2010 Harvard Business School

In challenging times, companies must serve their customers faster and more efficiently. This makes improving your business processes more critical than ever. In this book, you'll learn key steps for carrying out a business process ...

2010 Harvard Business School

HR professionals have made major strides toward becoming strategic partners. But they need to do more - by generating value through savvy decisions about talent. HR leaders typically assume that, to make such decisions, they ...

2010 Harvard Business School

The story of the men, ideas and organizations that revolutionized how we understand business. Imagine, if you can, the world of business without corporate strategy. Remarkably, fifty years ago that's the way it was. Businesses ...

2010 Harvard Business School

In this title, the authors argue that the primary exploitable characteristic of emerging markets is the lack of institutions (credit-card systems, intellectual-property adjudication, data research firms) that facilitate efficient business operations. While such 'institutional voids' ...

2009 Harvard Business School

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. ...

2009 Harvard Business School

Leaders in all fields - business, medicine, law, government - make crucial decisions every day. The harsh truth is that they mismanage many of those choices, even though they have the right intentions. These blunders ...

2008 Harvard Business School

Even the best features and sharpest marketing won't matter if a customer can't find your product. Given all of today's channels and increasingly competitive shelf space, creating a successful retailing and merchandising strategy is a ...

2008 Harvard Business School

2008 Harvard Business School

In The End of Corporate Imperialism, renowned management scholars C. K. Prahalad and Kenneth Lieberthal show that companies who build a deep understanding of local markets generate far larger - and more lasting - returns ...

2008 Harvard Business School

John Kotter reveals a distinctive view of the kind of urgency needed in every organization. He also highlights the insidious nature of its nemesis - complacency - in all its guises. He explains the crucial ...

2008 Harvard Business School

Widely regarded as the most innovative, successful biotech firm ever, Amgen led its industry in revenue and sales growth in 2007. Top magazines including "Fortune" and "Industry Week" have repeatedly named it one of America's ...

2008 Harvard Business School

Experience may be a leader's best teacher - but there's a hitch. Two people can have identical experiences, but one blossoms while the other is depleted. The same can be said for any pair of ...

2008 Harvard Business School

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 ...

2007 Harvard Business School

Why do so many global strategies fail - despite companies' powerful brands and other border-crossing advantages? Seduced by market size, the illusion of a borderless, "flat" world, and the allure of similarities, firms launch one-size-fits-all ...

2007 Harvard Business School

Now more than ever before, executives and managers need to understand their larger economic context. In "A Concise Guide to Macroeconomics", David Moss leverages his many years of teaching experience at Harvard Business School to ...

2007 Harvard Business School

In the classroom, activity-based costing (ABC) looks like a great way to manage a company's limited resources. But executives who have tried to implement ABC in their organizations on any significant scale have often abandoned ...

2006 Harvard Business School

You should worry about your legacy later in your career, at the edge of retirement--right? Not according to Robert Galford and Regina Maruca. In Your Leadership Legacy, these authors argue that thinking about your legacy ...

2006 Harvard Business School

One of this century's most highly regarded students of management, Drucker has sought out, identified, and examined the most important issues confronting managers, from corporate strategy to management style to social change. Through his unique ...

2006 Harvard Business School

The best organizations have the best talent...Financial incentives drive company performance...Firms must change or die. Popular axioms like these drive business decisions every day. Yet too much common management 'wisdom' isn't wise at all - ...

2006 Harvard Business School

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 Robert ...