Экономика
Различные книги в жанре ЭкономикаHarvard Business Review on Aligning Technology with Strategy
Most companies waste billions of dollars on technology. Don't be one of them.If you need the best practices and ideas for unleashing technology's strategic potential–but don't have time to find them–this book is for you. Here are eight inspiring and useful perspectives, all in one place. This collection of HBR articles will help you:– Clarify corporate strategy with your IT department- Fund only IT projects that support your strategy- Transform IT investments into profits- Build one technology platform for your entire organization- Adopt new technologies only when their bestpractices are established- Use analytics to make smart decisions at all levelsof your company- Integrate social media into your business
HBR's 10 Must Reads on Managing People (with featured article "Leadership That Gets Results," by Daniel Goleman)
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 boss This 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.»
HBR's 10 Must Reads on Change Management (including featured article "Leading Change," by John P. Kotter)
Most company's change initiatives fail. Yours don't have to. If you read nothing else on change management, read these 10 articles ( featuring “Leading Change,” by John P. Kotter ). We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you spearhead change in your organization. HBR's 10 Must Reads on Change Management will inspire you to:Lead change through eight critical stagesEstablish a sense of urgencyOvercome addiction to the status quoMobilize commitmentSilence naysayersMinimize the pain of changeConcentrate resourcesMotivate change when business is good This collection of best-selling articles includes: featured article «Leading Change: Why Transformation Efforts Fail» by John P. Kotter , «Change Through Persuasion,» «Leading Change When Business Is Good: An Interview with Samuel J. Palmisano,» «Radical Change, the Quiet Way,» «Tipping Point Leadership,» «A Survival Guide for Leaders,» «The Real Reason People Won't Change,» «Cracking the Code of Change,» «The Hard Side of Change Management,» and «Why Change Programs Don't Produce Change.»
HBR's 10 Must Reads on Managing Yourself (with bonus article "How Will You Measure Your Life?" by Clayton M. Christensen)
The path to your professional success starts with a critical look in the mirror. If you read nothing else on managing yourself, read these 10 articles ( plus the bonus article “How Will You Measure Your Life?” by Clayton M. Christensen ). We've combed through hundreds of Harvard Business Review articles to select the most important ones to help you maximize yourself. HBR's 10 Must Reads on Managing Yourself will inspire you to:Stay engaged throughout your 50+-year work lifeTap into your deepest valuesSolicit candid feedbackReplenish physical and mental energyBalance work, home, community, and selfSpread positive energy throughout your organizationRebound from tough timesDecrease distractibility and frenzyDelegate and develop employees' initiative</pThis collection of best-selling articles includes: bonus article “How Will You Measure Your Life?” by Clayton M. Christensen , «Managing Oneself,» «Management Time: Who's Got the Monkey?» «How Resilience Works,» «Manage Your Energy, Not Your Time,» «Overloaded Circuits: Why Smart People Underperform,» «Be a Better Leader, Have a Richer Life,» «Reclaim Your Job,» «Moments of Greatness: Entering the Fundamental State of Leadership,» «What to Ask the Person in the Mirror,» and «Primal Leadership: The Hidden Driver of Great Performance.»
Buy-In
You've got a good idea. You know it could make a crucial difference for you, your organization, your community. You present it to the group, but get confounding questions, inane comments, and verbal bullets in return. Before you know what's happened, your idea is dead, shot down. You're furious. Everyone has lost: Those who would have benefited from your proposal. You. Your company. Perhaps even the country.It doesn't have to be this way, maintain John Kotter and Lorne Whitehead. In Buy-In, they reveal how to win the support your idea needs to deliver valuable results. The key? Understand the generic attack strategies that naysayers and obfuscators deploy time and time again. Then engage these adversaries with tactics tailored to each strategy. By «inviting in the lions» to critique your idea–and being prepared for them–you'll capture busy people's attention, help them grasp your proposal's value, and secure their commitment to implementing the solution.The book presents a fresh and amusing fictional narrative showing attack strategies in action. It then provides several specific counterstrategies for each basic category the authors have defined–including:· Death-by-delay: Your enemies push discussion of your idea so far into the future it's forgotten.· Confusion: They present so much data that confidence in your proposal dies.· Fearmongering: Critics catalyze irrational anxieties about your idea.· Character assassination: They slam your reputation and credibility.Smart, practical, and filled with useful advice, Buy-In equips you to anticipate and combat attacks–so your good idea makes it through to make a positive change.
Empowered
It's the new normal. Now all of your employees are Twittering away and friending clients on Facebook. Not to mention customers–who feel obligated to update your Wikipedia entry with product complaints.In this new world, dealing with empowered employees and customers –Insurgents – is only going to get more challenging. Employees are using this technology in the workplace and customers are using it in the marketplace, and neither obey the rules you set up.This chaos is your future as a manager. You could try to shut it down and shut it off. Or you can harness it and reap the business benefits.According to Josh Bernoff and Ted Schadler of Forrester Research (the organization that brought you Groundswell), your defense against insurgents is to enable them. At its heart, this is a book about how to scale the management of insurgency, both the innovation of insurgent employees and the energy of insurgent customers. The key is a process Forrester calls E Triple S, for the four elements of managing insurgents effectively: empowering, selecting, scaling, and socializing.While it's based in current trends, the core concept of Managing Insurgents – that the next management and innovation challenge is harnessing individuals empowered by mobile, social, and connected technology – is a new idea. In the wake of Groundswell, dozens of social-technology-for-business books cropped up. And there are plenty of books on improving your customer service. But there's no serious business book about management, marketing, and innovation in the throes of this trend. When Insurgency hits, it will be perceived not just as a sequel to Groundswell but as the start of a new management philosophy.
Decide and Deliver
Dithering. Decisions that turn out wrong. Decisions that people sabotage or don't know how to implement. If your company's experiencing these problems, it's not alone. Most organizations don't know how to make and execute good decisions. And they're paying a high price—as profitability and competitiveness erode.It doesn't have to be this way. In Decide and Deliver, the authors draw on Bain & Company's extensive research to present a five-step process for improving your firm's decision effectiveness:1. Assess your decision effectiveness—and how your organization affects it.2. Identify your critical decisions.3. Set individual critical decisions up for success.4. Ensure that your company enables and reinforces great decision making and execution.5. Embed the changes in everyday practice.Master this process, and you see immediate results: people across your organization collaborate to make crucial decisions better and faster than your rivals. And they execute them flawlessly-fueling unprecedented financial performance.Filled with powerful hands-on tools and detailed examples from companies as varied as Ford Motor Company, British American Tobacco, Telstra, Lafarge, and ABB UK, Decide and Deliver helps you make decision management a potent competitive weapon in your company.
Iconoclast
No organization can survive without iconoclasts – innovators who single-handedly upturn conventional wisdom and manage to achieve what so many others deem impossible.Though indispensable, true iconoclasts are few and far between. In Iconoclast, neuroscientist Gregory Berns explains why. He explores the constraints the human brain places on innovative thinking, including fear of failure, the urge to conform, and the tendency to interpret sensory information in familiar ways.Through vivid accounts of successful innovators ranging from glass artist Dale Chihuly to physicist Richard Feynman to country/rock trio the Dixie Chicks, Berns reveals the inner workings of the iconoclast's mind with remarkable clarity. Each engaging chapter goes on to describe practical actions we can each take to understand and unleash our own potential to think differently – such as seeking out new environments, novel experiences, and first-time acquaintances.Packed with engaging stories, science-based insights, potent practices, and examples from a startling array of disciplines, this engaging book will help you understand how iconoclasts think and equip you to begin thinking more like an iconoclast yourself.
The Execution Premium
In a world of stiffening competition, business strategy is more crucial than ever. Yet most organizations struggle in this area–not with formulating strategy but with executing it, or putting their strategy into action. Owing to execution failures, companies realize just a fraction of the financial performance promised in their strategic plans.It doesn't have to be that way, maintain Robert Kaplan and David Norton in The Execution Premium. Building on their breakthrough works on strategy-focused organizations, the authors describe a multistage system that enables you to gain measurable benefits from your carefully formulated business strategy. This book shows you how to:Develop an effective strategy–with tools such as SWOT analysis, vision formulation, and strategic change agendasPlan execution of the strategy–through portfolios of strategic initiatives linked to strategy maps and Balanced ScorecardsPut your strategy into action–by integrating operational tools such as process dashboards, rolling forecasts, and activity-based costingTest and update your strategy–using carefully designed management meetings to review operational and strategic dataDrawing on extensive research and detailed case studies from a broad array of industries, The Execution Premium presents a systematic and proven framework for achieving the financial results promised by your strategy.
Ethics for the Real World
We often make small ethical compromises for «good» reasons: We lie to a customer because our boss asked us to. We exaggerate our accomplishments on our résumé to get an interview. Temptation blindsides us. And we make snap decisions we regret.Minor ethical lapses can seem harmless, but they instill in us a hard-to-break habit of distorted thinking. Rationalizations drown out our inner voice, and we make up the rules as we go. We lose control of our decisions, fall victim to the temptations and pressures of our situations, taint our characters, and sour business and personal relationships.In Ethics for the Real World, Ronald Howard and Clinton Korver explain how to master the art of ethical decision making by:Identifying potential compromises in your own lifeApplying distinctions to clarify your ethical thinkingCommitting in advance to ethical principlesGenerating creative alternatives to resolve dilemmasPacked with real-life examples, this book gives you practical advice to respond skillfully to life's inevitable ethical challenges. Not only can you make right decisions, you can acquire new habits that will realize the best in yourself and transform your relationships.