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 stages - Establish a sense of urgency - Overcome addiction to the status quo - Mobilize commitment - Silence naysayers - Minimize the pain of change - Concentrate resources - Motivate 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."
NEW from the bestselling HBR's 10 Must Reads series. The best leaders know how to communicate clearly and persuasively. How do you stack up? If you read nothing else on communicating effectively, read these 10 articles. We've combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you express your ideas with clarity and impact--no matter what the situation. Leading experts such as Deborah Tannen, Jay Conger, and Nick Morgan provide the insights and advice you need to: * Pitch your brilliant idea--successfully * Connect with your audience * Establish credibility * Inspire others to carry out your vision * Adapt to stakeholders' decision-making styles * Frame goals around common interests * Build consensus and win support Looking for more Must Read articles from Harvard Business Review?
Check out these titles in the popular series: HBR's 10 Must Reads: The Essentials HBR's 10 Must Reads on Collaboration HBR's 10 Must Reads on Innovation HBR's 10 Must Reads on Leadership HBR's 10 Must Reads on Making Smart Decisions HBR's 10 Must Reads on Managing Yourself HBR's 10 Must Reads on Strategic Marketing HBR's 10 Must Reads on Teams
MEET YOUR GOALS--ON TIME AND ON BUDGET. How do you rein in the scope of your project when you've got a group of demanding stakeholders breathing down your neck? And map out a schedule everyone can stick to? And motivate team members who have competing demands on their time and attention? Whether you're managing your first project or just tired of improvising, this guide will give you the tools and confidence you need to define smart goals, meet them, and capture lessons learned so future projects go even more smoothly. The HBR Guide to Project Management will help you: * Build a strong, focused team * Break major objectives into manageable tasks * Create a schedule that keeps all the moving parts under control * Monitor progress toward your goals * Manage stakeholders' expectations * Wrap up your project and gauge its success
Offers advice on how to lead an organization into change, including establishing a sense of urgency, developing a vision and strategy, and generating short-term wins.
Talks about the way organizations and individuals approach change. While most companies believe change happens by making people think differently, the book says the key lies in making them feel differently, and shows how change leaders use not just reports or analysis, but concrete elements to impel people toward positive action.
Delivers information professionals need to stay competitive. Managers at every level, and in every industry, must balance various working styles, build efficient management teams, and develop negotiation skills to remain competitive. This book offers a selection of thinking on negotiation practice and managing conflict in organizational settings.
Is your company spending too much time on strategy development with too little to show for it? This title inspires you to distinguish your company from rivals; clarify what your company will and won't do; craft a vision for an uncertain future; create blue oceans of uncontested market space; and use the Balanced Scorecard to measure your strategy.
A successful former CEO of Procter & Gamble and a dean of the Rotman School of Management explain how companies must pinpoint business strategies to a few critically important choices, identifying common blunders while outlining simple exercises and questions that can guide day-to-day and long-term decisions. 100,000 first printing.
Describes an economy driven by consumer intent, where vendors must respond to the actual intentions of customers instead of vying for the attention of many.
On the heels of a decade of scandals and pressures brought on by Sarbanes-Oxley Act, corporations expect far more from their CFOs than simply managing numbers. This book outlines roles - from streamlining redundant processes to regulating risk to identifying key measures - that CFOs must take on in order to transform finance operation.
CEOs regularly announce ambitious growth targets, then fail to achieve them. This book shows how companies can measure Net Promoter statistics, help managers improve them, and create communities of advocates that stimulate innovation.
Most organisations consist of multiple business and support units, each populated by highly trained, experienced executives. But often the efforts of individual units are not coordinated, resulting in conflicts, lost opportunities, and diminished performance. This work argues that the responsibility for this alignment lies with the headquarters.
Outlines proactive ways to focus on mission-critical tasks, eliminate or delegate non-priority projects, control interruptions, and avoid distractions. This guide instructs readers how to set goals and focus on high-priority tasks, organise their space and save their time, and use scheduling tools that work for them.
Argues that cutthroat competition results in nothing but a bloody red ocean of rivals fighting over a shrinking profit pool. This book presents a systematic approach to making the competition irrelevant and outlines principles and tools any company can use to create and capture blue oceans.
Shows how hardball competitors can build or maintain a competitive edge by pursuing one or more of the "hardball strategies" such as unleash massive and overwhelming force, exploit anomalies, and break compromises. This work argues that hardball competitors can gain competitive advantage without violating contracts with customers or employees.
