HBR's 10 Must Reads for Executives 8-Volume Collection
- 1 online resource (1872 pages)
- HBR's 10 Must Reads .
Ch 7: The Real Reason People Won't Change.
Includes bibliographies and index.
Intro -- Contents -- For CEOS -- Contents -- Ch 1: Your Strategy Needs a Strategy -- Ch 2: Managing Your Innovation Portfolio -- Ch 3: Leading Change -- Ch 4: Reinventing Your Business Model -- Ch 5: Leadership Is a Conversation -- Ch 6: Strategic Intent -- Ch 7: When Growth Stalls -- Ch 8: The Secrets to Successful Strategy Execution -- Ch 9: The Focused Leader -- Ch 10: Managing Risks -- Ch 11: 21st-Century Talent Spotting -- Ch 12: How CEOs Can Work with an Active Board -- About the Contributors -- Index -- On Boards -- Contents -- Ch 1: What Makes Great Boards Great Ch 2: Building Better Boards -- Ch 3: The Error at the Heart of Corporate Leadership -- Ch 4: The New Work of the Nonprofit Board -- Ch 5: Dysfunction in the Boardroom -- Ch 6: The Board's New Innovation Imperative -- Ch 7: Managing Risks -- Ch 8: Ending the CEO Succession Crisis -- Ch 9: After the Handshake -- Ch 10: Comp Targets That Work -- Ch 11: Sustainability in the Boardroom -- About the Contributors -- Index -- On Leadership -- Contents -- Ch 1: What Makes a Leader? -- Ch 2: What Makes an Effective Executive -- Ch 3: What Leaders Really Do -- Ch 4: The Work of Leadership Ch 5: Why Should Anyone Be Led by You? -- Ch 6: Crucibles of Leadership -- Ch 7: Level 5 Leadership-The Triumph of Humility and Fierce Resolve -- Ch 8: Seven Transformations of Leadership -- Ch 9: Discovering Your Authentic Leadership -- Ch 10: In Praise of the Incomplete Leader -- About the Contributors -- Index -- On Strategy -- Contents -- Ch 1: What is Strategy? -- Ch 2: The Five Competitive Forces That Shape Strategy -- Ch 3: Building Your Company's Vision -- Ch 4: Reinventing Your Business Model -- Ch 5: Blue Ocean Strategy -- Ch 6: The Secrets to Successful Strategy Execution Ch 7: Using the Balanced Scorecard as a Strategic Management System -- Ch 8: Transforming the Corner-Office Stategy into Frontline Action -- Ch 9: Turning Great Strategy into Great Performance -- Ch 10: Who Has the D?: How Clear Decision Roles Enhance Organizational Performance -- About the Contributors -- Index -- On Strategy (Vol. 2) -- Contents -- Ch 1: Your Strategy Needs a Strategy -- Ch 2: Transient Advantage -- Ch 3: Bringing Science to the Art of Strategy -- Ch 4: Managing Risks: A New Framework -- Ch 5: Surviving Disruption -- Ch 6: The Great Repeatable Business model Ch 7: Pipelines, Platforms, and the New Rules of Strategy -- Ch 8: Why the Lean Start-Up Changes Everything -- Ch 9: Strategy Needs Creativity -- Ch. 10: Put Purpose at the Core of Your Strategy -- Ch 11: Creating Shared Value -- About the Contributors -- Index -- Contents -- Ch 1: Leading Change: Why Transformation Efforts Fail -- Ch 2: Change Through Persuasion -- Ch 3: Leading Change When Business Is Good: An Interview with Samuel J. Palmisano -- Ch 4: Radical Change, the Quiet Way -- Ch 5: Tipping Point Leadership -- Ch 6: A Survival Guide for Leaders