books about: hbr     books:       Will Disruptive Innovations Cure Health Care? (HBR OnPoint Enhanced Edition) Clayton M. Christensen, Richard Bohmer, ... Harvard Business Review, 2004 It's no secret that health care delivery is convoluted, expensive, and often deeply dissatisfying to consumers. But what is less obvious is that a way out of this crisis exists. Just as the PC replaced the mainframe and the telephone replaced the telegraph operator, disruptive innovations are changing the landscape of health care. Nurse practitioners, general practitioners, and even patients can do things in less-expensive, decentralized ...             Level 5 Leadership: The Triumph of Humility and Fierce Resolve (HBR OnPoint Enhanced Edition)4 reviews Jim Collins Harvard Business Review, 2001 Leadership to outperform the market Jim Collins operates a management research laboratory in Boulder, Colorado. Together with Jerry I. Porras he wrote the bestseller 'Built to Last' (1994). This article was published in the January 2001 issue of the Harvard Business Review. This article reports on the author's research into how good companies can become great ones. "We looked for companies that had shifted from good performance to ...             Overloaded Circuits: Why Smart People Underperform (HBR OnPoint Enhanced Edition)2 reviews Edward M. Hallowell Harvard Business Review, 2005 Maximize employee performance I didn't create my Fortune 500 company from scratch by mollycoddling my managers, and I sure as rain didn't oversee double-digit revenue growth five years running by catering to weakness. HR always gets complaints that I drive the employees too hard, but I never paid much attention to the whiners and complainers until that horrible day one of my most loyal workers snapped and very nearly blew my ...             What Is Strategy? (HBR OnPoint Enhanced Edition)8 reviews Michael E. Porter Harvard Business Review, 2000 Definitions of Strategy This paper is one of the benchmarks in strategy and management thinking. Essential reading for managers at all levels. It is, however, available on the internet in PDF format. Search Google.             Habits of Highly Effective Managers, 2nd Edition (HBR Article Collection) Heike Bruch, Donald L. Wass, ... Harvard Business Review, 2007 Just 10% of managers really move their organizations forward: They zero in on strategic goals and see them to completion; They fuel breakthrough innovations in products, services, and processes; And they tackle heavy workloads under tight time constraints. What about the remaining 90%? Short on self-awareness, they don't ask themselves the hard questions required to examine--and improve--their leadership skills. Overcommitted, they succumb to ...             Competing on Analytics (HBR OnPoint Enhanced Edition)3 reviews Thomas H. Davenport Harvard Business Review, 2006 An excellent overview of the power of analytics Davenport's 2006 Harvard Business Review article is a great overview of the power and importance that business analytics can play in creating the competitive platform upon which a business can succeed. As other reviewers have found out, Davenport later expanded this article into a book, Competing on Analytics, co-authored with Jeanne Harris, published in 2007. While using the same name as the ...             Developing Your Leadership Pipeline (HBR OnPoint Enhanced Edition) Jay Conger, Robert M. Fulmer Harvard Business Review, 2003 Why do so many newly minted leaders fail so spectacularly? Part of the problem is that in many companies, succession planning is little more than creating a list of high-potential employees and the slots they might fill. It's a mechanical process that's too narrow and hidebound to uncover and correct skill gaps that can derail promising young executives. And it's completely divorced from organizational efforts to transform managers into leaders. ...             Management Time: Who's Got the Monkey? (HBR OnPoint Enhanced Edition)4 reviews William, Jr. Oncken, Donald L. Wass Harvard Business Review, 2000 How to manage time and delegate effectively William Oncken Jr. was chairman of the William Oncken Corporation until his death in 1988; Donald L. Wass was president of the William Oncken Corporation Company of Texas when the article first appeared. He now heads the Dallas-Fort Worth region of The Executive Committee (TEC), an international organization for presidents and CEOs. This Harvard Business Review Classic article was originally ...             HBR Case Studies: Keeping Strategy on Track (Harvard Business Review Case Studies) Hbsp Harvard Business School Press, 2009 When facing a difficult management challenge, wouldn't it be great if you could turn to a panel of experts to help guide you to the right decision? Now you can, with books from the Judgment Calls series. Drawn from the pages of Harvard Business Review, these interactive, solutions-oriented guides allow readers to access the wisdom of leading experts as they tackle familiar and perplexing business situations. These engagingly written books will ...             The Team That Wasn't (HBR Case Study and Commentary) Suzy Wetlaufer, Jon R. Katzenbach, ... Harvard Business Review, 1994 Eric Holt had one responsibility as FireArt's director of strategy: to put together a team of people from each division and create and implement a comprehensive plan for the company's strategic realignment within six months. It seemed like an exciting, rewarding challenge. Unfortunately, the team got off on the wrong foot from its first meeting. Randy Louderback, FireArt's charismatic and extremely talented director of sales and marketing, ...             Customer Value Propositions in Business Markets (HBR OnPoint Enhanced Edition) James A. Narus, Wouter van Rossum Harvard Business Review, 2006 Examples of consumer value propositions that resonate with customers are exceptionally difficult to find. When properly constructed, value propositions force suppliers to focus on what their offerings are really worth. Once companies become disciplined about understanding their customers, they can make smarter choices about where to allocate scarce resources. The authors illuminate the pitfalls of current approaches, then present a systematic ...             Having Trouble with Your Strategy? Then Map It (HBR OnPoint Enhanced Edition)6 reviews Robert S. Kaplan, David P. Norton Harvard Business Review, 2000 Mapping Strategy The authors of this article have used an extension of their ground breaking work "The Balanced Scorecard, Translating Strategy into Action" to come up with strategic map template to translate strategy into action. The balanced scorecard measures a company's performance from four perspectives namely financial, customer, internal processes and learning and growth. The strategy map is a visual ...             Turning Goals into Results: The Power of Catalytic Mechanisms (HBR OnPoint Enhanced Edition)2 reviews James C. Collins Harvard Business Review, 2000 Use catalytic mechanisms to build a company's wildest dreams Jim Collins operates a management research laboratory in Boulder, Colorado. Together with Jerry I. Porras he wrote the bestseller 'Built to Last' (1994), which he later followed-up with super-bestseller 'Good to Great' (2001). This article was published in the July-August 1999 issue of the Harvard Business Review. Most executives have a big, hairy, audacious goal (BHAG). So what is a BHAG? It has ...             Harnessing the Science of Persuasion (HBR OnPoint Enhanced Edition)4 reviews Robert B. Cialdini Harvard Business Review, 2001 Extremely solid introduction to professional influence This short article introduces you to six principles of effective and ethical influence. The principles were identified and researched by social scientists during the last half of the twentieth century. For that reason, this article might be aptly described as a compilation of important ideas in social psychology or social influence studies. That said, this article is more than just a ...             Primal Leadership: The Hidden Driver of Great Performance (HBR OnPoint Enhanced Edition)2 reviews Daniel Goleman, Richard Boyatzis, ... Harvard Business Review, 2001 The impact of emotional leadership on performance Daniel Goleman is co-chairman of the Consortium for Research on Emotional Intelligence in Organizations, based at Rutgers University; Richard Boyatzis is Chair of the Department of Organizational Behavior at the Weatherhead School of Management at Case Western Reserve University; and Annie McKee is on the faculty of the University of Pennsylvania, Graduate School of Education. This Harvard ...             How to Kill Creativity (HBR OnPoint Enhanced Edition) Teresa M. Amabile Harvard Business Review, 2000 This enables you to scan, absorb, and share the management insights. Based on 22 years of breakthrough research, this article by Teresa Amabile, MBA Class of 1954 Professor of Business Administration at the Harvard Business School, provides insightful guidelines for any executive who wants to nurture and stimulate one of the most powerful competitive weapons in the realm of business today: creativity. In today's knowledge economy, creativity is ...             IT Doesn't Matter (HBR OnPoint Enhanced Edition)4 reviews Nicholas G. Carr Harvard Business Review, 2003 "Focus on risks, not opportunities" Nicholas Carr's article is at the centre of a firestorm. At a time when the IT industry seems to be in a bottomless freefall, the suggestion that companies should spend even less on IT investments is unwelcome to many ears. "IT Doesn't Matter" certainly isn't the first paper to point out that the IT industry has been maturing. Previous analysts' reports have compared IT to such rustbelt ...             The One Number You Need to Grow (HBR OnPoint Enhanced Edition) Frederick F. Reichheld Harvard Business Review, 2003 Companies spend lots of time and money on complex tools to assess customer satisfaction. But they're measuring the wrong thing. The best predictor of top-line growth can usually be captured in a single survey question: Would you recommend this company to a friend? This finding is based on two years of research in which a variety of survey questions were tested by linking the responses with actual customer behavior--purchasing patterns and ...             Leading Change: Why Transformation Efforts Fail (HBR Classic) (HBR OnPoint Enhanced Edition)1 review John P. Kotter Harvard Business Review, 2007 Make Change Irresistibly Attractive The leaders of some organizations have no idea how to make successful changes, and are likely to waste a lot of resources on unsuccessful efforts. Professor Kotter has done a solid job of outlining the elements that must be addressed, so now your organization will at last know what they should be working on. On the other hand, if you have not seen this done successfully before, you may need ...             Using the Balanced Scorecard as a Strategic Management System (HBR Classic)4 reviews Robert S. Kaplan, David P. Norton Harvard Business Review, 2007 The use of the Balanced Scorecard in strategic planning This 1996 Harvard Business Review article, by Harvard Business School professor Robert Kaplan and David Norton, president of Nolan, Norton & Co., is an extension to their articles 'The Balanced Scorecard: Measures that Drive Performance' (1992) and 'Putting the Balanced Scorecard to Work' (1993). The balanced scorecard made it possible for managers to express and measure operational performance. ...              search for books analytics, balanced, business, catalytic, circuits, collection, commentary, competing, creativity, customer, developing, disruptive, effective, enhanced, harnessing, humility, innovations, leadership, management, managers, mechanisms, overloaded, performance, persuasion, pipeline, propositions, scorecard, strategic, transformation, underperform books:    Kindle - Amazon's New Wireless Reading Device This is the future of book reading. I have used it and love it! randomly chosen kitchen: Proctor Silex K2070H 1-Quart Automatic Electric Kettle, White we recommend Maximize employee performance leave a comment home  impressum - about us