Bøger udgivet af Harvard Business Review Press

"How did Ron Shaich, the visionary founder of Panera Bread, build a little bakery in St. Louis into 2,400 restaurants with 6 billion dollars in revenue and annual returns of 25 percent, outperforming Starbucks, Chipotle, and all others? By seeing the future and clearing a path to it, leading and innovating from the future back. Now, Shaich shares his story, starting with its humble entrepreneurial beginnings: the college-campus convenience store he opened to compete with one he was ejected from when the clerk wrongly assumed he and his scruffy friends were shoplifting. He takes us through his successful turnaround of Au Bon Pain and how that led to his creation of a new category of restaurant, fast casual, and the mega-success of Panera. He also shares the lows, the defeats, and the uncertainties along the way and how he persevered through them. In each chapter Shaich brings to life a principle for success that has guided his career-and his life. Sometimes practical ("Make smart bets"), and often challenging ("You don't own the business, the business owns you"), Shaich's principles combine to form a blueprint for innovators, leaders, and entrepreneurs set on success, and on making a difference. When you know what matters, you can build transformative businesses while leading a life you respect, and leaving a positive impact on the world"--

Understanding the ground rules of climate change for business. Climate has changed the game for business around the world. With climate-related disasters causing billions in damage and public pressure rising, over 100 nations have set 2050 net-zero carbon-emissions targets within the framework of the 2015 Paris Agreement. Thousands of companies have registered with the Carbon Disclosure Project. In a recent survey of large, global firms, one-third reported that climate change was already affecting their operations. Business leaders need help navigating this complex, fast-changing environment. In the flood of new policies and information, how can you tell what news matters, and its impact? Which arguments and reports are grounded in sound science and economics, and which are not?This indispensable guidebook by Harvard Business School professor and policy expert Gunnar Trumbull answers this need. As managers around the world confront and educate themselves about how climate change is affecting their businesses, A Concise Business Guide to Climate Change provides a single, short, and accessible account of the information crucial to understanding and addressing these new challenges. What causes climate change? How do countries and companies measure their climate impact? What is the role of carbon markets? How are governments responding? What kind of corporate emissions targets make sense, and how can they be achieved? In crisp, reader-friendly, and data-rich chapters, this book presents the basic scientific, economic, policy, and accounting frameworks that managers need to answer these questions. Whether you read it from start to finish for a complete overview or use it as a reference when confronted with specific challenges, let this book be your go-to business guide for dealing with climate change.

"As the pandemic waned, we returned to sparsely populated offices and empty conference rooms. Our working life had been transformed, seemingly overnight. But the truth is that the ever-growing digital wave has long been breaking down organizational boundaries and increasing open innovation, including the use of crowdsourcing platforms as a talent solution. Now the imperative is clear: adapt to and leverage this new, digitally enabled world of "open talent"-or get left behind. In this eye-opening, essential guidebook for the new world of work, John Winsor and Jin Paik, leaders at the Laboratory for Innovation Science at Harvard, show how the massive reset of the pandemic allowed talented workers everywhere to exit their jobs without leaving the workforce. Now some are freelancing for multiple companies or starting small businesses, leaving hiring managers scratching their heads over a workforce gone AWOL. What's more, talent has more power than ever using platforms such as Freelancer.com, Fiverr, and Upwork, setting their own terms for work: what, where, when, and at what price. How can companies adapt? The key, the authors argue, is shifting to a more "distributed" idea of the organization that revolves around talent (people) and projects, not divisions and offices. In this new model, which the authors call a networked organization, talent is culled from both inside and outside the organization, dispensing with siloed approaches to talent acquisition and instead viewing talent through a single lens: as a global ecosystem that can be tapped as needed. With rich stories, keen insights, and an abundance of practical advice, Winsor and Paik provide a new framework and operating model for transforming your organization into a talent-orchestrating, problem-solving machine"--

"Many workers believe that to compete with other top talent they must embrace a culture that rewards long hours and constant connection to work. Businesses and society have encouraged this by endorsing busyness, overwork, and extreme commitment as the most valued traits in workers. Sometimes that endorsement is explicit, as when Elon Musk told Twitter employees to work "long hours at high intensity" or get fired. But more often it's an implicit contract, a buildup of organizational and cultural norms and the adoption of new technologies that increasingly make it easy to tether people to work. Either way, this workaholic behavior is unhealthy and counterproductive for workers and for organizations. It's time to fight back. Malissa Clark, the preeminent researcher on workaholic culture, shows you how in Never Not Working. Finally, a book that looks at overwork and burnout not just from the individual's perspective but from an organizational perspective, too. Clark delivers a comprehensive, nuanced definition of workaholism, busting myths along the way-such as the idea that the number of hours worked is the strongest predictor of workaholic tendencies. (It's not.) She also helps you see if you're creating workaholics in your organization or if you're falling prey to the phenomenon yourself. Clark shows you how to escape the trap of putting work at the center of everything and thus losing your well-being-or your company's performance, in the process. Deeply researched and written for everyone from leaders to individual contributors, Never Not Working is the essential guide to identifying workaholism in yourself and others and starting on the road to recovery"--

"With the proliferation of social media, the intense pressure to succeed, and our overreliance on external rewards, metrics, and validation, FOPO is running rampant. Our concern with what other people think about us has become an irrational, unproductive, and unhealthy obsession in the modern world. And its negative effects reach into all aspects of our lives. In The First Rule of Mastery, Michael Gervais shows us the key to leading a high-performance life is to redirect our attention from the world outside us to the world inside us. As one of the world's leading experts on the relationship between the mind and human performance, Gervais takes an in-depth look at the noxious effects of FOPO while laying out the mental skills and practices we need to achieve personal excellence--the same skills he's taught to the top performers in the world including sports MVPs and Fortune 100 leaders and teams. Filled with fascinating stories from the worlds of sports and business, leading-edge science, and insights from the popular Finding Mastery podcast, The First Rule of Mastery is a much-needed wake-up call that when we give more value to other people's opinions than our own, we live life on their terms, not ours"--

Inspiring conversations, advancing together.The HBR Women at Work series spotlights the real challenges and opportunities women experience throughout their careers. With interviews from the popular podcast of the same name, and related articles, stories, and research, each book provides inspiration and advice for taking on topics at work such as inequity, advancement, and building community. Featuring detailed discussion guides, these books will help you spark important conversations about where we're at and how to move forward.This specially priced set, available as a six-volume paperback boxed set or as an ebook set, includes:Making Real ConnectionsNext-Level NegotiatingSpeak Up, Speak OutTaking Charge of Your CareerThriving in a Male-Dominated WorkplaceYou, the Leader

"From healthcare facilities to call centers, fulfillment centers to factories, and restaurants to retail stores, companies are struggling to find or keep workers, because the jobs they offer are low-paying, stressful, and provide little chance for growth and success. Workers want good jobs, and many leaders want to provide them. But they don't think they can offer higher pay and more motivating work without hurting the bottom line. Most business leaders want to win with customers, but their companies are hobbled by a host of service and operational problems largely driven by high employee turnover--turnover that's partly driven by low pay. It is indeed a vicious cycle, and Zeynep Ton is here to show you the way out: why good jobs combined with strong operations lead to higher productivity and increased competitiveness for the business."--

"Covid. Climate change. Refugee resettlement. Global supply chains. We are facing a new generation of complex problems, stretching across the public and private sectors and flowing over organizational boundaries. Historically we have looked to government for big solutions, but the reality is, the government we have now is a poor match for the problems we face. It is trapped in organizational boxes and handicapped by leaders who, too often, try to manage problems from the top down. We need a fresh, new approach. As executive director of Deloitte's Center for Government Insights, William D. Eggers and public management scholar Donald F. Kettl show in this indispensable book, we need a government of bridgebuilders, public managers and leaders who collaborate with partners, both inside and outside government, to get the job done. They manage horizontally instead of vertically; they see their role as connectors; and they identify which players have the assets needed to solve the problems at hand. Each chapter examines one of the ten core principles of bridgebuilding and features practical tips and dynamic cases of how effective leaders have put each principle to work. Also included: a special section on creating a 100-day bridgebuilding plan. Throughout, Eggers and Kettl tell fascinating and instructive stories of bridgebuilders who are transcending boundaries, partnering across sectors, and getting sh*t done. Government can't reorganize itself out of the challenges it faces or muscle its way through with a command-and-control approach to problem solving. Bridgebuilders provides a new model that current public managers and leaders, as well as young people aspiring to public service, can learn and apply right now to transform government performance and restore public trust"--

"The best, most powerful way to communicate the nature and potential impact of data is visually. For a long time "dataviz" was left to specialists-data scientists and professional designers. No longer. A new generation of tools and massive amounts of available data make it easy for anyone to create visualizations that communicate ideas far more effectively than generic spreadsheet charts ever could. The companies that invest in improving their visual communication will gain a competitive advantage, seeing threats and finding opportunities others don't. For individuals like you, building good charts is a need-to-have skill. If you're not doing it, other managers are, and they're getting noticed for it and getting credit for contributing to your company's success. In this updated and expanded edition of Good Charts, dataviz maven Scott Berinato provides the essential guide to how visualization works and how to use this new language to impress and persuade. Berinato lays out a system for thinking visually and building better charts through a process of talking, sketching, and prototyping. From tips and tricks for upping your visualization's clarity to laying out a system for storytelling with data, Good Charts covers all the core skills you need and can develop. This new edition includes added visuals and updates the landscape of visualization tools. It also includes new chapters on building dataviz teams and creating workflows to integrate visualization into everything you do. Good Charts is your go-to resource for turning plain, uninspiring charts and presentations that merely present information into smart, effective visualizations that powerfully convey ideas"--

"You build a team around top-notch talent. The team members work well together; they're committed to the mission and highly motivated to perform. Yet the results are disappointing. You're not seeing creativity and flexibility. You're not getting breakthrough ideas. 'Good' teams build camaraderie, confidence in their abilities, and a solid process for working together. But these internal dynamics-while positive in themselves-can create a wall between the team and the outside world. And that wall can prevent the team from adapting to change and delivering value to the organization. In this updated edition with a new preface and new research, Deborah Ancona and Henrik Bresman describe an externally focused team model-the X-team-that is even more relevant today than when it was first introduced. With their distinctively flexible membership and leadership structure, X-teams continuously reach outward to fuel the innovation process. With new examples and research from organizations such as Microsoft, Takeda, and the Museum of Modern Art, Ancona and Bresman show you how to build X-teams that: Keep pace with shifts in markets, technologies, cultures, and your competition; innovate by moving quickly from generating ideas to executing and diffusing them throughout your organization; and employ 'distributed leadership' to unlock crucial information, expertise, and new ways of working together-wherever these qualities reside within or outside your company. In an increasingly complex and ever-changing world, where adaptability and creativity are paramount to an enterprise's success-and even its survival-X-Teams is your handbook for winning"--

"Have you ever wondered why Bernie Madoff thought he could brazenly steal his clients' money? Or why investors were so easily duped by Elizabeth Holmes? Or how courageous people like Jeffrey Wigand are willing to become whistleblowers and put their careers on the line? Fraud is everywhere-from Nigerian 'princes,' embezzlers, and Ponzi schemers to corporate giants like Enron and Volkswagen. And fraud is costly. Each year, consumers, small businesses, governments, and corporations lose trillions of dollars. We've become so accustomed to hearing about fraud, we accept it as part of the world we live in today-so much so, that our abilities to identify it and speak about it are limited. No more. In Fool Me Once, renowned expert Kelly Richmond Pope shows fraud in action, uncovering what makes perps tick, victims so gullible, and whistleblowers so morally righteous, while also encouraging us to look at our own behaviors and motivations in the hopes of protecting ourselves and our companies. By the time you finish this book, you'll have a better understanding of-and perhaps more compassion for-perpetrators; a renewed connection to victims; and an appreciation for those who blow the whistle. Filled with fascinating stories and insightful analysis, Fool Me Once will open your eyes and challenge your thinking. It will inspire you to question your own preconceived notions and commonly held beliefs about people while providing an insider's view of a phenomenon that most of us fail to understand until it's too late"

A Wall Street Journal BestsellerPfizer's trailblazing communications leader, Sally Susman, reveals how we can break through the noise to get our message across and make positive change. A global pandemic. A roller-coaster economy. Political tensions ready to ignite, and common civility at an all-time low. For leaders, the pressures and the stakes could not be higher. And in such a stormy, often dangerous world, communications can no longer be considered a soft skill. The ability to reach people and drive public conversation is a rock-hard competency. In this wise and inspiring book, Sally Susman, the renowned head of corporate affairs at global biopharmaceutical giant Pfizer, tells the fascinating story of how the company managed the massive communications challenge that came with Covid-19 and the race to produce an effective vaccine. Just as crucial as creating the vaccine itself was the task of winning people's hearts and minds, and Susman highlights the principles that enabled her to break through, connect, and help move people forward, not only at Pfizer but over a long and stellar career. She shows how clarifying and channeling your intention is an essential first step: What are you trying to say? She illustrates how leaders need to muster the courage to be candid in order to be effective and how, in order to connect, they must both disarm with humility and delight with humor. As a gay, married woman, she talks forthrightly about the challenges and opportunities of embracing who you are, both at home and in the workplace. Susman's stories will draw you in with their warmth and humanity, and enlighten and motivate you with their insight and passion. Breaking Through is essential reading for any leader who faces the daunting challenge of communicating in our noisy, turbulent world.