Authors: William A. Malek. Mark Morgan. Raymond Elliot Levitt.
Hardcover, 304 pages
Publisher: Harvard Business School Press
Publication Date: 2008-01-07


Reviews :

    Why do businesses consistently fail to execute their competitive strategies? Because leaders don't identify and invest in the full range of projects and programs required to align the organization with its strategy. Moreover, even when strategy makers do break their plans down into doable chunks, they seldom work with project leaders to prioritize strategic investments and assure that needed resources are applied in priority order. And they often neglect to revise the strategic portfolio to fit the demands of a dynamic environment, or to stay connected to strategic projects through completion, as new products, services, skills and capabilities are transferred into operations.

In Executing Your Strategy, Mark Morgan, Raymond Levitt, and William Malek present six imperatives that enable you to do the right strategic projects--and do those projects right. And it is no accident that the six imperatives combine to create the acronym INVEST:

Ideation: Clarify and communicate Purpose, Identity and Long Range Intention

Nature: Develop alignment between Strategy, Structure and Culture based on Ideation

Vision: Create clear Goals and Metrics aligned to Strategy and guided by Ideation

Engagement: Do the right projects based on the Strategy through Portfolio management

Synthesis: Do Projects and Programs right, in alignment with Portfolio

Transition: Move the Project and Program outputs into Operations where benefit is realized

Full of intriguing company examples and practical advice, this crucial new resource shows you how to make strategy happen in your organization...

Authors: Robert S. Kaplan. David P. Norton.
Hardcover, 324 pages
Publisher: Harvard Business School Press
Publication Date: 2004-02-02
Edition: 1

Reviews :

    "Strategy Maps" takes readers to the next level of precision in strategy implementation. "Strategy Maps" introduces a new tool that has evolved from Robert Kaplan and David Norton's ongoing research with hundreds of Balanced Scorecard adopters across the globe, and its premise is simple: if you can visually map your strategy, the people within your organization will better understand it and therefore be better able to execute it effectively. It offers a visual cause-and-effect explanation of what's working and what doesn't in a way that everyone in the company can understand. It helps get the entire organization involved in strategy....

Authors: Hbsp.
Paperback, 204 pages
Publisher: Harvard Business School Press
Publication Date: 2007-11-01


Reviews :

    Just a decade ago, the term "green building strategy" evoked visions of fringe environmentalism and a high cost for minimal good. More recently, there's been a large shift in perception, an awakening of social consciousness, and a realization that a strategy good for the world can also be good for your bottom line. Green Business Strategy is no longer an option; the future depends on it. This collection of HBR articles gets to the heart of why you should and must put a socially-responsible strategy at the top of your CEO's agenda....

Authors: Frans Johansson.
Paperback, 207 pages
Publisher: Harvard Business School Press
Publication Date: 2006-08-30
Edition: 1

Reviews :

    "The Medici" examines why creativity and insight are incredibly vibrant at the intersection of domains, disciplines, cultures and fields and tells us how to get to those places. Frans Johansson, an entrepreneur and journalist, brilliantly reveals the core principles that reign when divergent concepts are combined. Whether one's goal is to cure cancer or invent a better ball-point pen, this book will help anyone generate higher quality ideas and live and work a little closer to the intersection....

Authors: Arthur Thompson. A. J. Strickland III. John Gamble.
Hardcover, 992 pages
Publisher: McGraw-Hill/Irwin
Publication Date: 2007-09-18
Edition: 16

Reviews :

    Thompson, Strickland and Gambles�, CRAFTING AND EXECUTING STRATEGY, 16e presents the latest research findings from the literature and cutting-edge strategic practices of companies have been incorporated to keep step with both theory and practice. The chapter content continues to be solidly mainstream and balanced, mirroring both the best academic thinking and the pragmatism of real-world strategic management.

. Known for its cases and teaching notes, CRAFTING AND EXECUTING STRATEGY, 16e provides an unparalleled case line up. (1) 28 of the 31 cases are new to this edition, (2) The selection of cases is diverse, timely, and thoughtfully-crafted and complements the text presentation pushing students to apply the concepts and analytical tools they have read about. (3) Many cases involve high-profile companies. (4) And there�s a comprehensive package of support materials that are a breeze to use, highly effective, and flexible enough to fit most any course design. ....

Authors: Garrett Sutton.
Paperback, 224 pages
Publisher: Business Plus
Publication Date: 2005-07-29


Reviews :

    Learn how to prepare and utilise the most important document for any organisation - the business plan. Whether one is just starting out or is already in business and needs to refocus, this practical guide will clearly instruct how to prepare a winning business plan. This book will become a valued resource for any entrepreneurs and business owners on their path towards future success. There are as many outlines for business plans as there are business plans. But in ABCs WRITING WINNING BUSINESS PLANS, Rich Dad's Advisors author Garrett Sutton explains how the basics of writing a great business plan tend to fall into four main parts: The Business - all pertinent aspects of the business on every aspect of production from initial idea to service after the sale; The Marketing - thorough discussion of the industry and your business's place in it; The Financials - short- and long-term costs and revenues presented in ways that will help financial experts to determine the risk of your business idea; The Supporting Material - how to back up your proposal with the contents of the rest of your plan, which depends on the type of business you are planning....

Authors: Robert S. Kaplan. David P. Norton.
Hardcover, 416 pages
Publisher: Harvard Business School Press
Publication Date: 2000-09
Edition: 1

Reviews :

    In today's business environment, strategy has never been more important. Yet research shows that most companies fail to execute strategy successfully. Behind this abysmal track record lies an undeniable fact: many companies continue to use management processes - top-down, financially driven, and tactical - that were designed to run yesterday's organizations. Now, the creators of the revolutionary performance management tool called the Balanced Scorecard introduce a new approach that makes strategy a continuous process owned not just by top management, but by everyone. In "The Strategy-Focused Organization", Robert Kaplan and David Norton share the results of ten years of learning and research into more than 200 companies that have implemented the Balanced Scorecard. Drawing from more than twenty in-depth case studies - including Mobil, CIGNA, Nova Scotia Power, and AT&T Canada - Kaplan and Norton illustrate how Balanced Scorecard adopters have taken their groundbreaking tool to the next level. These organizations have used the scorecard to create an entirely new performance management framework that puts strategy at the center of key management processes and systems. Kaplan and Norton articulate the five key principles required for building Strategy-Focused Organizations: translate the strategy to operational terms, align the organization to the strategy, make strategy everyone's everyday job, make strategy a continual process, and mobilize change through strong, effective leadership.The authors provide a detailed account of how a range of organizations in the private, public, and nonprofit sectors have deployed these principles to achieve breakthrough, sustainable performance improvements. Presenting a practical, proven framework steeped in rich case study experience, "The Strategy-Focused Organization" helps solve a universal management problem - not just how to formulate strategy, but how to make it work. Building on one of the most revolutionary business ideas of our time, this important book shows how today's leaders can shape their own companies to meet the challenges and reap the rewards of a new competitive era. Robert S. Kaplan is the Marvin Bower Professor of Leadership Development at Harvard Business School. David P. Norton is President of Balanced Scorecard Collaborative, Inc....

    In their previous book, The Balanced Scorecard, Robert Kaplan and David Norton unveiled an innovative "performance management system" that any company could use to focus and align their executive teams, business units, human resources, information technology, and financial resources on a unified overall strategy--much as businesses have traditionally employed financial management systems to track and guide their general fiscal direction. In The Strategy-Focused Organization, Kaplan and Norton explain how companies like Mobil, CIGNA, and Chemical Retail Bank have effectively used this approach for nearly a decade, and in the process present a step-by-step implementation outline that other organizations could use to attain similar results. Their book is divided into five sections that guide readers through development of a completely individualized plan that is created with "strategy maps" (graphical representations designed to clearly communicate desired outcomes and how they are to be achieved), then infused throughout the enterprise and made an integral part of its future. In several chapters devoted to the latter, for example, the authors show how their models have linked long-term strategy with day-to-day operational and budgetary management, and detail the "double loop" process for doing so, monitoring progress, and initiating corrective actions if necessary. --Howard Rothman...

Authors: Daniel Goleman. Annie McKee. Richard E. Boyatzis.
Hardcover, 352 pages
Publisher: Harvard Business School Press
Publication Date: 2002-03-15
Edition: 1

Reviews :

    Daniel Goleman's international bestseller Emotional Intelligence forever changed our concept of "being smart," showing how emotional intelligence (EI)-how we handle ourselves and our relationships-can determine life success more than IQ. Then, Working with Emotional Intelligence revealed how stellar career performance also depends on EI.

Now, Goleman teams with renowned EI researchers Richard Boyatzis and Annie McKee to explore the role of emotional intelligence in leadership. Unveiling neuroscientific links between organizational success or failure and "primal leadership," the authors argue that a leader's emotions are contagious. If a leader resonates energy and enthusiasm, an organization thrives; if a leader spreads negativity and dissonance, it flounders. This breakthrough concept charges leaders with driving emotions in the right direction to have a positive impact on earnings or strategy.

Drawing from decades of analysis within world-class organizations, the authors show that resonant leaders-whether CEOs or managers, coaches or politicians-excel not just through skill and smarts, but by connecting with others using EI competencies like empathy and self-awareness. And they employ up to six leadership styles-from visionary to coaching to pacesetting-fluidly interchanging them as the situation demands.

The authors identify a proven process through which leaders can learn to:

· Assess, develop, and sustain personal EI competencies over time

· Inspire and motivate people

· Cultivate resonant leadership throughout teams and organizations

· Leverage resonance to increase bottom-line performance

The book no leader in any walk of life can afford to miss, this unforgettable work transforms the art of leadership into the science of results.

Authors: Daniel Goleman is Codirector of the Consortium for Research on Emotional Intelligence in Organizations at Rutgers University. Richard Boyatzis is Professor and Chair of the Department of Organizational Behavior at the Weatherhead School of Management at Case Western Reserve University. Annie McKee serves on the faculty of the University of Pennsylvania Graduate School of Education and consults to business and organization leaders worldwide. ...

    Business leaders who maintain that emotions are best kept out of the work environment do so at their organization's peril. Bestselling author Daniel Goleman's theories on emotional intelligence (EI) have radically altered common understanding of what "being smart" entails, and in Primal Leadership, he and his coauthors present the case for cultivating emotionally intelligent leaders. Since the actions of the leader apparently account for up to 70 percent of employees' perception of the climate of their organization, Goleman and his team emphasize the importance of developing what they term "resonant leadership." Focusing on the four domains of emotional intelligence--self-awareness, self-management, social awareness, and relationship management--they explore what contributes to and detracts from resonant leadership, and how the development of these four EI competencies spawns different leadership styles. The best leaders maintain a style repertoire, switching easily between "visionary," "coaching," "affiliative," and "democratic," and making rare use of less effective "pace-setting" and "commanding" styles. The authors' discussion of these methods is informed by research on the workplace climates engendered by the leadership styles of more than 3,870 executives. Indeed, the experiences of leaders in a wide range of work environments lend real-life examples to much of the advice Goleman et al. offer, from developing the motivation to change and creating an improvement plan based on learning rather than performance outcomes, to experimenting with new behaviors and nurturing supportive relationships that encourage change and growth. The book's final section takes the personal process of developing resonant leadership and applies it to the entire organizational culture. --S. Ketchum ...

Authors: Scott A. Shane.
Hardcover, 224 pages
Publisher: Yale University Press
Publication Date: 2008-01-28


Reviews :

    (20080130)...

Authors: Clayton M. Christensen. Erik A. Roth. Scott D. Anthony.
Hardcover, 312 pages
Publisher: Harvard Business School Press
Publication Date: 2004-05


Reviews :

    When a disruptive innovation is launched, it changes the entire industry and every firm operating within it. This book argues that it is possible to predict which companies will win and which will lose in a specific situation - and provides a practical framework for doing so. Most books on innovation - including Christensen's previous two books - approached innovation from the inside-out, showing firms how they can create innovations inside their own companies. This book is written from an "outside-in" perspective, showing how executives, investors, and analysts can assess the impact of a new innovation on the firms they have a vested interest in....