Search

A year's worth of management wisdom, all in one place.We've reviewed the ideas, insights, and best practices from the past year of Harvard Business Review to keep you up to date on the most cutting-edge, influential thinking driving business today. With authors from Ginni Rometty to Robert I. Sutton and company examples from Maersk to Nvidia, this volume brings the most current and important management conversations right to your fingertips.This book will inspire you to:Reskill your organization in the age of AIRid your company of the obstacles that infuriate everyoneUnderstand what today's rainmakers do differentlyMarket sustainable products effectivelyChoose the right sources of demand to grow your company at the right speedUse strategic thinking to create the life you wantThis collection of articles includes'Reskilling in the Age of AI,'by Jorge Tamayo, Leila Doumi, Sagar Goel, Orsolya Kovacs-Ondrejkovic, and Raffaella Sadun;'How Fast Should Your Company Really Grow?,'by Gary P. Pisano;'How to Sustain Your Empathy in Difficult Times,'by Jamil Zaki;'The New-Collar Workforce,'by Colleen Ammerman, Boris Groysberg, and Ginni Rometty;'Rid Your Organization of Obstacles That Infuriate Everyone,'by Robert I. Sutton and Huggy Rao;'Where Does DEI Go from Here?,'by Laura Morgan Roberts;'What Today's Rainmakers Do Differently,'by Matthew Dixon, Ted McKenna, Rory Channer, and Karen Freeman;'The New Era of Industrial Policy Is Here,'by Willy C. Shih;'How to Market Sustainable Products,'by Frederic Dalsace and Goutam Challagalla;'What Does'Stakeholder Capitalism'Mean to You?,'by Lynn S. Paine; and'Use Strategic Thinking to Create the Life You Want,'by Rainer Strack, Susanne Dyrchs, and Allison Bailey.HBR's 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further. HBR's 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever‐changing business environment.

Five years'worth of management wisdom, all in one place.Get the latest, most significant thinking from the pages of Harvard Business Review in 5 Years of Must Reads from HBR: 2022 Edition. Every year, HBR editors examine the ideas, insights, and best practices from the past twelve months to select the definitive articles that have provoked the most conversation and inspired the most change. From building trust as a leader, to creating a workplace where equity can thrive, to exploring how the work-from-anywhere future is now our present, the articles in this five-book collection will help you manage your daily challenges and meet the changing competitive landscape head-on.Books in HBR's 10 Must Reads series offer essential reading selected from the pages of Harvard Business Review on topics critical to the success of every manager. Each book is packed with advice and inspiration from leading experts such as Michael Porter, Frances X. Frei, Marcus Buckingham, Joan C. Williams, Roger Martin, Robert Livingston, and Katrina Lake. Company examples range from P&G, UPS, and Deloitte to Alibaba, Apple, and Stitch Fix. 5 Years of Must Reads from HBR: 2022 Edition brings the most current and important business conversations to your fingertips.HBR's 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further. HBR's 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever‐changing business environment.

A year's worth of management wisdom, all in one place.We've reviewed the ideas, insights, and best practices from the past year of Harvard Business Review to keep you up-to-date on the most cutting-edge, influential thinking driving business today. With authors from Frances Frei to Morton T. Hansen and company examples from UPS to Apple, this volume brings the most current and important management conversations right to your fingertips.This book will inspire you to:Build trust&#8212the most essential form of capital a leader hasAdopt the best practices for hybrid workNavigate the challenges of workplace anxietyReconsider your approach to innovation by challenging everyday notions of valueAssess whether to team up with a rival and how to manage the relationshipBreak through the organizational barriers that impede gender and racial equityLead with a commitment to sustainabilityThis collection of articles includes'Begin with Trust,'by Frances Frei and Anne Morriss;'Cultural Innovation,'by Douglas Holt;'The Rules of Co-opetition,'by Adam Brandenburger and Barry Nalebuff;'Negotiating Your Next Job,'by Hannah Riley Bowles and Bobbi Thomason;'Leading Through Anxiety,'by Morra Aarons-Mele;'When Machine Learning Goes Off the Rails,'by Boris Babic, I. Glenn Cohen, Theodoros Evgeniou, and Sara Gerke;'Getting Serious About Diversity,'by Robin J. Ely and David A. Thomas;'How to Promote Racial Equity in the Workplace,'by Robert Livingston;'Our Work-from-Anywhere Future,'by Prithwiraj Raj) Choudhury;'A More Sustainable Supply Chain,'by Veronica H. Villena and Dennis A. Gioia; and'How Apple Is Organized for Innovation,'by Joel M. Podolny and Morten T. Hansen.HBR's 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further. HBR's 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever‐changing business environment.

Are you a good boss—or a great one?Good bosses can handle the day-to-day work of running a team. Great bosses go beyond that, finding ways to help employees become better versions of themselves as people and professionals. But as a manager, how do you reach that next level?The HBR Guide to Being a Great Boss contains practical tips and advice to help you become a more well-rounded leader, one who sparks creativity, engagement, collaboration, and growth in your team. You'll learn how to:Magnify your people's strengthsCreate a welcoming, inclusive cultureCommunicate effectively—and regularly—with your teamChallenge your people to grow beyond their current limitsRecognize and reward good workEstablish yourself as a trustworthy leader and colleagueArm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.

You want the most important ideas for executives all in one place.Now you can have them&#8212in a set of HBR's 10 Must Reads, available as an 8-volume paperback boxed set or as an ebook set. We've combed through hundreds of Harvard Business Review articles on topics such as emotional intelligence, communication, change, leadership, strategy, managing people, and managing yourself and selected the most important ones to help you maximize your own and your organization's performance. The HBR's 10 Must Reads for Executives Boxed Set includes 8 bestselling collections:HBR's 10 Must Reads for CEOsHBR's 10 Must Reads on BoardsHBR's 10 Must Reads on LeadershipHBR's 10 Must Reads on Strategy Vol. 1HBR's 10 Must Reads on Strategy Vol. 2HBR's 10 Must Reads on Change ManagementHBR's 10 Must Reads on RiskHBR's 10 Must Reads on Organizational ResilienceThe HBR's 10 Must Reads for Executives Boxed Set makes a smart gift for your team, colleagues, clients, or yourself. The ebook set is available in PDF, ePub, and Mobi formats.HBR's 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further. HBR's 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever‐changing business environment.

Build resilience in your company to weather the greatest crises.If you read nothing else on organizational resilience, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help your company prepare for and overcome disruption, social upheaval, and disaster.This book will inspire you to:Reposition your core business while launching a separate, disruptive businessBuild the ability to continually anticipate and adjust to emerging trendsPrepare for the business implications of climate changeLearn about the risks of hyperefficient businessesDevelop organizational gritRebound from a recession faster than your competitorsLead your company through any kind of crisisThis collection of articles includes'How Resilience Works'by Diane Coutu;'The Quest for Resilience'by Gary Hamel and Liisa Valikangas;'Disruptive Technologies: Catching the Wave'by Joseph L. Bower and Clayton M. Christensen;'Organizational Grit'by Thomas H. Lee and Angela L. Duckworth;'Leading in Times of Trauma'by Jane E. Dutton, Peter J. Frost, Monica C. Worline, Jacoba M. Lilius, and Jason M. Kanov;'Learning from the Future'by J. Peter Scoblic;'Leading a New Era of Climate Action'by Andrew Winston;'The High Price of Efficiency'by Roger L. Martin;'Reigniting Growth'by Chris Zook and James Allen;'Global Supply Chains in a Post-Pandemic World'by Willy C. Shih; and'Roaring Out of Recession'by Ranjay Gulati, Nitin Nohria, and Franz Wohlgezogen.HBR's 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further. HBR's 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever‐changing business environment.

A year's worth of management wisdom, all in one place.We've reviewed the ideas, insights, and best practices from the past year of Harvard Business Review to keep you up-to-date on the most cutting-edge, influential thinking driving business today. With authors from Michael E. Porter to Katrina Lake and company examples from Alibaba to 3M, this volume brings the most current and important management conversations right to your fingertips.This book will inspire you to:Ask better questions to boost your learning, persuade others, and negotiate more effectivelyCreate workplace conditions where gender equity can thriveBoost results by allowing humans and AI to enhance one another's strengthsMake better connections with your customers by giving them a glimpse inside your companyScale your agile processes from a few teams to hundredsBuild a commitment to both economic and social values in your organizationPrepare your company for a rapidly aging workforce and societyThis collection of articles includes'The Surprising Power of Questions,'by Alison Wood Brooks and Leslie K. John;'Strategy Needs Creativity,'by Adam Brandenburger;'What Most People Get Wrong about Men and Women,'by Catherine H. Tinsley and Robin J. Ely;'Collaborative Intelligence: Humans and AI Are Joining Forces,'by H. James Wilson and Paul R. Daugherty;'Stitch Fix's CEO on Selling Personal Style to the Mass Market,'by Katrina Lake;'Strategy for Start-Ups,'by Joshua Gans, Erin L. Scott, and Scott Stern;'Agile at Scale,'by Darrell K. Rigby, Jeff Sutherland, and Andy Noble;'Operational Transparency,'by Ryan W. Buell;'The Dual-Purpose Playbook,'by Julie Battilana, Anne-Claire Pache, Metin Sengul, and Marissa Kimsey;'How CEOs Manage Time,'by Michael E. Porter and Nitin Nohria; and'When No One Retires,'by Paul Irving.

Classic Advice for Today's Management ChallengesPeter F. Drucker's timeless thinking on management--distilled in this series of concise essays--examines the basic questions and issues that managers face. In rapidly changing times, Drucker's legendary wisdom is even more vitally relevant, going beyond traditional thinking to insights of enduring value.The ideas and themes of this easy-to-read guide are based on direct experience and knowledge from Drucker's years as adviser to large corporations, entrepreneurial start-ups, government and nonprofit agencies, and public institutions. They are eminently practical and resonate profoundly with the challenges managers face today. Drucker offers insight and advice on perennial management issues such as:people decisionsresource allocationproductivity challengesinnovation and risk managementand other essential management topicsFilled with classic, evergreen advice--'There is only one valid definition of business purpose: to create a customer'--Peter F. Drucker on Management Essentials is widely regarded as the'gold standard'for managers.Notable Quotes from Peter F. Drucker:'Management is doing things right; leadership is doing the right things.''The best way to predict the future is to create it.''Time is the scarcest resource, and unless it is managed nothing else can be managed.''There is nothing so useless as doing efficiently that which should not be done at all.''Whenever you see a successful business, someone once made a courageous decision.''Knowledge has to be improved, challenged, and increased constantly, or it vanishes.''The entrepreneur always searches for change, responds to it, and exploits it as an opportunity.'

Five years'worth of management wisdom, all in one place.Get the latest, most significant thinking from the pages of Harvard Business Review in 5 Years of Must Reads: 2020 Edition. Every year, HBR editors examine the ideas, insights, and best practices from the past twelve months to select the definitive articles that have provoked the most conversation, the most inspiration, and the most change. From how you can lead with authenticity by moving past your comfort zone, to engaging customers and employees alike with the help of artificial intelligence, to scaling your agile processes from a handful of teams to hundreds, the articles in this five-book collection will help you manage your daily challenges and meet the changing competitive landscape head-on.Books in the HBR 10 Must Reads series offer essential reading selected from the pages of Harvard Business Review on topics critical to the success of every manager. Each book is packed with advice and inspiration from leading experts such as Clayton Christensen, Michael Porter, W. Chan Kim, Renee Mauborgne, Herminia Ibarra, Marcus Buckingham, Roger Martin, Adam Grant, Thomas Davenport, and Katrina Lake. Company examples range from P&G, DHL, and Deloitte to Alibaba, Google, and Stitch Fix. 5 Years of Must Reads: 2020 Edition brings the most current and important business conversations to your fingertips.

Turning Insight into ActionIn this collection of essays, Peter F. Drucker focuses on the steps leaders can take today to prepare themselves and their organizations for tomorrow. Covering key areas such as technology, economics, people, and the organization, Drucker shows managers how to put his advice and ideas into action.Throughout the book, Drucker brings clear-sighted analysis to an array of subjects that remain as relevant today as they were when he first wrote about them. Using examples from a wide range of industries, this book equips executives to better understand and address the practical implications of topics such as:Managing workersSpotting opportunities for innovationEvaluating company performanceAssessing global businessBoth applicable and inspiring, Peter F. Drucker on Practical Leadership is essential reading for leaders preparing for tomorrow.

A year's worth of management wisdom, all in one place.We've reviewed the ideas, insights, and best practices from the past year of Harvard Business Review to keep you up-to-date on the most cutting-edge, influential thinking driving business today. With authors from Marcus Buckingham to Amy Edmondson and company examples from Lyft to Disney, this volume brings the most current and important management conversations right to your fingertips.This book will inspire you to:Rethink whether constant, candid feedback really helps employees thriveMove beyond diversity and inclusion to creating a racially just workplaceAdopt connected strategies that anticipate your customers'needsNavigate the challenges of dual-career relationshipsUnderstand when data creates competitive advantage&#8212and when it doesn'tBreak through the organizational barriers that impede AI initiativesLead in a new era of climate actionThis collection of articles includes “The Feedback Fallacy,” by Marcus Buckingham and Ashley Goodall; “Cross-Silo Leadership,” by Tiziana Casciaro, Amy C. Edmondson, and Sujin Jang; “Toward a Racially Just Workplace,” by Laura Morgan Roberts and Anthony J. Mayo; “The Age of Continuous Connection,” by Nicolaj Siggelkow and Christian Terwiesch; “The Hard Truth about Innovative Cultures,” by Gary P. Pisano; “Creating a Trans-Inclusive Workplace,” by Christian N. Thoroughgood, Katina B. Sawyer, and Jennica R. Webster; “When Data Creates Competitive Advantage,” by Andrei Hagiu and Julian Wright; “Your Approach to Hiring Is All Wrong,” by Peter Cappelli; “How Dual-Career Couples Make It Work,” by Jennifer Petriglieri; “Building the AI-Powered Organization,” by Tim Fountaine, Brian McCarthy, and Tamim Saleh; “Leading a New Era of Climate Action,” by Andrew Winston; and “That Discomfort You're Feeling Is Grief,” by Scott Berinato.

Are you a good boss--or a great one?Get more of the management ideas you want, from the authors you trust, with HBR's 10 Must Reads on Managing People (Vol. 2). We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you master the innumerable challenges of being a manager.With insights from leading experts including Marcus Buckingham, Michael D. Watkins, and Linda Hill, this book will inspire you to:Draw out your employees'signature strengthsSupport a culture of honesty and civilityCultivate better communication and deeper trust among global teamsGive feedback that will help your people excelHire, reward, and tolerate only fully formed adultsMotivate your employees through small winsFoster collaboration and break down silos across your companyThis collection of articles includes'Are You a Good Boss--or a Great One?,'by Linda A. Hill and Kent Lineback;'Let Your Workers Rebel,'by Francesca Gino;'The Feedback Fallacy,'by Marcus Buckingham and Ashley Goodall;'The Power of Small Wins,'by Teresa M. Amabile and Steven J. Kramer;'The Price of Incivility,'by Christine Porath and Christine Pearson;'What Most People Get Wrong About Men and Women,'by Catherine H. Tinsley and Robin J. Ely;'How Netflix Reinvented HR,'by Patty McCord;'Leading the Team You Inherit,'by Michael D. Watkins;'The Overcommitted Organization,'by Mark Mortensen and Heidi K. Gardner;'Global Teams That Work,'by Tsedal Neeley;'Creating the Best Workplace on Earth,'by Rob Goffee and Gareth Jones.

2019's best reads, all in one place.Get five years of the latest, most significant thinking from the pages of Harvard Business Review in one library set. Every year, HBR editors examine the ideas, insights, and best practices from the past twelve months to select the articles that have provoked the most conversation, the most inspiration, and the most change. From how companies can proactively evolve their business models to stay ahead of the digital revolution to understanding why your strategy execution isn't working--and how to fix it--the articles in these volumes will help you manage your daily challenges and meet the changing competitive landscape head-on.Books in the HBR 10 Must Reads series offer essential reading from Harvard Business Review on topics critical to the success of every manager. Each book is packed with advice and inspiration from leading experts such as Clayton Christensen, Michael Porter, Herminia Ibarra, Daniel Goleman, Marcus Buckingham, Roger Martin, Adam Grant, Thomas Davenport, and Patty McCord. Company examples range from Unilever, Deloitte, and DHL to Facebook, Netflix, Google, and Uber. 5 Years of Must Reads: 2019 Edition brings the most current and important business conversations of the past few years to your fingertips.

Quick, practical management advice from Harvard Business Review to help you do your job better.Drawing from HBR's popular Management Tip of the Day newsletter, this concise, handy guide is packed with easy-to-read tips on a broad range of topics, organized into three major skills every manager must master:Managing yourselfManaging your teamManaging your businessManagement Tips: From Harvard Business Review 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. With this handy book as your guide, you'll stand the best chance of succeeding in your role as a manager.

A year's worth of management wisdom, all in one place.We've reviewed the ideas, insights, and best practices from the past year of Harvard Business Review to keep you up-to-date on the most cutting-edge, influential thinking driving business today. With authors from Thomas H. Davenport to Michael E. Porter and company examples from Facebook to DHL, this volume brings the most current and important management conversations right to your fingertips.This book will inspire you to:Make stronger connections and build greater trust among people who work on multiple teamsEngage customers and employees alike with the help of artificial intelligenceChannel your outrage about sexual harassment in the workplace into effective actionConsider how CEO activism can generate goodwill for your company--and weigh its risksPair data with qualitative research to increase diversity in your organizationRemain competitive in a hub economy by using your company's assets and capabilities differentlyThis collection of articles includes:'The Overcommitted Organization,'by Mark Mortensen and Heidi K. Gardner;'Why Do We Undervalue Competent Management?'by Raffaella Sadun, Nicholas Bloom, and John Van Reenen;''Numbers Take Us Only So Far,''by Maxine Williams;'The New CEO Activists,'by Aaron K. Chatterji and Michael W. Toffel;'Artificial Intelligence for the Real World,'by Thomas H. Davenport and Rajeev Ronanki;'Why Every Organization Needs an Augmented Reality Strategy,'by Michael E. Porter and James E. Heppelmann;'Thriving in the Gig Economy,'by Gianpiero Petriglieri, Susan Ashford, and Amy Wrzesniewski;'Managing Our Hub Economy,'by Marco Iansiti and Karim R. Lakhani;'The Leader's Guide to Corporate Culture,'by Boris Groysberg, Jeremiah Lee, Jesse Price, and J. Yo-Jud Cheng;'The Error at the Heart of Corporate Leadership,'by Joseph L. Bower and Lynn S. Paine; and'Now What?'by Joan C. Williams and Suzanne Lebsock.

Poll after poll has confirmed that an astonishing number of workers are disengaged from their work. Why is this happening? And how can we fix the problem?In this bold, enlightening book, social psychologist and professor Daniel M. Cable takes leaders into the minds of workers and reveals the surprising secret to restoring their zest for work.Disengagement isn't a motivational problem, it's a biological one. Humans aren't built for routine and repetition. We're designed to crave exploration, experimentation, and learning--in fact, there's a part of our brains, which scientists have coined'the seeking system,'that rewards us for taking part in these activities. But the way organizations are run prevents many of us from following our innate impulses. As a result, we shut down.Things need to change. More than ever before, employee creativity and engagement are needed to win. Fortunately, it won't take an extensive overhaul of your organizational culture to get started. With small nudges, you can personally help people reach their fullest potential.Alive at Work reveals:How to encourage people to bring their best selves to work and use their greatest strengths to help your organization flourishHow to build creative environments that motivate people to share ideas, work smarter, and embrace changeHow to enhance people's connection to their work and your customersHow to create personalized experiences that help people feel a deeper sense of purposeFilled with fascinating stories from the author's extensive research, Alive at Work is the inspirational guide that you need to tap into the passion, creativity, and purpose fizzing beneath the surface of every person who falls under your leadership.

The classic Harvard Business Review articles by renowned thinker Peter Drucker on how to take charge of your own career.Peter Drucker is widely regarded as the father of modern management, offering penetrating insights into business that still resonate today. But Drucker also offers deep wisdom on how to manage our personal lives and how to become more effective leaders. In these two classic articles from Harvard Business Review, Drucker reveals the keys to becoming your own chief executive officer as well as a better leader of others.'Managing Oneself'identifies the probing questions you need to ask to gain the insights essential for taking charge of your career, while'What Makes an Effective Executive'outlines the key behaviors you must adopt in order to lead. Together, they chart a powerful course to help you carve out your place in the world.

Develop the mindset and presence to successfully manage others for the first time.If you read nothing else on becoming a new manager, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you transition from being an outstanding individual contributor to becoming a great manager of others.This book will inspire you to:Develop your emotional intelligenceInfluence your colleagues through the science of persuasionAssess your team and enhance its performanceNetwork effectively to achieve business goals and for personal advancementNavigate relationships with employees, bosses, and peersGet support from aboveView the big picture in your decision makingBalance your team's work and personal life in a high-intensity workplaceThis collection of articles includes “Becoming the Boss,” by Linda A. Hill; “Leading the Team You Inherit,” by Michael D. Watkins; “Saving Your Rookie Managers from Themselves,” by Carol A. Walker; “Managing the High-Intensity Workplace,” by Erin Reid and Lakshmi Ramarajan; “Harnessing the Science of Persuasion,” Robert B. Cialdini; “What Makes a Leader?” by Daniel Goleman; “The Authenticity Paradox,” by Herminia Ibarra; “Managing Your Boss,” by John J. Gabarro and John P. Kotter; “How Leaders Create and Use Networks,” by Herminia Ibarra and Mark Lee Hunter; “Management Time: Who's Got the Monkey?” by William Oncken, Jr., and Donald L. Wass; and BONUS ARTICLE: “How Managers Become Leaders,” by Michael D. Watkins.HBR's 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further. HBR's 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever‐changing business environment.

Managing Your Scarcest ResourcesBusiness leaders know that the key to competitive success is smart management of scarce resources. That's why companies allocate their financial capital so carefully. But capital today is cheap and abundant, no longer a source of advantage. The truly scarce resources now are the time, the talent, and the energy of the people in your organization--resources that are too often squandered. There's plenty of advice about how to manage them, but most of it focuses on individual actions. What's really needed are organizational solutions that can unleash a company's full productive power and enable it to outpace competitors.Building off of the popular Harvard Business Review article'Your Scarcest Resource,'Michael Mankins and Eric Garton, Bain & Company experts in organizational design and effectiveness, present new research into how you can liberate people's time, talent, and energy and unleash your organization's productive power. They identify the specific causes of organizational drag--the collection of institutional factors that slow things down, decrease output, and drain people's energy--and then offer a pragmatic framework for how managers can overcome it. With practical advice for using the framework and in-depth examples of how the best companies manage their people's time, talent, and energy with as much discipline as they do their financial capital, this book shows managers how to create a virtuous circle of high performance.

The classic Harvard Business Review articles every manager and aspiring leader should read--and share with their teams--from such bestselling Harvard Business Review authors as Peter Drucker, Clayton Christensen, John Kotter, Daniel Goleman, Jim Collins, Gary Hamel, W. Chan Kim, Renee Mauborgne, and many more. Each compact book represents the most important ideas on management, leadership, and life. Build your professional library and advance your career with these 16 timeless business classics.The HBR Classics Boxed Set includes: Peter Drucker's bestselling'Managing Oneself,''What Makes an Effective Executive,'and'The Theory of the Business'; Clayton Christensen's inspiring'How Will You Measure Your Life?'; Daniel Goleman's articles on emotional intelligence--'Leadership That Gets Results'and'What Makes a Leader?'; author of Good to Great Jim Collins's'Turning Goals into Results'; W. Chan Kim and Renee Mauborgne's'Blue Ocean Leadership'and'Red Ocean Traps'; John Kotter's'Managing Your Boss'; Jon Katzenbach and Douglas Smith's'The Discipline of Teams'; Gary Hamel and C.K. Prahalad's'Strategic Intent'; William A. Sahlman's'How to Write a Great Business Plan'; Chris Argyris's'Teaching Smart People How to Learn'; Theodore Levitt's'Marketing Myopia'; Joseph B. Pine's'Do You Want to Keep Your Customers Forever?'.The Harvard Business Review Classics series offers you the opportunity to make seminal Harvard Business Review articles a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world--and will have a direct impact on you today and for years to come.

A year's worth of management wisdom, all in one place.We've reviewed the ideas, insights, and best practices from the past year of Harvard Business Review to keep you up-to-date on the most cutting-edge, influential thinking driving business today. With authors from Clayton M. Christensen to Adam Grant and company examples from Intel to Uber, this volume brings the most current and important management conversations to your fingertips.This book will inspire you to:Rethink the way you work in the face of advancing automationTransform your business using a platform strategyApply design thinking to create innovative productsIdentify where too much collaboration may be holding your people backSee the theory of disruptive innovation in a brand new lightRecognize the signs that your cross-cultural negotiation may be falling apartThis collection of articles includes “Collaborative Overload,” by Rob Cross, Reb Rebele, and Adam Grant; “Algorithms Need Managers, Too,” by Michael Luca, Jon Kleinberg, and Sendhil Mullainathan; “Pipelines, Platforms, and the New Rules of Strategy,” by Marshall W. Van Alstyne, Geoffrey G. Parker, and Sangeet Paul Choudary; “What Is Disruptive Innovation?,” by Clayton M. Christensen, Michael Raynor, and Rory McDonald; “How Indra Nooyi Turned Design Thinking into Strategy,” an interview with Indra Nooyi by Adi Ignatius; “Engineering Reverse Innovations,” by Amos Winter and Vijay Govindarajan; “The Employer-Led Health Care Revolution,” by Patricia A. McDonald, Robert S. Mecklenburg, and Lindsay A. Martin; “Getting to Sí, Ja, Oui, Hai, and Da,” by Erin Meyer; “The Limits of Empathy,” by Adam Waytz; “People Before Strategy: A New Role for the CHRO,” by Ram Charan, Dominic Barton, and Dennis Carey; and “Beyond Automation,” by Thomas H. Davenport and Julia Kirby.

The logical and enduring way to innovate.Conventional wisdom today says that to survive, companies must move beyond incremental, sustaining innovation and invest in some form of radical innovation.'Disrupt yourself or be disrupted!'is the relentless message company leaders hear. The Power of Little Ideas argues there's a'third way'that is neither sustaining nor disruptive. This low-risk, high-reward strategy is an approach to innovation that all company leaders should understand so that they recognize it when their competitors practice it, and apply it when it will give them a competitive advantage.This distinctive approach has three key elements:It consists of creating a family of complementary innovations around a product or service, all of which work together to make that product more appealing and competitive.The complementary innovations work together as a system to carry out a single strategy or purpose.Crucially, unlike disruptive or radical innovation, innovating around a key product does not change the central product in any fundamental way.In this powerful, practical book, Wharton professor David Robertson illustrates how many well-known companies, including CarMax, GoPro, LEGO, Gatorade, Disney, USAA, Novo Nordisk, and many others, used this approach to stave off competitive threats and achieve great success. He outlines the organizational practices that unintentionally torpedo this approach to innovation in many companies and shows how organizations can overcome those challenges.Aimed at leaders seeking strategies for sustained innovation, and at the quickly growing numbers of managers involved with creating new products, The Power of Little Ideas provides a logical, organic, and enduring third way to innovate.

In the spring of 2010, Harvard Business School's graduating class asked HBS professor Clay Christensen to address them—but not on how to apply his principles and thinking to their post-HBS careers. The students wanted to know how to apply his wisdom to their personal lives. He shared with them a set of guidelines that have helped him find meaning in his own life, which led to this now-classic article. Although Christensen's thinking is rooted in his deep religious faith, these are strategies anyone can use.Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice. The Harvard Business Review Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world.

A year's worth of management wisdom, all in one place.We've reviewed the ideas, insights, and best practices from the past year of Harvard Business Review to keep you up-to-date on the most cutting-edge, influential thinking driving business today. With authors from Michael E. Porter to Daniel Kahneman and company examples from P&G to Adobe, this volume brings the most current and important management conversations to your fingertips.This book will inspire you to:Reconsider what keeps your customers coming backCreate visualizations that send a clear messageAssess how quickly disruptive change is coming to your industryBoost engagement by giving your employees the freedom to break the rulesUnderstand what blockchain is and how it will affect your industryGet your product in customers'hands faster by accelerating your research and development phaseThis collection of articles includes'Customer Loyalty Is Overrated,'by A.G. Lafley and Roger L. Martin;'Noise: How to Overcome the High, Hidden Cost of Inconsistent Decision Making,'by Daniel Kahneman, Andrew M. Rosenfield, Linnea Gandhi, and Tom Blaser;'Visualizations That Really Work,'by Scott Berinato;'Right Tech, Wrong Time,'by Ron Adner and Rahul Kapoor;'How to Pay for Health Care,'by Michael E. Porter and Robert S. Kaplan;'The Performance Management Revolution,'by Peter Cappelli and Anna Tavis;'Let Your Workers Rebel,'by Francesca Gino;'Why Diversity Programs Fail,'by Frank Dobbin and Alexandra Kalev;'What So Many People Don't Get About the U.S. Working Class,'by Joan C. Williams;'The Truth About Blockchain,'by Marco Iansiti and Karim R. Lakhani; and'The Edison of Medicine,'by Steven Prokesch.

The perfect set of guides to manage productively and effectively.Master the most critical professional skills with this five-volume set that covers topics from personal effectiveness to leading others. This specially priced collection includes books from the HBR Guide series on the topics of Getting the Right Work Done, Better Business Writing, Persuasive Presentations, Making Every Meeting Matter, and Project Management.You'll learn how to:Prioritize and stay focusedOvercome procrastinationConquer email overloadPush past writer's blockCreate powerful visualsEstablish credibility with tough audiencesModerate lively conversations and regain control of wayward meetingsBuild a strong project teamCreate a realistic schedule--and stay on trackManage stakeholders'expectationsArm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.

Seven bestselling Harvard Business Review collections—in one convenient set.You want the most important ideas on management all in one place. Now you can have them—in a set of HBR's 10 Must Reads, available as a 7-volume paperback boxed set or as an ebook set. We've combed through hundreds of Harvard Business Review articles on change, leadership, strategy, managing people, and managing yourself and selected the most important ones to help you maximize your own and your organization's performance. The HBR's 10 Must Reads Boxed Set includes seven bestselling collections: HBR's 10 Must Reads on Leadership (ways you can transform yourself from a good manager into an extraordinary leader); HBR's 10 Must Reads on Managing Yourself (the path to your own professional success starts with a critical look in the mirror and what you see there—your greatest strengths and deepest values—are the foundations you must build on); HBR's 10 Must Reads on Strategy (will help galvanize your organization's strategy development and execution); HBR's 10 Must Reads on Change (70% of all change initiatives fail, but the odds turn in your company's favor once you understand that change is a multi-stage process—not an event—and that persuasion is key to establishing a sense of urgency, winning support, and silencing naysayers); HBR's 10 Must Reads on Managing People (will help you determine what really motivates people, how to deal with problem employees, and how to build an effective team); HBR's 10 Must Reads: The Essentials (which brings together the best thinking from management's most influential experts); and HBR's 10 Must Reads on Emotional Intelligence (the trait that is twice as important as other competencies in determining outstanding leadership). HBR's 10 Must Reads Boxed Set with Bonus Emotional Intelligence also makes a smart gift for your team, colleagues, or clients. The ebook set is available in PDF, ePub and mobi formats.

Are you missing opportunities for growth that are right in front of you?In today's volatile economic environment, filled with uncertainty and sudden change, the forces pushing you to stay focused on the core business are extremely powerful. Profiting from the core is crucial, but the danger is that overfocus on the core can blind companies. Scanning the horizon for new markets and new products can also be tempting, but risky. Fixating too much on either strategy can cause you to miss the substantial opportunities for growth that are often hidden in plain sight, at the edge of the core business.In this insightful yet practical book, strategy experts Alan Lewis and Dan McKone articulate a mindset that helps leaders recognize and capitalize on these opportunities.The Edge Strategy framework challenges how the boundaries of your existing products and services map to your customers'views of the world and then provides three different lenses through which you can see and leverage value:• Product edge. How to capture incremental profits and other benefits by slightly altering the elements and composition of a core offering• Journey edge. How to create and capture extra value by adjusting your role in supporting the customer's journey to and through your offering• Enterprise edge. How to unlock additional value from resources and capabilities that support your core offering by applying them in a different context, for a different offering or different set of customersWith engaging examples across many industries, Lewis and McKone coach you on how to identify and assess each of the different “edges” and then provide concrete insights and advice on applying edge strategy and tactics to use in specific business contexts. The book concludes with a ten-step process to help executives and managers find and leverage the edges in their own companies.Edge Strategy is the concise, hands-on guide for growing your business by getting more yield from assets already in place, relationships already established, and investments already made.

The key concepts every manager and aspiring leader must know—from strategy and disruptive innovation to financial intelligence and change management—from bestselling Harvard Business Review authors. Build your professional library, and advance your career with these five timeless, ground-breaking business classics. Includes Financial Intelligence, Revised Edition; The Innovator's Dilemma; Leading Change; Playing to Win; and Blue Ocean Strategy, Expanded Edition.

A competitive advantage just isn't enough.Your company is turning in regular profits every year, and its market share is only getting bigger. Competitors can't touch you. So why is your stock price so sluggish? The answer is as simple as it is cruel: investors aren't interested in history, and they already know you're profitable and competitive—that knowledge is baked into your stock price.The hard reality is that a competitive advantage just isn't enough. Investors want companies to surprise them with unexpected value, which means that you can outperform market expectations only if you as a leader know how to find, create, and deliver a series of multiple competitive advantages.This is why a corporate theory is so important. A good corporate theory provides a compass for those at the strategic helm, guiding their decisions about what assets and activities to pursue, what investments to make, and what strategies to adopt. Behind every long-term corporate success story lies a basic theory about how that company creates value.In Beyond Competitive Advantage, strategy professor Todd Zenger describes what makes a great corporate theory and helps readers understand the many tensions and trade-offs they'll face as they apply the theory to meet the challenge of market expectations.Based on years of research and analysis, Beyond Competitive Advantage provides managers and executives with a framework for both sustaining value and creating growth.

How to close the gap between strategy and executionTwo-thirds of executives say their organizations don't have the capabilities to support their strategy. In Strategy That Works, Paul Leinwand and Cesare Mainardi explain why. They identify conventional business practices that unintentionally create a gap between strategy and execution. And they show how some of the best companies in the world consistently leap ahead of their competitors. Based on new research, the authors reveal five practices for connecting strategy and execution used by highly successful enterprises such as IKEA, Natura, Danaher, Haier, and Lego. These companies:• Commit to what they do best instead of chasing multiple opportunities• Build their own unique winning capabilities instead of copying others• Put their culture to work instead of struggling to change it• Invest where it matters instead of going lean across the board• Shape the future instead of reacting to itPacked with tools you can use for building these five practices into your organization and supported by in-depth profiles of companies that are known for making their strategy work, this is your guide for reconnecting strategy to execution.

The key concepts every manager and aspiring leader must know—from strategy and disruptive innovation to financial intelligence and change management—from bestselling Harvard Business Review authors. Build your professional library, and advance your career with these five timeless, ground-breaking business classics. Includes Financial Intelligence, Revised Edition; The Innovator's Dilemma; Leading Change; Playing to Win; and Blue Ocean Strategy, Expanded Edition.

The best business ideas for forward-thinking leaders.Once a year, Harvard Business Review's editors examine the ideas, insights, and best practices from the past twelve months to select the most definitive articles we've published—those that have provoked the most conversation, the most inspiration, the most change. Now these highly curated collections of articles are available all in one place. Whether you're catching up or trying to stay ahead, these volumes present the latest, most significant thinking driving business today.Yet certain challenges never go away. That's why this set also contains HBR's 10 Must Reads: The Essentials, which collects the 10 seminal articles by management's most influential experts, on topics of perennial concern to ambitious managers and leaders hungry for inspiration—and ready to run with big ideas to accelerate their own and their companies'success.HBR's 10 Must Reads series is the definitive collection of ideas and best practices for aspiring and experienced leaders alike. These books offer essential reading selected from the pages of Harvard Business Review on topics critical to the success of every manager. Each book is packed with advice and inspiration from leading experts such as Clayton Christensen, Peter Drucker, Rosabeth Moss Kanter, John Kotter, Michael Porter, Daniel Goleman, Theodore Levitt, and Rita Gunther McGrath.

The best of Clayton Christensen's seminal work on disruptive innovation, all in one place.No business can afford to ignore the theory of disruptive innovation. But the nuances of Clayton Christensen's foundational thinking on the subject are often forgotten or misinterpreted. To achieve continuing growth in your business while defending against upstarts, you need to understand clearly what disruption is and how it works, and know how it applies to your industry and your company. In this collection of Christensen's most influential articles—carefully selected by Harvard Business Review's editors—his incisive arguments, clear theories, and readable stories give you the tools you need to understand disruption and what to do about it. The collection features Christensen's newest article looking back on 20 years of disruptive innovation: what it is, and what it isn't.Covering a broad spectrum of topics—business model innovation, mergers and acquisitions, value-chain shifts, financial incentives, product development—these articles illuminate the impact and implications of disruptive innovation as well as Christensen's broader thinking on management theory and its application in business and in life.This collection of best-selling articles includes: “Disruptive Technologies: Catching the Wave,” by Joseph L. Bower and Clayton M. Christensen, “Meeting the Challenge of Disruptive Change,” by Clayton M. Christensen and Michael Overdorf, “Marketing Malpractice: The Cause and the Cure,” by Clayton M. Christensen, Scott Cook, and Taddy Hall, “Innovation Killers: How Financial Tools Destroy Your Capacity to Do New Things,” by Clayton M. Christensen, Stephen P. Kaufman, and Willy C. Shih, “Reinventing Your Business Model,” by Mark W. Johnson, Clayton M. Christensen, and Henning Kagermann, “The New M&A Playbook,” by Clayton M. Christensen, Richard Alton, Curtis Rising, and Andrew Waldeck, “Skate to Where the Money Will Be,” by Clayton M. Christensen, Michael E. Raynor, and Matthew Verlinden, “Surviving Disruption,” by Maxwell Wessel and Clayton M. Christensen, “What Is Disruptive Innovation?” by Clayton M. Christensen, Michael E. Raynor, and Rory McDonald, “Why Hard-Nosed Executives Should Care About Management Theory,” by Clayton M. Christensen and Michael E. Raynor, and “How Will You Measure Your Life?” by Clayton M. Christensen.

Are you missing opportunities for growth that are right in front of you?In today's volatile economic environment, filled with uncertainty and sudden change, the forces pushing you to stay focused on the core business are extremely powerful. Profiting from the core is crucial, but the danger is that overfocus on the core can blind companies. Scanning the horizon for new markets and new products can also be tempting, but risky. Fixating too much on either strategy can cause you to miss the substantial opportunities for growth that are often hidden in plain sight, at the edge of the core business.In this insightful yet practical book, strategy experts Alan Lewis and Dan McKone articulate a mindset that helps leaders recognize and capitalize on these opportunities.The Edge Strategy framework challenges how the boundaries of your existing products and services map to your customers'views of the world and then provides three different lenses through which you can see and leverage value:• Product edge. How to capture incremental profits and other benefits by slightly altering the elements and composition of a core offering• Journey edge. How to create and capture extra value by adjusting your role in supporting the customer's journey to and through your offering• Enterprise edge. How to unlock additional value from resources and capabilities that support your core offering by applying them in a different context, for a different offering or different set of customersWith engaging examples across many industries, Lewis and McKone coach you on how to identify and assess each of the different “edges” and then provide concrete insights and advice on applying edge strategy and tactics to use in specific business contexts. The book concludes with a ten-step process to help executives and managers find and leverage the edges in their own companies.Edge Strategy is the concise, hands-on guide for growing your business by getting more yield from assets already in place, relationships already established, and investments already made.

A year's worth of management wisdom, all in one place.We've combed through ideas, insights, and best practices from the past year of Harvard Business Review to help you get up to speed fast on the freshest, most relevant thinking driving business today. With authors from Clayton Christensen to Roger Martin and company examples from Netflix to Unilever, this volume brings the most current and important management conversations to your fingertips.This book will inspire you to:Lead by focusing your attention on the right thingsImport new management practices into your organization the right way—whether they come from other companies or across the globeBetter manage your organization's—and your leaders'—timeRethink vital functions such as HR and marketingMove from a yearly planning cycle to building a winning strategyMake long-term organizational decisions with an eye to national and global economic trendsThis collection of best-selling articles includes:“Beware the Next Big Thing,” by Julian Birkinshaw”The Capitalist's Dilemma,” by Clayton M. Christensen and Derek Van Bever“The Focused Leader,” by Daniel Goleman“The Big Lie of Strategic Planning,” by Roger L. Martin“Contextual Intelligence,” by Tarun Khanna“How Netflix Reinvented HR,” by Patty McCord“Blue Ocean Leadership,” by W. Chan Kim and Renée Mauborgne“The Ultimate Marketing Machine,” by Marc de Swaan Arons, Frank van den Driest, and Keith Weed“Your Scarcest Resource,” by Michael Mankins, Chris Brahm, and Gregory Caimi“How Google Sold Its Engineers on Management,” by David A. Garvin“21st-Century Talent Spotting,” by Claudio Fernández-Aráoz

A year's worth of management wisdom, all in one place.We've examined the ideas, insights, and best practices from the past year of Harvard Business Review to bring you the latest, most significant thinking driving business today. With authors from Marcus Buckingham to Herminia Ibarra and company examples from Google to Deloitte, this volume brings the most current and important management conversations to your fingertips.This book will inspire you to:Tap into the new technologies that are changing the way businesses competeFuel performance by redesigning your organization's practices around feedbackLearn techniques to move beyond intuition for better decision makingUnderstand why your strategy execution isn't working—and how to fix itLead with authenticity by moving beyond your comfort zoneTransform your physical office space to promote creativity and productivityThis collection of best-selling articles includes:“Reinventing Performance Management,” by Marcus Buckingham and Ashley Goodall“The Transparency Trap,” by Ethan Bernstein“Profits Without Prosperity,” by William Lazonick“Outsmart Your Own Biases,” by Jack B. Soll, Katherine L. Milkman, and John W. Payne“The 3-D Printing Revolution,” by Richard D'Aveni“Why Strategy Execution Unravels—and What to Do About It,” by Donald Sull, Rebecca Homkes, and Charles Sull“The Authenticity Paradox,” by Herminia Ibarra“The Discipline of Business Experimentation,” by Stefan Thomke and Jim Manzi“When Senior Managers Won't Collaborate,” by Heidi K. Gardner“Workspaces That Move People,” by Ben Waber, Jennifer Magnolfi, and Greg Lindsay“Digital Ubiquity: How Connections, Sensors, and Data Are Revolutionizing Business,” by Marco Iansiti and Karim R. Lakhani

A year's worth of management wisdom, all in one place.We've combed through ideas, insights, and best practices from the past year of Harvard Business Review to help you get up to speed fast on the freshest, most relevant thinking driving business today. With authors from Clayton Christensen to Roger Martin and company examples from Netflix to Unilever, this volume brings the most current and important management conversations to your fingertips.This book will inspire you to:Lead by focusing your attention on the right thingsImport new management practices into your organization the right way—whether they come from other companies or across the globeBetter manage your organization's—and your leaders'—timeRethink vital functions such as HR and marketingMove from a yearly planning cycle to building a winning strategyMake long-term organizational decisions with an eye to national and global economic trendsThis collection of best-selling articles includes:“Beware the Next Big Thing,” by Julian Birkinshaw”The Capitalist's Dilemma,” by Clayton M. Christensen and Derek Van Bever“The Focused Leader,” by Daniel Goleman“The Big Lie of Strategic Planning,” by Roger L. Martin“Contextual Intelligence,” by Tarun Khanna“How Netflix Reinvented HR,” by Patty McCord“Blue Ocean Leadership,” by W. Chan Kim and Renée Mauborgne“The Ultimate Marketing Machine,” by Marc de Swaan Arons, Frank van den Driest, and Keith Weed“Your Scarcest Resource,” by Michael Mankins, Chris Brahm, and Gregory Caimi“How Google Sold Its Engineers on Management,” by David A. Garvin“21st-Century Talent Spotting,” by Claudio Fernández-Aráoz

This Harvard Business Review collection features the best in leadership transitions from celebrated author and advisor Michael D. Watkins. Watkins, who has worked for decades guiding senior leaders into new roles to help them and their organizations succeed, is the author of the international bestseller The First 90 Days. With more than 400,000 copies sold worldwide and published in more than 25 languages, the book has become the standard reference for leaders in transition.In addition to the full digital edition (ebook) of The First 90 Days, this collection includes digital editions of Watkins'other popular works: Your Next Move, which guides professionals through the most common career transitions; Shaping the Game, on how to lead effective negotiations; and his 2012 Harvard Business Review article, “How Managers Become Leaders.” Watkins, whose ideas have guided some of the world's best leaders through successful transitions, is the chairman of leadership development consultancy Genesis Advisers. Drawing on the perfect combination of research and hands-on experience, he has spent the last two decades working with leaders—both corporate and public—as they transition to new roles, negotiate the future of their organizations, and craft their legacy as leaders. He was previously a professor at the Kennedy School of Government at Harvard, Harvard Business School, INSEAD in France, and IMD in Switzerland.

Whether you're starting out in your career or just want a refresher on the fundamentals, the HBR Essential 20-Minute Manager Collection gives you a hand-picked selection of concise, practical primers on the professional skills you need to master most.This specially priced five-volume set includes:Getting Work DoneManaging TimePresentationsRunning MeetingsDifficult ConversationsYou'll learn how to:Prioritize your workDetermine the right time to work on each task and avoid distractionsDeliver presentations that persuadePlan ahead to set your meetings up for successNavigate conflict while making sure all voices are heardAddress difficult situations without the dramaDon't have much time? Get up to speed fast on the most essential business skills with HBR's 20-Minute Manager series. Whether you need a crash course or a brief refresher, each book in the series is a concise, practical primer that will help you brush up on a key management topic. Advice you can quickly read and apply, for ambitious professionals and aspiring executives—from the most trusted source in business.

For today's time-strapped manager or professional, setting aside time to brush up on key management skills is almost impossible. Luckily, Harvard Business Review's 20-Minute Manager Collection is here to help. Designed to get you up to speed quickly, with learnings you can apply immediately, this digital collection will help you sharpen the most essential business skills.This set includes full digital editions of all eight books in the series, including HBR's 20-Minute Managers on: Finance Basics, Presentations, Managing Projects, Delegating, Running Meetings, Managing Time, Managing Up, and Creating Business Plans. Each of these is primer on these necessary skills—all from the most trusted name in business.Whether you're looking for a crash course or a brief refresher, you'll find just what you need to succeed in the HBR 20-Minute Manager Collection.About the HBR 20-Minute Manager series:Get up to speed fast on essential business skills. Whether you're looking for a crash course or a brief refresher, you'll find just what you need in HBR's 20-Minute Manager series—foundational reading for ambitious professionals and aspiring executives. Each book is a concise, practical primer, so you'll have time to brush up on a variety of key management topics. Advice you can quickly read and apply, from the most trusted source in business.

New tools for managing complexityDoes your organization manage complexity by making things more complicated? If so, you are not alone.According to The Boston Consulting Group's fascinating Complexity Index, business complexity has increased sixfold during the past sixty years. And, all the while, organizational complicatedness—that is, the number of structures, processes, committees, decision-making forums, and systems—has increased by a whopping factor of thirty-five. In their attempt to respond to the increasingly complex performance requirements they face, company leaders have created an organizational labyrinth that makes it more and more difficult to improve productivity and to pursue innovation. It also disengages and demotivates the workforce.Clearly it's time for leaders to stop trying to manage complexity with their traditional tools and instead better leverage employees'intelligence. This book shows you how and explains the implications for designing and leading organizations.The way to manage complexity, the authors argue, is neither with the hard solutions of another era nor with the soft solutions—such as team building and feel-good “people initiatives”—that often follow in their wake. Based on social sciences (notably economics, game theory, and organizational sociology) and The Boston Consulting Group's work with more than five hundred companies in more than forty countries and in various industries, authors Yves Morieux and Peter Tollman recommend six simple rules to manage complexity without getting complicated.Showing why the rules work and how to put them into practice, Morieux and Tollman give managers a much-needed tool to reinvigorate people in the face of seemingly endless complexity. Included are detailed examples from companies that have achieved a multiplicative effect on performance by using them.It's time to manage complexity better. Employ these six simple rules to foster autonomy and cooperation and to effectively handle business complexity. As a result, you will improve productivity, innovate more, reengage your workforce, and seize opportunities to create competitive advantage.

New tools for managing complexityDoes your organization manage complexity by making things more complicated? If so, you are not alone.According to The Boston Consulting Group's fascinating Complexity Index, business complexity has increased sixfold during the past sixty years. And, all the while, organizational complicatedness—that is, the number of structures, processes, committees, decision-making forums, and systems—has increased by a whopping factor of thirty-five. In their attempt to respond to the increasingly complex performance requirements they face, company leaders have created an organizational labyrinth that makes it more and more difficult to improve productivity and to pursue innovation. It also disengages and demotivates the workforce.Clearly it's time for leaders to stop trying to manage complexity with their traditional tools and instead better leverage employees'intelligence. This book shows you how and explains the implications for designing and leading organizations.The way to manage complexity, the authors argue, is neither with the hard solutions of another era nor with the soft solutions—such as team building and feel-good “people initiatives”—that often follow in their wake. Based on social sciences (notably economics, game theory, and organizational sociology) and The Boston Consulting Group's work with more than five hundred companies in more than forty countries and in various industries, authors Yves Morieux and Peter Tollman recommend six simple rules to manage complexity without getting complicated.Showing why the rules work and how to put them into practice, Morieux and Tollman give managers a much-needed tool to reinvigorate people in the face of seemingly endless complexity. Included are detailed examples from companies that have achieved a multiplicative effect on performance by using them.It's time to manage complexity better. Employ these six simple rules to foster autonomy and cooperation and to effectively handle business complexity. As a result, you will improve productivity, innovate more, reengage your workforce, and seize opportunities to create competitive advantage.

The world's most trusted guide for leaders in transitionTransitions are a critical time for leaders. In fact, most agree that moving into a new role is the biggest challenge a manager will face. While transitions offer a chance to start fresh and make needed changes in an organization, they also place leaders in a position of acute vulnerability. Missteps made during the crucial first three months in a new role can jeopardize or even derail your success. In this updated and expanded version of the international bestseller The First 90 Days, Michael D. Watkins offers proven strategies for conquering the challenges of transitions—no matter where you are in your career. Watkins, a noted expert on leadership transitions and adviser to senior leaders in all types of organizations, also addresses today's increasingly demanding professional landscape, where managers face not only more frequent transitions but also steeper expectations once they step into their new jobs. By walking you through every aspect of the transition scenario, Watkins identifies the most common pitfalls new leaders encounter and provides the tools and strategies you need to avoid them. You'll learn how to secure critical early wins, an important first step in establishing yourself in your new role. Each chapter also includes checklists, practical tools, and self-assessments to help you assimilate key lessons and apply them to your own situation. Whether you're starting a new job, being promoted from within, embarking on an overseas assignment, or being tapped as CEO, how you manage your transition will determine whether you succeed or fail. Use this book as your trusted guide.

Named one of 100 Leadership & Success Books to Read in a Lifetime by Amazon EditorsThe world's most trusted guide for leaders in transitionTransitions are a critical time for leaders. In fact, most agree that moving into a new role is the biggest challenge a manager will face. While transitions offer a chance to start fresh and make needed changes in an organization, they also place leaders in a position of acute vulnerability. Missteps made during the crucial first three months in a new role can jeopardize or even derail your success.In this updated and expanded version of the international bestseller The First 90 Days, Michael D. Watkins offers proven strategies for conquering the challenges of transitions—no matter where you are in your career. Watkins, a noted expert on leadership transitions and adviser to senior leaders in all types of organizations, also addresses today's increasingly demanding professional landscape, where managers face not only more frequent transitions but also steeper expectations once they step into their new jobs.By walking you through every aspect of the transition scenario, Watkins identifies the most common pitfalls new leaders encounter and provides the tools and strategies you need to avoid them. You'll learn how to secure critical early wins, an important first step in establishing yourself in your new role. Each chapter also includes checklists, practical tools, and self-assessments to help you assimilate key lessons and apply them to your own situation.Whether you're starting a new job, being promoted from within, embarking on an overseas assignment, or being tapped as CEO, how you manage your transition will determine whether you succeed or fail. Use this book as your trusted guide.

This collection offers the full digital editions of two seminal books by global leadership expert John P. Kotter: his international bestseller, Leading Change, and Accelerate, his award-winning framework for enabling companies to compete and win in a world of constant turbulence and disruption.Leading Change—now considered the change bible for leaders and managers worldwide—reveals why change is so difficult and lays out an actionable, eight-step process for implementing successful transformations. Cited by business leaders and influential organizations worldwide as the book to read when starting any type of change initiative, Accelerate (XLR8) vividly illustrates the five core principles underlying a new dual operating system, the eight accelerators that drive it, and how leaders must create a sense of urgency through role modeling. Perhaps most crucial, the book reveals how the best companies focus and align their people's energy around what Kotter calls the big opportunity.If you're a pioneer, a leader who knows that bold change is necessary to survive and thrive in an ever-changing world, these two books will set you on a path to accelerate into a better, more profitable future.Regarded by many as the authority on leadership and change, John P. Kotter is a New York Times bestselling author, award-winning business and management thought leader, business entrepreneur, inspirational speaker, and Harvard Business School professor. His ideas, books, speeches, and the company he founded in 2008, Kotter International, have helped mobilize people around the world to better lead organizations, and their own lives, in an era of increasingly rapid change. Kotter has authored nineteen books to date—twelve of them bestsellers. His books have reached millions and have been printed in over 150 foreign language editions.

Competitive advantage. The value chain. Five forces. Industry structure. Differentiation. Relative cost. If you want to understand how companies achieve and sustain competitive success, Michael Porter's frameworks are the foundation. But while everyone in business may know Porter's name, many managers misunderstand and misuse his concepts.Understanding Michael Porter sets the record straight, providing the first concise, accessible summary of Porter's revolutionary thinking. Written with Porter's full cooperation by Joan Magretta, his former editor at Harvard Business Review, this new book delivers fresh, clear examples to illustrate and update Porter's ideas.Magretta uses her wide business experience to translate Porter's powerful insights into practice and to correct the most common misconceptions about them—for instance, that competition is about being unique, not being the best; that it is a contest over profits, not a battle between rivals; that strategy is about choosing to make some customers unhappy, not being all things to all customers.An added feature is an original Q&A with Porter himself, which includes answers to managers'FAQs.Eminently readable, this book will enable every manager in your organization to grasp Porter's ideas—and swiftly deploy them to drive your company's success.

Competitive advantage. The value chain. Five forces. Industry structure. Differentiation. Relative cost. If you want to understand how companies achieve and sustain competitive success, Michael Porter's frameworks are the foundation. But while everyone in business may know Porter's name, many managers misunderstand and misuse his concepts.Understanding Michael Porter sets the record straight, providing the first concise, accessible summary of Porter's revolutionary thinking. Written with Porter's full cooperation by Joan Magretta, his former editor at Harvard Business Review, this new book delivers fresh, clear examples to illustrate and update Porter's ideas.Magretta uses her wide business experience to translate Porter's powerful insights into practice and to correct the most common misconceptions about them—for instance, that competition is about being unique, not being the best; that it is a contest over profits, not a battle between rivals; that strategy is about choosing to make some customers unhappy, not being all things to all customers.An added feature is an original Q&A with Porter himself, which includes answers to managers'FAQs.Eminently readable, this book will enable every manager in your organization to grasp Porter's ideas—and swiftly deploy them to drive your company's success.

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.

Managing people is fraught with challenges—even if you're a seasoned manager. Here's how to handle them.If you read nothing else on managing people, read these 10 articles (featuring “Leadership That Gets Results,” by Daniel Goleman). We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you maximize your employees'performance.HBR's 10 Must Reads on Managing People will inspire you to:Tailor your management styles to fit your peopleMotivate with more responsibility, not more moneySupport first-time managersBuild trust by soliciting inputTeach smart people how to learn from failureBuild high-performing teamsManage your bossThis collection of best-selling articles includes: featured article'Leadership That Gets Results'by Daniel Goleman,'One More Time: How Do You Motivate Employees?''The Set-Up-to-Fail Syndrome,''Saving Your Rookie Managers from Themselves,''What Great Managers Do,''Fair Process: Managing in the Knowledge Economy,''Teaching Smart People How to Learn,''How (Un)ethical Are You?''The Discipline of Teams,'and'Managing Your Boss.'

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'light up;'(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'light up their brains.'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.