Böcker utgivna av Harvard Business Review Press

"Consider the most famous music group in history. What would the world be like if the Beatles never existed? This was the question posed by the playful, thought-provoking 2019 film Yesterday, in which a young, completely unknown singer starts performing Beatles hits to a world that has never heard them. Would the Fab Four's songs be as phenomenally popular as they are in our own Beatle-infused world? The movie asserts that they would, but is that true? Was the success of the Beatles essentially inevitable due to their amazing, matchless talent? Maybe. It's hard to imagine our world without its stars and celebrity geniuses-they become a part of our culture and history, seeming permanent and preordained. But as Harvard law professor (and passionate Beatles fan) Cass Sunstein shows in this startling book, that is far from the case. Focusing on both famous and forgotten (or simply overlooked) artists and luminaries in music, literature, business, science, politics, and other fields, he explores why some individuals become famous and others don't and offers a new understanding of the role of greatness, luck, and contingency in the achievement of fame. First, Sunstein examines recent research-on informational cascades, power laws, network effects, and group polarization-to probe the question of how people become famous. He explores what ends up in the history books, in the great religious texts, and in the literary canon-and how that changes radically over time. He delves into the rich and entertaining stories of a diverse cast of famous characters, from John Keats, William Blake, and Jane Austen to Bob Dylan, Ayn Rand, and Stan Lee-as well as John, Paul, George, and Ringo. How to Become Famous takes you on a fun, captivating, and at times profound journey that will forever change your perspective on the latest celebrity's "fifteen minutes," the nature of memory, success and failure in business, and our enduring fascination with fame"--

"Christensen and Raynor give advice on the business decisions crucial to achieving truly disruptive growth and propose guidelines for developing your own disruptive growth engine. The authors identify the forces that cause managers to make bad decisions as they package and shape new ideas--and offer new frameworks to help create the right conditions, at the right time, for a disruption to succeed. This is a must-read for all senior managers and business leaders responsible for innovation and growth, as well as for members of their teams." --

"AI is coming fast and will affect every part of a business, including the role of the leader. And up until now, leaders have largely ceded their role in the transformation-pushing determination of strategy out to tech teams and leaving investment decisions with groups that don't have a full view of the organization. Just when responsible leadership is more imperative than ever, leaders are not stepping up to understand and execute in the new world of human-machine collaboration. A generation of AI transformation failures awaits if leaders don't connect their use of AI to their strategies. This book helps leaders retake control of the wildly rapid deployment of AI across organizations. It outlines cleanly and concisely nine actions leaders need to take to successfully steward a transition to a more AI-centric future that will lead to growth for all-companies and workers-and avoid the kinds of mistakes that author David De Cremer has seen many early adopters already make. This is not a book about AI technology itself or the latest developments in machine learning but rather a clarion call for leaders to take their rightful place at the front of the AI revolution and lead their organization into the new world"--

"Did the title of this book get your attention? Good. Because as silly as it is, the idea behind it is serious, earnest, and authentic: you can't become a sustainable operation if you're doing the right things in the wrong place, or at the wrong time. So how do you know how to become more sustainable? Many businesses are in the dark about how to actually do better for the planet and people in the supply chain while growing their margin. Consumers and critics often think that a company could be more sustainable if it would just spend more, if executives would just flip some sustainability switch. But Maisie Ganzler knows there's not simply one switch. There are dozens of them, and they need flipping every day. The complexities of national and even global supply chains, competing priorities, and the challenge of messaging make authentically greening a company much harder than just writing a bigger check. But it can be done, and Ganzler will show you how with her five big lessons from three decades of successes and failures leading a $2 billion corporation toward a more sustainable future. Join Ganzler as she takes you to pig farms and boardrooms, factories and farmers markets, teaching you not only how to operate more sustainably but also how to get the credit you deserve for doing it. No matter your industry, Ganzler's stories from the front lines in the food business will inspire and educate you on what it takes to get sustainability right"--

The missing link between teams and performance? Emotional intelligence.Great teams can sometimes feel like magic. It's hard to pin down just why they work so well. But what seems like magic is explainable, and replicable. It starts with team culture.Much has been written about the power of emotional intelligence at the individual level, but little has been said about the benefits of this concept for groups. In this book, social and organizational psychologist and professor Vanessa Urch Druskat combines thirty years of research and team development to present a model for building and leading emotionally intelligent teams. She offers practical advice on how to: Create a solid foundation of team norms and behaviorsUnderstand how team members support one another to reduce toxic conflict, demonstrate caring, and build a sense of belongingSupport expression, build optimism, and solve problems proactivelyIncrease team trust, psychological safety, and innovationBy reading The Emotionally Intelligent Team, leaders and aspiring leaders alike will learn how to develop a strong team culture that motivates and sustains improved team collaboration and performance.

A fresh, research-based look at how companies can better compete, on their own terms, with tech giants—from a Harvard Business School professor and a former Bloomberg journalist.Companies are fighting the wrong battle. The consensus has been to learn the best practices from tech giants and then imitate them. But new paths for growth aren't created by imitation; they're forged by radical differentiation.In Smart Rivals, Harvard Business School professor Feng Zhu and former Bloomberg journalist Bonnie Yining Cao show business leaders how to create competitive advantages by offering product features and benefits that tech giants and other competitors cannot match in the digital/AI age.Taking readers on a global journey, Zhu and Cao showcase a variety of companies—including Domino's, Nike, and Sephora—and fascinating case studies, such as Belle, the leading women's footwear retailer in China; EbonyLife, Nigeria's top media conglomerate; and Telepass, Italy's popular electronic toll payment service. Through these diverse examples, they illustrate how companies identify their path for growth in the digital age by leveraging their unique capabilities.Drawing on original research and insights gleaned from leaders in a wide range of industries, Smart Rivals is a blueprint for uncovering your company's hidden strengths. It will help you spark innovative solutions and capabilities—including new products, services, strategies, and advantages—that mere imitation could never provide.

Understanding the ground rules of climate change for business. Climate has changed the game for business around the world. With climate-related disasters causing billions in damage and public pressure rising, over 100 nations have set 2050 net-zero carbon-emissions targets within the framework of the 2015 Paris Agreement. Thousands of companies have registered with the Carbon Disclosure Project. In a recent survey of large, global firms, one-third reported that climate change was already affecting their operations. Business leaders need help navigating this complex, fast-changing environment. In the flood of new policies and information, how can you tell what news matters, and its impact? Which arguments and reports are grounded in sound science and economics, and which are not?This indispensable guidebook by Harvard Business School professor and policy expert Gunnar Trumbull answers this need. As managers around the world confront and educate themselves about how climate change is affecting their businesses, A Concise Business Guide to Climate Change provides a single, short, and accessible account of the information crucial to understanding and addressing these new challenges. What causes climate change? How do countries and companies measure their climate impact? What is the role of carbon markets? How are governments responding? What kind of corporate emissions targets make sense, and how can they be achieved? In crisp, reader-friendly, and data-rich chapters, this book presents the basic scientific, economic, policy, and accounting frameworks that managers need to answer these questions. Whether you read it from start to finish for a complete overview or use it as a reference when confronted with specific challenges, let this book be your go-to business guide for dealing with climate change.

"As the pandemic waned, we returned to sparsely populated offices and empty conference rooms. Our working life had been transformed, seemingly overnight. But the truth is that the ever-growing digital wave has long been breaking down organizational boundaries and increasing open innovation, including the use of crowdsourcing platforms as a talent solution. Now the imperative is clear: adapt to and leverage this new, digitally enabled world of "open talent"-or get left behind. In this eye-opening, essential guidebook for the new world of work, John Winsor and Jin Paik, leaders at the Laboratory for Innovation Science at Harvard, show how the massive reset of the pandemic allowed talented workers everywhere to exit their jobs without leaving the workforce. Now some are freelancing for multiple companies or starting small businesses, leaving hiring managers scratching their heads over a workforce gone AWOL. What's more, talent has more power than ever using platforms such as Freelancer.com, Fiverr, and Upwork, setting their own terms for work: what, where, when, and at what price. How can companies adapt? The key, the authors argue, is shifting to a more "distributed" idea of the organization that revolves around talent (people) and projects, not divisions and offices. In this new model, which the authors call a networked organization, talent is culled from both inside and outside the organization, dispensing with siloed approaches to talent acquisition and instead viewing talent through a single lens: as a global ecosystem that can be tapped as needed. With rich stories, keen insights, and an abundance of practical advice, Winsor and Paik provide a new framework and operating model for transforming your organization into a talent-orchestrating, problem-solving machine"--

"With the proliferation of social media, the intense pressure to succeed, and our overreliance on external rewards, metrics, and validation, FOPO is running rampant. Our concern with what other people think about us has become an irrational, unproductive, and unhealthy obsession in the modern world. And its negative effects reach into all aspects of our lives. In The First Rule of Mastery, Michael Gervais shows us the key to leading a high-performance life is to redirect our attention from the world outside us to the world inside us. As one of the world's leading experts on the relationship between the mind and human performance, Gervais takes an in-depth look at the noxious effects of FOPO while laying out the mental skills and practices we need to achieve personal excellence--the same skills he's taught to the top performers in the world including sports MVPs and Fortune 100 leaders and teams. Filled with fascinating stories from the worlds of sports and business, leading-edge science, and insights from the popular Finding Mastery podcast, The First Rule of Mastery is a much-needed wake-up call that when we give more value to other people's opinions than our own, we live life on their terms, not ours"--

"From healthcare facilities to call centers, fulfillment centers to factories, and restaurants to retail stores, companies are struggling to find or keep workers, because the jobs they offer are low-paying, stressful, and provide little chance for growth and success. Workers want good jobs, and many leaders want to provide them. But they don't think they can offer higher pay and more motivating work without hurting the bottom line. Most business leaders want to win with customers, but their companies are hobbled by a host of service and operational problems largely driven by high employee turnover--turnover that's partly driven by low pay. It is indeed a vicious cycle, and Zeynep Ton is here to show you the way out: why good jobs combined with strong operations lead to higher productivity and increased competitiveness for the business."--

"Covid. Climate change. Refugee resettlement. Global supply chains. We are facing a new generation of complex problems, stretching across the public and private sectors and flowing over organizational boundaries. Historically we have looked to government for big solutions, but the reality is, the government we have now is a poor match for the problems we face. It is trapped in organizational boxes and handicapped by leaders who, too often, try to manage problems from the top down. We need a fresh, new approach. As executive director of Deloitte's Center for Government Insights, William D. Eggers and public management scholar Donald F. Kettl show in this indispensable book, we need a government of bridgebuilders, public managers and leaders who collaborate with partners, both inside and outside government, to get the job done. They manage horizontally instead of vertically; they see their role as connectors; and they identify which players have the assets needed to solve the problems at hand. Each chapter examines one of the ten core principles of bridgebuilding and features practical tips and dynamic cases of how effective leaders have put each principle to work. Also included: a special section on creating a 100-day bridgebuilding plan. Throughout, Eggers and Kettl tell fascinating and instructive stories of bridgebuilders who are transcending boundaries, partnering across sectors, and getting sh*t done. Government can't reorganize itself out of the challenges it faces or muscle its way through with a command-and-control approach to problem solving. Bridgebuilders provides a new model that current public managers and leaders, as well as young people aspiring to public service, can learn and apply right now to transform government performance and restore public trust"--