This book gives you the tools you need to have more impact as a leader today, and into the future. To reach your full potential in these situations, you need to master a new set of business and personal skills. Defining--and executing--the best strategy for your company is fraught with challenge. Do you have the right strategy to lead your company into the future?
HBR's 10 Must Reads on Strategy 2-Volume Collection provides enduring ideas and practical advice on how to accelerate your organization's strategy development and execution. From timeless classics to the latest game-changing ideas from thought leaders W. Chan Kim, Renee Mauborgne, Jim Collins, and more, HBR's 10 Must Reads on Strategy 2-Volume Collection will inspire you to: Distinguish your companies from your rivals Reinvent your business model to keep you on the competitive map Craft a vision for an uncertain future Create and capture new markets--and break free from overcrowded ones Clarify decision roles for faster decision making See the growing relevance of data analytics in your organization Transform your products and services into platforms Identify the signals of future disruption and take steps to avoid it 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. Stewart, is a priceless collection of Drucker's most significant work.
Through his unique lens, Drucker traces the evolution of the great shifts in organizations and the role of managers in the ongoing effort to balance change with continuity. He paints a clear, comprehensive picture of management thinking and practice--as it was and as it will be. For example, you'll find selections on how to enhance your company's innovative prowess, make effective decisions, raise knowledge workers' productivity, remain engaged and productive during a long work life, know when the assumptions on which your business was founded must change, and get the data you need to execute your company's competitive strategy.
Doing what's right for your company will always be challenging. But thanks to the clear focus, broad vision, and practical wisdom of Peter Drucker, the task is now a little less daunting.
As the pandemic is exacting its toll on our lives and wreaking havoc in the global economy, HBR is helping companies and managers make sense of this unprecedented situation and lead employees through it. What should you and your company be doing right now to counter these challenges? It provides you with essential thinking about keeping your company running remotely, managing your business through disaster and recovery, and finding it within yourself to lead with resilience through the crisis.
This collection of the top ideas, insights, and best practices from the past year of Harvard Business Review will keep you up-to-date on the most cutting-edge, influential thinking driving business today.
The Must Reads volume assembles the definitive articles on topics in including leadership, strategy, and innovation from HBR's vast array of experts. The Insights book will help you understand today's most essential thinking on fast-moving technologies, and they mean for your organization.
Part One. Though "family business" may sound like it refers only to mom-and-pop shops, businesses owned by families are among the most significant and numerous in the world. But surprisingly few resources exist to help navigate the unique challenges you face when you share the executive suite, tax returns, and holidays.
How do you make the right decisions, critical to the long-term survival of any business, with the added challenge of having to do so within the context of a family? This comprehensive handbook brings you sophisticated guidance and practical advice from family business experts Josh Baron and Rob Lachenauer.
Based on their decades-long experience working closely with a wide range of family businesses around the world, the authors present proven methods and approaches. In the HBR Family Business Handbook you'll find: A new perspective on what makes family businesses succeed and fail A framework to help you address the myriad decisions facing your family business--including how to make good decisions together Step-by-step guidance to help you understand what type of family business you own, define success on your own terms, communicate effectively, manage conflict, prepare for changes within your business family, and transition to the next generation Key questions about wealth, unique to family businesses, that you can't afford not to ask yourself--and your family Exercises and assessments to help you determine where you are--and where you want to go Stories of real families and real companies, from Radio Flyer to Sierra Nevada Brewing Company The HBR Family Business Handbook addresses these issues and more.
Keep this guide with you to help you build, grow, and sustain your family business--and your business family--for years, and generations, to come. HBR Handbooks provide ambitious professionals with the frameworks, advice, and tools they need to excel in their careers.
With step-by-step guidance, time-honed best practices, real-life stories, and concise explanations of research published in Harvard Business Review, each comprehensive volume helps you to stand out from the pack--whatever your role.
Includes writings on the importance of emotional intelligence in leadership; argues that management is about coping with complexity; and questions what the crucial characteristics of good leaders are, including debunking common myths. Chan Kim and Renee Mauborgne broke ground by introducing "blue ocean strategy," a new model for discovering uncontested markets that are ripe for growth. In this bound version of their bestselling Harvard Business Review classic article, they apply their concepts and tools to what is perhaps the greatest challenge of leadership: closing the gulf between the potential and the realized talent and energy of employees.
If companies could find a way to convert them into engaged employees, the results could be transformative. The trouble is, managers lack a clear understanding of what changes they could make to bring out the best in everyone. In this article, Kim and Mauborgne offer a solution to that problem: a systematic approach to uncovering, at each level of the organization, which leadership acts and activities will inspire employees to give their all, and a process for getting managers throughout the company to start doing them.
Blue ocean leadership works because the managers' "customers"--that is, the people managers oversee and report to--are involved in identifying what's effective and what isn't.
Moreover, the approach doesn't require leaders to alter who they are, just to undertake a different set of tasks. And that kind of change is much easier to implement and track than changes to values and mind-sets. 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.
To help your employees meet their goals and fulfill their potential, you need to provide them with regular feedback. But the prospect of sharing potentially negative news can be overwhelming.
You'll learn how to: Prioritize your work Determine the right time to work on each task and avoid distractions Deliver presentations that persuade Plan ahead to set your meetings up for success Navigate conflict while making sure all voices are heard Address difficult situations without the drama Don't have much time?
Advice you can quickly read and apply, for ambitious professionals and aspiring executives, from the most trusted source in business. Also available as an ebook. If you read nothing else on design thinking, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you use design thinking to produce breakthrough innovations and transform your organization. This book will inspire you to: Identify customers' "jobs to be done" and build products people love Fail small, learn quickly, and win big Provide the support design-thinking teams need to flourish Foster a culture of experimentation Sharpen your own skills as a design thinker Counteract the biases that perpetuate the status quo and thwart innovation Adopt best practices from design-driven powerhouses This collection of articles includes "Design Thinking," by Tim Brown; "Why Design Thinking Works," by Jeanne M.
HBR's 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. As the Covid pandemic is exacting its toll on the global economy, forward-looking organizations are moving past crisis management and positioning themselves to leap ahead when the worst is over. What should you and your organization be doing now to address today's unprecedented challenges while laying the foundation needed to emerge stronger? Coronavirus: Leadership and Recovery provides you with essential thinking about managing your company through the pandemic, keeping your employees and yourself healthy and productive, and spurring your business to continue innovating and reinventing itself ahead of the recovery.
Featuring HBR's smartest thinking on fast-moving issues—blockchain, cybersecurity, AI, and more—each book provides the foundational introduction and practical case studies your organization needs to compete today and collects the best research, interviews, and analysis to get it ready for tomorrow. The Insights You Need series will help you grasp these critical ideas—and prepare you and your company for the future. Despite much investment and commitment, most firms struggle to do this.
What, exactly, is getting in their way? Strategic planning became prominent in corporations during the s and remains an important aspect of strategic management. It is executed by strategic planners or strategists, who involve many parties and research sources in their analysis of the organization and its relationship to the environment in which it competes. Strategy has many definitions, but generally involves setting strategic goals , determining actions to achieve the goals, and mobilizing resources to execute the actions.
A strategy describes how the ends goals will be achieved by the means resources. The senior leadership of an organization is generally tasked with determining strategy. Strategy can be planned intended or can be observed as a pattern of activity emergent as the organization adapts to its environment or competes.
Strategy includes processes of formulation and implementation; strategic planning helps coordinate both. However, strategic planning is analytical in nature i. As such, strategic planning occurs around the strategy formation activity. Strategic planning is a process and thus has inputs, activities, outputs and outcomes. This process, like all processes, has constraints. It may be formal or informal and is typically iterative, with feedback loops throughout the process.
Some elements of the process may be continuous and others may be executed as discrete projects with a definitive start and end during a period. Strategic planning provides inputs for strategic thinking, which guides the actual strategy formation. Typical strategic planning efforts include the evaluation of the organization's mission and strategic issues to strengthen current practices and determine the need for new programming.
Michael Porter wrote in that formulation of competitive strategy includes consideration of four key elements:. The first two elements relate to factors internal to the company i. Data is gathered from a variety of sources, such as interviews with key executives, review of publicly available documents on the competition or market, primary research e.
This may be part of a competitive intelligence program. Inputs are gathered to help support an understanding of the competitive environment and its opportunities and risks. Other inputs include an understanding of the values of key stakeholders, such as the board, shareholders, and senior management.
These values may be captured in an organization's vision and mission statements. Strategic planning activities include meetings and other communication among the organization's leaders and personnel to develop a common understanding regarding the competitive environment and what the organization's response to that environment its strategy should be. A variety of strategic planning tools described in the section below may be completed as part of strategic planning activities. The organization's leaders may have a series of questions they want to be answered in formulating the strategy and gathering inputs, such as:.
The output of strategic planning includes documentation and communication describing the organization's strategy and how it should be implemented, sometimes referred to as the strategic plan. The strategy may include a diagnosis of the competitive situation, a guiding policy for achieving the organization's goals, and specific action plans to be implemented.
The organization may use a variety of methods of measuring and monitoring progress towards the strategic objectives and measures established, such as a balanced scorecard or strategy map.
Companies may also plan their financial statements i. The term operational budget is often used to describe the expected financial performance of an organization for the upcoming year.
Capital budgets very often form the backbone of a strategic plan, especially as it increasingly relates to Information and Communications Technology ICT. Whilst the planning process produces outputs, as described above, strategy implementation or execution of the strategic plan produces Outcomes.
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