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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.

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.

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.

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.

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.

Persuade others to do what you want--for their own reasons.If you need the best practices and ideas for making deals that work--but don't have time to find them--this book is for you. Here are 10 inspiring and useful perspectives, all in one place.This collection of HBR articles will help you:- Seal or sweeten a bargain by uncovering the other side's motives- Conquer faulty assumptions to make the right deals- Forge deals only when they support your strategy- Set the stage for a healthy relationship long after the ink has dried- Make promises you can keep- Gain your adversaries' trust in high-stakes talks- Know when to walk away

Offers immediate solutions to the challenges managers face on the job everyday. This features handy tools, self-tests, and real life examples to help you identify strengths and weaknesses and hone critical skills.

Most company's change initiatives fail. Yours don't have to. This title includes "Harvard Business Review" articles that inspires you to: lead change through eight critical stages; establish a sense of urgency; overcome addiction to the status quo; mobilize commitment; silence naysayers; minimize the pain of change; and, concentrate resources.

Conventional wisdom on strategy is no longer a reliable guide. In Essential Advantage, Booz & Company's Cesare Mainardi and Paul Leinwand maintain that success in any market accrues to firms with coherence: a tight match between their strategic direction and the capabilities that make them unique.Achieving this clarity takes a sharpness of focus that only exceptional companies have mastered. This book helps you identify your firm's blend of strategic direction and distinctive capabilities that give it the "e;right to win"e; in its chosen markets. Based on extensive research and filled with company examples—including Amazon.com, Johnson & Johnson, Tata Sons, and Procter & Gamble—Essential Advantage helps you construct a coherent company in which the pieces reinforce each other instead of working at cross-purposes.The authors reveal:· Why you should focus on a system of a few aligned capabilities· How to identify the "e;way to play"e; in your market· How to design a strategy for well-modulated growth· How to align a portfolio of businesses behind your capability system· How your strategy clarifies growth, costs, and people decisionsFew companies achieve a capability-driven "e;right to win"e; in their market. This book helps you position your firm to be among them.

A manager's job is getting harder to do. But the central question for all managers - the one that separates great managers from the rest- is how to get the most from your people. What do you do when your most talented people fall short of their potential, or worse, fall off their game for awhile? How do you inspire a solid contributor to even more stellar performance? How do you find that spark? And turn it into a burning flame?According to best-selling author and psychiatrist, Ned Hallowell, it's all in the brain. Creating that spark and inspiring someone to perform at their highest levels isn't rocket science; but it is brain science, and it has yet to be codified into a simple and reliable process that all managers can use.Drawing from his expertise helping people reach their full potential and synthesizing the latest research on happiness, brain science, and performance, Hallowell does exactly that -- he offers a five step process that leads to peak performance. Based on the latest findings in the fast-moving field of high performance research and rooted in the work of Martin Seligman, Dan Gilbert, Marcus Buckingham, Mihaly Csikszentmihalyi, John Ratey, and many other experts in psychology and neuroscience, this book gives managers a simple and coherent framework for getting the best out of people:(1) Selection - how to put people in the right job, and give them the responsbilities that literally make their brains "e;light up;"e;(2) Connection - how to overcome the powerful forces that disconnect us interpersonally in today's workplace, and how to restore the positive connections that fuel superior performance;(3) Play - why play is essential to peak performance, and how managers can get it right;(4) Progress - when the pressure is on, how to challenge the right person at the right time;(5) Recognition - why reward systems always decrease peak performance, and how managers can finally get this rightThe value of the five steps is that each step builds on another. For instance, there's no point in challenging an employee to go beyond their personal best if you haven't bothered to ensure first that you've got them in the right job. And there's no way to successfully get someone to think more creatively if you haven't first established the personal connection with her so that she knows her wild ideas will be taken seriously. And there's no point in demanding more, if you haven't first given employees a chance to engage their imagination and play around with the things that "e;light up their brains."e;Especially in times of mental overload and stress, when invoking people to suck it up or work even harder isn't an effective management tool, managers need a new game plan, like the one in this book, for helping their people perform at their best.

Offers managers and professionals the fundamental information they need to stay competitive in a fast-moving world.

The best way to select emerging markets to exploit is to evaluate their size or growth potential, right? Not according to Krishna Palepu and Tarun Khanna. In Winning in Emerging Markets, these leading scholars on the subject present a decidedly different framework for making this crucial choice.The authors argue that the primary exploitable characteristic of emerging markets is the lack of institutions (credit-card systems, intellectual-property adjudication, data research firms) that facilitate efficient business operations. While such "e;institutional voids"e; present challenges, they also provide major opportunities-for multinationals and local contenders.Palepu and Khanna provide a playbook for assessing emerging markets' potential and for crafting strategies for succeeding in those markets. They explain how to: Spot institutional voids in developing economies, including in product, labor, and capital markets, as well as social and political systems Identify opportunities to fill those voids; for example, by building or improving market institutions yourself Exploit those opportunities through a rigorous five-phase process, including studying the market over time and acquiring new capabilitiesPacked with vivid examples and practical toolkits, Winning in Emerging Markets is a crucial resource for any company seeking to define and execute business strategy in developing economies.

In their first book, Ten Rules for Strategic Innovators, the authors provided a better model for executing disruptive innovation. They laid out a three-part plan for launching high-risk/high-reward innovation efforts: (1) borrow assets from the existing firms, (2) unlearn and unload certain processes and systems that do not serve the new entity, and (3) learn and build all new capabilities and skills.In their study of the Ten Rules in action, Govindarajan and Trimble observed many other kinds of innovation that were less risky but still critical to the company's ongoing success. In case after case, senior executives expected leaders of innovation initiatives to grapple with forces of resistence, namely incentives to keep doing what the company has always done--rather than develop new competence and knowledge. But where to begin?In this book, the authors argue that the most successful everyday innovators break down the process into six manageable steps:1. Divide the labor2. Assemble the dedicated team3. Manage the partnership4. Formalize the experiment5. Break down the hypothesis6. Seek the truth.The Other Side of Innovation codifies this staged approach in a variety of contexts. It delivers a proven step-by-step guide to executing (launching, managing, and measuring) more modest but necessary innovations within large firms without disrupting their bread-and-butter business.

Think of the toughest problems in your organization or community. What if they'd already been solved and you didn't even know it? In The Power of Positive Deviance, the authors present a counterintuitive new approach to problem-solving. Their advice? Leverage positive deviants--the few individuals in a group who find unique ways to look at, and overcome, seemingly insoluble difficulties. By seeing solutions where others don't, positive deviants spread and sustain needed change.With vivid, firsthand stories of how positive deviance has alleviated some of the world's toughest problems (malnutrition in Vietnam, staph infections in hospitals), the authors illuminate its core practices, including: Mobilizing communities to discover "e;invisible"e; solutions in their midst Using innovative designs to "e;act"e; your way into a new way of thinking instead of thinking your way into a new way of acting Confounding the organizational "e;immune response"e; seeking to sustain the status quoInspiring and insightful, The Power of Positive Deviance unveils a potent new way to tackle the thorniest challenges in your own company and community.

Why do top business schools espouse mission statements that promise to 'educate the leaders of the future' - yet fail to give leadership its intellectual due? This book seeks to bridge this disconnect. It helps to elevate leadership to a higher intellectual plane - and to shape the research agenda for the next generation of leadership scholars.

Business model innovation is the key to unlocking transformational growthbut few executives know how to apply it to their businesses. In Seizing the White Space, Mark Johnson gives them the playbook.Leaving the rhetoric to others, Johnson lays out an eminently practical framework that identifies the four fundamental building blocks that make business models work. In a series of in-depth case studies, he goes on to vividly illustrate how companies are using innovative business models to seize their white space and achieve transformational growth by fulfilling unmet customer needs in their current markets; serving entirely new customers and creating new markets; and responding to tectonic shifts in market demand, government policy, and technologies that affect entire industries. He then lays out a structured process for designing a new model and developing it into a profitable and thriving enterprise, while investigating the vexing and sometimes paradoxical managerial challenges that have commonly thwarted so many companies in their unguided forays into the unknown.Business model innovators have reshaped entire sectorsincluding retail, aviation, and mediaand redistributed billions of dollars of value. With road-tested frameworks, analytics, and diagnostics, this book gives executives everything they need to reshape their businesses and achieve transformative growth.

Who drives transformation in society? How do they do it?In this compelling book, strategy guru Roger L. Martin and Skoll Foundation President and CEO Sally R. Osberg describe how social entrepreneurs target systems that exist in a stable but unjust equilibrium and transform them into entirely new, superior, and sustainable equilibria. All of these leaders--call them disrupters, visionaries, or changemakers--develop, build, and scale their solutions in ways that bring about the truly revolutionary change that makes the world a fairer and better place.The book begins with a probing and useful theory of social entrepreneurship, moving through history to illuminate what it is, how it works, and the nature of its role in modern society. The authors then set out a framework for understanding how successful social entrepreneuars actually go about producing transformative change. There are four key stages: understanding the world; envisioning a new future; building a model for change; and scaling the solution. With both depth and nuance, Martin and Osberg offer rich examples and personal stories and share lessons and tools invaluable to anyone who aspires to drive positive change, whatever the context.Getting Beyond Better sets forth a bold new framework, demonstrating how and why meaningful change actually happens in the world and providing concrete lessons and a practical model for businesses, policymakers, civil society organizations, and individuals who seek to transform our world for good.

Imagine, if you can, the world of business - without corporate strategy. Remarkably, fifty years ago that's the way it was. Businesses made plans, certainly, but without understanding the underlying dynamics of competition, costs, and customers. It was like trying to design a large-scale engineering project without knowing the laws of physics. But in the 1960s, four mavericks and their posses instigated a profound shift in thinking that turbocharged business as never before, with implications far beyond what even they imagined. In The Lords of Strategy, renowned business journalist and editor Walter Kiechel tells, for the first time, the story of the four men who invented corporate strategy as we know it and set in motion the modern, multibillion-dollar consulting industry:Bruce Henderson, founder of Boston Consulting GroupBill Bain, creator of Bain & CompanyFred Gluck, longtime Managing Director of McKinsey & CompanyMichael Porter, Harvard Business School professorProviding a window into how to think about strategy today, Kiechel tells their story with novelistic flair. At times inspiring, at times nearly terrifying, this book is a revealing account of how these iconoclasts and the organizations they led revolutionized the way we think about business, changed the very soul of the corporation, and transformed the way we work.

Explains how to create a crucial capability for unlocking disruption's transformational power. This book provides a set of tools and approaches to innovation that have been honed through fieldwork with innovative companies like Procter & Gamble, Johnson & Johnson, Pepsi, Intel, Motorola, SAP, and Cisco Systems.

Experts agree: The turbulence triggered by the economic shock of 2008 constitutes the "e;new normal."e; Unfortunately, too many managers have become paralyzed by it, capable only of slashing costs indiscriminately.Though examining spending during recessions makes sense, the smartest executives do much more. As Scott Anthony reveals in The Silver Lining, these leaders continue innovating--by stopping ineffective initiatives, changing key business processes, and starting more productive behaviors. Result? Their companies emerge from downturns stronger than ever.Providing a wealth of ideas, tools, and examples from diverse industries, Anthony explains how to safeguard your company's profitability during even the toughest recessions. You'll discover how to:-Prune your innovation and business portfolio to liberate resources for more promising initiatives- Adopt a radical new market-segmentation scheme that helps you re-feature your offerings to reduce costs while delivering new value to customers- Reinvent your innovation process to drive fresh growth- Mitigate innovation risks by conducting strategic experiments and forging alliances with customers and other external entities- Appeal to increasingly value-conscious customers to fend off low-cost attackersIn today's brutal economic climate, executives must pare costs to the bone while planting and nurturing seeds for tomorrow's growth. The Silver Lining explains how to master this seemingly impossible challenge.

For the past two decades, Michael Porter's work has towered over the field of competitive strategy. On Competition, Updated and Expanded Edition brings together more than a dozen of Porter's landmark articles from the Harvard Business Review. Five are new to this edition, including the 2008 update to his classic "e;The Five Competitive Forces That Shape Strategy,"e; as well as new work on health care, philanthropy, corporate social responsibility, and CEO leadership. This collection captures Porter's unique ability to bridge theory and practice. Each of the articles has not only shaped thinking, but also redefined the work of practitioners in its respective field. In an insightful new introduction, Porter relates each article to the whole of his thinking about competition and value creation, and traces how that thinking has deepened over time.This collection is organized by topic, allowing the reader easy access to the wide range of Porter's work. Parts I and II present the frameworks for which Porter is best known--frameworks that address how companies, as well as nations and regions, gain and sustain competitive advantage. Part III shows how strategic thinking can address society's most pressing challenges, from environmental sustainability to improving health-care delivery. Part IV explores how both nonprofits and corporations can create value for society more effectively by applying strategy principles to philanthropy. Part V explores the link between strategy and leadership.

We live in a time of relentless change. The only thing that?s certain is that new challenges and opportunities will emerge that are virtually unimaginable today. How can we know which skills will be required to succeed?In Five Minds for the Future, bestselling author Howard Gardner shows how we will each need to master "e;five minds"e; that the fast-paced future will demand: The disciplined mind, to learn at least one profession, as well as the major thinking (science, math, history, etc.) behind it The synthesizing mind, to organize the massive amounts of information and communicate effectively to others The creating mind, to revel in unasked questions - and uncover new phenomena and insightful apt answers The respectful mind, to appreciate the differences between human beings - and understand and work with all persons The ethical mind, to fulfill one's responsibilities as both a worker and a citizenWithout these "e;minds,"e; we risk being overwhelmed by information, unable to succeed in the workplace, and incapable of the judgment needed to thrive both personally and professionally.Complete with a substantial new introduction, Five Minds for the Future provides valuable tools for those looking ahead to the next generation of leaders - and for all of us striving to excel in a complex world.Howard Gardnercited by Foreign Policy magazine as one of the one hundred most influential public intellectuals in the world, and a MacArthur Fellowship recipientis the Hobbs Professor of Cognition and Education at the Harvard Graduate School of Education.

In Collaboration, author Morten Hansen takes aim at what many leaders inherently know: in today's competitive environment, companywide collaboration is an imperative for successful strategy execution, yet the sought-after synergies are rarely, if ever, realized. In fact, most cross-unit collaborative efforts end up wasting time, money, and resources. How can managers avoid the costly traps of collaboration and instead start getting the results they need?In this book, Hansen shows managers how to get collaboration right through "e;disciplined collaboration"e;-- a practical framework and set of tools managers can use to: Assess when--and when not--to pursue collaboration across units to achieve goals Identify and overcome the four barriers to collaboration Get people to buy into the larger picture, even when they own only a small piece of it Be a "e;T-Shaped Manager,"e; collaborating across divisions while still working deeply in your own unit Create networks across the organization that are not large, but nimble and effectiveBased on the author's long-running research, in-depth case studies, and company interviews, Collaboration delivers practical advice and tools to help your organization collaborate--for real results.

You've been charged with growing your business. Incremental growth can no longer deliver the results you need. You need truly dynamic growth - and you need to achieve it without risking a hugely expensive gamble. How can you encourage innovative new ventures and pursue ambitious growth while minimizing risk?In Discovery-Driven Growth, authors McGrath and MacMillan show how companies can plan and pursue an aggressive growth agenda with confidence. By carefully framing their strategic growth opportunities, testing each project assumption against a series of checkpoints, and creating a culture that acts on evidence and learning instead of blind stumbling, companies can better control their costs, minimize surprises, and know when to disengage from questionable projects--before it's too late.Providing tools that will help you select and better assess the potential of any strategic venture, from new product lines to entirely new businesses, the authors outline a comprehensive process that lets you identify, manage, and leverage your company's full portfolio of opportunities. By reducing up-front costs and eliminating unnecessary risks, you'll be able to avoid missteps and explore more options to create the breakthrough growth that your business requires.

Good feedback is essential to helping employees perform better at work. It lets people know when they are meeting or exceeding expectations, and when they need to get back on the right track. This practical guide shows managers how to develop and refine this necessary skill.

Most managers coach employees by giving them feedback and evaluating their performance, right? Wrong. Coaching differs markedly from other managerial functions. With its tips, worksheets, and self-assessments, this guide shows managers how to use coaching - not only to strengthen direct reports' skills but also to rev up their performance.