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Are you a member of the new class of global entrepreneurs? This book is a rallying call for those whose ideas were ever called worthless, impossible, or even stupid. It shows the new rules of starting and growing a business with stories of successes, and failures, from around the world.

Most companies waste billions of dollars on technology. Don't be one of them.If you need the best practices and ideas for unleashing technology's strategic potential--but don't have time to find them--this book is for you. Here are eight inspiring and useful perspectives, all in one place. This collection of HBR articles will help you:- Clarify corporate strategy with your IT department- Fund only IT projects that support your strategy- Transform IT investments into profits- Build one technology platform for your entire organization- Adopt new technologies only when their bestpractices are established- Use analytics to make smart decisions at all levelsof your company- Integrate social media into your business

In this manifesto-style book, radical economist and strategist Umair Haque calls for the end of the corrupt business ideals that exemplify business as usual. His passionate vision for "e;Capitalism 2.0,"e; or "e;constructive capitalism,"e; is one in which old paradigms of wasteful growth, inefficient competition, and self-destructive ideals are left far behind at this reset moment. According the Haque, the economic crisis was not a market failure or even a financial crisis, but an institutional one.Haque details a holistic five-step plan for both reducing the negative and exploitive nature of the current system and ensuring positive social and economic growth for the future. Haque calls for a reexamination of ideals, and urges business away from competition and rivalries and toward a globally-conscious and constructive model--and a constructive future. Haque argues that companies must learn to orient their business models around:- renewal in order to maximize efficiency- equity in order to maximize productivity- meaning in order to maximize effectiveness- democracy in order to maximize agility- peace in order to maximize evolvabilityThese new business ideals focus on the human element - not profit exclusively - and are easily tailored for any size or type of business, as long as they are willing to make bold and sustained changes to the current system.

It's the new normal. Now all of your employees are Twittering away and friending clients on Facebook. Not to mention customers--who feel obligated to update your Wikipedia entry with product complaints.In this new world, dealing with empowered employees and customers --Insurgents -- is only going to get more challenging. Employees are using this technology in the workplace and customers are using it in the marketplace, and neither obey the rules you set up.This chaos is your future as a manager. You could try to shut it down and shut it off. Or you can harness it and reap the business benefits.According to Josh Bernoff and Ted Schadler of Forrester Research (the organization that brought you Groundswell), your defense against insurgents is to enable them. At its heart, this is a book about how to scale the management of insurgency, both the innovation of insurgent employees and the energy of insurgent customers. The key is a process Forrester calls E Triple S, for the four elements of managing insurgents effectively: empowering, selecting, scaling, and socializing.While it's based in current trends, the core concept of Managing Insurgents -- that the next management and innovation challenge is harnessing individuals empowered by mobile, social, and connected technology -- is a new idea. In the wake of Groundswell, dozens of social-technology-for-business books cropped up. And there are plenty of books on improving your customer service. But there's no serious business book about management, marketing, and innovation in the throes of this trend. When Insurgency hits, it will be perceived not just as a sequel to Groundswell but as the start of a new management philosophy.

Dithering. Decisions that turn out wrong. Decisions that people sabotage or don't know how to implement. If your company's experiencing these problems, it's not alone. Most organizations don't know how to make and execute good decisions. And they're paying a high priceas profitability and competitiveness erode.It doesn't have to be this way. In Decide and Deliver, the authors draw on Bain & Company's extensive research to present a five-step process for improving your firm's decision effectiveness:1. Assess your decision effectivenessand how your organization affects it.2. Identify your critical decisions.3. Set individual critical decisions up for success.4. Ensure that your company enables and reinforces great decision making and execution.5. Embed the changes in everyday practice.Master this process, and you see immediate results: people across your organization collaborate to make crucial decisions better and faster than your rivals. And they execute them flawlessly-fueling unprecedented financial performance.Filled with powerful hands-on tools and detailed examples from companies as varied as Ford Motor Company, British American Tobacco, Telstra, Lafarge, and ABB UK, Decide and Deliver helps you make decision management a potent competitive weapon in your company.

We live in an age of persuasion. Leaders and institutions of every kind--public and private, large and small--must compete in the marketplace of images and messages. This has been true since the advent of mass media, from broad circulation magazines and radio through the age of television and the internet. Yet there have been very few true geniuses at the art of mass persuasion in the last century. In public relations, Edward Bernays comes to mind. In advertising, most Hall-of-Famers--J. Walter Thomson, David Ogilvy, Bill Bernbach, Bruce Barton, Ray Rubicam, and others--point to one individual as the "e;father"e; of modern advertising: Albert D. Lasker. And yet Lasker--unlike Bernays, Thomson, Ogilvy, and the others--remains an enigma. Now, Jeffrey Cruikshank and Arthur Schultz, having uncovered a treasure trove of Lasker's papers, have written a fascinating and revealing biography of one of the 20th century's most powerful, intriguing, and instructive figures. It is no exaggeration to say that Lasker created modern advertising. He was the first influential proponent of "e;reason why"e; advertising, a consumer-centered approach that skillfully melded form and content and a precursor to the "e;unique selling proposition"e; approach that today dominates the industry. More than that, he was a prominent political figure, champion of civil rights, man of extreme wealth and hobnobber with kings and maharajahs, as well as with the likes of Albert Einstein and Eleanor Roosevelt. He was also a deeply troubled man, who suffered mental collapses throughout his adult life, though was able fight through and continue his amazing creative and productive activities into later life.This is the story of a man who shaped an industry, and in many ways, shaped a century.

Features interviews with: Karie Willyerd, Sun Microsystems Andris Zoltners, Kellogg School of Management Bob Cancalosi, GE Healthcare and other top leaders. This title helps to learn how the most accomplished leaders from around the globe have tackled their toughest challenges with "Lessons Learned".

In the business world, imitation gets a bad rap. We see imitating firms as ?me too? players, forced to copy because they have nothing original to offer. We pity their fate: a life of picking up crumbs discarded by innovators striding a path paved with fame and profit.In Copycats, Oded Shenkar challenges this viewpoint. He reveals how imitation?the exact or broad-brushed copying of an innovation?is as critical to prosperity as innovation.Shenkar shows how savvy imitators generate huge profits. They save not only on R&D costs but also on marketing and advertising investments made by first movers. And they avoid costly errors by observing and learning from others? trials.Copycats presents suggestions for making imitation a core element in your competitive strategy and pairing it powerfully with innovation, including:· How to select the right model to imitate· How to avoid oversimplification of a model· Which imitation strategy to use· How to prepare and execute an implementation planEngaging, practical, and rich in company examples, Copycats unveils how to add imitation to your competitive arsenal.

To survive in hypercompetitive climate, businesses must innovate constantly. Innovation hinges on creativity generating novel and useful ideas. By fostering creativity in your team, you help unleash your company's innovative powers. This book reveals strategies for unlocking your team's creative energies.

Even if you aren't a marketer, you need to understand the essentials of marketing and how they relate to your business. This book helps you: grasp and navigate the basic elements of a marketing strategy and plan; understand your markets; and, plan effective marketing programs, advertising campaigns, and sales promotions.

In an era of raging commoditization and eroding profit margins, survival depends on resilience: staying one step ahead of your customers. Sure, most companies say they're "e;customer-focused,"e; but they don't deliver solutions to customers' thorniest problems. Why? Because they're stymied by the rigid "e;silos"e; they're organized around. In Reorganize for Resilience, Ranjay Gulati reveals how resilient companies prosper both in good times and bad, driving growth and increasing profitability by immersing themselves in the lives of their customers. This book shows how resilient organizations cut through internal barriers that impede action, build bridges between warring divisions, and transform former competitors into collaborators.Based on more than a decade of research in a variety of industries, and filled with examples from companies including Cisco Systems, La Farge, Starbucks, Best Buy, and Jones Lang LaSalle, Gulati exploresthe five levers of resilience: Coordination: Connect, eradicate, or restructure silos to enable swift responses. Cooperation: Foster a culture that aligns all employees around the shared goals of customer solutions. Clout: Redistribute power to "e;bridge builders"e; and customer champions. Capability: Develop employees' skills at tackling changing customer needs. Connection: Blend partners' offerings with yours to provide unique customer solutions.

Helps to learn how the most accomplished leaders from around the globe have tackled their toughest challenges with Lessons Learned. This title also offers all of the lessons in their original video format, free bonus videos, and other exclusive features online.

Most managers assume that surviving, especially in recessions, requires slashing wages, benefits, and other workforce expenses. And lowest-skilled workers are often viewed as the most expendable. This book overturns these assumptions. It demonstrates that lower-skilled employees in call centers, repair services, product assembly aren't expendable.

Wondering how the most accomplished leaders from around the globe have tackled their toughest challenges? Now you can find out with Lessons Learned. Concise and engaging, each volume in this series offers 12-14 insightful essays by top leaders in industry, the public sector, and academia on the most pressing issues they've faced.

Leaders can no longer just 'rally the troops'. Instead they must employ more positive means to span boundaries, affirm identity, cultivate trust, and collaborate productively. This work provides not only theoretical frameworks around these ideas, but practical tools and specific case studies as well.

"The Truth About Middle Managers: Who They are, How They Work, Why They Matter".

The Innovator's ToolkitWhat are the types of innovation? How can you generate creative ideas for your business? How can you move from ideas to unleashing you innovation to the market? How can you combine your innovation with a strategic plan to move your company forward? Get these questions answered with jargon-free, useable, practical tools and advice. The Innovator?s Toolkit offers you field-tested techniques and tips to ensure the successful development and implementation of your innovation. Topics Include:- Moving innovation to the market- Making strategic, innovative moves and placing strategic bets- Using projects to drive innovation to marketReaders can also access free interactive tools on the Harvard Business Essentials companion Web site at www.elearning.hbsp.org/businesstools.Harvard Business EssentialsThe Reliable Source for Busy ManagersThe Harvard Business Essentials series is designed to provide comprehensive advice, personal coaching, background information, and guidance on the most relevant topics in business. Drawing on rich content from Harvard Business School Publishing and other sources, these concise guides are carefully crafted to provide a highly practical resource for readers with all levels of experience. To assure quality and accuracy, each volume is closely reviewed by a specialized content adviser from a world class business school. Whether you are a new manager interested in expanding your skills or an experienced executive looking for a personal resource, these solution-oriented books offer reliable answers at your fingertips.

FEATURING INTERVIEWS WITH: John Abele, Boston Scientific Sir David Bell, Pearson Sir Michael Rake, BT Group Dame Anita Roddick, The Body Shop International And other top business leaders

Ben Bernanke's swearing in as Federal Reserve chairman in 2006 marked the end of Alan Greenspan's long, legendary career. To date, the new chair has garnered mixed reviews. Business economists see him as the best-qualified successor to Greenspan, while many traders and investors worry that he's too academic for the job. Meanwhile, many ordinary Americans do not even know who he is.How will Bernanke's leadership affect the Fed's actions in the coming years? How will Bernanke build on Greenspan's success, but also put his own stamp on the Fed? What will all this imply for businesses and investors? In Ben Bernanke's Fed, Ethan Harris provides exceptional insights into these crucial issues.As a leading "e;Fed watch"e; economist, Harris draws on Bernanke's academic research, his speeches as a governor of the Fed, and his first two years on the job to shed light on: How the Federal Reserve analyzes and manages the economy using a synthesis of classical and Keynesian theory Bernanke's strategies for fighting inflation The implications of the new chair's remarkably plain-spoken style How Bernanke has cultivated diverse viewpoints but still builds consensus within the FedEngaging and discerning, this book demystifies the man who has stepped into what many describe as the second most powerful job in America.

The definitive work on business strategy for sustainability by the most authoritative voice in the conversation.More than ever before, consumers, employees, and investors share a common purpose and a passion for companies that do well by doing good. So any strategy without sustainability at its core is just plain irresponsible - bad for business, bad for shareholders, bad for the environment. These challenges represent unprecedented opportunities for big brands - such as Clorox, Dell, Toyota, Procter & Gamble, Nike, and Wal-Mart - that are implementing integral, rather than tangential, strategies for sustainability. What these companies are doing illuminates the book's practical framework for change, which involves engaging employees, using transparency as a business tool, and reaping the rewards of a networked organizational structure.Leave your quaint notions of corporate social responsibility and environmentalism behind. Werbach is starting a whole new dialogue around sustainability of enterprise and life as we know it in organizations and individuals. Sustainability is now a true competitive strategic advantage, and building it into the core of your business is the only means to ensure that your company - and your world - will survive.

Managing up is a conscious approach to working with your manager toward mutually agreed-upon goals that are in the best interests of you, your manager, and the organization. This book provides strategies for keeping your boss in the loop and on your side, despite differences in style and philosophy.

Why do advertising campaigns and new products often fail? Why do consumers feel that companies don't understand their needs? Because marketers themselves don't think deeply about consumers' innermost thoughts and feelings. Marketing Metaphoria is a groundbreaking book that reveals how to overcome this "e;depth deficit"e; and find the universal drivers of human behavior so vital to a firm's success.Marketing Metaphoria reveals the powerful unconscious viewing lenses--called "e;deep metaphors"e;-- that shape what people think, hear, say, and do.Drawing on thousands of one-on-one interviews in more than thirty countries, Gerald Zaltman and Lindsay Zaltman describe how some of the world's most successful companies as well as small firms, not-for-profits, and social enterprises have successfully leveraged deep metaphors to solve a wide variety of marketing problems. Marketing Metaphoria should convince you that everything consumers think and do is influenced at unconscious levels--and it will give you access to those deeper levels of thinking.

Wondering how the most accomplished leaders from around the globe have tackled their toughest challenges? This title offers 12-14 insightful essays by top leaders in industry, the public sector, and academia on the most pressing issues they've faced. It gives you access to the wisdom and expertise of the world's most talented leaders.

For too long, professional services firms have relied on the producer-manager model, which works well in uncomplicated business environments. However, todays managing directors must balance often conflicting roles, more demanding clients, tougher competitors, and associates with higher expectations of partners at all levels.When Professionals Have to Lead presents an overarching framework better suited to such complexity. It identifies the four critical activities for effective PSF leadership: setting strategic direction, securing commitment to this direction, facilitating execution, and setting a personal example. Through examples from consulting practices, accounting firms, investment banks, and other professional service organizations, industry veterans DeLong, Gabarro, and Lees show how this model works to: Align your firms culture and key organizational components. Satisfy your clients needs without sacrificing essential managerial responsibilities. Address matters of size, scale, and complexity while maintaining the qualities that make professional services firms unique.A valuable new resource, this book redefines the role of leadership in professional services firms.

Offers essays by top leaders in business, the public sector, and academia on pressing issues they've faced. This title features contributors sharing personal anecdotes and offering advice drawn from their years of hard-earned experience.

Making persuasive presentations isn't just a matter of charisma and fancy charts: it requires concrete skills that are vital to keeping your audience engaged and involved. This handy guide contains key information on how to customize your presentations to keep people focused and produce the results you want.

Provides a solution to the problems associated with large-scale ABC implementation. This book offers a model where managers can estimate the resource demands imposed by each transaction, product, or customer, rather than rely on time-consuming and costly employee surveys.

Do you have an employee whose performance keeps deterioratingdespite your close monitoring? Brace yourself: You may be at faultby unknowingly triggering the set-up-to-fail syndrome. Perhaps things started off swimmingly. But then something--a missed deadline, a lost clientmade you question the person's performance. You began micromanaging him. Suspecting your reduced confidence, he started doubting himselfand stopped giving his best. You viewed his new behavior as additional proof of mediocrity, and tightened the screws further. In The Set-Up-to-Fail Syndrome, Jean-Francois Manzoni and Jean-Louis Barsoux show how this insidious cycle hurts everyone: employees stop volunteering ideas, preventing your organization from getting the most from them; you lose energy to attend to other activities; and your reputation suffers as other employees deem you unfair. Team spirit wilts as targeted performers are alienated. But the set-up-to-fail syndrome doesn't have to happen. The authors provide preventive measures, such as loosening the reins as new employees master their jobs. If the syndrome has already erupted, Manzoni and Barsoux explain how to discuss the dynamic with your employee and reverse the cycle.

When a new project is handed to them, readers can use this guide to help juggle the gamut of tasks required to get the job done. The handy tools and checklists offer guidance on how to: * Identify necessary resources * Develop schedules and set deadlines * Set and monitor budgets * Communicate progress and problems