In this issue: "Do Search Ads Really Work?" by the Editors of Harvard Business Review; "Strategy in the Age of Superabundant Capital" by Michael Mankins, Karen Harris, and David Harding; "Bursting the CEO Bubble" by Hal Gregersen; "Hiring an Entrepreneurial Leader" by Timothy Butler; "What's the Value of a Like?" by Leslie K. John, Daniel Mochon, Oliver Emrich, and Janet Schwartz; "The New Sales Imperative" by Nicholas Toman, Brent Adamson, and Cristina Gomez; and "Restructure or Reconfigure" by Stéphane J.G. Girod and Samina Karim.
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.
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."
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.
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.
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"
Management behaviors that foster employee engagement.
Arthur Levitt was the Chairman of the Securities and Exchange Commission. For years, he attempted to regulate accounting firms, corporate reporting, and brokerages, but the political cost was so high that he had to resign. Now, as a free agent, he goes to bat for the common investor and tells it like it is. He tells us how investors today are being fed lies and distortions.
Albert-Laszlo Barabasi traces the fascinating history of connected systems. Understanding the structure and behavior of networks will forever alter our world, allowing us to design the "perfect" business or stop a disease outbreak before it goes global.
What does the world want? According to John Battelle, a company that answers that question can unlock the most intractable riddles of both business and culture. And for the past few years, that's exactly what Google has been doing.
"A bit outdated but still fascinating"
Alex Rawson and Ewan Duncan, partners in McKinsey's Seattle office, and Conor Jones, a partner in its Dublin office, write about why it's the customer's end-to-end journey that is most important - not touchpoints.
Consumers want results-not sympathy.
Think back to the last team project you participated in at work. How did the person running the project lead the group? Did they lead by presenting a plan and using their authority to insist that others follow along?
"How to Place Your Chips on Electric Cars" is from the January 19, 2017 Markets section of The Wall Street Journal. It was written by Stephen Wilmot and narrated by Alexander Quincy.
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"
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.
In this issue: "The Power of Positive Surveying" by the Editors of Harvard Business Review; "Curing the Addiction to Growth" by Marshall Fisher, Vishal Gaur, and Herb Kleinberger; "Are You Solving the Right Problems?" by Thomas Wedell-Wedellsborg; "The Neuroscience of Trust" by Paul J. Zak; and "Kick-Ass Customer Service" by Matthew Dixon, Lara Ponomareff, Scott Turner, and Rick DeLisi.
There is no one better qualified to tell us about the failures of the American financial system and the grotesque abuses that have taken place in recent years than John C. Bogle, founder and former chief executive of the Vanguard mutual-fund group. This legendary mutual-fund pioneer has witnessed firsthand the innermost workings of the financial industry for more than 50 years and has set the standards for sound investment strategies and stewardship.
Innovation gets rediscovered as a growth enabler every half dozen years. Too often, grand declarations about innovation are followed by mediocre execution that produces anemic results, and innovation groups are quietly disbanded. Each managerial generation embarks on the same enthusiastic quest for the next new thing. And each faces the same challenges to protect existing critical revenue streams while supporting new concepts that may be crucial to future success.