Whether challenged with taking on a startup, turning a business around, or inheriting a high-performing unit, a new leader's success or failure is determined within the first 90 days on the job. In this hands-on guide, Michael Watkins, a noted expert on leadership transitions, offers proven strategies for moving successfully into a new role at any point in one's career. The ...
Manufacturer: Harvard Business PressWritten By: Michael Watkins
Winning by Not Competing: A Fresh Approach to Strategy Since the dawn of the industrial age, companies have engaged in head-to-head competition in search of sustained, profitable growth. They have fought for competitive advantage, battled over market share, and struggled for differentiation. Yet these hallmarks of competitive strategy are not the way to create profitable ...
Manufacturer: Harvard Business PressWritten By: W. Chan Kim, Renée Mauborgne
One of the world's foremost experts on business leadership distills 25 years of experience and wisdom in this visionary guide to what it will take to lead the organization of the 21st century. "Every business leader can profit from Kotters thinking on change."--Larry Bossidy, Chairman and CEO, AlliedSignal, Inc. Available August 1996.
Manufacturer: Harvard Business PressWritten By: John P. Kotter
National Bestseller Available in Paperback Drawing from decades of research within world-class organizations, the authors show that great leaders-whether CEOs or managers, coaches or politicians-excel not just through skill and smarts, but by connecting with others using Emotional Intelligence competencies like empathy and self-awareness. The best leaders, they show, have "resonance"-a ...
Manufacturer: Harvard Business PressWritten By: Daniel Goleman, Richard E. Boyatzis, Annie McKee
John Kotter's international bestseller Leading Change struck a powerful chord with legions of managers everywhere. It acknowledged the cynicism, pain, and fear they faced in implementing large-scale change-but also armed them with an eight-step plan of action for leaping boldly forward in a turbulent world. Now, Kotter and coauthor Dan S. Cohen delve deeper into the subject of ...
Manufacturer: Harvard Business PressWritten By: John P. Kotter, Dan S. Cohen
Understanding the Financials—and What Lies Behind Them Managers in every business are expected to use financial data to make decisions, allocate resources, and budget expenses. But the truth is, many are uncomfortable applying the most basic financial tools in their day-to-day work. Even managers who consider themselves financially savvy may not understand what goes into a financial ...
Manufacturer: Harvard Business PressWritten By: Karen Berman, Joe Knight, John Case
Does it seem you’ve formulated a rock-solid strategy, yet your firm still can’t get ahead? If so, construct a solid foundation for business execution—an IT infrastructure and digitized business processes to automate your company’s core capabilities. In Enterprise Architecture as Strategy: Creating a Foundation for Business Execution, authors Jeanne W. Ross, Peter Weill, and David C. ...
Manufacturer: Harvard Business PressWritten By: Jeanne W. Ross, Peter Weill, David Robertson
Every day, in every facet of our lives, opportunities to lead call out to us. At work and at home, in our local communities and in the global village, the chance to make a difference beckons. Yet often, we hesitate. For all its passion and promise, for all its excitement and rewards, leading is risky, dangerous work. Why? Because real leadership-the kind that surfaces conflict, challenges ...
Manufacturer: Harvard Business PressWritten By: Martin Linsky, Ronald A. Heifetz
One Question Can Determine Your Business’s Future. Do You Know the Answer? CEOs regularly announce ambitious growth targets, then fail to achieve them. The reason? Their growing addiction to bad profits. These corporate steroids boost short-term earnings but alienate customers. They undermine growth by creating legions of detractors—customers who complain loudly about the company and ...
Manufacturer: Harvard Business PressWritten By: Fred Reichheld
The Growth Paradox At best one company in ten is able to sustain profitable growth. Yet capital markets demand that all companies seek it relentlessly and mercilessly punish those who fail. Why is consistent, persistent growth so difficult to achieve? Surprisingly, it’s not for lack of great ideas or capable managers, nor is it because customers are too fickle or innovation too ...
Manufacturer: Harvard Business PressWritten By: Clayton M. Christensen, Michael E. Raynor
