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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.

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.

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.

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.

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.

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.

Meet John Downs. He's a new MBA graduate who's landed a job with a strategy consultancy. His engagement team is on a mission: help HGS Inc., a specialty chemicals firm, define and execute a strategy for exploiting a textile technology the company developed.John and his team deploy state-of-the-art strategy tools to analyze the attractiveness of potential markets for the technology. But they soon realize the tools don't help them grapple with the human side of strategy--including political forces swirling within HGS. Everyone involved in the engagement is biased and insecure, brilliant and hardworking, selfish and lazy, loyal and dedicated.John and his cohorts aren't "e;real"e;--What I Didn't Learn in Business School is a business novel. But they're realistic: they're just like us. Their story reveals the limitations of strategy tools and demonstrates tactics for navigating the messy, human dynamics that can make or break a company's strategy efforts.This engaging book uses the power of story to present potent lessons for anyone seeking to excel at strategy management. It's a compelling read--whether you're an MBA grad struggling to apply what you learned or in the fray and eager to see what MBAs get wrong when they land in the real world.

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.

As you're well aware, your individual energy ebbs and flows--leading to high and low productivity cycles. Fail to manage your energy correctly, and you risk falling into traps including inertia, complacency, and frenzied, unfocused activity that only erodes the quality of your life.The same holds true for your entire organization. In Fully Charged, Heike Bruch and Bernd Vogel provide tools and strategies to help you manage your company's collective energy.First, diagnose your company's "e;energy state"e; using the Organizational Energy Matrix. By assessing the intensity (high or low) and the quality (positive or negative) of the energy in your enterprise, you discover which of four energy states your company is experiencing. Second, move your company out of dangerous states characterized by complacency, cynicism, aggression, withdrawal, and other perils. By applying practices mastered by companies as diverse as Airbus, Novartis, SAP, and Tata Steel, you can shift your firm into a state of high, positive energy--in which everyone is emotionally engaged, mentally alert, and working swiftly and productively toward critical goals.Practical and backed by extensive research, Fully Charged reveals how to continually refresh your company's energy--so it's always ready to tackle the next period of high demand.

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.

This classic article shows how to make mass customization and efficient and personal marketing work by putting the producer and consumer in a "e;learning relationship."e; Over time, this ongoing relationship allows your company to meet a customer's changing needs over time. Furthermore, as your company develops learning relationships with its customers, it should be able to retain their business virtually forever.

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.