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Manufacturings central role in global innovationCompanies compete on the decisions they make. For yearseven decadesin response to intensifying global competition, companies decided to outsource their manufacturing operations in order to reduce costs. But we are now seeing the alarming long-term effect of those choices: in many cases, once manufacturing capabilities go away, so does much of the ability to innovate and compete. Manufacturing, it turns out, really matters in an innovation-driven economy.In Producing Prosperity, Harvard Business School professors Gary Pisano and Willy Shih show the disastrous consequences of years of poor sourcing decisions and underinvestment in manufacturing capabilities. They reveal how todays undervalued manufacturing operations often hold the seeds of tomorrows innovative new products, arguing that companies must reinvest in new product and process development in the US industrial sector. Only by reviving this industrial commons can the worlds largest economy build the expertise and manufacturing muscle to regain competitive advantage. America needs a manufacturing renaissancefor restoring itself, and for the global economy as a whole.This will require major changes. Pisano and Shih show how company-level choices are key to the sustained success of industries and economies, and they provide business leaders with a framework for understanding the links between manufacturing and innovation that will enable them to make better outsourcing decisions. They also detail how government must change its support of basic and applied scientific research, and promote collaboration between business and academia. For executives, policymakers, academics, and innovators alike, Producing Prosperity provides the clearest and most compelling account yet of how the American economy lost its competitive edgeand how to get it back.

A powerful, visual framework helps managers discover how employees really communicate and collaborate to get work done - and helps them identify ways they can influence these social networks to improve performance and innovation. In The Hidden Power of Social Networks, Cross and Parker, experts in "e;social network analysis"e;a technique that visually maps relationships between people in large, distributed groups - apply this powerful tool to management for the first time. Based on their in-depth study of sixty informal employee networks in well-known companies around the world, Cross and Parker show managers how to conduct a social network analysis of their organization.

Come back from every setback a stronger and better leader.If you read nothing else on mental toughness, read these ten articles by experts in the field. We've combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you build your emotional strength and resilience--and to achieve high performance.This book will inspire you to:Thrive on pressure like an Olympic athleteManage and overcome negative emotions by acknowledging themPlan short-term goals to achieve long-term aspirationsSurround yourself with the people who will push you the hardestUse challenges to become a better leaderUse creativity to move past traumaUnderstand the tools your mind uses to recover from setbacksThis collection of articles includes "How the Best of the Best Get Better and Better," by Graham Jones; "Crucibles of Leadership," by Warren G. Bennis and Robert J. Thomas; "Building Resilience," by Martin E.P. Seligman; "Cognitive Fitness," by Roderick Gilkey and Clint Kilts; "The Making of a Corporate Athlete," by Jim Loehr and Tony Schwartz; "Stress Can Be a Good Thing If You Know How to Use It," by Alla Crum and Thomas Crum; "How to Bounce Back from Adversity," by Joshua D. Margolis and Paul G. Stoltz; "Rebounding from Career Setbacks," by Mitchell Lee Marks, Philip Mirvis, and Ron Ashkenas; "Realizing What You're Made Of," by Glenn E. Mangurian; "Extreme Negotiations," by Jeff Weiss, Aram Donigian, and Jonathan Hughes; and "Post-Traumatic Growth and Building Resilience," by Martin Seligman and Sarah Green Carmichael.HBR's 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further. HBR's 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever‐changing business environment.

The best entrepreneurs balance brilliant business ideas with a rigorous commitment to serving their customers' needs. If you read nothing else on entrepreneurship and startups, read these 10 articles by experts in the field. We've combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you build your company for enduring success. Leading experts and practitioners such as Clayton Christensen, Marc Andreessen, and Reid Hoffman provide the insights and advice that will inspire you to:Understand what makes entrepreneurial leaders tickKnow what matters in a great business planAdopt lean startup practices such as business model experimentationBe prepared for the race for scale in Silicon ValleyBetter understand the world of venture capital--and know what you'll get along with VC fundingTake an alternative approach to entrepreneurship: buy an existing business and run it as CEOThis collection of articles includes "Hiring an Entrepreneurial Leader," by Timothy Butler; "How to Write a Great Business Plan," by William A. Sahlman; "Why the Lean Start-Up Changes Everything," by Steve Blank; "The President of SRI Ventures on Bringing Siri to Life," by Norman Winarsky; "In Search of the Next Big Thing," an interview with Marc Andreessen by Adi Ignatius; "Six Myths About Venture Capitalists," by Diane Mulcahy; "Chobani's Founder on Growing a Start-Up Without Outside Investors," by Hamdi Ulukaya; "Network Effects Aren‿t Enough," by Andrei Hagiu and Simon Rothman; "Blitzscaling," an interview with Reid Hoffman by Tim Sullivan; "Buying Your Way into Entrepreneurship," by Richard S. Ruback and Royce Yudkoff; and "The Founder's Dilemma," by Noam Wasserman.

The one book every entrepreneur needs to launch and grow a business.

Will Africa be the world's next hub of manufacturing? China is answering in the affirmative and investing accordingly. This book dispels the notion that this crucial story is merely about China's exploitation of Africa's resources, illuminating deep questions about our own, Western approach to development, and the implications for the future of manufacturing.

You're a member of Generation X-the 30-to-44 age cohort. And you've drawn the short stick when it comes to work. The economy has been stacked against you from the beginning. Worse, you're sandwiched between Boomers (with their constant back-patting blather and refusal to retire) and Gen Y's (with their relentless confidence and demands for attention).You're stuck in the middle-of your life and between two huge generations that dote on each other.But you can move forward in your career. In What's Next, Gen X? Tamara Erickson shows how. She explains the forces affecting attitudes and behaviors in each generation-Boomer, X, and Y-so you can start relating more productively with bosses, peers, and employees.Erickson then assesses Gen X's progress in life so far and analyzes the implications of organizational and technological changes for your professional future. She lays out a powerful framework for shaping a satisfying, meaningful career, revealing how to:-Identify work that matches what you care most about-Succeed in a corporate career or an entrepreneurial venture-Spot and seize newly emerging professional opportunities-Use your unique capabilities to become an effective leaderProvocative and engaging, What's Next, Gen X? helps you break free from the middle and chart a fulfilling course for the years ahead.

Demonstrates how the principles of activity-based costing and other advanced cost management techniques, such as target and kaizen costing, can drive business performance. This book describes systems which assist front-line employees in their learning and improvement activities and make better product mix and capital investment decisions.

FEATURING INTERVIEWS WITH: Kay Koplovitz, USA Networks Howard Lester, Williams-Sonoma Jerry Rice, San Francisco 49ers Peter Seligmann, Conservation International And other top business leaders

Your career is not a one-time decision made early in life. Rather, you refine or redefine it as you grow professionally. This volume helps you: recognise when it's time for a change; articulate the business activities that interest you most deeply; assess your skills and values; and update your skills to remain competitive in the workforce.

While some of us enjoy a lively debate with colleagues and others prefer to suppress our feelings over disagreements, we all struggle with conflict at work. Every day we navigate an office full of competing interests, clashing personalities, limited time and resources, and fragile egos. Sure, we share the same overarching goals as our colleagues, but we don't always agree on how to achieve them. We work differently. We rub each other the wrong way. We jockey for position.How can you deal with conflict at work in a way that is both professional and productive-where it improves both your work and your relationships? You start by understanding whether you generally seek or avoid conflict, identifying the most frequent reasons for disagreement, and knowing what approaches work for what scenarios. Then, if you decide to address a particular conflict, you use that information to plan and conduct a productive conversation. The HBR Guide to Dealing with Conflict will give you the advice you need to:Understand the most common sources of conflictExplore your options for addressing a disagreementRecognize whether you-and your counterpart-typically seek or avoid conflictPrepare for and engage in a difficult conversationManage your and your counterpart's emotionsDevelop a resolution togetherKnow when to walk awayArm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.

Empathy is credited as a factor in improved relationships and even better product development. But while it's easy to say "e;just put yourself in someone else's shoes,"e; the reality is that understanding the motivations and emotions of others often proves elusive.This book helps you understand what empathy is, why it's important, how to surmount the hurdles that make you less empathetic-and when too much empathy is just too much.This volume includes the work of:Daniel GolemanAnnie McKeeAdam WaytzThis collection of articles includes "e;What Is Empathy?"e; by Daniel Goleman; "e;Why Compassion Is a Better Managerial Tactic Than Toughness"e; by Emma Seppala; "e;What Great Listeners Actually Do"e; by Jack Zenger and Joseph Folkman; "e;Empathy Is Key to a Great Meeting"e; by Annie McKee; "e;It's Harder to Empathize with People If You've Been in Their Shoes"e; by Rachel Rutton, Mary-Hunter McDonnell, and Loran Nordgren; "e;Being Powerful Makes You Less Empathetic"e; by Lou Solomon; "e;A Process for Empathetic Product Design"e; by Jon Kolko; "e;How Facebook Uses Empathy to Keep User Data Safe"e; by Melissa Luu-Van; "e;The Limits of Empathy"e; by Adam Waytz; and "e;What the Dalai Lama Taught Daniel Goleman About Emotional Intelligence"e; an interview with Daniel Goleman by Andrea Ovans.How to be human at work. The HBR Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master.

How do some people bounce back with vigor from daily setbacks, professional crises, or even intense personal trauma?This book reveals the key traits of those who emerge stronger from challenges, helps you train your brain to withstand the stresses of daily life, and presents an approach to an effective career reboot.This volume includes the work of:Daniel GolemanJeffrey A. SonnenfeldShawn AchorThis collection of articles includes "e;How Resilience Works,"e; by Diane Coutu; "e;Resilience for the Rest of Us,"e; by Daniel Goleman; "e;How to Evaluate, Manage, and Strengthen Your Resilience,"e; by David Kopans; "e;Find the Coaching in Criticism,"e; by Sheila Heen and Douglas Stone; "e;Firing Back: How Great Leaders Rebound After Career Disasters,"e; by Jeffrey A. Sonnenfeld and Andrew J. Ward; and "e;Resilience Is About How You Recharge, Not How You Endure,"e; by Shawn Achor and Michelle Gielan.How to be human at work. The HBR Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master.

What is the nature of human happiness, and how do we achieve it in the course of our professional lives? And is it even worth pursuing?This book explores answers to these questions with research into how happiness is measured, frameworks for personal behaviors, management techniques that build happiness in the workplace-and warnings that highlight where the happiness hype has been overblown.This volume includes the work of:Daniel GilbertAnnie McKeeGretchen SpreitzerTeresa M. AmabileThis collection of articles includes "e;Happiness Isn't the Absence of Negative Feelings"e; by Jennifer Moss; "e;Being Happy at Work Matters"e; by Annie McKee; "e;The Science Behind the Smile"e; an interview with Daniel Gilbert by Gardiner Morse; "e;The Power of Small Wins"e; by Teresa M. Amabile and Steven J. Kramer; "e;Creating Sustainable Performance"e; by Gretchen Spreitzer and Christine Porath; "e;The Research We've Ignored About Happiness at Work"e; by Andre Spice and Carl Cedarstrom; and "e;The Happiness Backlash"e; by Alison Beard.How to be human at work. The HBR Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master.

Peter F. Drucker argues that what underlies the current malaise of so many large and successful organizations worldwide is that their theory of the business no longer works. The story is a familiar one: a company that was a superstar only yesterday finds itself stagnating and frustrated, in trouble and, often, in a seemingly unmanageable crisis. The root cause of nearly every one of these crises is not that things are being done poorly. It is not even that the wrong things are being done. Indeed, in most cases, the right things are being done-but fruitlessly. What accounts for this apparent paradox? The assumptions on which the organization has been built and is being run no longer fit reality. These are the assumptions that shape any organization's behavior, dictate its decisions about what to do and what not to do, and define what an organization considers meaningful results. These assumptions are what Drucker calls a company's theory of the business.The Harvard Business Review Classics series offers you the opportunity to make seminal Harvard Business Review articles a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world-and will have a direct impact on you today and for years to come.

Every day begins with the same challenge: too many tasks on your to-do list and not enough time to accomplish them. Perhaps you tell yourself to just buckle down and get it all done-skip lunch, work a longer day. Maybe you throw your hands up, recognize you can't do it all, and just begin fighting the biggest fire or greasing the squeakiest wheel.And yet you know how good it feels on those days when you're working at peak productivity, taking care of difficult and meaty projects while also knocking off the smaller tasks that have been hanging over your head forever. Those are the times when your day didn't run you-you ran your day. To have more of those days more often, you need to discover what works for you given your strengths, your preferences, and the things you must accomplish.Whether you're an assistant or the CEO, whether you've been in the workforce for 40 years or are just starting out, this guide will help you be more productive. You'll discover different ways to:Motivate yourself to work when you really don't want toTake on less, but get more donePreserve time for your most important workImprove your focusMake the most of small pockets of time between meetingsSet boundaries with colleagues-without alienating themTake time off without tearing your hair outArm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.

Are your employees meeting their goals? Is their work improving over time? Understanding where your employees are succeeding-and falling short-is a pivotal part of ensuring you have the right talent to meet organizational objectives.In order to work with your people and effectively monitor their progress, you need a system in place. The HBR Guide to Performance Management provides a new multi-step, cyclical process to help you keep track of your employees' work, identify where they need to improve, and ensure they're growing with the organization.You'll learn to:Set clear employee goals that align with company objectivesMonitor progress and check in regularlyClose performance gapsUnderstand when to use performance analyticsCreate opportunities for growth, tailored to the individualOvercome and avoid burnout on your teamArm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.

Managing the human side of workResearch by Daniel Goleman, a psychologist and coauthor of Primal Leadership, has shown that emotional intelligence is a more powerful determinant of good leadership than technical competence, IQ, or vision.Influencing those around us and supporting our own well-being requires us to be self-aware, know when and how to regulate our emotional reactions, and understand the emotional responses of those around us. No wonder emotional intelligence has become one of the crucial criteria in hiring and promotion.But luckily it's not just an innate trait: Emotional intelligence is composed of skills that all of us can learn and improve on. In this guide, you'll learn how to:Determine your emotional intelligence strengths and weaknessesUnderstand and manage your emotional reactionsDeal with difficult peopleMake smarter decisionsBounce back from tough timesHelp your team develop emotional intelligenceArm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.

As established markets become less profitable, companies increasingly need to find ways to create and capture new markets. Despite much investment and commitment, most firms struggle to do this. What, exactly, is getting in their way? World-renowned professors W. Chan Kim and Renee Mauborgne, the authors of the best-selling book Blue Ocean Strategy have spent over a decade exploring that question. They have seen that the trouble lies in managers' mental models--ingrained assumptions and theories about the way the world works. Though these models may work perfectly well in mature markets, they undermine executives' attempts to discover uncontested new spaces with ample potential (blue oceans) and keep companies firmly anchored in existing spaces where competition is bloody (red oceans). In this bound version of their bestselling Harvard Business Review classic article, they describe how to break free of these red ocean traps. To do that, managers need to: (1) Focus on attracting new customers, not pleasing current customers; (2) Worry less about segmentation and more about what different segments have in common; (3) Understand that market creation is not synonymous with either technological innovation or creative destruction; and (3) Stop focusing on premium versus low-cost strategies.The Harvard Business Review Classics series offers you the opportunity to make seminal Harvard Business Review articles a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world--and will have a direct impact on you today and for years to come.