this method to compete and win today. Filled with compelling examples from growth outlier firms such as Fujifilm, Cognizant Technology Solutions, Infosys, Yahoo! Japan, and Atmos Energy, The End of Competitive Advantage is your guide to renewed success and profitable growth in an economy increasingly defined by transient advantage.

Change is the one constant in business, and we must adapt or face obsolescence. Yet certain challenges never go away. That's what makes this book "e;must read."e; These are the 10 seminal articles by management's most influential experts, on topics of perennial concern to ambitious managers and leaders hungry for inspiration--and ready to run with big ideas to accelerate their own and their companies' success.If you read nothing else - full stop - read:Michael Porter on creating competitive advantage and distinguishing your company from rivalsJohn Kotter on leading change through eight critical stagesDaniel Goleman on using emotional intelligence to maximize performancePeter Drucker on managing your career by evaluating your own strengths and weaknessesClay Christensen on orchestrating innovation within established organizationsTom Davenport on using analytics to determine how to keep your customers loyalRobert Kaplan and David Norton on measuring your company's strategy with the Balanced ScorecardRosabeth Moss Kanter on avoiding common mistakes when pushing innovation forwardTed Levitt on understanding who your customers are and what they really wantC. K. Prahalad and Gary Hamel on identifying the unique, integrated systems that support your strategy

Managing your boss: Isn't that merely manipulation? Corporate cozying up? Not according to John Gabarro and John Kotter. In this handy guidebook, the authors contend that you manage your boss for a very good reason: to do your best on the job-and thereby benefit not only yourself but also your supervisor and your entire company. Your boss depends on you for cooperation, reliability, and honesty. And you depend on him or her for links to the rest of the organization, for setting priorities, and for obtaining critical resources. By managing your boss-clarifying your own and your supervisor's strengths, weaknesses, goals, work styles, and needs-you cultivate a relationship based on mutual respect and understanding. The result? A healthy, productive bond that enables you both to excel. Gabarro and Kotter provide valuable guidelines for building this essential relationship-including strategies for determining how your boss prefers to process information and make decisions, tips for communicating mutual expectations, and tactics for negotiating priorities. Thought provoking and practical, Managing Your Boss enables you to lay the groundwork for one of the most crucial working relationships you'll have in your career.

In the first edition of this landmark book, business loyalty guru Fred Reichheld revealed the question most critical to your companys future: Would you recommend us to a friend? By asking customers this question, you identify detractors, who sully your firms reputation and readily switch to competitors, and promoters, who generate good profits and true, sustainable growth.You also generate a vital metric: your Net Promoter Score. Since the book was first published, Net Promoter has transformed companies, across industries and sectors, constituting a game-changing system and ethos that rivals Six Sigma in its power.In this thoroughly updated and expanded edition, Reichheld, with Bain colleague Rob Markey, explains how practitioners have built Net Promoter into a full-fledged management system that drives extraordinary financial and competitive results. With his trademark clarity, Reichheld: Defines the fundamental concept of Net Promoter, explaining its connection to your companys growth and sustained success Presents the closed-loop feedback process and demonstrates its power to energize employees and delight customers Shares new and compelling stories of companies that have transformed their performance by putting Net Promoter at the center of their businessPractical and insightful, The Ultimate Question 2.0 provides a blueprint for long-term growth and success.

"Tech giants like Facebook, Amazon, and Google can collect real-time data from billions of users. For companies that design and manufacture physical products, that type of fluid, data-rich information used to be a pipe dream. Now, with the rise of cheap and powerful sensors, computing power, and artificial intelligence, things are changing-fast. In Fusion Strategy, world-renowned innovation guru Vijay Govindarajan and digital strategy expert Venkat Venkataraman offer a first-of-a-kind playbook that will help companies combine what they do best-create physical products-with what digitals do best-use algorithms and artificial intelligence to parse ginormous, interconnected datasets-to make strategic connections that would otherwise be impossible. The laws of competitive advantage are changing, rewarding those who have the most robust real-time insights rather than the most valuable assets. To compete in the new digital age, companies need to use real-time data to turbocharge their products, strategies, and customer relationships. Or else they'll fall on the wrong side of the next great digital divide. Fusion Strategy is the way forward"--

On title page, the letter 'i' in the word crises is represented by an exclamation point.

"Your drive to create change, have impact, and solve problems all comes from the energy-the real electrical impulses-firing in your brain. On good days, this energy rises in you. It makes you feel empowered and dynamic. And on bad days, this same energy hurts. It leaves you depleted and defeated. Who you become-how dynamic and powerful you are as a person and a leader-depends on learning to work with this energy. You may feel as if you don't control this energy, that it's just a product of the world around you and the forces bearing down on you. But that's not the case. You can learn to recognize your brain's energy in the moment, harness it, and transform it from painful to powerful. Julia DiGangi will teach you how through eight "codes," or principles, to follow. Some of them may surprise you, suggesting you do the opposite of what you want to do. You will learn why they work and how to apply them through exercises and reflections. A deeply experienced neuropsychologist, DiGangi has conducted research with colleagues at Harvard, Columbia, Georgetown, the University of Chicago, and elsewhere. For many years, she's worked with individuals who have endured the worst traumas, from survivors of domestic abuse to combat veterans, and helped them transform their energy and rise to powerful new heights. Their stories and those of business leaders enduring their own struggles bring the eight codes to life. When you shift to this mindset and start viewing your life and work less as activities you do and more as natural energies within and around you, you can harness this energy more effectively, and your power to lead-both yourself and others-will grow exponentially. Get ready to feel your energy rising"--

"Speed has gotten a bad name in business, much of it deserved. When Meta (Facebook) made "Move fast and break things" its motto-and then proceeded to deliver on it-they fueled a cynical but widely accepted assumption that a certain amount of wreckage is the price we must pay for inventing the future. Leadership experts Frances Frei and Anne Morriss argue that this belief is seriously wrongheaded-and that it keeps leaders from achieving excellence. Helping companies solve their toughest problems over the past decade, the authors have learned that the trade-off between speed and excellence is false. The best change leaders, according to Frei and Morriss, solve hard problems with fierce urgency while making their organizations-employees, customers, and shareholders-even stronger. They move fast and fix things. Based on their work with Uber, Riot Games, WeWork, and other fast-moving companies, Frei and Morriss reinvent the playbook for leading change. With trust as the foundation for a "move fast and fix things" approach, the authors reveal the five practices that the most effective leaders use to build trust, accelerate the pace of change, and improve their organizations: Identify the right problem to solve; run small experiments before scaling solutions; build the case for change while driving it; empower the organization; and champion difference. With chapters that provide a "one-week plan," Frei and Morriss show how to execute these five priorities on a fast cycle time of "one per day." By the end of the week, you won't just have a road map for solving your company's toughest problems-you'll already be well on your way, transforming your company at an exhilarating speed"--

"'Middle manager' The term evokes a bygone industrial era in which managers functioned like cogs in a vast machine and bureaucracy ruled. In recent decades, midlevel managers became a favorite target for the chopping block-underappreciated, often considered a superfluous layer of the organization. This view is so widespread that it has seeped into the identity of the managers themselves. Not only does this outdated perspective need to change, the future demands it. In Power to the Middle, McKinsey thought leaders Bill Schaninger, Bryan Hancock, and Emily Field call for a profound reimagining of what middle managers can and must be able to do. They explain how middle managers are uniquely positioned close to the ground but with a crucial connection to company strategy-enabling them to guide organizations through the current period of rapid and complex change, as well as help to shape the new world of work. The authors compellingly articulate this profound shift in the workplace, showing how: As the war for talent escalates, managers are an organization's first line of defense, requiring strong people skills to attract and retain the best talent; middle managers possess the granular knowledge and perspective necessary to lead the realignments resulting from digital disruption; managers must shift from merely enforcing rules to challenging them, serving as the critical stopgap for rules that are ineffective or obsolete; and crucially, good managers must not be promoted out of their jobs; instead, their title and compensation should reflect their high value and allow them to advance within their roles. With rich stories and cutting-edge research, Power to the Middle offers a new model for companies to radically alter the way they hire, train, and reward their most valuable asset: managers, the true center of the organization"--

"The chasm separating managers from leaders is widening, because the responsibilities of leaders, and the skills required to be effective in the role, are growing in number and complexity. But you are ambitious. You want to cross that chasm. And your organization needs you to cross it in order to build its bench of leaders who will lead with empathy and humanity and ground the organization's strategies in a broader sense of mission and purpose. The Leap to Leader is your trusted playbook for making the biggest jump of your career. Foregrounded by compelling stories of those who've made the leap, this book describes what it takes to become a confident leader. Successful CEOs and other C-suite leaders share their strategies and tactics for building a loyal following, winning promotions without asking for them, developing a legacy by helping others make the leap to leader, and much more. Written by Adam Bryant, creator and former author of the iconic Corner Office column in the New York Times, now managing director at The ExCo Group, The Leap to Leader draws on his work with hundreds of fast-rising executives and shares the leadership-development frameworks, tools, and approaches that have helped these leaders succeed. The leap to leader doesn't have to be a leap of faith. If you're ready to make the jump, start here"--

To be a top performer in the digital economyto become truly future readyyou need a playbook. Now you have one.It seems like almost every company you can think ofincluding your ownhas embarked on a digital transformation journey. The problem is, many companies start down the road without a good sense of where they are going or a clear idea of how they will create and capture digital value. Not surprisingly, this leads to problems: failure to realize the value from digital in their bottom lines, wasted resources and effort, added complexity and dysfunction.This compact, no-nonsense book provides a solution. In their years of working with senior executives around the world, MIT research scientists Stephanie Woerner, Peter Weill, and Ina Sebastian noticed that these leaders knew they had to transform their businesses, but lacked a coherent framework and a common languagea playbookto guide and motivate their employees and keep everyone focused on a common goal.Future Ready is that playbook. Based on years of rigorous research with data from more than a thousand companiesBBVA, CEMEX, DBS, Fidelity, Maersk, and many othersthe book provides a powerful, field-tested four pathways framework that offers insights into the important dimensions at which a firm must excel in order to be competitive, as well as the organizational disruptions that every firm must manage as part of the transformation journey.The book includes instructive examples, sharp analyses, assessments to help companies benchmark themselves against top performers, and many illuminating visuals to help crystallize the data and ideas.Woerner, Weill, and Sebastian show that the goal isn't digital transformation but rather a profound business transformation. Future Ready is your essential guide for becoming a top performer in the digital economy.

The most definitive management ideas of the century, all in one place.Harvard Business Review is the foremost destination for smart management thinking. Now, at its 100th anniversary, this commemorative volume brings together the most influential ideas since its inception.With an introduction written by editor in chief Adi Ignatius, HBR at 100 features business publishing's most influential voices on innovative topics, including:Michael E. Porter on competitive strategyClayton M. Christensen on disruptive innovationTim Brown on design thinkingLinda A. Hill on being a first-time managerDaniel Goleman on emotional intelligenceErik Brynjolfsson and Andrew McAfee on artificial intelligenceRobert Livingston on racial equity at workAmy C. Edmondson and Mark Mortensen on psychological safetyRobert B. Cialdini on the science of persuasionW. Chan Kim and Rene Mauborgne on blue ocean strategyGary Hamel and C.K. Prahalad on strategic intentPeter F. Drucker on managing yourselfWhether you're a longtime reader or you're picking up an HBR volume for the first time, this book offers all you need to understand the most critical ideas in management.