HBR's 10 must reads for CEOs.
HBR's 10 must reads for CEOs.
Harvard Business Review's ten must reads for CEOs. HBR's ten must reads for CEOs
- Boston, Massachusetts : Harvard Business Review Press, (c)2019.
- 1 online resource (viii, 246 pages) : illustrations
- HBR's 10 must reads .
Includes bibliographies and index.
Bonus article: Your strategy needs a strategy / Managing your innovation portfolio / Leading change // by John P. Kotter -- Reinventing your business model / Leadership is a conversation / Strategic intent / When growth stalls / The secrets to successful strategy execution / The focused leader / Managing risks: a new framework / 21st-century talent spotting / Bonus article from hbr.org: How CEOs can work with an active board / by Martin Reeves, Claire Love, and Philipp Tillmanns -- by Bansi Nagji and Geoff Tuff -- by Mark W. Johnson, Clayton M. Christensen, and Henning Kagermann -- by Boris Groysberg and Michael Slind -- by Gary Hamel and C.K. Prahalad -- by Matthew S. Olson, Derek van Bever, and Seth Verry -- by Gary L. Neilson, Karla L. Martin, and Elizabeth Powers -- by Daniel Goleman -- by Robert S. Kaplan and Anette Mikes -- by Claudio Fernández-Aráoz -- by Ken Banta and Stephen D. Garrow.
As CEO, you set the tone for your organization. You establish priorities, anticipate and address challenges, champion and lead change efforts, set people up for success, and manage risk. You look at issues and trends to see how they'll affect your company internally, but also externally--in the larger context of your industry, your country, and your company's place in the global marketplace. You maintain a long-term view while simultaneously paying attention to short-term concerns. And though you may have a great senior executive team and a top-flight board, ultimately the responsibility rests on your shoulders.--
9781633697164
Chief executive officers.
Industrial management.
Strategic planning.
Electronic Books.
HD38 / .H377 2019
Includes bibliographies and index.
Bonus article: Your strategy needs a strategy / Managing your innovation portfolio / Leading change // by John P. Kotter -- Reinventing your business model / Leadership is a conversation / Strategic intent / When growth stalls / The secrets to successful strategy execution / The focused leader / Managing risks: a new framework / 21st-century talent spotting / Bonus article from hbr.org: How CEOs can work with an active board / by Martin Reeves, Claire Love, and Philipp Tillmanns -- by Bansi Nagji and Geoff Tuff -- by Mark W. Johnson, Clayton M. Christensen, and Henning Kagermann -- by Boris Groysberg and Michael Slind -- by Gary Hamel and C.K. Prahalad -- by Matthew S. Olson, Derek van Bever, and Seth Verry -- by Gary L. Neilson, Karla L. Martin, and Elizabeth Powers -- by Daniel Goleman -- by Robert S. Kaplan and Anette Mikes -- by Claudio Fernández-Aráoz -- by Ken Banta and Stephen D. Garrow.
As CEO, you set the tone for your organization. You establish priorities, anticipate and address challenges, champion and lead change efforts, set people up for success, and manage risk. You look at issues and trends to see how they'll affect your company internally, but also externally--in the larger context of your industry, your country, and your company's place in the global marketplace. You maintain a long-term view while simultaneously paying attention to short-term concerns. And though you may have a great senior executive team and a top-flight board, ultimately the responsibility rests on your shoulders.--
9781633697164
Chief executive officers.
Industrial management.
Strategic planning.
Electronic Books.
HD38 / .H377 2019