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Harvard Business Review Press | Fall 2011
Cover: 2011 Michael Austin c/o theispot.com
TABLE O F CO N TEN TS
02
Highlights
06
Michael Beer | Flemming Norrgren and Coauthors Fred Reichheld | Rob Markey
08 09
16
Harvard Business Review Paperback Series HBRs 10 Must Reads Series Pocket Mentor Series Harvard Business Essentials Series Lessons Learned Series Harvard Business Review Classics Series
of Innovation
Scott D. Anthony
www.hbr.org/books
4
T H E P ROGRESS P RINC IP L E
Teresa Amabile | Steven Kramer
5
WHAT TO ASK T HE PERS O N IN T HE MI RRO R
Robert S. Kaplan
7
Michael Beer | Flemming Norrgren
8
TH E U LTI M ATE Q U E STI O N 2 .0
Fred Reichheld | Rob Markey
The Progress Principle equips aspiring leaders with the insights they need to maximize performance.
This book uncovers the questions leaders should ask themselves, to craft new strategies for staying on top of your game.
AU G U ST
Higher Ambition takes you inside the minds of some of the most successful and insightful leaders of our time.
This thoroughly updated and expanded edition explains how practitioners have used Net Promoter to drive extraordinary financial and competitive results.
SEP TEMBER
AUGUST
S E P T E M BE R
FALL 2 011 H I GH LI GH TS
11
M A NAGE ME NT TI PS
From Harvard Business Review
15
THE ESSEN TIAL MI CHAEL PO RT ER
Joan Magretta
17
T HE L IT T L E BL AC K BO O K O F IN N OVAT IO N
Scott D. Anthony
22
H A RVA R D B U S I N E S S R E V I E WS 1 0 M U ST READS
Paperback Series
The best management practices and insights from top thinkers in the field are now right at your fingertips.
Joan Magretta sets the record straight, providing the first concise, accessible summary of Michael Porters revolutionary thinking.
D ECE MB E R
This unique hybrid of professional memoir and business guidebook provides a powerful 28-day program for mastering innovation.
JA N UA RY
This new series from Harvard Business Review features timeless ideas and practical advice every manager should read.
US$ 24.95
OCTOBER
www.hbr.org/books
AB OUT THE AU THOR S Teresa Amabile is a professor of business administration and a director of research at Harvard Business School. The author of numerous articles and books, including Creativity in Context, she has long studied creativity, motivation, and performance in the workplace.
[ BOSTON, MA ]
AUG UST
colleagues. The worst managers undermine inner work life, often unwittingly. As Teresa Amabile and Steven Kramer explain in The Progress Principle, seemingly mundane workday events can make or break employees inner work lives. But its forward momentum in meaningful work progress that creates the best inner work lives. Through rigorous analysis of nearly 12,000 diary entries provided by 238 employees in 7 companies, the authors explain how managers can foster progress and enhance inner work life every day. The book shows how to remove obstacles to progress, including meaningless tasks and toxic relationships. It also explains how to activate two forces that enable progress: (1) catalysts events that directly facilitate project work, such as clear goals and autonomy and (2) nourishers interpersonal events that uplift workers, including
encouragement and demonstrations of respect and collegiality. Brimming with excerpts from the authors diary study and anecdotes from the companies studied, The Progress Principle equips aspiring and seasoned leaders alike with the practices and insights they need to maximize their peoples performance and engagement.
Steven Kramer is a developmental psychologist and has coauthored a number of articles in leading management periodicals, including Harvard Business Review and the Academy of Management Journal.
[ BOSTON, MA ]
A BO U T TH E AUTHO R Robert Steven Kaplan is a professor of management practice at Harvard Business School and former vice chairman of the Goldman Sachs Group. He is also co-chairman of Draper Richards Kaplan, a global venture philanthropy firm. He advises numerous companies around the world.
[ BOSTON, MA ]
AUG UST
PU B LICITY
Extensive media campaign targeting top-tier business and mainstream publications.
www.hbr.org/books
AB OUT THE AU THOR S Sylvia Ann Hewlett, economist and author of 10 high-profile books, is the founding president of the Center for Work-Life Policy and the chair of the Hidden Brain Drain Task Force a group of 60 global companies and organizations committed to fully realizing female and multicultural potential.
[ NEW YORK, NY ]
AUG UST
multinationals cant succeed in these markets. Yet theyre approaching the war in the wrong way bringing in expats and engaging in bidding wars for hotshot local male managers. The solution is hiding in plain sight: the millions of highly educated women surging into the labor markets of Brazil, Russia, India, China, and the United Arab Emirates. Increasingly, these women boast better credentials, higher ambitions, and greater loyalty than their male peers. But theres a catch: attracting and retaining talented women in emerging economies requires different strategies than those used in mature markets. In Winning the War for Talent in Emerging Markets, Sylvia Ann Hewlett and Ripa Rashid analyze these forces and present strategies for countering them, including:
Sustaining ambition through stretch opportunities and international assignments Combating cultural bias by building an infrastructure for female leadership (networks, mentors, sponsors) Introducing flexible work arrangements to accommodate family obligations Providing safe transportation, such as employer-subsidized taxi services Winning the War for Talent in Emerging Markets is required reading for all companies seeking to strengthen their talent pipeline in these rich and expanding markets.
Ripa Rashid is executive vice president of the Center for Work-Life Policy and has over 15 years experience as a management consultant in North America, Europe, Latin America, and Asia.
[ NEW YORK, NY ]
A L S O BY SYLVIA AN N HEWLETT
Top Talent
978-1-4221-4042-0 US$ 18.00 Hardcover
Higher Ambition
Organizations must choose between people and profits, right? Wrong, argue the authors of Higher Ambition. In fact, as global competition stiffens and enterprises face increasing public scrutiny, successful leaders must win on all fronts with their people, their customers, their communities, and their shareholders. Higher Ambition takes you inside the minds of some of the most successful and insightful leaders of our time: the CEOs from companies as diverse as Standard Chartered Bank, Infosys, Nokia, Cummins, IKEA, Tata, and Campbells Soup. The authors reveal how these leaders from around the world are converging on a new management paradigm that unlocks the energy and potential of their people to deliver superior economic and social value. The book identifies the specific leadership goals that are essential for achieving sustainable value across all constituencies, including how to: Find a winning approach for both people and profits Forge a successful strategic identity Build a shared commitment to excel Create a global community that embraces diversity Energize leadership at all levels With powerful stories, timely advice, and cogent insights, Higher Ambition is poised to become a management classic in the tradition of In Search of Excellence and Built to Last.
SEPTEM BER
Higher Ambition
How Great Leaders Create Economic and Social Value Michael Beer | Flemming Norrgren and Coauthors GENER A L M A NAGEM ENT
978-1-4221-5974-3 224 pages 6 1/8" x 9 1/4" US$ 29.95 Hardcover Audiovisual Rights: Authors All Other Rights: Harvard Business Review Press
PU B LICITY
Extensive media campaign targeting top-tier business and mainstream publications. Dedicated social media outreach.
www.hbr.org/books
AB OUT THE AU THOR S Fred Reichheld is a fellow at Bain & Company. He is the bestselling author of The Loyalty Effect, published by Harvard Business Review Press, as well as numerous articles published in Harvard Business Review.
[ WELLESLEY, MA ]
SEPTEM BER
Rob Markey is a partner and director in Bain & Companys New York office and head of the firms global customer strategy and marketing practice.
[ WELLESLEY, MA ]
A L S O BY F RED REICHHELD
Loyalty Rules!
978-1-59139-324-5 US$ 18.95 Paperback
PUBLI CIT Y
Extensive media campaign targeting top-tier business and mainstream publications. Dedicated social media outreach.
Capitalism at Risk
A BO U T TH E AUTHO RS Joseph L. Bower is the Baker Foundation Professor of Business Administration at Harvard Business School.
[ BOSTON, MA ]
SEPTEM BER
Herman B. Leonard is the Eliot I. Snider and Family Professor of Business Administration at Harvard Business School and the George F. Baker, Jr., Professor of Public Sector Management at Harvards Kennedy School of Government. [ BOSTON, MA ] Lynn S. Paine is the John G. McLean Professor of Business Administration at Harvard Business School.
[ BOSTON, MA ]
Capitalism at Risk
Rethinking the Role of Business Joseph L. Bower | Herman B. Leonard | Lynn S. Paine GENER A L M A NAGEM ENT
978-1-4221-3003-2 256 pages 6 1/8" x 9 1/4" US$ 29.95 Hardcover World Rights
A LSO BY J O S E P H L . B OW E R
PU B LICITY
National print and online advertising.
www.hbr.org/books
AB OUT THE AU THOR S Anthony J. Bradley is a group vice president at Gartner Research. His responsibilities include advising clients on the enterprise employment of social media and social software solutions. [ SAN ANTONIO, TX ] Mark P. McDonald is a group vice president and head of research at Gartner Executive Programs, working with executives on the business application of information technology.
[ SAINT CHARLES, IL ]
O CTO BER
Launch: creating a collaborative environment and gaining adoption Guide: participating in and influencing communities without stifling collaboration A dapt: responding creatively to change in order to better support community collaboration The Social Organization highlights the benefits and challenges of using social technology to tap the power of people, revealing what managers must do to make collaboration a source of enduring competitive advantage.
PUBLI CIT Y
Dedicated social media outreach.
10
Management Tips
As a manager, youre shouldering more and more responsibilities from maximizing your teams performance to increasing your companys market share to building profitable customer relationships. On top of all that, you need to orchestrate your own time and keep your career on track. The challenges are stacking up but youve got less and less time to figure out how to tackle them. How are you supposed to resolve this dilemma? Happily, help is on the way: the new Management Tips from Harvard Business Review. This concise, handy guide is packed with quick tips on a broad range of topics, organized into three major skills every manager must master: Managing yourself Managing your team Managing your business Drawing from HBRs popular Management Tip of the Day, this book puts the best management practices and insights from top thinkers in the field right at your fingertips. Pick it up anytime you have an issue to solve or a few minutes to spare, and youll have a fresh, powerful idea you can immediately put into action. You may not be able to do much about being time starved. But with Management Tips from Harvard Business Review, youll stand the best chance of succeeding in your role as a manager.
O CTO BER
Management Tips
From Harvard Business Review GENER A L M A NAGEM ENT
978-1-4221-5878-4 224 pages 5 1/2" x 8 1/4" US$ 18.00 Hardcover World Rights
www.hbr.org/books
11
AB OUT THE AU THORS Jeremy Hope is cofounder of the Beyond Budgeting Roundtable (BBRT) and has authored numerous books and articles on performance management, including Reinventing the CFO (2006). [ WEST YORKSHIRE, ENGLAND ] Steve Player is the director of BBRT North America and coauthor of Future Ready (2010). [ DALLAS, TX ]
O CTO BER
BO O K JAC K ET N OT AVA IL A B LE
But just 30 percent of these tools deliver as intended. Why? As Jeremy Hope and Steve Player reveal in Beyond Performance Management, while many tools are sound in theory, theyre misused by most organizations. For example, executives buy and implement a tool without first asking, What problem are we trying to solve? And they use tools to command and control frontline teams, not empower them a serious and costly mistake. In this eminently useful, clear-eyed book, the authors critically review dozens of wellknown management tools from mission statements, balanced scorecards, and rolling forecasts to key performance indicators, Six Sigma, and performance appraisals. They explain how to select the right tools for your organization, how to implement them correctly, and how to extract maximum value from each.
Brimming with rigorous analysis and solid advice, Beyond Performance Management helps you swiftly gauge the value of each management tool and navigate the increasingly crowded field of offerings so the tools you select deliver fully on their promises.
PUBLI CIT Y
Advertising in key management publications.
A L S O BY JEREMY HO P E
Beyond Budgeting
9781-57851-866-1 US$ 35.00 Hardcover
12
India Inside
Thanks to its ability to innovate, the developed world will always have a distinct advantage over the developing world, right? Not according to leading management experts Nirmalya Kumar and Phanish Puranam. In India Inside, the authors draw on their research to show how India is already turning this assumption on its head often in ways invisible to consumers in the developed world. Through their research and extensive interviews with India-based executives from such companies as AstraZeneca, GE, Infosys, Intel, and Wipro, the authors unveil the dramatic rise in invisible innovation occurring in India from B2B products and R&D outsourcing to process and management innovation. The book also illuminates Indian companies growing ability to innovate consumer products that are compact, lowcost, efficient, and robust in the face of harsh environmental conditions. The authors analysis makes clear that for certain kinds of innovation, the long-held monopoly of the developed world is over. India Inside provides a wake-up call for executives and policy makers in the developed world and a clear-eyed view of both the challenges and the opportunities facing multinationals seeking new sources of innovation in the future.
NOV EM BER
India Inside
The Emerging Innovation Challenge to the West Nirmalya Kumar | Phanish Puranam INNOVATION
978-1-4221-5875-3 200 pages 6 1/8" x 9 1/4" US$ 29.95 Hardcover World Rights
Marketing as Strategy
978-1-59139-210-1 US$ 35.00 Hardcover
www.hbr.org/books
13
AB OUT THE AU THOR Baruch Lev is the Philip Bardes Professor of Accounting and Finance at New York Universitys Stern School of Business and the director of both the Vincent C. Ross Institute for Accounting Research and the Project for Research on Intangibles. He is a permanent visitor at cole Nationale Des Ponts and Chausses (Paris) and City University Business School (London).
[ NEW YORK, NY ]
NOV EM BER
BO O K JAC K ET N OT AVA IL A B LE
alienating investors as well as employees, consumers, and suppliers which can erode your earnings and stock price. In Winning Investors Over, Baruch Lev draws on his own and other finance scholars research to present authoritative, often surprising instructions for dealing intelligently with Wall Street and boosting your companys earnings and stock price. Through rigorous data analysis and real-life cases, Lev shows how to: Understand and address investors concerns to secure ongoing funding and support from the capital markets Deliver disappointing news effectively to investors Build, rebuild, and maintain credibility on Wall Street
Buy time for your companys recovery from activist shareholders and hedge fund raiders Structure your compensation to win shareholders support Winning Investors Over demonstrates that despite the uncertainty that characterizes Wall Street today, you can still craft a mutually beneficial, long-term partnership with investors.
PUBLI CIT Y
Extensive media campaign targeting top-tier business and mainstream publications.
14
A BO U T TH E AUTHO R Joan Magretta has worked with Michael Porter for almost two decades. She is a senior associate at the Institute for Strategy and Competitiveness at Harvard Business School, a McKinsey Award winner, and author of What Management Is, a top pick of its year by The Economist. She was a Bain partner and strategy editor of Harvard Business Review.
[ CAMBRIDGE, MA ]
DECEM BER
www.hbr.org/books
15
AB OUT THE AU THOR S John Coleman earned an MBA from Harvard Business School, where he was a Deans Award winner, and an MPA from Harvard Kennedy School, where he was a Zuckerman Fellow and a George Fellow.
[ ATLANTA, GA ]
DEC EM BER
BO O K JAC K ET N OT AVA IL A B LE
In Passion and Purpose, dozens of recent Harvard Business School MBAs share personal stories on assuming the mantle of leadership in ways unlike any previous generation. In candid accounts of their successes and setbacks from launching startups to taking on the family business to helping kids in the Arabian Gulf to harnessing new technology and developing clean energy they reveal how the next generation of ideas, aspirations, and practices are shaping business and redefining leadership around the world. Drawing on insights from a survey of 500 students from top U.S. business schools, Passion and Purpose provides an overview of big, hot-button issues, followed by firsthand accounts from young leaders who are tackling these issues head-on. Their personal stories are rounded out with broader perspectives from established
luminaries in business, academia, and the public sector, including Dominic Barton (CEO of McKinsey & Company), Nitin Nohria (dean of Harvard Business School), David Gergen (CNN analyst, presidential adviser and director of Harvards Center for Public Leadership), Carter Roberts (CEO of World Wildlife Fund), and many others. Passion and Purpose offers profound insight into the values and vision of tomorrows leaders, and inspiration and ideas for all aspiring leaders who hope to lead change in the world.
Daniel Gulati holds an MBA from Harvard Business School, where he was a Baker Fellow and an Arthur Rock Entrepreneurship Fellow, and is the founding CEO of FashionStake, a venturebacked fashion company.
[ CAMBRIDGE, MA ]
W. Oliver Segovia received an MBA with distinction from Harvard Business School.
[ MAKATI CITY, PHILIPPINES ]
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A BO U T TH E AUTHO R Scott D. Anthony is the managing director of Innosight, a global strategic innovation consulting and investment firm. He is the head of Innosights Asian headquarters in Singapore. He has worked with clients ranging from national governments to companies in industries as diverse as health care, telecommunications, consumer products, and software. He has authored The Silver Lining and coauthored Seeing Whats Next and The Innovators Guide to Growth.
[ SINGAPORE/CAMBRIDGE, MA ]
JANUARY
A LSO BY S COT T D. A N T H O NY
www.hbr.org/books
17
AB OUT THE AU THOR Joel Kurtzman is a principal at Kurtzman Group and a senior fellow at the Milken Institute. He has published twenty books, including The Death of Money, MBA in a Box, and Global Edge. He was previously editor-in-chief of Harvard Business Review and founded Strategy+Business.
[ SANTA MONICA, CA ]
What opportunities and risks come with fluctuations in global currency values How banking regulations and the Federal Reserve are reshaping business Armed with this concise, engaging guide, Kurtzman shows you how to distill relevant data from the flood of information you receive each day and use it to make the right decisions for your company.
A L S O BY JO EL KURTZ MAN
Global Edge
978-1-4221-0346-3 US$ 29.95 Hardcover
18
CHRISTOPHER MEYER
For half a century the U.S. sat at the center of the global economic system, and Western-style capitalism dominated. Now its no secret that the center of gravity is shifting. The advanced economies that in 2000 consumed 75 percent of the worlds output will, by 2050, consume just 32 percent. Meanwhile, the emerging economies of the world Brazil, India, China, and others will surge forward. As these fast-growing, low-income economies mature, will they adopt the practices of the old guard? Or make their own way and create the next prevailing version of capitalism? What new opportunities will that create for firms around the world? Standing on the Sun tackles these questions with fresh ideas and provocative examples. Based on firsthand observations of companies defying capitalisms old rules yet prospering, the authors outline new principles for commercial success. Among them are these: The obsession with return on equity gives way to more broad-based measurements of success. Adam Smiths invisible hand of the market is redeemed by the invisible handshake of collaborative networks. Businesses take ownership of the impacts they now call externalities. Those who need to understand the emerging shape of global capitalism will benefit from reading Standing on the Sun.
A BO U T TH E AUTHO RS Christopher Meyer is founder of Monitor Talent, a unit of Monitor Group, and writes frequently on business strategy. Among his past books are Blur: The Speed of Change in the Connected Economy and Future Wealth.
[ CAMBRIDGE, MA ]
F EBRUARY
A LSO BY CH R ISTO P HE R M E Y E R
Future Wealth
978-1-57851-194-5 US$ 27.50 Hardcover
PU B LICITY
Top-tier business and general interest media attention and broadcast campaign.
www.hbr.org/books
19
Uncommon Service
FRANCES FREI AND ANNE MORRISS
In Uncommon Service, Frances Frei and Anne Morriss explain how, in a volatile economy where the old rules of strategic advantage no longer hold true, service must become a competitive weapon, not a damage-control function. That means weaving service tightly into every core decision your company makes. The authors reveal a transformed view of service, presenting an operating model built on tough choices organizations must make: ow do customers define excellence in your offering? Is it convenience? H Friendliness? Flexible choices? Price? How will you get paid for that excellence? Will you charge customers more? Get them to handle more service tasks themselves? How will you empower your employees to deliver excellence? What will your recruiting, selection, training, and job design practices look like? What about your organizational culture? How will you get your customers to behave? For example, what do you need to do
AB OUT THE AU THOR S Frances Frei is UPS Foundation Professor of Service Management at Harvard Business School, where she developed the schools successful managing service operations course.
[ BOSTON, MA ]
F EBRUARY
Anne Morriss is the managing director of the Concire Leadership Institute, a consulting firm that helps leaders to surface and remove performance barriers.
[ BOSTON, MA ]
Uncommon Service
How to Win by Putting Customers at the Core of Your Business Frances Frei | Anne Morriss GENE RA L MA N AG E MEN T
978-1-4221-3331-6 256 pages 6 1/8" x 9 1/4" US$ 29.95 Hardcover Audiovisual rights: Authors All Other Rights: Havard Business Review Press
to get them to treat your employees with respect? Do you need to make it easier for them to use new technology? Practical and engaging, Uncommon Service makes a powerful case for a new and systematic approach to service as a means of boosting productivity, profitability, and competitive advantage.
PUBLI CIT Y
Dedicated social media outreach.
20
M ANAG IN G OT H E R S
HBR on Finding & Keeping the Best People 978-1-4221-6254-5 HBR on Building Better Teams 978-1-4221-6234-7 HBR on Collaborating Effectively 978-1-4221-6264-4 HBR on Inspiring & Executing Innovation 978-1-4221-6261-3
www.hbr.org/books
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P R EV I OUSLY RELEASED
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PRE VIOUSLY R E L E AS E D
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 Developing a Business Case 978-1-4221-2976-0 Developing Employees 978-1-4221-2885-5 Dismissing an Employee 978-1-4221-1884-9 Executing Innovation 978-1-4221-2881-7 Executing Strategy 978-1-4221-2889-3 Focusing on Your Customer 978-1-4221-2975-3 Fostering Creativity 978-1-4221-2893-0 Giving Feedback 978-1-4221-0348-7 Giving Presentations 978-1-4221-1475-9 Hiring an Employee 978-1-4221-2582-3 Improving Business Processes 978-1-4221-2973-9 Laying Off Employees 978-1-4221-2968-5 Leading People 978-1-4221-0349-4 Leading Teams 978-1-4221-0184-1 Leading Virtual Teams 978-1-4221-2886-2 Making Decisions 978-1-4221-2871-8 Managing Change 978-1-4221-2969-2 Managing Confrontations 978-1-4221-2508-3 Managing Crises 978-1-4221-2274-7 Managing Diversity 978-1-4221-2880-0 Managing Projects 978-1-4221-0187-2 Managing Stress 978-1-4221-1875-7 Managing Teams 978-1-4221-2974-6 Managing Time 978-1-4221-0186-5 Managing Up 978-1-4221-2277-8 Measuring Performance 978-1-4221-2970-8 Negotiating Outcomes 978-1-4221-1476-6 Persuading People 978-1-4221-2273-0 Running Meetings 978-1-4221-0185-8 Setting Goals 978-1-4221-2891-6 Shaping Your Career 978-1-4221-1876-4 Thinking Strategically 978-1-4221-2971-5 Understanding Finance 978-1-4221-1883-2 Understanding Marketing 978-1-4221-2892-3 Writing for Business 978-1-4221-1472-8
www.hbr.org/books
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P R EV I OUSLY RELEASED
Business Communications 978-1-59139-113-5 US$ 19.95 Coaching and Mentoring 978-1-59139-435-8 US$ 19.95 Creating Teams with an Edge 978-1-59139-290-3 US$ 19.95 Hiring and Keeping the Best People 978-1-57851-875-3 US$ 19.95 The Innovators Toolkit 978-1-4221-9990-9 US$ 24.95 Managers Toolkit 978-1-4221-1868-9 Hardcover US$ 29.95 Managers Toolkit 978-1-59139-289-7 US$ 24.95 Managing Change and Transition 978-1-57851-874-6 US$ 19.95 Managing Creativity and Innovation 978-1-59139-112-8 US$ 19.95 Managing Projects Large and Small 978-1-59139-321-4 US$ 19.95 Marketers Toolkit 978-1-59139-762-5 US$ 24.95 Negotiation 978-1-59139-111-1 US$ 19.95 Performance Management 978-1-59139-842-4 US$ 19.95 Power, Influence, and Persuasion 978-1-59139-631-4 US$ 19.95 Strategy 978-1-59139-632-1 US$ 19.95 Time Management 978-1-59139-633-8 US$ 19.95
GE NERA L MA N AG E ME N T
Crisis Management 978-1-59139-437-2 US$ 19.95 Decision Making: 5 Steps to Better Results 978-1-59139-761-8 US$ 19.95 Entrepreneurs Toolkit 978-1-59139-436-5 US$ 24.95 Finance for Managers 978-1-57851-876-0 US$ 19.95
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P REV IOUSLY R E L E AS E D
Communicating Clearly 978-1-4221-3983-7 Crisis as Opportunity 978-1-4221-3980-6 Doing Business Ethically 978-1-4221-3985-1 Doing Business Globally 978-1-4221-2647-9 Executing for Results 978-1-4221-2641-7 Going Green 978-1-4221-2643-1 Leading by Example 978-1-4221-1859-7 Leveraging Technology 978-1-4221-3989-9 Loving Your Work 978-1-4221-3986-8 Making Customers Matter 978-1-4221-3988-2 Making the Sale 978-1-4221-2302-7 Managing Change 978-1-4221-1858-0 Managing Your Career 978-1-4221-1861-0 Motivating People 9781-4221-3981-3 Never Stop Learning 978-1-4221-3990-5 Overcoming Obstacles 978-1-4221-3982-0 Sparking Innovation 978-1-4221-2642-4 Succeeding in China 978-1-4221-3987-5 Unleashing Talent 978-1-4221-3984-4 Weathering the Storm 978-1-4221-3979-0
www.hbr.org/books
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P R EV I OUSLY RELEASED
Managing Oneself By Peter F. Drucker 978-1-4221-2312-6 Managing Your Boss John J. Gabarro and John P. Kotter 978-1-4221-2288-4 The Discipline of Teams Jon R. Katzenbach and Douglas K. Smith 978-1-4221-7975-8 A Country Is Not a Company Paul Krugman 978-1-4221-3340-8 Do You Want to Keep Your Customers Forever? B. Joseph Pine II, Don Peppers, and Martha Rogers 978-1-4221-4027-7 Strategic Intent By Gary Hamel and C. K. Prahalad 978-1-4221-3654-6 The Necessary Art of Persuasion Jay A. Conger 978-1-4221-2671-4
GE NERA L MA N AG E ME N T
How to Write a Great Business Plan William A. Sahlman 978-1-4221-2142-9 Marketing Myopia Theodore Levitt 978-1-4221-2601-1 One More Time: How Do You Motivate Employees? Frederick Herzberg 978-1-4221-2599-1
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N OTES
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FALL 2011