This is the first book to present innovation and entrepreneurship as a purposeful and systematic discipline. It clearly explains and analyzes the challenges and opportunities of America's new entrepreneurial economy. Peter Drucker, the most influential and widely-read thinker and writer on modern organizations, gives us a superbly practical book that explains what established businesses, public service institutions, and new ventures have to know, have to learn, and have to do in today's economy and marketplace.
"Seminal work in Innovation but awful narration"
Businesses hoping to survive over the long term will have to remake themselves into better competitors at least once along the way. These efforts have gone under many banners: total quality management, reengineering, rightsizing, restructuring, cultural change, and turnarounds, to name a few. In almost every case, the goal has been to cope with a new, more challenging market by changing the way business is conducted. In this article, John Kotter outlines the eight largest errors that can doom these efforts.
Seth Godin, one of today's most influential business thinkers, writes best-selling books like Purple Cow and All Marketers Are Liars. And in between those annual books, he delivers a daily stream of ideas on one of the world's most popular blogs.
"Perfect when you need to boost your creativity"
Donald Trump and Robert Kiyosaki are both concerned. Their concern is that the rich are getting richer, but America is getting poorer. The entitlement mentality is epidemic, creating people who expect their country, employer, or family to take care of them. And like the polar ice caps, the middle class is disappearing. America is becoming a two-class society, and soon you will be either rich or poor. Trump and Kiyosaki want you to be rich.
Employers can choose from lots of tools when they want to encourage employees to work together toward a new corporate goal. One of the rarest managerial skills is the ability to understand which tools will work in a given situation and which will misfire.
You've just landed an interview for your dream job. If you're like most people, you'll spend hours, perhaps days, preparing for that interview. You'll research the company and industry, anticipate the questions you'll be asked, and rehearse the perfect answers. You've probably followed all the interviewing best practices: be yourself, dress appropriately, focus on your strengths, don't interrupt, and prepare questions in advance.
In 1990, IBM had its most profitable year ever. By 1993, the company was on a watch list for extinction, victimized by its own lumbering size, an insular corporate culture, and the PC era IBM had itself helped invent.
"Really enjoyed it."
"CEOs with Headsets" by Andrew Zimbalist. "The Judgment Deficit" by Amar Bhide. "Mistakes Leaders Keep Making" by Robert H. Schaffer. "Why Men Still Get More Promotions Than Women" by Herminia Ibarra, Nancy M. Carter, and Christine Silva.
In this endlessly fascinating book, New Yorker columnist James Surowiecki explores a deceptively simple idea that has profound implications: large groups of people are smarter than an elite few, no matter how brilliant. Groups are better at solving problems, fostering innovation, coming to wise decisions, even predicting the future.
"All of us are smarter than any of us"
Seeing What's Next is a framework for predicting industry winners and losers. Every day, individuals take action based on how they believe innovation will change industries. Yet these beliefs are largely based on guesswork and incomplete data, and can lead to costly errors in judgment. Internationally renowned innovation expert Clayton M. Christensen and his research partners, Scott D. Anthony and Erik A. Roth, present this guide for predicting outcomes in the evolution of any industry.
In this issue: "Corporate VCS are Moving the Goalposts" by the Editors of Harvard Business Review. "Let's Not Kill Performance Evaluations Yet" by Lori Goler, Janelle Gale, and Adam Grant. "The Problem with Legacy Ecosystems" by Maxwell Wessel, Aaron Levie, and Robert Siegel. "Right Tech, Wrong Time" by Ron Adner and Rahul Kapoor.
Even for the most gifted individuals, the process of becoming a leader is an arduous, albeit rewarding, journey of continuous learning and self-development. The initial test along the path is so fundamental that we often overlook it: becoming a boss for the first time. That's a shame, because the trials involved in this rite of passage have serious consequences for both the individual and the organization. For a decade and a half, the author has studied people making major career transitions to management.
When corporate leaders or the organizations they represent mess up, they face the difficult decision of whether to apologize publicly. A public apology is a risky move. It's highly political, and every word matters. Refusal to apologize can be smart, or it can be suicidal. Readiness to apologize can be seen as a sign of character or one of weakness. Because the stakes are so high, Barbara Kellerman says, leaders should not extend public apologies often or lightly.
In Reefer Madness, the best-selling author of Fast Food Nation investigates America's black market and its far-reaching influence on our society through three of its mainstays - pot, porn, and illegal immigrants.
Here are two surprising facts. First, the average American estimates that over 25% of the US federal budget goes to foreign aid. That is wildly off. It is actually only 1% of the federal budget, or $35 billion for all nonmilitary assistance. Second fact: just 1% of that 1% goes toward promoting entrepreneurship.
When some managers take over a new job, they hit the ground running. They learn the ropes, get along with their bosses and subordinates, gain credibility, and ultimately master the situation. Others, however, don't do so well. What accounts for the difference? In this article, first published in 1985, Harvard Business School professor John J. Gabarro relates the findings of two sets of field studies he conducted, covering 14 management successions.
Want a lesson on the future of shopping? Spend a day with Forerunner Ventures' indomitable founder, Kirsten Green.
Amy C. Edmondson, a professor of Leadership and Management at Harvard Business School, writes about how employees must feel safe admitting or reporting on failure in order for organizations to benefit from it.