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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 of how we can turn the ideas we discover into path-breaking innovations.Clayton M. Christensen, bestselling author of The Innovator's Dilemma, has described The Medici Effect as "e;one of the most insightful books about managing innovation I have ever read. Its assertion that breakthrough principles of creativity occur at novel intersections is an enduring principle of creativity that should guide innovators in every field."e;Now with a new preface and a discussion guide, and a foreword by Harvard Business School professor Teresa Amabile, The Medici Effect is a timeless classic that will help you reach your innovative peak.

From two pioneers in business analytics, an update of the classic book on how analytics and business intelligence are transforming competition and how leading organizations build and compete on an analytical capability.

Sales isn't about pushing products or being efficient; it's about building the right systems to manage and empower your salespeople.If you read nothing else on sales, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you understand how to create the conditions for sales success.This book will inspire you to:Understand your customer's buying centerIntegrate your sales and marketing operationsAssess your business cycle and its impact on your sales forceTransition away from solution salesLeverage the power of micromarketsIntroduce tiebreaker selling and consensus sellingMotivate your sales force properlyThis collection of articles includes "e;Major Sales: Who Really Does the Buying,"e; by Thomas V. Bonoma; "e;Ending the War Between Sales and Marketing,"e; by Philip Kotler, Neil Rackham, and Suj Krishnaswamy; "e;Match Your Sales Force Structure to Your Business Life Cycle,"e; by Andris A. Zoltners, Prabhakant Sinha, and Sally E. Lorimer; "e;The End of Solution Sales,"e; by Brent Adamson, Matthew Dixon, and Nicholas Toman; "e;Selling into Micromarkets,"e; by Manish Goyal, Maryanne Q. Hancock, and Homayoun Hatami; "e;Dismantling the Sales Machine,"e; by Brent Adamson, Matthew Dixon, and Nicholas Toman; "e;Tiebreaker Selling,"e; by James C. Anderson, James A. Narus, and Marc Wouters; "e;Making the Consensus Sale,"e; by Karl Schmidt, Brent Adamson, and Anna Bird; "e;The Right Way to Use Compensation,"e; by Mark Roberge; "e;How to Really Motivate Salespeople,"e; by Doug J. Chung; and "e;Getting Beyond 'Show Me the Money,'"e; an interview with Andris Zoltners by Daniel McGinn.

How to Innovate and ExecuteLeaders already know that innovation calls for a different set of activities, skills, methods, metrics, mind-sets, and leadership approaches. And it is well understood that creating a new business and optimizing an already existing one are two fundamentally different management challenges. The real problem for leaders is doing both, simultaneously. How do you meet the performance requirements of the existing businessone that is still thrivingwhile dramatically reinventing it? How do you envision a change in your current business model before a crisis forces you to abandon it?Innovation guru Vijay Govindarajan expands the leaders innovation tool kit with a simple and proven method for allocating the organizations energy, time, and resourcesin balanced measureacross what he calls the three boxes: Box 1: The presentManage the core business at peak profitability Box 2: The pastAbandon ideas, practices, and attitudes that could inhibit innovation Box 3: The futureConvert breakthrough ideas into new products and businessesThe three-box framework makes leading innovation easier because it gives leaders a simple vocabulary and set of tools for managing and measuring these different sets of behaviors and activities across all levels of the organization. Supported with rich company examplesGE, Mahindra & Mahindra, Hasbro, IBM, United Rentals, and Tata Consultancy Servicesand testimonies of leaders who have successfully used this framework, this book solves once and for all the practical dilemma of how to align an organization on the critical but competing demands of innovation.

Managing Your Scarcest ResourcesBusiness leaders know that the key to competitive success is smart management of scarce resources. That's why companies allocate their financial capital so carefully. But capital today is cheap and abundant, no longer a source of advantage. The truly scarce resources now are the time, the talent, and the energy of the people in your organization--resources that are too often squandered. There's plenty of advice about how to manage them, but most of it focuses on individual actions. What's really needed are organizational solutions that can unleash a company's full productive power and enable it to outpace competitors.Building off of the popular Harvard Business Review article "e;Your Scarcest Resource,"e; Michael Mankins and Eric Garton, Bain & Company experts in organizational design and effectiveness, present new research into how you can liberate people's time, talent, and energy and unleash your organization's productive power. They identify the specific causes of organizational drag--the collection of institutional factors that slow things down, decrease output, and drain people's energy--and then offer a pragmatic framework for how managers can overcome it. With practical advice for using the framework and in-depth examples of how the best companies manage their people's time, talent, and energy with as much discipline as they do their financial capital, this book shows managers how to create a virtuous circle of high performance.

Too many companies are managed not by leaders, but by mere role players and faceless bureaucrats. What does it take to be a real leaderone 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 dont 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 ones 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 the needs and expectations of followers.Why Should Anyone Be Led By You? will forever change how we view, develop, and practice the art of leadership, wherever we live and work.

Does it seem like you never have enough time to get everything done? Keeping on top of your tasks, deadlines, and work schedule can be daunting. Managing Time quickly walks you through the basics. You'll learn to:Assess how you spend your time nowPrioritize your tasksPlan the right time to work on each oneAvoid procrastination and interruptionsDon't have much time? Get up to speed fast on the most essential business skills with HBR's 20-Minute 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. Also available as an ebook.

Whos pulling for you? Whos got your back? Whos putting your hat in the ring? Odds are this person is not a mentor but a sponsor. Mentors can build your self-esteem and provide a sounding boardbut theyre not your ticket to the top.If youre interested in fast-tracking your career, what you need is a sponsora senior-level champion who believes in your potential and is willing to advocate for you as you pursue that next raise or promotion.In this powerful yet practical book, economist and thought leader Sylvia Ann Hewlettauthor of ten critically acclaimed books, including the groundbreaking Off-Ramps and On-Rampsshows why sponsors are your proven link to success. Mixing solid data with vivid real-life narratives, Hewlett reveals the two-way street that makes sponsorship such a strong and mutually beneficial alliance. The seven-step map at the heart of this book allows you to chart your course toward your greatest goals.Whether youre looking to lead a company or drive a community campaign, Forget a Mentor, Find a Sponsor will help you forge the relationships that truly have the power to deliver you to your destination.

MEET YOUR GOALS-ON TIME AND ON BUDGET.How do you rein in the scope of your project when you've got a group of demanding stakeholders breathing down your neck? And map out a schedule everyone can stick to? And motivate team members who have competing demands on their time and attention?Whether you're managing your first project or just tired of improvising, this guide will give you the tools and confidence you need to define smart goals, meet them, and capture lessons learned so future projects go even more smoothly.The HBR Guide to Project Management will help you:Build a strong, focused teamBreak major objectives into manageable tasksCreate a schedule that keeps all the moving parts under controlMonitor progress toward your goalsManage stakeholders' expectationsWrap up your project and gauge its success

How should you grow your organization?Its one of the most challenging questions an executive team facesand the wrong answer can break your firm.The problem is most firms growth strategies emphasize just one type of growthsome focus on organic growth, others on M&A. When these strategies falter, the common response is simply to try harderbut firms falling into this “implementation trap” usually end up losing out to a competitor whose approach is more inclusive.So where do you start? By asking the right questions, argue INSEADs Laurence Capron and coauthor Will Mitchell, of the Rotman School of Management at the University of Toronto and Duke Universitys Fuqua School of Business. Drawing on decades of research and teaching, Capron and Mitchell find that a firms aptitude for determining the best resource pathways for growth has a defining impact on its success. Theyve come up with a helpful framework, reflecting practices of a variety of successful global organizations, to determine which path is best for yours.The resource pathways framework is built around three strategic questions:• BUILD: Are your existing internal resources relevant for developing the new resources that you have targeted for growth?• BORROW: Could you obtain the targeted resources via an effective relationship with a resource partner?• BUY: Do you need broad and deep relationships with your resource provider?Written for large multinationals and emerging firms alike, Build, Borrow, or Buy will help solve a perennial question and will guide you through change while priming your organization for optimal growth.

As seen on Oprahs Super Soul SundayThe bestselling book, now with a new preface by the authorsAt once a bold defense and reimagining of capitalism and a blueprint for a new system for doing business, Conscious Capitalism is for anyone hoping to build a more cooperative, humane, and positive future.Whole Foods Market cofounder John Mackey and professor and Conscious Capitalism, Inc. cofounder Raj Sisodia argue that both business and capitalism are inherently good, and they use some of todays best-known and most successful companies to illustrate their point. From Southwest Airlines, UPS, and Tata to Costco, Panera, Google, the Container Store, and Amazon, todays organizations are creating value for all stakeholdersincluding customers, employees, suppliers, investors, society, and the environment.Read this book and youll better understand how four specific tenetshigher purpose, stakeholder integration, conscious leadership, and conscious culture and managementcan help build strong businesses, move capitalism closer to its highest potential, and foster a more positive environment for all of us.

Most companies treat service as a low-priority business operation, keeping it out of the spotlight until a customer complains. Then service gets to make a brief appearance for as long as it takes to calm the customer down and fix whatever foul-up jeopardized the relationship.In Uncommon Service, Frances Frei and Anne Morriss show how, in a volatile economy where the old rules of strategic advantage no longer hold true, service must become a competitive weapon, not a damage-control function. That means weaving service tightly into every core decision your company makes. The authors reveal a transformed view of service, presenting an operating model built on tough choices organizations must make: How do customers define excellence in your offering? Is it convenience? Friendliness? Flexible choices? Price? How will you get paid for that excellence? Will you charge customers more? Get them to handle more service tasks themselves? How will you empower your employees to deliver excellence? What will your recruiting, selection, training, and job design practices look like? What about your organizational culture? How will you get your customers to behave? For example, what do you need to do to get them to treat your employees with respect? Do you need to make it easier for them to use new technology?Practical and engaging, Uncommon Service makes a powerful case for a new and systematic approach to service as a means of boosting productivity, profitability, and competitive advantage.

What really sets the best managers above the rest? Its their power to build a cadre of employees who have great inner work livesconsistently positive emotions; strong motivation; and favorable perceptions of the organization, their work, and their colleagues. The worst managers undermine inner work life, often unwittingly.As Teresa Amabile and Steven Kramer explain in The Progress Principle, seemingly mundane workday events can make or break employees inner work lives. But its forward momentum in meaningful workprogressthat creates the best inner work lives. Through rigorous analysis of nearly 12,000 diary entries provided by 238 employees in 7 companies, the authors explain how managers can foster progress and enhance inner work life every day.The book shows how to remove obstacles to progress, including meaningless tasks and toxic relationships. It also explains how to activate two forces that enable progress: (1) catalystsevents that directly facilitate project work, such as clear goals and autonomyand (2) nourishersinterpersonal events that uplift workers, including encouragement and demonstrations of respect and collegiality.Brimming with honest examples from the companies studied, The Progress Principle equips aspiring and seasoned leaders alike with the insights they need to maximize their peoples performance.

Provides a framework for building a business case. This book helps you learn how to: define the opportunity you want to address in your business case; identify and analyze a range of alternatives; recommend one option and assess its risks; create a high-level implementation plan for your proposed alternative; and, more.

Managing people is fraught with challenges even if you're a seasoned manager. This book inspires you to tailor your management styles to fit your people; motivate with more responsibility, not more money; support first-time managers; build trust by soliciting input; teach smart people how to learn from failure; and build high-performing teams.

Offers managers and professionals the fundamental information they need to stay competitive in a fast-moving world.

The definitive classic on high-performance teamsThe Wisdom of Teams is the definitive work on how to create high-performance teams in any organization. Having sold nearly a half million copies and been translated into more than fifteen languages, the authors clarion call that teams should be the basic unit of organization for most businesses has permanently shaped the way companies reach the highest levels of performance.Using engaging case studies and testimonials from both successful and failed teamsranging from Fortune 500 companies to the U.S. Army to high school sportsthe authors explain the dynamics of teams both in great detail and with a broad view. Their conclusions and prescriptions span the familiar to the counterintuitive: Commitment to performance goals and common purpose is more important to team success than team building. Opportunities for teams exist in all parts of the organization. Real teams are the most successful spearheads of change at all levels. Working in teams naturally integrates performance and learning. Team endings can be as important to manage as team beginnings.Wisdom lies in recognizing a teams unique potential to deliver results and in understanding its many benefitsdevelopment of individual members, team accomplishments, and stronger companywide performance. Katzenbach and Smiths comprehensive classic is the essential guide to unlocking the potential of teams in your organization.

One small idea can ignite a revolution just as a single matchstick can start a fire.One such ideaputting employees first and customers secondsparked a revolution at HCL Technologies, the IT services giant.In this candid and personal account, Vineet NayarHCLTs celebrated CEOrecounts how he defied the conventional wisdom that companies must put customers first, then turned the hierarchical pyramid upside down by making management accountable to the employees, and not the other way around.By doing so, Nayar fired the imagination of both employees and customers and set HCLT on a journey of transformation that has made it one of the fastest-growing and profitable global IT services companies and, according to BusinessWeek, one of the twenty most influential companies in the world.Chapter by chapter, Nayar recounts the exciting journey of how he and his team implemented the employee first philosophy by: Creating a sense of urgency by enabling the employees to see the truth of the companys current state as well as feel the romance of its possible future state Creating a culture of trust by pushing the envelope of transparency in communication and information sharing Inverting the organizational hierarchy by making the management and the enabling functions accountable to the employee in the value zone Unlocking the potential of the employees by fostering an entrepreneurial mind-set, decentralizing decision making, and transferring the ownership of change to the employee in the value zoneRefreshingly honest and practical, this book offers valuable insights for managers seeking to realize their aspirations to grow faster and become self-propelled engines of change.

Until now, the literature on innovation has focused either on radical innovation pushed by technology or incremental innovation pulled by the market. In Design-Driven Innovation: How to Compete by Radically Innovating the Meaning of Products, Roberto Verganti introduces a third strategy, a radical shift in perspective that introduces a bold new way of competing. Design-driven innovations do not come from the market; they create new markets. They don't push new technologies; they push new meanings.It's about having a vision, and taking that vision to your customers. Think of game-changers like Nintendo's Wii or Apple's iPod. They overturned our understanding of what a video game means and how we listen to music. Customers had not asked for these new meanings, but once they experienced them, it was love at first sight.But where does the vision come from? With fascinating examples from leading European and American companies, Verganti shows that for truly breakthrough products and services, we must look beyond customers and users to those he calls "e;interpreters"e; - the experts who deeply understand and shape the markets they work in.Design-Driven Innovation offers a provocative new view of innovation thinking and practice.

What makes a great leader?It's a question that has been tackled by thousands. In fact, there are literally tens of thousands of leadership studies, theories, frameworks, models, and recommended best practices. But where are the clear, simple answers we need for our daily work lives? Are there any?Dave Ulrich, Norm Smallwood, and Kate Sweetman set out to answer these questionsto crack the code of leadership. Drawing on decades of research experience, the authors conducted extensive interviews with a variety of respected CEOs, academics, experienced executives, and seasoned consultantsand heard the same five essentials repeated again and again. These five rules became The Leadership Code. In The Leadership Code, the authors break down great leadership into day-to-day actions, so that you know what to do Monday morning. Crack the leadership codeand take your leadership to the next level.

Most organizational change initiatives fail spectacularly (at worst) or deliver lukewarm results (at best). In his international bestseller Leading Change, John Kotter revealed why change is so hard, and provided an actionable, eight-step process for implementing successful transformations. The book became the change bible for managers worldwide.Now, in A Sense of Urgency, Kotter shines the spotlight on the crucial first step in his framework: creating a sense of urgency by getting people to actually see and feel the need for change.Why focus on urgency? Without it, any change effort is doomed. Kotter reveals the insidious nature of complacency in all its forms and guises.In this exciting new book, Kotter explains: How to go beyond "e;the business case"e; for change to overcome the fear and anger that can suppress urgency Ways to ensure that your actions and behaviors -- not just your words -- communicate the need for change How to keep fanning the flames of urgency even after your transformation effort has scored some early successesWritten in Kotter's signature no-nonsense style, this concise and authoritative guide helps you set the stage for leading a successful transformation in your company.

When discussing being stuck in a "e;win-win vs. win-lose"e; debate, most negotiation books focus on face-to-face tactics. Yet, table tactics are only the "e;first dimension"e; of David A. Lax and James K. Sebenius' pathbreaking 3-D Negotiation (TM) approach, developed from their decades of doing deals and analyzing great dealmakers. Moves in their "e;second dimension"e;deal designsystematically unlock economic and noneconomic value by creatively structuring agreements. But what sets the 3-D approach apart is its "e;third dimension"e;: setup. Before showing up at a bargaining session, 3-D Negotiators ensure that the right parties have been approached, in the right sequence, to address the right interests, under the right expectations, and facing the right consequences of walking away if there is no deal. This new arsenal of moves away from the table often has the greatest impact on the negotiated outcome. Packed with practical steps and cases, 3-D Negotiation demonstrates how superior setup moves plus insightful deal designs can enable you to reach remarkable agreements at the table, unattainable by standard tactics.

If you want to be as successful as Jack Welch, Larry Bossidy, or Michael Dell, read their autobiographical advice books, right? Wrong, says Roger Martin in The Opposable Mind. Though following best practice can help in some ways, it also poses a danger: By emulating what a great leader did in a particular situation, you'll likely be terribly disappointed with your own results. Why? Your situation is different.Instead of focusing on what exceptional leaders do, we need to understand and emulate how they think. Successful businesspeople engage in what Martin calls integrative thinking creatively resolving the tension in opposing models by forming entirely new and superior ones. Drawing on stories of leaders as diverse as AG Lafley of Procter & Gamble, Meg Whitman of eBay, Victoria Hale of the Institute for One World Health, and Nandan Nilekani of Infosys, Martin shows how integrative thinkers are relentlessly diagnosing and synthesizing by asking probing questions including: What are the causal relationships at work here? and What are the implied trade-offs?Martin also presents a model for strengthening your integrative thinking skills by drawing on different kinds of knowledge including conceptual and experiential knowledge.Integrative thinking can be learned, and The Opposable Mind helps you master this vital skill.

Projects are the engines that drive innovation from idea to commercialization. In fact, the number of projects in most organizations today is expanding while operations is shrinking. Yet, since many companies still focus on operational excellence and efficiency, most projects faillargely because conventional project management concepts cannot adapt to a dynamic business environment. Moreover, top managers neglect their company's project activity, and line managers treat all their projects alikeas part of operations. Based on an unprecedented study of more than 600 projects in a variety of businesses and organizations around the globe, Reinventing Project Management provides a new and highly adaptive model for planning and managing projects to achieve superior business results.

Private equity firms are snapping up brand-name companies and assembling portfolios that make them immense global conglomerates. They're often able to maximize investor value far more successfully than traditional public companies. How do PE firms become such powerhouses? Learn how, in Lessons from Private Equity Any Company Can Use. Bain chairman Orit Gadiesh and partner Hugh MacArthur use the concise, actionable format of a memo to lay out the five disciplines that PE firms use to attain their edge: Invest with a thesis using a specific, appropriate 3-5-year goal Create a blueprint for change--a road map for initiatives that will generate the most value for your company within that time frame Measure only what matters--such as cash, key market intelligence, and critical operating data Hire, motivate, and retain hungry managers--people who think like owners Make equity sweat--by making cash scarce, and forcing managers to redeploy underperforming capital in productive directionsThis is the PE formulate for unleashing a company's true potential.

The U.S. health care system is in crisis. At stake are the quality of care for millions of Americans and the financial well-being of individuals and employers squeezed by skyrocketing premiumsnot to mention the stability of state and federal government budgets.In Redefining Health Care, internationally renowned strategy expert Michael Porter and innovation expert Elizabeth Teisberg reveal the underlyingand largely overlookedcauses of the problem, and provide a powerful prescription for change.The authors argue that competition currently takes place at the wrong levelamong health plans, networks, and hospitalsrather than where it matters most, in the diagnosis, treatment, and prevention of specific health conditions. Participants in the system accumulate bargaining power and shift costs in a zero-sum competition, rather than creating value for patients. Based on an exhaustive study of the U.S. health care system, Redefining Health Care lays out a breakthrough framework for redefining the way competition in health care delivery takes placeand unleashing stunning improvements in quality and efficiency.With specific recommendations for hospitals, doctors, health plans, employers, and policy makers, this book shows how to move health care toward positive-sum competition that delivers lasting benefits for all.