the spring 2009 collection
f e b r ua r y
j a n ua r y Ubel
Ulrich/Smallwood/ Sweetman
pg 8 Succession
pg 5 Think Again
pg 10 Immunity to Change
Goldsmith
Finkelstein/ Whitehead/ Campbell
Kegan/Lahey
pg 11 Five Minds for the Future
pg 17 The Truth About Middle Managers
Gardner
Osterman
april
pg 7 The Leadership Code
march
pg 2 Free Market Madness
pg 9 Discovery-Driven Growth McGrath/MacMillan
pg 12 India’s Global Powerhouses Kumar
pg 6 The Practice of Adaptive Leadership
pg 14 The Adventures of an IT Leader
Becker/Huselid/ Beatty
Austin/Nolan/ O’Donnell
m ay
Heifetz/Grashow/ Linsky
pg 13 The Differentiated Workforce
pg 15 Collaboration
pg 20 Built to Win
Hansen
Movius/Susskind
pg 18 Innovation Tournaments
pg 3 Games at Work Reeves/Read
pg 4 Strategy for Sustainability
pg 16 Designing Care
pg 19 Design-Driven Innovation
Werbach
Bohmer
Verganti
new series titles
Terwiesch/Ulrich
june
pg 1 The Lords of Strategy Kiechel
pg 22
Harvard Business Review Case Studies
pg 23
Harvard Business Essentials Series
pg 24
Harvard Business Review Paperback Series
pg 26
Harvard Business Review Classics Series
pg 28
Pocket Mentor Series
pg 30
Lessons Learned Series
pg 31
Results-Driven Manager Series
Imagine, if you can, the world of business— without corporate strategy.
The Lords of Strategy The Secret History of the New Corporate World
Remarkably, fifty years ago that’s the way it was. Businesses made plans, certainly, but without understanding the underlying dynamics of competition, costs, and customers. It was like trying to design a large-scale engineering project without knowing the laws of physics.
Walter Kiechel
But in the 1960s, four mavericks and their posses instigated a profound shift in thinking that turbocharged business as never before, with implications far beyond what even they imagined. In The Lords of Strategy, renowned business journalist and editor Walter Kiechel tells the story of the four men who invented corporate strategy as we know it and set in motion the modern, multibillion-dollar consulting industry:
320 pages • 6 1/8" x 9 1/4"
m ay Nonfiction 978-1-59139-782-3
US$ 26.95 • Hardcover Audio, Audiovisual, U.K., Translation, Merchandise Rights: Author All Other Rights: Harvard Business Press
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Bruce Henderson, founder of Boston Consulting Group
Publicity
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Bill Bain, creator of Bain & Company
International PR campaign.
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red Gluck, longtime managing director of F McKinsey & Company
Publicity outreach to include author and book promotion throughout North America.
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Michael Porter, Harvard Business School professor
Providing a window into how to think about strategy today, Kiechel tells their story with novelistic flair. At times inspiring, at times nearly terrifying, this book is a revealing account of how these iconoclasts and the organizations they led revolutionized the way we think about business, changed the very soul of the corporation, and transformed the way we work. Walter Kiechel III has been the editorial director of Harvard Business Publishing and the managing editor at Fortune magazine. He has written articles and columns on all aspects of business, and is the author of a previous book, Office Hours: A Guide to the Managerial Life (Little, Brown, 1989). He received AB, MBA, and JD degrees from Harvard, and served five years in the U.S. Navy.
Review and feature coverage in business and trade media. Outreach to online media. a dv e r t i s i n g Wall Street Journal New York Times Inc. magazine Harvard Business Review Au t h o r Lo c at i o n Hoboken, New Jersey
Spring 2009 Collection | 1
Free Market Madness Why Human Nature Is at Odds with Economics— and Why It Matters Peter A. Ubel Ja n ua ry Nonfiction 978-1-4221-2609-7 224 pages • 6 1/8" x 9 1/4" US$ 26.95 • Hardcover World Rights Publicity International PR Campaign. Publicity outreach to include extensive author promotion. Interviews with national print, broadcast, and online media. a dv e r t i s i n g Wall Street Journal New York Times Au t h o r Lo c at i o n Ann Arbor, Michigan
2 | Harvard Business Press
Humans just aren’t entirely rational creatures. We decide to roll over and hit the snooze button instead of go to the gym. We take home loans we can’t possibly afford. We live hours away from our jobs when free time is clearly our most valued asset. All too often, our subconscious causes us to act against our self-interest. But our free-market economy is based on the assumption that we always act in our own self-interest. In this provocative book, physician Peter Ubel uses his understanding of psychology and behavior to show that in some cases government must regulate markets for our own health and well-being. And by understanding and controlling the factors that go into our decisions, big and small, we can all begin to stop the damage we do to our bodies, our finances, and our economy as a whole. Peter A. Ubel is a physician and behavioral scientist at the University of Michigan, where he directs the Center for Behavioral and Decision Sciences in Medicine. A prominent thinker in medicine and other fields, he has written for numerous science publications as well as the Los Angeles Times, the New York Times, and the Huffington Post. His appearances on radio and television shows include Talk of the Nation, All Things Considered, and Fresh Air.
Can the workplace
be more productive by including avatars, three-dimensional environments, and participant-driven outcomes? This grounded and thought-provoking book by Byron Reeves and Leighton Read proves that it is not only possible, it is inevitable. Implementing components of multiplayer computer games in the workplace will address a host of age-old problems. Games can not only stem boredom and decrease turnover, but also enhance collaboration and encourage creative leadership. Games require extraordinary teamwork, elaborate data analysis and strategy, recruitment and retention of top players, and quick decision making. Re-creating some elements of games—such as positioning tasks within stories, creating internal economies, and implementing participantdriven communication systems—can boost not only employee engagement but also overall productivity. Of course, the strong psychological power of games can have both positive and negative consequences for the workplace. That’s why it’s important to put them into practice correctly from the beginning—and Reeves and Read explain how by showing which good design principles are a powerful antidote to the addictive and stress-inducing potential of games.
Games at Work How Games and Virtual Worlds Are Changing the Way People Work and Businesses Compete Byron Reeves J. Leighton Read june General Management 978-1-4221-4657-6 256 pages • 6 1/8" x 9 1/4" US$ 29.95 • Hardcover World Rights Publicity International PR Campaign. National publicity outreach to include extensive author promotion. Interviews with national print, broadcast, and online media. a dv e r t i s i n g Harvard Business Review
Supported by specific case studies and years of research, Games at Work will completely change the way you view both work and play.
Fast Company
Byron Reeves is a professor at Stanford University, and has authored over a hundred published studies on responses to immersive features of media, including games.
Stanford, California
Au t h o r Lo c at i o n s
Palo Alto, California
J. Leighton Read is a general partner with Alloy Ventures in Palo Alto, California. He has also served on the executive committee of the Biotechnology Industry Association.
Spring 2009 Collection | 3
Announcing the definitive work on business
Strategy for Sustainability A Business Manifesto
strategy for sustainability by the most authoritative voice in the conversation.
Adam Werbach
More than ever before, consumers, employees, and investors share a common purpose and a passion for companies that do well by doing good. So any strategy without sustainability at its core is just plain irresponsible—bad for business, bad for shareholders, bad for the environment. These challenges represent unprecedented opportunities for big brands—such as Clorox, Dell, Toyota, Procter & Gamble, Nike, and Wal-Mart—that are implementing integral, rather than tangential, strategies for sustainability. What these companies are doing illuminates the book’s practical framework for change, which involves engaging employees, using transparency as a business tool, and reaping the rewards of a networked organizational structure.
june Strategy 978-1-4221-7770-9 224 pages • 6 1/8" x 9 1/4" US$ 25.00 • Hardcover World Rights Publicity International PR Campaign. National publicity outreach to include extensive author and book promotion. Leverage popular topic of sustainability. Interviews with national print, broadcast, and online media. Author Adam Werbach
a dv e r t i s i n g Harvard Business Review Strategy + Business Atlantic Monthly Au t h o r Lo c at i o n San Francisco, California
4 | Harvard Business Press
Leave your quaint notions of corporate social responsibility and environmentalism behind. Werbach is starting a whole new dialogue around sustainability of enterprise—and life as we know it in organizations and as individuals. Sustainability is now a true competitive strategic advantage, and building it into the core of your business is the only means to ensure that your company—and your world—will survive. Adam Werbach is Global CEO of Saatchi & Saatchi. He was the youngest-ever (at age twenty-three years) national president of the Sierra Club and is the author of the widely circulated speech, “Is Environmentalism Dead?”
Why do smart and experienced leaders make flawed, even catastrophic, decisions? Why do people keep believing they have made the right choice, even with the disastrous result staring them in the face? And how can you be sure you’re making the right decision—without the benefit of hindsight? Sydney Finkelstein, Jo Whitehead, and Andrew Campbell show how the usually beneficial processes of the human mind can become traps when we face big decisions. The authors show how the shortcuts our brains have learned to take over millennia of evolution can derail our decision making. Think Again offers a powerful model for making better decisions, describing the key red flags to watch for and detailing the decisionmaking safeguards we need.
Think Again Why Good Leaders Make Bad Decisions and How to Keep It From Happening to You Sydney Finkelstein Jo Whitehead Andrew Campbell F e b r ua ry Leadership 978-1-4221-2612-7 256 pages • 6 1/8" x 9 1/4" US$ 27.95 • Hardcover World Rights
Using examples from business, politics, and history, Think Again deconstructs bad decisions, as they unfolded in real time, to show how you can avoid the same fate.
Publicity
Sydney Finkelstein, the author of Why Smart Executives Fail, is a professor at the Tuck School of Business at Dartmouth, and regularly lectures on leadership and why leaders fail.
Review and feature coverage in business and trade media, both print and online.
Jo Whitehead and Andrew Campbell direct the Strategic Management Centre at Ashridge Business School.
International PR Campaign. National publicity outreach.
a dv e r t i s i n g Harvard Business Review Au t h o r Lo c at i o n s London, United Kingdom Dartmouth, New Hampshire
Spring 2009 Collection | 5
When change requires you to challenge
The Practice of Adaptive Leadership Tools and Tactics for Changing Your Organization and the World
people’s familiar reality, it can be difficult, dangerous work. Whatever the context—whether in the private or the public sector—many will feel threatened as you push through major changes. But as a leader, you need to find a way to make it work.
Ronald A. Heifetz Alexander Grashow Marty Linsky april Leadership 978-1-4221-0576-4 304 pages • 7 1/4" x 9 1/4" US$ 24.95 • Paperback World Rights Publicity International PR Campaign. Publicity outreach to include author and book promotion throughout North America. Review and feature coverage in business and trade media. a dv e r t i s i n g Harvard Business Review Au t h o r Lo c at i o n s Lexington, Massachusetts Brooklyn, New York New York, New York
6 | Harvard Business Press
Also by Ronald A. Heifetz and Marty Linsky Leadership on the Line 978-1-57851-437-3 US$ 32.95 • Hardcover
Ron Heifetz first defined this problem with his distinctive theory of “adaptive leadership” in Leadership Without Easy Answers. In a second book, Leadership on the Line, Heifetz and coauthor Marty Linsky highlighted the individual and organizational dangers of leading through deep change in business, politics, and community life. Now, Heifetz, Linsky, and coauthor Alexander Grashow are taking the next step: The Practice of Adaptive Leadership is a hands-on, practical guide containing stories, tools, cases, and worksheets to help you develop your skills as an adaptive leader. With this book you’ll be able to take people outside their comfort zones and assess and address the toughest challenges. The authors have decades of experience helping people and organizations create cultures of adaptive leadership. In today’s rapidly changing world, The Practice of Adaptive Leadership can be your handbook to meeting the demands of leadership in a complex world. Ronald A. Heifetz and Marty Linsky are cofounders and principals of Cambridge Leadership Associates and authors of previous books on adaptive leadership, with over fifty years of teaching and leadership consulting experience between them. Alexander Grashow is Cambridge Leadership Associates’ Director of Consulting Practice and has extensive experience as a leadership consultant, teacher, and trainer.
What makes a great leader?
The Leadership Code Five Rules to Lead By
It’s a question that has been tackled by thousands. In fact, there are literally tens of thousands of leadership studies, theories, frameworks, models, and recommended best practices. But where are the clear, simple answers we need for our daily work lives? Are there any?
Dave Ulrich Norm Smallwood Kate Sweetman
Dave Ulrich, Norm Smallwood, and Kate Sweetman set out to answer these questions—to crack the code of leadership. Drawing on decades of research experience, the authors conducted extensive interviews with respected CEOs, academics, experienced executives, and seasoned consultants—and heard the same five essentials repeated again and again. These five rules became The Leadership Code.
978-1-4221-1901-3
In The Leadership Code, the authors break down great leadership into day-to-day actions, so that you know what to do Monday morning. Crack the leadership code—and take your leadership to the next level. Also by Dave Ulrich
Human Resource Champions 978-0-87584-719-1 US$ 39.95 • Hardcover The HR Value Proposition 978-1-59139-707-6 US$ 35.00 • Hardcover
Dave Ulrich is Professor of Business at the University of Michigan and a partner at The RBL Group. He has published fifteen books and has worked with over half of the Fortune 200. Last year, Fast Company named him one of the ten most innovative and creative business management thinkers. Norm Smallwood is cofounder of The RBL Group and coauthor of five books, including Results-Based Leadership. He is also on the faculty of the Executive Education Center at the University of Michigan Business School.
Ja n ua ry Leadership
208 pages • 5 1/2" x 8 1/4" US$ 26.95 • Hardcover World Rights Publicity International PR Campaign. Publicity outreach to include author and book promotion throughout North America. Feature coverage in business and trade media. a dv e r t i s i n g Harvard Business Review Au t h o r Lo c at i o n s Alpine, Utah Provo, Utah Boston, Massachusetts
Kate Sweetman is a leadership development consultant and a former editor at Harvard Business Review.
Also by Dave Ulrich and NORM SMALLWOOD Results-Based Leadership 978-0-87584-871-6 US$ 29.95 • Hardcover Leadership Brand 978-1-4221-1030-0 US$ 29.95 • Hardcover
Spring 2009 Collection | 7
Succession Are You Ready? Marshall Goldsmith F e b r ua ry General Management 978-1-4221-1823-8 125 pages • 4 3/8" x 7 1/4" US$ 18.00 • Hardcover World Rights Publicity International PR campaign. National publicity outreach to include extensive author promotion. Interviews with national print, broadcast, and online media. Review and feature coverage in major media outlets. Leverage author blog on HarvardBusiness.org. a dv e r t i s i n g Harvard Business Review Au t h o r Lo c at i o n Rancho Santa Fe, California
8 | Harvard Business Press
A leader’s greatest challenge can be knowing when it’s time to step aside. A great deal has been written for corporate boards about the issue of succession planning. But most executives have few resources to help guide them through the process. How do you start preparing yourself—and your successor— for your inevitable leadership transition? In this concise book, leading executive coach and bestselling author Marshall Goldsmith offers candid advice on succession from the outgoing executive’s perspective. From choosing and grooming a successor while sidestepping political minefields to finally handing over responsibility, Goldsmith walks you through each step in the succession process. Done right, your successor can enter to applause while you gracefully bow out and start the next chapter of your life. Marshall Goldsmith has coached scores of top executives at the world’s leading corporations. He has been ranked among the top ten executive educators by the Wall Street Journal and one of five most respected executive coaches by Forbes. The author of many books, including the bestselling What Got You Here Won’t Get You There (Hyperion, January 2007), he is on the faculty of executive education programs at several of the world’s leading business schools.
You’ve been charged with growing your business. Incremental growth can no longer deliver the results you need. You need truly dynamic growth—and you need to achieve it without risking a hugely expensive gamble. How can you encourage innovative new ventures and pursue ambitious growth while minimizing risk?
Also by rita gunther mcgrath and ian c. macmillan
The Entrepreneurial Mindset 978-0-87584-834-1 US$ 40.00 • Hardcover MarketBusters 978-1-59139-123-4 US$ 29.95 • Hardcover
Discovery-Driven Growth A Breakthrough Process to Reduce Risk and Seize Opportunity Rita Gunther McGrath Ian C. MacMillan MARCH
In Discovery-Driven Growth, authors McGrath and MacMillan show how companies can plan and pursue an aggressive growth agenda with confidence. By carefully framing their strategic growth opportunities, testing each project assumption against a series of checkpoints, and creating a culture that acts on evidence and learning instead of blind stumbling, companies can better control their costs, minimize surprises, and know when to disengage from questionable projects—before it’s too late.
Strategy
Providing tools that will help you select and better assess the potential of any strategic venture—from new product lines to entirely new businesses—the authors outline a comprehensive process that lets you identify, manage, and leverage your company’s full portfolio of opportunities. By reducing up-front costs and eliminating unnecessary risks, you’ll be able to avoid missteps and explore more options to create the breakthrough growth that your business requires.
National publicity outreach to include extensive author promotion.
Rita Gunther McGrath is Associate Professor of Management at Columbia Business School.
Au t h o r Lo c at i o n s
Ian C. MacMillan is the Dhirubhai Ambani Professor of Entrepreneurship and Innovation at the University of Pennsylvania’s Wharton School.
Radnor, Pennsylvania
978-1-59139-685-7 256 pages • 6 1/8" x 9 1/4" US$ 27.95 • Hardcover World Rights Publicity International PR campaign.
Interviews with national print, broadcast, and online media. a dv e r t i s i n g Strategy + Business Harvard Business Review
Princeton Junction, New Jersey
They are coauthors of MarketBusters (Harvard Business Press, 2005) and The Entrepreneurial Mindset (Harvard Business Press, 2000).
Spring 2009 Collection | 9
Immunity to Change How to Overcome It and Unlock the Potential in Yourself and Your Organization Robert Kegan Lisa Laskow Lahey F e b r ua ry Leadership 978-1-4221-1736-1 304 pages • 6 1/8" x 9 1/4" US$ 29.95 • Hardcover World Rights Publicity International PR Campaign. National publicity outreach to include extensive author promotion. Interviews with national print, broadcast, and online media. a dv e r t i s i n g Harvard Business Review Au t h o r Lo c at i o n s Cambridge, Massachusetts Lexington, Massachusetts
10 | Harvard Business Press
A recent study showed that when doctors tell heart patients they will die if they don’t change their habits, only one in seven will be able to follow through successfully. Desire and motivation aren’t enough: even when it’s literally a matter of life or death, the ability to change remains maddeningly elusive. Given that the status quo is so potent, how can we change ourselves and our organizations? In Immunity to Change, authors Robert Kegan and Lisa Laskow Lahey show how our individual beliefs—along with the collective mind-sets in our organizations— combine to create a natural but powerful immunity to change. By revealing how this mechanism holds us back, Kegan and Lahey give us the keys to unlock our potential and finally move forward. And by pinpointing and uprooting our own immunities to change, we can bring our organizations forward with us. This persuasive and practical book, filled with hands-on diagnostics and compelling case studies, delivers the tools you need to overcome the forces of inertia and transform your life and your work. Robert Kegan and Lisa Laskow Lahey, coauthors of How the Way We Talk Can Change the Way We Work, have been research and practice collaborators for twenty-five years. Kegan is the Associate Director of Harvard’s Change Leadership Group and a founding principal of Minds at Work, a leadership-learning professional services firm. Lahey is the William and Miriam Meehan Professor in Adult Learning and Professional Development at Harvard University’s Graduate School of Education.
We live in a time of relentless change.
Five Minds for the Future
The only thing that’s certain is that new challenges and opportunities will emerge that are virtually unimaginable today. How can we know which skills will be required to succeed?
Howard Gardner F e b r ua ry
In Five Minds for the Future, bestselling author Howard Gardner shows how we will each need to master “five minds” that the fast-paced future will demand:
978-1-4221-4535-7
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Also by Howard gardner Changing Minds 978-1-4221-0329-6 US$ 14.95 • Paperback
Leadership
224 pages • 5 1/2" x 8 1/4" US$ 14.95 • Paperback
he disciplined mind, to learn at least one profession, T as well as the major thinking (science, math, history, etc.) behind it
World Rights
The synthesizing mind, to organize the massive amounts of information and communicate effectively to others
New York Times
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he creating mind, to revel in unasked questions—and T uncover new phenomena and insightful, apt answers
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he respectful mind, to appreciate the differences T between human beings—and understand and work with all persons
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he ethical mind, to fulfill one’s responsibilities as T both a worker and a citizen
a dv e r t i s i n g
Chronicle of Higher Education Atlantic Monthly Au t h o r Lo c at i o n Cambridge, Massachusetts
Without these “minds,” we risk being overwhelmed by information, unable to succeed in the workplace, and incapable of the judgment needed to thrive both personally and professionally. Complete with a substantial new introduction, Five Minds for the Future provides valuable tools for those looking ahead to the next generation of leaders—and for all of us striving to excel in a complex world. Howard Gardner is the John H. and Elisabeth A. Hobbs Professor of Cognition and Education at the Harvard Graduate School of Education and Senior Director of Harvard Project Zero. The recipient of a MacArthur Fellowship and twenty-one honorary degrees, he is the author of more than twenty books, including Changing Minds, Good Work, and Multiple Intelligences: New Horizons.
Spring 2009 Collection | 11
India’s Global Powerhouses How They Are Taking On the World
When the Indian auto manufacturer Tata Motors bought the iconic Jaguar and Land Rover brands— complementing the Nano, its own innovative $2,500 car—it opened up a new chapter in India’s economic story. In the coming years, such Indian multinationals as Bharat Forge, Hindalco, Infosys, Mahindra, and Suzlon will increasingly be making acquisitions and building their brands in Western markets.
Nirmalya Kumar April Strategy 978-1-4221-4762-7 256 pages • 6 1/8" x 9 1/4"
Never heard of them? Then read this book. India’s Global Powerhouses introduces you to India’s preeminent global companies and explains how they differ from their international rivals. The book profiles India’s pioneering multinationals in detail, describing their transformation from leading domestic players to evolving global giants and their unique approaches to globalization.
US$ 27.95 • Hardcover World Rights Publicity International PR Campaign. Publicity outreach to include author and book promotion throughout North America.
Every manager should understand the histories and the business trajectories of these prospective competitors, collaborators, and customers—whose names will soon be as familiar to us as Honda, Lenovo, and Samsung.
Interviews with national print, broadcast, and online media. a dv e r t i s i n g
Nirmalya Kumar is Professor of Marketing, Faculty Director for Executive Education, and Codirector, Aditya Birla India Centre at London Business School.
Strategy + Business Harvard Business Review
Pradipta K. Mohapatra is CEO of Technology Business Sector of RPG.
Au t h o r Lo c at i o n s London, United Kingdom
Suj Krishnaswamy is a principal at Strategic Insights Inc.
Worli, Mumbai, India Cedar Rapids, Iowa
Also by Nirmalya Kumar Marketing as Strategy 978-1-59139-210-1 • US$ 35.00 • Hardcover Private Label Strategy 978-1-4221-0167-4 • US$ 35.00 • Hardcover Value Merchants 978-1-4221-0335-7 • US$ 35.00 • Hardcover
12 | Harvard Business Press
Do you think of your company’s talent as an investment to be managed like a portfolio? You should, according to authors Becker, Huselid, and Beatty, if you’re interested in strategy execution. Many companies fall into the trap of spending too much time and money on low performers, while high performers aren’t getting the necessary resources, development opportunities, or rewards. In The Differentiated Workforce, the authors expand on their previous books, The HR Scorecard and The Workforce Scorecard, and recommend that you manage your workforce like a portfolio—with disproportionate investments in the jobs that create the most wealth. You’ll learn to accomplish the following:
The Workforce Scorecard 978-1-59139-245-3 • US$ 32.95 • Hardcover
April Human Resources/ Organizational Behavior 978-1-4221-0446-0 256 pages • 6 1/8" x 9 1/4" US$ 35.00 • Hardcover World Rights Publicity
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ifferentiate those capabilities in your company that D are truly strategic.
National publicity outreach.
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Identify your wealth-creating “A” positions.
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reate a new relationship between HR and line C managers, and articulate the role each plays in a differentiated workforce strategy.
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The HR Scorecard 978-1-57851-136-5 • US$ 35.00 • Hardcover
Brian E. Becker Mark A. Huselid Richard W. Beatty
ise above talent management “best practice” and R instead create a differentiated workforce that can’t be easily copied by competitors.
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Also by brian E. becker, mark A. huselid, and richard W. beatty
The Differentiated Workforce Translating Talent into Strategic Impact
Develop the right measures for your organization.
Based on two decades of academic research and experience working with hundreds of executives, The Differentiated Workforce gives you the tools to translate your talent into strategic impact.
International PR Campaign.
Review and feature coverage in business and HR media. a dv e r t i s i n g Harvard Business Review Au t h o r Lo c at i o n s Buffalo, New York Piscataway, New Jersey
Brian E. Becker is a professor of human resources in the School of Management at SUNY Buffalo. Mark A. Huselid and Richard W. Beatty are professors of human resource management in the School of Management and Labor Relations at Rutgers University. Huselid and Beatty consult extensively in organizations and speak frequently to practitioners in the HR professional associations around the world.
Spring 2009 Collection | 13
The Adventures of an IT Leader
Becoming an effective IT manager presents a host of challenges—from anticipating emerging technology to managing relationships with vendors, employees, and other managers. A good IT manager must also be a strong business leader.
Robert D. Austin Richard L. Nolan Shannon O’Donnell April
This book invites you to accompany new CIO Jim Barton to better understand the role of IT in your organization. You’ll see Jim struggle through a challenging first year, handling (and fumbling) situations that, although fictional, are based on true events.
IT Management 978-1-4221-4660-6 272 pages • 6 1/8" x 9 1/4" US$ 29.95 • Hardcover
You can read this book from beginning to end, or treat it as a series of cases. You can also skip around to address your most pressing needs. For example, need to learn about crisis management and security? Read chapters 10 through 12. You can formulate your own responses to a CIO’s obstacles by reading the authors’ regular “Reflection” questions.
World Rights Publicity International PR Campaign. National publicity outreach. Review and feature coverage in business and technology media.
You’ll turn to this book many times as you face IT-related issues in your own career.
Outreach to online media. First serial sale. a dv e r t i s i n g Harvard Business Review Au t h o r Lo c at i o n s
Also by Robert D. Austin Broadband Explosion 978-1-59139-670-3 • US$ 45.00 Hardcover
Brookline, Massachusetts Copenhagen, Denmark Lexington, Massachusetts Port Orchard, Washington
14 | Harvard Business Press
Also by Richard L. Nolan Sense and Respond 978-0-87584-835-8 • US$ 45.00 Hardcover
Robert D. Austin, author of many books, is Professor at Copenhagen Business School and Associate Professor at Harvard Business School, where he chairs the executive education program for CIOs. Richard L. Nolan, also a prolific author, is Philip M. Condit Endowed Chair in Business Administration at the University of Washington and Professor of Business Administration at Harvard Business School, where he cochairs the executive education program for CIOs. Shannon O’Donnell is a consultant with Cutter Consortium’s Innovation Practice; she is also a research Associate at the University of Washington and visiting researcher at Copenhagen Business School’s Centre for Art and Leadership.
In Collaboration, author Morten Hansen takes aim at what many leaders inherently know: in today’s competitive environment, companywide collaboration is an imperative for successful strategy execution, yet the sought-after synergies are rarely, if ever, realized. In fact, most cross-unit collaborative efforts end up wasting time, money, and resources. How can managers avoid the costly traps of collaboration and instead start getting the results they need? In this book, Hansen shows managers how to get collaboration right through “disciplined collaboration”—a practical framework and set of tools managers can use to: n
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ssess when—and when not—to pursue collaboration A across units to achieve goals. I dentify and overcome the four barriers to collaboration. et people to buy into the larger picture, even when G they own only a small piece of it. e a “T-Shaped Manager,” collaborating across B divisions while still working deeply in your own unit. reate networks across the organization that are not C large, but nimble and effective.
Based on the author’s long-running research, in-depth case studies, and company interviews, Collaboration delivers practical advice and tools to help your organization collaborate—for real results.
Collaboration How Leaders Avoid the Traps, Build Common Ground, and Reap Big Results Morten T. Hansen MAy Leadership 978-1-4221-1515-2 272 pages • 6 1/8" x 9 1/4" US$ 29.95 • Hardcover World Rights Publicity International PR campaign. Interviews with national print, broadcast and online media. Review and feature coverage in business and trade media. a dv e r t i s i n g Harvard Business Review Au t h o r Lo c at i o n Paris, France
Morten T. Hansen is a professor at the University of California, Berkeley, and INSEAD in France. Previously, he was an associate professor at Harvard Business School, where he taught leadership and general management. In addition to his academic career, Hansen has been a management consultant with the Boston Consulting Group.
Spring 2009 Collection | 15
Designing Care Aligning the Nature and Management of Health Care
Today’s health-care providers face growing
Richard M. J. Bohmer
As costs continue to spiral upward and concerns about quality of care escalate, the debate has focused on how to finance health care. Yet funding solutions can’t address the underlying questions: Why have costs risen in the first place? And how can we improve the quality and affordability of care?
criticism—from policy makers and patients alike.
June General Management 978-1-4221-7560-6 256 pages • 6 1/8" x 9 1/4"
In Designing Care, Harvard Business School professor Richard Bohmer argues that these fundamental questions must be answered. A medical doctor himself, Bohmer explains that health-care professionals are tasked with providing two very different types of care—sequential and iterative. With sequential care, a patient can be quickly diagnosed and given predictable, reliable, and low-cost care. But in the case of iterative care, a patient’s condition is unknown, and tremendous resources may be required for diagnosis and treatment, often with uncertain outcomes.
US$ 29.95 • Hardcover World Rights Publicity International PR campaign. National publicity outreach. Review and feature coverage in business and health care media. Au t h o r Lo c at i o n Wellesley, Massachusetts
Author Richard M. J. Bohmer
Bohmer shows that to reduce costs and manage care effectively, sequential and iterative care situations require different management systems. Through stories and cases drawn from years in the field, he reveals how health-care providers can successfully manage both modes. To do so, they must reevaluate traditional roles and embrace continuous learning across the organization. The benefits of this operational redesign? The predictable, responsive, and lower-cost care today’s health-care leaders—and patients—seek. Richard M. J. Bohmer is a physician and the MBA Class of 1973 Senior Lecturer of Business Administration at the Harvard Business School in the Technology and Operations (TOM) unit.
16 | Harvard Business Press
“Middle management” is a term associated with relentless downsizing, corporate drudgery, and career dead ends.
The Truth About Middle Managers Who They Are, How They Work, Why They Matter
Bashed by management gurus, dismissed by social scientists, and painted as victims by the media, middle managers seem permanently relegated to the sidelines of corporate power.
Paul Osterman
But is this popular picture accurate? Are middle managers really no longer valued by today’s performance-driven organizations?
978-1-4221-7970-3
The truth is surprising. MIT management scholar Paul Osterman has analyzed over thirty years’ worth of employment data, interviewed a wide sample of managers, and uncovered a very different picture of middle managers today. Not only have their numbers increased dramatically, but middle managers are wealthier, more productive, more autonomous—and they gain real pleasure from their day-to-day work.
World Rights
But there’s another side to the story: while managers have maintained their commitment to their tasks and to their colleagues, they are increasingly cynical and distant from their organizations. They are confused about their future and how to manage their careers. This comes at a time when the value of middle management is much greater than ever before. Organizations must rethink their understanding of this vital workforce segment—now.
F e b r ua ry Business and Society
224 pages • 6 1/8" x 9 1/4" US$ 35.00 • Hardcover
Publicity International PR campaign. Review and feature coverage in print, broadcast, and online media. Au t h o r Lo c at i o n Cambridge, Massachusetts
Understand the issues for yourself with The Truth About Middle Managers—a refreshing and counterintuitive look at what’s really going on. Paul Osterman is Professor of Human Resources and Management at the MIT Sloan School of Management, where he recently also served as Deputy Dean. He has published nine books and numerous journal articles on organizational change, economic development, and public policy.
Spring 2009 Collection | 17
Innovation Tournaments Creating and Selecting Exceptional Opportunities Christian Terwiesch Karl T. Ulrich MAy Innovation 978-1-4221-5222-5 304 pages • 6 1/8" x 9 1/4" US$ 35.00 • Hardcover World Rights Publicity International PR campaign. Publicity outreach to include author and book promotion throughout North America. Review and feature coverage in business and trade media, both print and online. Au t h o r Lo c at i o n s Philadelphia, Pennsylvania Narbeth, Pennsylvania
Managers, entrepreneurs, and venture capitalists all seek to maximize the financial returns from innovation, and profits are driven largely by the quality of the opportunities they pursue. Based on a structured and process-driven approach, Innovation Tournaments demonstrates how to systematically identify exceptional opportunities for innovation. An innovation tournament, just like its counterpart in sports, starts with a large number of candidates, with opportunities as the players. These opportunities are pitted against each other until only the exceptional survive. This book provides a principled approach for the effective management of innovation tournaments— identifying a wealth of promising opportunities and then evaluating and filtering them intelligently for greatest profitability. With a set of practical tools for creating and identifying new opportunities, it guides the reader in evaluating and screening opportunities. The book demonstrates how to construct an innovation portfolio and how to align the innovation process with an organization’s competitive strategy. Innovation Tournaments employs quirky, fresh examples ranging from movies to medical devices. The authors’ tool kit is built on their extensive research, their entrepreneurial backgrounds, and their teaching and consulting work with many highly innovative organizations. Christian Terwiesch and Karl T. Ulrich are professors at The Wharton School, where they teach in the innovation and product development field. They have helped dozens of organizations in a wide range of industries—including consumer packaged goods, pharmaceuticals, financial services, and high technology—to become more innovative.
18 | Harvard Business Press
Photo: Evgenia Eliseeva
Until now, the literature on innovation has focused either on radical innovation pushed by technology or incremental innovation pulled by the market. In Design-Driven Innovation, Roberto Verganti introduces a third strategy, a radical shift in perspective that introduces a bold new way of competing. Designdriven innovations do not come from the market; they create new markets. They don’t push new technologies; they push new meanings. It’s about having a vision, and taking that vision to your customers. Think of game changers like Nintendo’s Wii or Apple’s iPod. They overturned our understanding of what a video game means and how we listen to music. Customers had not asked for these new meanings, but once they experienced them, it was love at first sight.
Author Roberto Verganti.
Design-Driven Innovation How to Compete by Radically Innovating the Meaning of Products Roberto Verganti June Innovation 978-1-4221-2482-6 272 pages • 6 1/8" x 9 1/4" US$ 35.00 • Hardcover World Rights Publicity International PR campaign.
But where does the vision come from? With fascinating examples from leading European and American companies, Verganti shows that for truly breakthrough products and services, we must look beyond customers and users to those he calls “interpreters”—the experts who deeply understand and shape the markets they work in.
Publicity outreach to include extensive author and book promotion.
Design-Driven Innovation offers a provocative new view of innovative thinking and practice.
Milan, Italy
Review and feature coverage in print and online media. Au t h o r Lo c at i o n
Roberto Verganti is Professor of Management of Innovation at Politecnico di Milano. He is the founder of Project Science, a consulting institute that advises global corporations on the management of strategic innovation, and is the author of many articles in scientific journals, as well as the article “Innovating Through Design,” published in Harvard Business Review (December 2006).
Spring 2009 Collection | 19
Built to Win Creating a World-Class Negotiating Organization Hallam Movius Lawrence Susskind m ay Negotiation/Communication 978-1-4221-1047-8 256 pages • 6 1/8" x 9 1/4" US$ 29.95 • Hardcover World Rights Publicity International PR campaign. Interviews in national print, broadcast, and online media. Review and feature coverage in business and trade media. a dv e r t i s i n g Harvard Business Review Au t h o r Lo c at i o n Cambridge, Massachusetts
Companies that consistently negotiate more valuable agreements—in ways that protect key relationships—enjoy an important but often overlooked competitive advantage. Until now, most companies have sought to improve their negotiation outcomes by sending individuals to training workshops. But this new groundbreaking book, using real-world examples from leading companies, shows a more powerful and less expensive way to achieve this. In Built to Win, authors Movius and Susskind argue that negotiation must be a strategic core competency. Drawing on their decades of training and consulting work, as well as a robust theory of negotiation, the authors provide a step-by-step model for building organizational competence. They show why the approach of “training and more training” is a weak strategy. The authors also describe the organizational barriers that so often plague even experienced negotiators, and recommend ways of overcoming them. Built to Win explains the crucial role that leaders must play in setting goals, aligning incentives, pinpointing metrics, and supporting learning platforms to promote long-term success. A final chapter provides practical “how-to” tools to help you start your own organizational improvement process. This book will be invaluable to CEOs, senior-level managers, HR business leaders, human resource professionals, sales and purchasing managers, and others who negotiate regularly. Hallam Movius is a principal at the Consensus Building Institute and is in charge of the Assessment, Coaching and Training services; he also teaches the Program on Technology Negotiation at Harvard Law School. Lawrence Susskind is Ford Professor of Urban and Environmental Planning at MIT, Director of the Public Disputes Program at Harvard Law School, and founder of the Consensus Building Institute.
20 | Harvard Business Press
“The author is perhaps the business world’s favourite guru on the subject of change.”
A Sense of Urgency John P. Kotter
—Financial Times
General Management
ava i l a b l e n ow
978-1-4221-7971-0
Most organizational change initiatives
128 pages • 8 1/4" x 5 1/2"
fail spectacularly (at worst) or deliver lukewarm results (at best). In his international bestseller Leading Change, John Kotter revealed why change is so hard, and provided an actionable, eight-step process for implementing successful transformations. The book became the change bible for managers worldwide.
US$ 22.00 • Hardcover
Now, in A Sense of Urgency, Kotter shines the spotlight on the crucial first step in his framework: creating a sense of urgency by getting people to actually see and feel the need for change.
Also by John P. Kotter
Leading Change 978-0-87584-747-4 US$ 26.95 • Hardcover
Heart of Change 978-1-57851-254-9 US$ 27.95 • Hardcover
Why focus on urgency? Without it, any change effort is doomed. Kotter reveals the insidious nature of complacency in all its forms and guises. In this exciting new book, Kotter explains: n
How to go beyond “the business case” for change to overcome the fear and anger that can suppress urgency
n
Ways to ensure that your actions and behaviors—not just your words—communicate the need for change
n
ow to keep fanning the flames of urgency even H after your transformation effort has scored some early successes
Written in Kotter’s signature no-nonsense style, this concise and authoritative guide helps you set the stage for leading a successful transformation in your company. John P. Kotter is Konosuke Matsushita Professor of Leadership, Emeritus, at Harvard Business School, and is widely regarded as the world’s foremost authority on leadership and change. His is the premier voice on how the best organizations actually do change.
Audio, Audiovisual, Multimedia: Kotter Associates All Other Rights: Harvard Business Press Publicity International PR Campaign. Publicity outreach to include author and book promotion. Review and feature coverage in business and trade media. Interviews with national print, broadcast, and online media. Leverage author name, reputation as bestselling author. f e at u r e d i n : BusinessWeek Financial Times Management Today Newsweek Publishers Weekly Slate TIME The Times (London) Entrepreneur FastCompany.com Los Angeles Times Au t h o r Lo c at i o n Cambridge, Massachusetts
Spring 2009 Collection | 21
new series Harvard Business Review case studies Every day, managers face challenges that put them to the test. When it comes to the thorniest dilemmas, there’s never just one right answer. Get the guidance you need from our new Harvard Business Review Case Studies series. Straight from the pages of the Harvard Business Review, each book breaks down your most familiar—and formidable—business problems. You’ll get six engaging scenarios, each with several detailed solutions by today’s leading experts. Read the cases, gain more perspective, and hone your instincts—so you can finalize your plan and move forward more successfully. See how leading experts on strategy weigh in on these and other crucial questions and find answers to your toughest challenges in this collection of the most popular Harvard Business Review cases. All titles: 5 1/2" x 8 1/2" trim size • US$ 12.95 • Paperback • World Rights
Keeping Strategy on Track
Managing Difficult People
Few management topics generate as much discussion—and disagreement—as strategy. Should you grow from the core, or expand into new markets? Do you really need to take your company global? Should you make that next acquisition, or are you “growing for broke”?
Great managers can lead their teams through any challenge—but what if your people are the problem? From deciding whether an aggressive star performer is worth the trouble to knowing when team morale needs to come first, managers often face questions with no easy answers.
Ja n ua ry General Management 978-1-4221-1469-8 • 208 pages
Ja n ua ry General Management 978-1-4221-9991-6 • 224 pages
Making Change Stick Companies today are forced to transform almost continuously—leaving managers faced with difficult questions. How soon can you initiate change as a new hire? Should you merge cultures after an acquisition? How can you create lasting results when the majority of change efforts fail? Ja n ua ry General Management 978-1-4221-1470-4 • 208 pages
22 | Harvard Business Press
Marketing Through Minefields Marketers today face growing expectations, but face the same basic questions: How can you offer customers what they really want? Is your brand strong enough to compete globally? How can you satisfy different customers without appearing to play favorites? Ja n ua ry General Management 978-1-4221-9992-3 • 208 pages
more from the harvard business essentials Series The Harvard Business Essentials series is designed to provide comprehensive advice, personal coaching, background information, and guidance on the most relevant topics in business. For managers at all levels, these solutions-oriented books put reliable answers at your fingertips. The Innovator’s Toolkit What are the types of innovation? How can you generate creative ideas for your business? How can you move from ideas to unleashing your innovation to the market? How can you combine your innovation with a strategic plan to move your company forward? Get these questions answered with jargon-free, usable, practical tools and advice. The Innovator’s Toolkit offers you field-tested techniques and tips to ensure the successful development and implementation of your innovation. Readers can also access free interactive tools on the Harvard Business Essentials companion Web site at www.elearning.hbsp.org/businesstools. march General Management 978-1-4221-9990-9 • 176 pages US$ 24.95 • Paperback
previously released All titles: 6 1/8" x 9 1/4" trim size US$ 19.95 • US$ 24.95 Paperback World Rights
Business Communications 978-1-59139-113-5
Managing Change and Transition 978-1-57851-874-6
Coaching and Mentoring 978-1-59139-435-8
Managing Creativity and Innovation 978-1-59139-112-8
Creating Teams with an Edge 978-1-59139-290-3
Managing Projects Large and Small 978-1-59139-321-4
Crisis Management 978-1-59139-437-2
Marketer’s Toolkit 978-1-59139-762-5
Decision Making: 5 Steps to Better Results 978-1-59139-761-8
Negotiation 978-1-59139-111-1
Entrepreneur’s Toolkit 978-1-59139-436-5
Performance Management 978-1-59139-842-4
Finance for Managers 978-1-57851-876-0
Power, Influence, and Persuasion 978-1-59139-631-4
Hiring and Keeping the Best People 978-1-57851-875-3
Strategy 978-1-59139-632-1
Manager’s Toolkit (Hardcover) 978-1-4221-1868-9
Time Management 978-1-59139-633-8
Manager’s Toolkit 978-1-59139-289-7
Spring 2009 Collection | 23
more from the Harvard Business REview Paperback Series This series is designed to bring today’s managers and professionals the fundamental information they need to stay competitive in a fast-moving world. From the preeminent thinkers whose work has defined an entire field to the rising stars who will redefine the way we think about business, here are the leading minds and landmark ideas that have established Harvard Business Review as required reading for ambitious businesspeople in organizations around the globe. All titles: 5 1/2" x 8 1/2" trim size • US$ 22.00 • Paperback • World Rights
Harvard Business Review on CEO Succession
Harvard Business Review on Manufacturing Excellence at Toyota
In all too many companies, CEO succession raises stress levels for everyone. New chief executives are under pressure to prove themselves quickly. Board members worry whether they’ve made the right choice. Managers and employees brace themselves for a new order. Learn how to navigate and surmount the challenges that come with CEO transitions.
Few companies have so consistently inspired management best practices as Toyota. In everything from strategic operational design to integrated product development, the company has achieved success through constant innovation. This collection shows just how Toyota does it—and how you can apply these same lessons.
m ay General Management 978-1-4221-2869-5
Harvard Business Review on Managing Through a Downturn When the economy stalls, your job as a manager gets tougher. Employees often withdraw, becoming more concerned with survival than breaking new ground. But talented managers know that lean times provide opportunities for innovation, fresh thinking, and, surprisingly, growth. Use this collection of articles not only to weather tough times, but also to rise to the challenge. march Leadership 978-1-4221-7562-6 24 | Harvard Business Press
Ja n ua ry General Management 978-1-4221-7977-2
Harvard Business Review on Sales and Selling Whether you sell directly to mass-market customers, pitch to just one major buyer, or negotiate complex multiparty deals, knowing when and how to apply the right techniques can be the difference between a near-miss and making the sale. This collection provides the tools and tactics you need to succeed in today’s demanding world of sales and selling. Ja n ua ry General Management 978-1-4221-4591-3
previously released
Harvard Business Review on... Advances in Strategy 978-1-57851-803-6
Customer Relationship Management 978-1-57851-699-5
Leading in Turbulent Times 978-1-59139-180-7
Nonprofits 978-0-87584-909-6
Appraising Employee Performance 978-1-59139-768-7
Decision Making 978-1-57851-557-8
Leading Through Change 978-1-4221-0280-0
Organizational Learning 978-1-57851-615-5
Becoming a High Performance Manager 978-1-59139-129-6
Developing High Potential Leaders 978-1-4221-2870-1
Making Smarter Decisions 978-1-4221-1493-3
Persuasive Leader 978-1-4221-2499-1
Developing Leaders 978-1-59139-500-3
Managing Diversity 978-1-57851-700-8
Profiting from Green Business 978-1-57851-233-1
Doing Business in China 978-1-59139-638-3
Managing Health Care 978-1-4221-2107-8
Strategic Alliances 978-1-59139-133-3
Effective Communication 978-1-57851-143-3
Managing High-Tech Industries 978-1-57851-182-2
Strategic Sales Management 978-1-4221-1492-6
Emerging Markets 978-1-4221-2649-3
Managing People 978-0-87584-907-2
Strategic Renewal 978-1-4221-2648-6
Entrepreneurship 978-0-87584-910-2
Managing Projects 978-1-59139-639-0
Strategies for Growth 978-0-87584-885-3
Finding and Keeping the Best People 978-1-57851-556-1
Managing the Value Chain 978-1-57851-234-8
Supply Chain Management 978-1-4221-0279-4
Green Business Strategy 978-1-4221-2108-5
Managing Uncertainty 978-0-87584-908-9
Talent Management 978-1-4221-2294-5
The High-Performance Organization 978-1-4221-0278-7
Managing Your Career 978-1-59139-131-9
Teams That Succeed 978-1-59139-502-7
Innovation 978-1-57851-614-8
Managing Yourself 978-1-59139-970-4
The Tests of a Leader 978-1-4221-1494-0
The Innovative Enterprise 978-1-59139-130-2
Marketing 978-1-57851-804-3
Top-Line Growth 978-1-59139-969-8
Interviews with CEOs 978-1-57851-329-1
Measuring Corporate Performance 978-0-87584-882-2
Turnarounds 978-1-57851-636-0
Knowledge Management 978-0-87584-881-5
Mergers and Acquisitions 978-1-57851-555-4
What Makes a Leader 978-1-57851-637-7
Leadership 978-0-87584-883-9
The Mind of the Leader 978-1-59139-640-6
Women in Business 978-1-59139-717-5
Leadership at the Top 978-1-59139-275-0
Motivating People 978-1-59139-132-6
Work and Life Balance 978-1-57851-328-4
Leadership in a Changed World 978-1-59139-501-0
Negotiation and Conflict Resolution 978-1-57851-236-2
Brand Management 978-1-57851-144-0 Breakthrough Leadership 978-1-57851-805-0 Breakthrough Thinking 978-1-57851-181-5 Bringing Your Whole Self to Work 978-1-4221-2109-2 Building Personal and Organizational Resilience 978-1-59139-272-9 The Business Value of IT 978-0-87584-912-6 CEO Succession 978-1-4221-2869-5 Change 978-0-87584-884-6 Compensation 978-1-57851-701-5 Corporate Ethics 978-1-59139-273-6 Corporate Governance 978-1-57851-237-9 Corporate Responsibility 978-1-59139-274-3 Corporate Strategy 978-1-57851-142-6 Crisis Management 978-1-57851-235-5 Culture and Change 978-1-57851-836-4
Spring 2009 Collection | 25
more from the Harvard Business REview classics Series Since 1922, Harvard Business Review has been a leading source of breakthrough management ideas—many of which still speak to and influence us today. The Harvard Business Review Classics series now offers readers the opportunity to make these seminal pieces a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world—and will have a direct impact on you today and for years to come. All titles: 4 1/4" x 6 1/2" trim size • US$ 8.95 • Paperback • World Rights
How Management Teams Can Have a Good Fight Kathleen M. Eisenhardt, L.J. Bourgeois, and Jean L. Kahwajy Conflict in the workplace is natural—and even necessary. Colleagues who challenge one another’s thinking tend to consider a richer range of options, which ultimately leads to better business decisions. How Management Teams Can Have a Good Fight reveals the tactics managers can use to ensure that these healthy back-and-forth moments remain constructive and focused on the issues. f e b r ua ry General Management 978-1-4221-7976-5 • 64 pages
26 | Harvard Business Press
How to Run a Meeting Antony Jay What makes for a great meeting? As a leader, how can you keep discussions on point and productive? In How to Run a Meeting, Antony Jay argues that too many leaders fail to plan adequately for meetings. In this bestselling article, he defines the characteristics that contribute to success, from keeping formal minutes to acknowledging junior staff first. These guidelines will help you get demonstrably better results from every meeting you run. JUNE General Management 978-1-4221-4790-0 • 64 pages
Pygmalion in Management J. Sterling Livingston Numerous studies show that people will rise, or fall, to the level where their superiors believe them capable. As a manager, it is up to you to have high expectations for your employees and to communicate those expectations to them. In Pygmalion in Management, J. Sterling Livingston urges you to understand the power you have over your subordinates’ success and to use it to benefit everyone involved. april General Management 978-1-4221-4786-3 • 64 pages
Skills of an Effective Administrator Robert L. Katz While there is a widespread belief that some people are born to lead, the existence of an “ideal manager” is almost entirely a myth. Basic skills—the ones that most employees can learn—are often more important than personality traits. In Skills of an Effective Administrator, Robert Katz identifies the three fundamental abilities companies should seek to develop in their managers. Find out for yourself how these vital skills can be put to work today. m ay General Management 978-1-4221-4789-4 • 64 pages
The Discipline of Teams Jon Katzenbach and Douglas Smith
previously released Teaching Smart People How to Learn Chris Argyris
The Necessary Art of Persuasion Jay A. Conger
978-1-4221-2600-4 • 80 pages
978-1-4221-2671-4 • 64 pages
Marketing Myopia Theodore Levitt
Control in an Age of Empowerment Robert Simons
978-1-4221-2601-1 • 64 pages
978-1-4221-2672-1 • 64 pages
One More Time: How Do You Motivate Employees? Frederick Herzberg
The End of Corporate Imperialism C. K. Prahalad and Kenneth Lieberthal
978-1-4221-2599-1 • 64 pages
978-1-4221-7973-4 • 64 pages
Power Is the Great Motivator David C. McClelland and David H. Burnham
The Knowledge-Creating Company Ikujiro Nonaka
In The Discipline of Teams, Jon Katzenbach and Douglas Smith explore the often counterintuitive features that make up highperforming teams—such as selecting team members for skill, not compatibility—and explain how managers can set specific goals to foster team development. The result is improved productivity and teams that can be counted on to deliver more than just the sum of their parts. ja n ua ry General Management 978-1-4221-7975-8 • 64 pages
978-1-4221-7974-1 • 64 pages
978-1-4221-7972-7 • 64 pages
Spring 2009 Collection | 27
more from the pocket mentor Series The Pocket Mentor series offers immediate solutions to the challenges managers face on the job every day. Each book in the series is packed with handy tools, self-tests, and real-life examples to help you identify strengths and weaknesses and hone critical skills. Whether you’re at your desk, in a meeting, or on the road, these portable guides enable you to tackle the daily demands of your work with greater speed, savvy, and effectiveness. All titles: 224 pages • 5" x 7" trim size • US$ 9.95 • Paperback • World Rights
Developing Employees
Managing Diversity
Managing employee growth is critical to your organization’s success. But to develop your employees effectively, you must have certain skills, such as the ability to seek out opportunities, set goals, and provide feedback. This volume teaches you how.
Many organizations encourage diversity because providing equal opportunity for everyone is the right thing to do. A diverse workforce can also yield such important competitive advantages as a higher level of innovation, a better understanding of market opportunities, and stronger employee productivity. But as people with different backgrounds, beliefs, and values interact in the workplace, conflicts can arise. This book will help you foster diversity on your team and surmount the challenges that can come with it.
June General Management 978-1-4221-2885-5
Executing Innovation Ideas are not enough: successful innovation requires people to pick up where the creative process leaves off. These people must take the creative idea and apply it to a real-life problem to design a new product, service, or process. They must construct a carefully articulated vision for the project, draw up a feasible financial plan, and advocate the project over the whole course of its development and implementation. This book teaches you how to execute an innovation from start to finish. March General Management 978-1-4221-2881-7
28 | Harvard Business Press
F e b r ua ry General Management 978-1-4221-2880-0
previously released Becoming a New Manager 978-1-4221-2507-6 Coaching People 978-1-4221-0347-0 Creating a Business Plan 978-1-4221-1885-6 Dismissing an Employee 978-1-4221-1884-9 Giving Feedback 978-1-4221-0348-7 Giving Presentations 978-1-4221-1475-9 Hiring an Employee 978-1-4221-2582-3 Leading People 978-1-4221-0349-4 Leading Teams 978-1-4221-0184-1 Making Decisions 978-1-4221-2871-8 Managing Confrontations 978-1-4221-2508-3
Performance Appraisal
Preparing a Budget
One of your most sensitive duties as a manager is conducting performance appraisals. How do you objectively evaluate another person’s performance? This book teaches you how to prepare for, conduct, and follow up on performance evaluations in ways that link employee performance to your company’s and group’s goals.
A budget is a financial action plan for an organization. But to get yours done right, you will need to forecast future business results, get organizational buy-in, and fine tune your budget over time. This guide will teach you how to do all this with confidence.
april General Management 978-1-4221-2883-1
M ay General Management 978-1-4221-2884-8
Managing Crises 978-1-4221-2274-7 Managing Projects 978-1-4221-0187-2 Managing Stress 978-1-4221-1875-7 Managing Time 978-1-4221-0186-5 Managing Up 978-1-4221-2277-8 Negotiating Outcomes 978-1-4221-1475-9 Persuading People 978-1-4221-2273-0 Running Meetings 978-1-4221-0185-8 Shaping Your Career 978-1-4221-1876-4 Understanding Finance 978-1-4221-1883-2 Writing for Business 978-1-4221-1472-8
Spring 2009 Collection | 29
more from the lessons learned Series Wondering how the most accomplished leaders from around the globe have tackled their toughest challenges? Now you can find out—with Lessons Learned. Concise and engaging, each volume in this series offers 12–14 insightful essays by top leaders in industry, the public sector, and academia on the most pressing issues they’ve faced. The contributors share surprisingly personal anecdotes and offer authoritative and practical advice drawn from their years of hard-earned experiences. A crucial resource for today’s busy executive, Lessons Learned gives you instant access to the wisdom and expertise of the world’s most talented leaders. All titles: 112 pages • 4 3/8" x 7 1/8" trim size • US$ 9.95 • Paperback Audio, Audiovisual, Multimedia, and Chinese (simplified) Language Rights: Fifty Lessons Ltd. All Other Rights: Harvard Business Press
Lessons Learned: Going Green
previously released
Featuring interviews with:
Doing Business Globally 978-1-4221-2647-9
n
Christina Page, Yahoo! Inc.
n
Jean Sweeney, 3M
n
Tod Arbogast, Dell Inc.
n
Peter Seligmann, Conservation International
And many other top business leaders. march General Management 978-1-4221-2643-1
Executing for Results 978-1-4221-2641-7 Leading by Example 978-1-4221-1859-7 Making the Sale 978-1-4221-2302-7 Managing Change 978-1-4221-1858-0 Managing Your Career 978-1-4221-1861-0 Sparking Innovation 978-1-4221-2644-8
30 | Harvard Business Press
more from the Results-Driven Manager Series The Results-Driven Manager series collects timely articles from Harvard Management Update and Harvard Management Communication Letter to help managers sharpen their skills, increase their effectiveness, and gain a competitive edge. Presented in a concise, accessible format to save managers valuable time, these books offer authoritative insights and techniques for improving job performance and achieving immediate results. previously released Becoming an Effective Leader 978-1-59139-780-9
Managing Performance to Maximize Results 978-1-4221-1467-4
Business Etiquette for the New Workplace 978-1-59139-974-2
Managing Yourself for the Career You Want 978-1-59139-346-7
Connecting with Your Customers 978-1-4221-0323-4
Motivating People for Improved Performance 978-1-59139-779-3
Creating Breakthrough Innovations 978-1-4221-0183-4
Presentations That Persuade and Motivate 978-1-59139-349-8
Dealing with Difficult People at Work 978-1-59139-634-5
Retaining Your Best People 978-1-59139-973-5
Executing Strategy for Business Results 978-1-4221-1464-3
Taking Control of Your Time 978-1-59139-635-2
Face-to-Face Communications for Clarity and Impact 978-1-59139-347-4
Teams That Click 978-1-59139-350-4
Getting People on Board 978-1-59139-636-9 Hiring Smart for Competitive Advantage 978-1-59139-972-8
Winning Negotiations That Preserve Relationships 978-1-59139-348-1 Written Communications 978-1-4221-0322-7
Making Smart Decisions ISBN 10: 1-4221-0182-7 • 978-1-4221-0182-7 Managing Change to Reduce Resistance 978-1-59139-781-6 Managing Knowledge to Fuel Growth 978-1-4221-1468-1
Spring 2009 Collection | 31
RECENT HIGHLIGHTS
Creative Capital Spencer E. Ante
Retire Retirement Tamara Erickson
978-1-4221-0122-3
978-1-4221-2059-0
Blue Ocean Strategy W. Chan Kim and RenĂŠe Mauborgne 978-1-59139-619-2
Financial Intelligence Karen Berman, Joe Knight, and John Case
Total Leadership Stewart D. Friedman 978-1-4221-0328-9
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32 | Harvard Business Press
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