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Conversation-powered leadershipHow can leaders make their big or growing companies feel small again? How can they recapture the magicthe tight strategic alignment, the high level of employee engagementthat drove and animated their organization when it was a start-up? As more and more executives have discovered in recent years, the answer to this conundrum lies in the power of conversation.In Talk, Inc., Boris Groysberg and Michael Slind show how trusted and effective leaders are adapting the principles of face-to-face conversation in order to pursue a new form of organizational conversation. They explore the promise of conversation-powered leadershipfrom the time-tested practice of talking straight (and listening well) to the thoughtful adoption of social media technology. And they offer guidance on how to balance the benefits of open-ended talk with the realities of strategic execution.Drawing on the experience of leaders at diverse companies from around the world, Talk, Inc., offers provocative insights and user-friendly tips on how to make organizational culture more intimate, more interactive, more inclusive, and more intentionalin short, more conversational.

A New York Times, Wall Street Journal, USA Today, Amazon BestsellerReverse Innovation is the new business idea everyone is talking about. Why? Because it presents the blueprint for scaling growth in emerging markets, and importing low-cost and high impact innovations to mature ones.Innovation is no longer the exclusive domain of the Silicon Valley elite. Reverse Innovation will open your eyes to the fact that the dynamics of global innovation are changingand if you want your firm to survive, youd better pay attention. The gap between rich nations and emerging economies is closing. No longer will innovations travel the globe in only one direction, from developed to developing nations. They will also flow in reverse. CEOs of the worlds most influential companies agree and have cited Reverse Innovation as their playbook for the next generation of global growth. Authors Vijay Govindarajan and Chris Trimble of the Tuck School of Business at Dartmouth explain where, when, and why reverse innovation is on the rise and why the implications are so profound. Learn how to make innovation in emerging markets happen and how such innovations can unlock even greater opportunity throughout the world. Youll follow some of the worlds leading companies (including GE, Deere & Company, P&G, and PepsiCo) through stories that illustrate exactly what works and what doesnt.If youre in a Western economy, you need to accept that the future lies far from home. But the idea is not just for Western audiences. If innovation is at the heart of your company or your career, no matter where you practice business, Reverse Innovation is a phenomenon you need to understand. This book will help you do that.

How to succeed at work and lifein an increasingly unpredictable worldIn a world where you can no longer plan or predict your way to success, how can you achieve your most important goals? Its a daunting question. But in todays environment, where change is the only constant, its a question everyone must answer. This is true whether you are an innovator or an entrepreneur, a manager or a newly minted graduate.The first step, say the authors of this book, is this: Just start. In other words, take action now and learn as you go.Written by a trio of seasoned business leaders, Just Start combines fascinating research with proven practices to deliver a reliable method for helping you advance toward your goalsdespite the uncertainty that is all too common today. Babson College President Leonard Schlesinger, organizational learning expert Charles Kiefer, and veteran journalist Paul B. Brown share their own deep and varied experiences and draw from a source where striving amid constant uncertainty actually works: the world of serial entrepreneurship. In this world, people dont just think differentlythey act differently, as well.Using this novel approach, Just Start will help you: Determine the best strategy and tactics when the future is uncertain Minimize financial risk in every decision you make Attract like-minded people to what you want to do (and learn why this is important) Understand why Act. Learn. Build (so you can) Act again is the best course of action when facing the unknownSo throw out your forecasting tools and shrug off that nagging frustration that comes with constant uncertainty. Just Start distills for you the very essence of what makes people successful in todays volatile environment. This book is your guide to achieving your goalswhether your project is professional or personal, or somewhere in between.

Introducing return on relationship with your most valued customersThe traditional model of growing your businessby relying on employees in sales, marketing, and product developmentis dying. Todays most successful companies are taking a different approach: getting customers to market, sell, and create products for them.In assessing client value, most companies look at the money paid for their goods and services. But in this book, Customer Strategy Group CEO Bill Lee offers a compelling new vision for growth by maximizing your return on relationship with select customersthose that offer rich sources of hidden wealth. A different type of ROI, this strategy of making the most of your firms existing relationships is a modern approach to customer relationsone that yields a distinct business advantage.Illustrated by numerous case studiesSalesforce.com, SAS Institute, 3M, Microsoft, and othersThe Hidden Wealth of Customers shows the value some customers can have by helping to market your offerings, penetrate foreign markets, leverage the demand-generating power of social media, build customer communities, improve innovation, and more. Lee explains how to effectively engage this crucial audience, which has the power to keep your strategy focused on important customer issues and increase profitability.When done right, your best customers will prospect for you while also speeding product adoption and improving customer satisfaction and long-term loyalty.Consider this book a blueprint for finally making the most out of your most valuable customer relationships.

Caveat venditorlet the seller bewareWhile marketers look for more ways to get personal with customers, including new tricks with big data, customers are about to get personal in their own ways, with their own tools. Soon consumers will be able to: Control the flow and use of personal data Build their own loyalty programs Dictate their own terms of service Tell whole markets what they want, how they want it, where and when they should be able to get it, and how much it should costAnd they will do all of this outside of any one vendors silo. This new landscape were entering is what Doc Searls calls The Intention Economyone in which demand will drive supply far more directly, efficiently, and compellingly than ever before. In this book he describes an economy driven by consumer intent, where vendors must respond to the actual intentions of customers instead of vying for the attention of many.New customer tools will provide the engine, with VRM (Vendor Relationship Management) providing the consumer counterpart to vendors CRM (Customer Relationship Management) systems. For example, imagine being able to change your address once for every company you deal with, or combining services from multiple companies in real time, in your own waysall while keeping an auditable accounting of every one of your interactions in the marketplace. These tantalizing possibilities and many others are introduced in this book.As customers become more independent and powerful, and the Intention Economy emerges, only vendors and organizations that are ready for the change will survive, and thrive. Where do you stand?

Does it have to be this way?Cant resist checking your smartphone or mobile device? Sure, all this connectivity keeps you in touch with your team and the officebut at what cost?In Sleeping with Your Smartphone, Harvard Business School professor Leslie Perlow reveals how you can disconnect and become more productive in the process. In fact, she shows that you can devote more time to your personal life and accomplish more at work.The good news is that this doesnt require a grand organizational makeover or buy-in from the CEO. All it takes is collaboration between you and your teamworking together and making small, doable changes.What started as an experiment with a six-person team at The Boston Consulting Groupone of the worlds elite management consulting firmstriggered a global initiative that eventually spanned more than nine hundred BCG teams in thirty countries across five continents. These teams confronted their nonstop workweeks and changed the way they worked, becoming more efficient and effective.The result? Employees were more satisfied with their work-life balance and with their work in general. And the firm was better able to recruit and retain employees. Clients also benefitedoften in unexpected ways.In this engaging book, Perlow takes you inside BCG to witness the challenges and benefits of disconnecting. She provides a step-by-step guide to introducing change on your teamby establishing a collective goal, encouraging open dialogue, ensuring leadership supportand then spreading change to the rest of your firm.If you and your colleagues are grappling with the always on problem, its time to disconnectand start reading.

An argument for simplicity from the bestselling authors of Profit from the CoreIs radical reinvention the key to winning in todays fast-paced world? Not judging by the results of some of the worlds best-performing companies.In Repeatability, Chris Zook and James Allenleaders of Bain & Companys influential Strategy practicewarn that complexity is a silent killer of profitable growth. Successful companies endure by maintaining simplicity at their core. They dont stray from, or regularly discard, their business model in pursuit of radical renovation. Instead, they build a “repeatable business model” that produces continuous improvement and allows them to rapidly adapt to change without succumbing to complexity.Based on a multiyear study of more than two hundred companies, the book stresses the value of repeatability in business, showing how the “big idea” today is really made up of a series of successful smaller ideas driven by a simple and repeatable business model. Zook and Allen show how some of the worlds best-known firms combine a core differentiation model with speed, adaptability, and simplicity to land them at the top for long periods of time. These firms include: Apple, Danaher, DaVita, IKEA, Nike, Olam, Tetra Pak, Vanguard, and others.CEOs, senior executives, managers, and investors all need to read this book. Its the new blueprint for reaching the topand staying there.

What Duke Ellington and Miles Davis teach us about leadershipHow do you cope when faced with complexity and constant change at work? Heres what the worlds best leaders and teams do: they improvise. They invent novel responses and take calculated risks without a scripted plan or a safety net that guarantees specific outcomes. They negotiate with each other as they proceed, and they dont dwell on mistakes or stifle each others ideas. In short, they say yes to the mess that is todays hurried, harried, yet enormously innovative and fertile world of work.This is exactly what great jazz musicians do. In this revelatory book, accomplished jazz pianist and management scholar Frank Barrett shows how this improvisational jazz mind-set and the skills that go along with it are essential for effective leadership today. With fascinating stories of the insights and innovations of jazz greats such as Miles Davis and Sonny Rollins, as well as probing accounts of the wisdom gleaned from his own experience as a jazz musician, Barrett introduces a new model for leading and collaborating in organizations.He describes how, like skilled jazz players, leaders need to master the art of unlearning, perform and experiment simultaneously, and take turns soloing and supporting each other. And with examples that range from manufacturing to the military to high-tech, he illustrates how organizations must take an inventive approach to crisis management, economic volatility, and all the rapidly evolving realities of our globally connected world.Leaders today need to be expert improvisers. Yes to the Mess vividly shows how the principles of jazz thinking and jazz performance can help anyone who leads teams or works with them to develop these critical skills, wherever they sit in the organization.Engaging and insightful, Yes to the Mess is a seminar on collaboration and complexity, against the soulful backdrop of jazz.

Why Everyone Needs Analytical SkillsWelcome to the age of data. No matter your interests (sports, movies, politics), your industry (finance, marketing, technology, manufacturing), or the type of organization you work for (big company, nonprofit, small start-up)your world is awash with data. As a successful manager today, you must be able to make sense of all this information. You need to be conversant with analytical terminology and methods and able to work with quantitative information. This book promises to become your quantitative literacy"e; guidehelping you develop the analytical skills you need right now in order to summarize data, find the meaning in it, and extract its value. In Keeping Up with the Quants, authors, professors, and analytics experts Thomas Davenport and Jinho Kim offer practical tools to improve your understanding of data analytics and enhance your thinking and decision making. Youll gain crucial skills, including: How to formulate a hypothesis How to gather and analyze relevant data How to interpret and communicate analytical results How to develop habits of quantitative thinking How to deal effectively with the quants in your organizationBig data and the analytics based on it promise to change virtually every industry and business function over the next decade. If you dont have a business degree or if you arent comfortable with statistics and quantitative methods, this book is for you. Keeping Up with the Quants will give you the skills you need to master this new challengeand gain a significant competitive edge.

India is back! With the countrys general elections in 2014 resulting in a government formed by a new political party, the Bharatiya Janata Party, led by a business-friendly prime minister, Narendra Kumar Modi, the worlds largest democracy is once again on the minds of business leaders the world over. The renewal of interest in India is all the greater because of whats happening in neighboring China. For over thirty years, China was the growth engine for many Western multinational companies, but the combination of a slowing economy, rising wages, and increasing political risk has most companies looking for the next China. No other country is better positioned to play that role than India. In the short term, though, India will remain a challenging market, with a well-deserved reputation for corruption, uncertainty, and stultifying bureaucracy. Those hurdles are unlikely to go away soon. Yet India may be on the verge of unprecedented growth. Can you afford to wait or should you plunge into this complex market today? What does it really take to win there? How do executives deal with Indias volatility, uncertainty, and intense competitionand even prosper from it? Ravi Venkatesan, the former Chairman of Microsoft India and Cummins India, offers expert advice on how your company can overcome the unique challenges of the Indian market. He argues that India is in fact an archetype for most developing nations, many of which present similar challenges. Succeeding in India is important not just because it is a big market but also because it is a litmus test for your corporations ability to succeed in other emerging markets. If you can win in India, you should be able to win anywhere. Hard as these frontier markets are, Venkatesan argues, the bigger hurdle may well be the internal culture and mind-set at a multinationals headquarters. The unwillingness to make a long-term commitment or to adequately trust local leadership, combined with the propensity to rigidly replicate the products, business models, and operating systems that have worked at home, drives many companies into a midway trap. That often results in India remaining an irrelevantly small contributor to the companys global growth and profits. Combining personal experience and in-depth interviews with CEOs and senior leaders at dozens of companiesincluding Microsoft, GE, JCB, Dell, Honeywell, Volvo, Bosch, Deere, Unilever, and NestlVenkatesan shows you how to tackle political changes, policy uncertainty, and corruption and thrive in India. He proves that you can break through, but it takes a very different type of leadership, both locally and at corporate headquarters. If you want to succeed in the twenty-first century, you must succeed in emerging markets. This practical book, written by one of Indias most respected CEOs, gives you the keys to win in India, other emerging markets, and, indeed, globally.

In The Little Black Book of Innovation, long-time innovation expert Scott D. Anthony draws on stories from his research and field work with companies like Procter & Gamble to demystify innovation. Anthony presents a simple definition of innovation and illuminates its vital role in organizational success and personal growth. Anthony also provides a powerful 28-day program for mastering innovation's key steps: finding insight, generating ideas, building businesses, and strengthening capabilities.With its wealth of illustrative case studies from around the globe, this engaging and potent playbook is a must-read for anyone seeking to turn themselves or their companies into true innovation powerhouses.

We are at a crucial juncture in the evolution of business and the economy. We must now reshape the structures and practices of business leadership to avoid going down the same path again. This book brings together the leading voices from HBS to address the challenges of governance in the 21st century.

Foreword by Richard Hytner, Deputy Chairman, Saatchi & Saatchi WorldwideWe’ve all worked with one—a smart and immensely talented individual who brings enormous value to the organization. The problem? He’s an awful teammate.So as a leader, do you consider this key player toxic or irreplaceable?There Is an I in Team explores the relationship between individual and team—asking the question, How can we harness the talent of individual performers into a cohesive, productive team that creates overall value? And why are so many of our assumptions about teams wrong?Business challenges like this one mimic many of the issues facing sports teams, though admittedly the sports metaphors most commonly used in business are trite and superficial comparisons. What’s needed are real and substantial lessons that managers actually can take from the world of high-performance sports and use in an everyday work environment. This book meets that need. University of Cambridge professor Mark de Rond has combined cutting-edge social and psychological research with rich stories from world-class sports teams, coaches, athletes, and even business executives. The result challenges our most popular notions about teams. Equally critical, it teaches an innovative way to transform team potential into measurable business advantage.You’ll learn:• Why there is an I in team—and why that matters• Why an ideal team is rarely comprised of the best individual performers• Why conflict happens even when intentions are perfectly aligned• Why likability can trump competence even in technically sophisticated environments• Why a focus on interpersonal harmony can actually hurt team performance• Why data and sophisticated statistical tools are unlikely to eliminate the role of intuitionAt once readable and teachable, There Is an I in Team will strengthen your understanding of the issues that permeate teams of high-performers, and it will help you apply these new insights to your own work—giving you and your team an edge over the competition.

Trying to get your message heard? Build an iconic brand?Welcome to the battlefield.The story wars are all around us. They are the struggle to be heard in a world of media noise and clamor. Today, most brand messages and mass appeals for causes are drowned out before they even reach us. But a few consistently break through the din, using the only tool that has ever moved minds and changed behaviorgreat stories.With insights from mythology, advertising history, evolutionary biology, and psychology, viral storyteller and advertising expert Jonah Sachs takes readers into a fascinating world of seemingly insurmountable challenges and enormous opportunity. Youll discover how: Social media tools are driving a return to the oral tradition, in which stories that matter rise above the fray Marketers have become todays mythmakers, providing society with explanation, meaning, and ritual Memorable stories based on timeless themes build legions of eager evangelists Marketers and audiences can work together to create deeper meaning and stronger partnerships in building a better world Brands like Old Spice, The Story of Stuff, Nike, the Tea Party, and Occupy Wall Street created and sustained massive viral buzzWinning the Story Wars is a call to arms for business communicators to cast aside broken traditions and join a revolution to build the iconic brands of the future. It puts marketers in the role of heroes with a chance to transform not just their craft but the enterprises they represent. After all, success in the story wars doesnt come just from telling great stories, but from learning to live them.

Explains the concept of the corporation for the Information Age with a radical rethinking of organizational strategy, structure, and leadership. This book outlines the sense-and-respond business model that helps companies cope with the unexpected. It argues that when unpredictability is a given, the strategy has to become adaptive.

Create an Organization That Runs on More than Intuition and GuessworkMost companies today have access to reams of data: marketing, supply chain, finance, as well as critical data about their workforce. Yet research shows that leaders at these companies lack the confidence to effectively integrate and use this data to compete more effectively in the marketplace. While executives know the results they need to achieve, they often fail to analyze the impact of their decisions on the firm, its processes, and its people.Enter Calculating Success, written by a trio of experts who have spent decades working with companies to more effectively apply human capital data to improve organizational outcomes. Calculating Success shows readers how they can take an analytical approach to both anticipate and address the changes required by a companys competitive environment, and drive superior performance.Using an innovative six-step framework and introducing new tools, the authors show executives how to make smarter strategic decisions by evaluating the data at their fingertips.The framework will help leaders: Analyze the work that needs to be done and know how to structure it Provide the right types of people to do it Motivate them to engage in that work Explore innovative ways to get the work doneFull of detailed examples and case studies, Calculating Success will help you rethink the relationship of talent to business success. The result? A more motivated and cost-efficient workforce and a sustainable, systematic approach to acquiring talent and innovating how work gets done.

Reveals how market makers are rewriting the rules of commerce. This book offers a strategic blueprint for designing, implementing, and profiting from electronic markets. It also shows how companies can use markets in procurement, resale, and clearance, and in applications such as prediction, risk management, and decision making.

Theres a bewildering array of management tools out there. And they all promise to help you excel at the toughest parts of your job: defining your organizations strategic direction, managing customers and costs, and boosting workforce performance.But just 30 percent of these tools deliver as intended. Why? As Jeremy Hope and Steve Player reveal in Beyond Performance Management, while many tools are sound in theory, theyre misused by most organizations. For example, executives buy and implement a tool without first asking, What problem are we trying to solve? And they use tools to command and control frontline teams, not empower thema serious and costly mistake.In this eminently useful, clear-eyed book, the authors critically review dozens of well-known management toolsfrom mission statements, balanced scorecards, and rolling forecasts to key performance indicators, Six Sigma, and performance appraisals. They explain how to select the right tools for your organization, how to implement them correctly, and how to extract maximum value from each. Brimming with rigorous analysis and solid advice, Beyond Performance Management helps you swiftly gauge the value of each management tool, as well as navigate the increasingly crowded field of offeringsso the tools you select deliver fully on their promise.

Meeting the new standard for leadership.Higher Ambition is required reading for every leader who refuses to compromise between people and performance. Choosing one or the other may have worked in the past, but it wont work now. As global competition stiffens and businesses face increased public scrutiny and renewed government regulation, leaders must win on all frontswith their people, their customers, their communities, and their shareholders. In short, they must deliver superior economic and social value. Brimming with powerful stories and thoughtful advice from CEOs themselves, Higher Ambition equips leaders with the practical insights they need to meet this new and higher standard. The authors, an international team of experts from leading business schools and consultancies, offer a unique view into the minds of some of the most successful and insightful leaders of our time: CEOs from vanguard companies around the world that have demonstrated the distinctive ability to do good while also doing well. These organizations are as diverse as Standard Chartered Bank, Infosys, Volvo, Cummins, IKEA, the Tata Group, and Campbells Soup. Readers will learn the principles and practices these pioneering leaders are using to: Build enduring enterprises that simultaneously solve for people and profits Forge winning strategies that leverage their companies unique cultural and human capabilities Dramatically raise the aspirations and ambitions of their people Energize and align their diverse global firms Relentlessly upgrade leadership capabilities throughout their organizationsDrawing on the author teams extensive research and in-depth interviews with successful leaders from around the globe, this provocative new book is poised to become a management classic in the tradition of In Search of Excellence and Built to Last.

The spread of capitalism worldwide has made people wealthier than ever before. But capitalisms future is far from assured. The global financial meltdown of 2008 nearly produced a great depression. Economies in Europe are still teetering. Income inequality, resource depletion, mass migrations from poor to rich countries, religious fundamentalismthese are just a few of the threats to continuing prosperity. How can capitalism be sustained? And who should spearhead the effort? Critics turn to government. In Capitalism at Risk, Harvard Business School professors Joseph Bower, Herman Leonard, and Lynn Paine argue that while governments must play a role, businesses should take the lead. For enterprising companieswhether large multinationals, established regional players, or small start-upsthe current threats to market capitalism present important opportunities.Capitalism at Risk draws on discussions with business leaders around the world to identify ten potential disruptors of the global market system. Presenting examples of companies already making a difference, the authors explain how business must serve both as innovator and activistdeveloping corporate strategies that effect change at the community, national, and international levels.Filled with rich insights, Capitalism at Risk presents a compelling and constructive vision for the future of market capitalism.

As a manager, you're shouldering more and more responsibilities--from maximizing your team's performance to increasing your company's market share to building profitable customer relationships. On top of all that, you need to orchestrate your own time and keep your career on track.The challenges are stacking up--but you've got less and less time to figure out how to tackle them.How are you supposed to resolve this dilemma? Happily, help is on the way: the new Management Tips from the Harvard Business Review.This concise, handy guide is packed with quick tips on a broad range of topics, organized into three major skills every manager must master:Managing yourselfManaging your teamManaging your businessDrawing from HBR's popular Management Tip of the Day, the book puts the best management practices and insights, from top thinkers in the field, right at your fingertips. Pick it up any time you have a few minutes to spare, and you'll have a fresh, powerful idea you can immediately put into action.You may not be able to do much about being time-starved. But with Management Tips from the Harvard Business Review as your guide, you'll stand the best chance of succeeding in your role as a manager.

If youre aiming to innovate, failure along the way is a given. But can you fail better?Whether youre rolling out a new product from a city-view office or rolling up your sleeves to deliver a social service in the field, learning why and how to embrace failure can help you do better, faster. Smart leaders, entrepreneurs, and change agents design their innovation projects with a key idea in mind: ensure that every failure is maximally useful.In Fail Better, Anjali Sastry and Kara Penn show how to create the conditions, culture, and habits to systematically, ruthlessly, and quickly figure out what works, in three steps:1. Launch every innovation project with the right groundwork2. Build and refine ideas and products through iterative action3. Identify and embed the learningFail Better teaches you how to design your efforts to test the boundaries of your thinking, explore crucial interdependencies, and find the factors that can shift results from just acceptable to groundbreakingor even world-changing. Practical instructions intertwined with compelling real-world examples show you how to: Make predictions and map system relationships ahead of time so you can better assess results Establish how much failure you can afford Prioritize project activities for disconfirmation and iteration Learn from every action step by collecting and examining the right data Support efficient, productive habits to link action and reflection Distill, share, and embed the lessons from every success and failureYou may be a Fortune 500 manager, scrappy start-up innovator, social impact visionary, or simply leading your own small project. If you aim to break through without breaking the bankor ruining your reputationthis book is for you.

How to Resolve the Really Hard ProblemsEvery manager makes tough callsit comes with the job. And the hardest decisions are the gray areassituations where you and your team have worked hard to find an answer, youve done the best analysis you can, and you still dont know what to do. But you have to make a decision. You have to choose, commit, act, and live with the consequences and persuade others to follow your lead. Gray areas test your skills as a manager, your judgment, and even your humanity. How do you get these decisions right?In Managing in the Gray, Joseph Badaracco offers a powerful, practical, and even radical way to resolve these problems. Picking up where conventional tools of analysis leave off, this book provides tools for judgment in the form of five revealing questions. Asking yourself these five questions provides a simple yet profound way to broaden your thinking, sharpen your judgment, and develop a fresh perspective. What makes these questions so valuable is that they have truly stood the test of timetheyve guided countless men and women, across many centuries and cultures, to resolve the hardest questions of work, responsibility, and life.You can use the five-question framework on your own or with others on your team to help you cut through complexities, understand critical trade-offs, and develop workable solutions for even the grayest issues.

A compelling narrative on what went wrong with our financial systemand whos to blame.From an award-winning journalist who has been covering the industry for more than a decade, The Devils Derivatives charts the untold story of modern financial innovationhow investment banks invented new financial products, how investors across the world were wooed into buying them, how regulators were seduced by the political rewards of easy credit, and how speculators made a killing from the near-meltdown of the financial system.Author Nicholas Dunbar demystifies the revolution that briefly gave finance the same intellectual respectability as theoretical physics. He explains how bankers worldwide created a secret trillion-dollar machine that delivered cheap mortgages to the masses and riches beyond dreams to the financial innovators.Fundamental to this saga is how the people who hated to lose were persuaded to accept risk by the people who loved to win. Why did people come to trust and respect arcane financial tools? Who were the bankers competing to assemble the basic components into increasingly intricate machines? How did this process achieve its own unstoppable momentumending in collapse, bailouts, and a public outcry against the giants of finance?Provocative and intriguing, The Devils Derivatives sheds much-needed light on the forces that fueled the most brutal economic downturn since the Great Depression.

Do you supervise people? If so, this book is for you.One of a managers toughestand most importantresponsibilities is to evaluate an employees performance, providing honest feedback and clarifying what theyve done well and where they need to improve.In How to Be Good at Performance Appraisals, Dick Grote provides a concise, hands-on guide to succeeding at every step of the performance appraisal processno matter what performance management system your organization uses. Through step-by-step instructions, examples, do-and-dont bullet lists, sample dialogues, and suggested scripts, he shows you how to handle every appraisal activity from setting goals and defining job responsibilities to evaluating performance quality and discussing the performance evaluation face-to-face.Based on decades of experience guiding managers through their biggest challenges, Grote helps answer the questions he hears most often: How do I set goals effectively? How many goals should someone set? How do I evaluate a persons behaviors? Which counts more, behaviors or results? How do I determine the right performance appraisal rating? How do I explain my rating to a skeptical employee? How do I tell someone shes not meeting my expectations? How do I deliver bad news?Grote also explains how to tackle other thorny performance management tasks, including determining compensation and terminating poor performers. In accessible and useful language, How to Be Good at Performance Appraisals will help you handle performance appraisals confidently and successfully, no matter the size or culture of your organization. Its the one book you need to excel at this daunting yet critical task.

In 1999, Joseph Pine and James Gilmore offered this idea to readers as a new way to think about connecting with customers and securing their loyalty. As a result, their book The Experience Economy is now a classic, embraced by readers and companies worldwide and read in more than a dozen languages.And though the world has changed in many ways since then, the way to a customer's heart has not. In fact, the idea of staging experiences to leave a memorableand lucrativeimpression is now more relevant than ever. With an ongoing torrent of brands attacking consumers from all sides, how do you make yours stand out?Welcome to the new Experience Economy. With this fully updated edition of the book, Pine and Gilmore make an even stronger case that experience is the missing link between a company and its potential audience. It offers new rich examplesincluding the U.S. Army, Heineken Experience, Autostadt, Vinopolis, American Girl Place, and othersto show fresh approaches to scripting and staging compelling experiences, while staying true to the very real economic conditions of the day.

Pleasing Wall Street used to be easy for executives. Not anymore. The stock market is an uncertain place, and every day executives have to figure out what investors really want. There are right ways and wrong ways to do this. Get it wrong, and you risk alienating investors as well as employees, consumers, and supplierswhich can erode your earnings and stock price.In Winning Investors Over, Baruch Lev draws on his own and other finance scholars research to present authoritative, often surprising instructions for dealing intelligently with Wall Streetand boosting your companys earnings and stock price. Through rigorous data analysis and real-life cases, Lev shows how to: Understand and address investors concerns to secure ongoing funding and support from the capital markets Deliver disappointing news effectively to investors Build, rebuild, and maintain credibility on Wall Street Buy time for your companys recovery from activist shareholders and hedge fund raiders Structure your compensation to win shareholders supportWinning Investors Over demonstrates that despite the uncertainty that characterizes Wall Street today, you can still craft a mutually beneficial, long-term partnership with investors.

You should worry about your legacy later in your career, at the edge of retirementright? Not according to Robert Galford and Regina Maruca. In Your Leadership Legacy, these authors argue that thinking about your legacy now makes you a better leader today. Based on stories of top leaders who have shaped successful careers, the book explores the art of "e;legacy thinking,"e; helping you to formulate a legacy that will exert a positive effect on your work immediately. The authors provide a disciplined approach to framing your legacy, as well as shaping it over time. They start with the idea that your legacy is defined by how others approach work and life as a result of having worked with you. They then demonstrate how to assess your current impact on those around you, strengthen that impact, and pass along the best of yourself in the process. While many leaders "e;find themselves"e; and hone their work accordingly only after a major life crisis, Your Leadership Legacy enables all leaders to craft their work and build their legacy unburdened by such crises, and to experience personal satisfaction and achievement throughout their working lives.

Successful leaders know that leadership is less often about having all the answers-and more often about asking the right questions. The challenge lies in being able to step back, reflect, and ask the key questions that are critical to your performance and your organization's effectiveness.In What to Ask the Person in the Mirror, leadership expert Robert Kaplan presents a process for asking the big questions that will enable you to diagnose problems, change course if necessary, and advance your career. He lays out areas of inquiry, including questions such as:Do I clearly articulate my vision and top priorities to my employees and key constituencies?Does the way I spend my time enable me to achieve my top priorities?Do I give subordinates timely and direct feedback they can act on? Do I actively seek feedback myself?Have I developed a succession roadmap?Is my organization's design aligned with the achievement of its objectives?Is my leadership style still effective, and does it reflect who I truly am?Packed with real-life situations, this highly readable and practical guide helps you learn to ask the right questions-and work through the answers in ways that are right for you. By asking these questions, you can tackle the inevitable challenges of leadership as you craft new strategies for staying on top of your game.

The war for talent is heating up in emerging markets. Without enough brain power, multinationals cant succeed in these markets. Yet theyre approaching the war in the wrong waybringing in expats and engaging in bidding wars for hotshot local male managers.The solution is hiding in plain sight: the millions of highly educated women surging into the labor markets of Brazil, Russia, India, China, and the United Arab Emirates. Increasingly, these women boast better credentials, higher ambitions, and greater loyalty than their male peers.But theres a catch: Attracting and retaining talented women in emerging economies requires different strategies than those used in mature markets. Complex cultural forces family-related pulls, such as daughterly duties to parents and in-laws, and work-related pushes, such as extreme hours and dangerous commutes force women to settle for dead-end jobs, switch to the public sector, or leave the workforce entirely.In Winning the War for Talent in Emerging Markets, Sylvia Ann Hewlett and Ripa Rashid analyze these forces and present strategies for countering them, including: Sustaining ambition through stretch opportunities and international assignments Combating cultural bias by building an infrastructure for female leadership (networks, mentors, sponsors) Introducing flexible work arrangements to accommodate family obligations Providing safe transportation, such as employer-subsidized taxi servicesDrawing on groundbreaking research, amplified with on-the-ground examples from companies as diverse as Google, Infosys, Goldman Sachs, and Siemens, this book is required reading for all companies seeking to strengthen their talent pipeline in these rich and expanding markets.