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"The Strategic Leader's Roadmap provides an essential playbook for
combining business strategy with great leadership."—William P.
Lauder, Executive Chairman, The Estée Lauder Companies Inc. In The
Strategic Leader's Roadmap, Updated and Revised Edition: 6 Steps
for Integrating Leadership and Strategy, Wharton management
professors Harbir Singh and Michael Useem offer a six-point
checklist for today's leaders to follow. They explain how leading
strategically will help managers strengthen their capacity to
develop strategy and to lead its execution. Drawing on one-on-one
interviews with CEOs, in-depth research, and their experience
teaching today's executives and tomorrow's leaders, Singh and Useem
take readers into the offices—and mindsets—of some of today's
foremost strategic leaders. In this fully updated and revised
edition, Singh and Useem explore: How Indra Nooyi rose to become
CEO of PepsiCo and led its successful strategic redirection; How
Jack Ma consistently pivoted and outflanked competition to position
Alibaba to become a global behemoth; How John Chambers, executive
chairman of Cisco Systems, changed his and other company leaders'
leadership to stay ahead of disruption; How Lawrence Culp Jr., the
CEO of Danaher from 2001 to 2014 and later General Electric,
increased the market value of Danaher more than four-fold compared
to the S&P 500. Fast-reading and actionable, The Strategic
Leader's Roadmap will enable leaders at all levels to master the
abilities necessary to keep their companies ahead of the
competition.
"The Strategic Leader's Roadmap provides an essential playbook for
combining business strategy with great leadership."-William P.
Lauder, Executive Chairman, The Estee Lauder Companies Inc. In The
Strategic Leader's Roadmap, Updated and Revised Edition: 6 Steps
for Integrating Leadership and Strategy, Wharton management
professors Harbir Singh and Michael Useem offer a six-point
checklist for today's leaders to follow. They explain how leading
strategically will help managers strengthen their capacity to
develop strategy and to lead its execution. Drawing on one-on-one
interviews with CEOs, in-depth research, and their experience
teaching today's executives and tomorrow's leaders, Singh and Useem
take readers into the offices-and mindsets-of some of today's
foremost strategic leaders. In this fully updated and revised
edition, Singh and Useem explore: How Indra Nooyi rose to become
CEO of PepsiCo and led its successful strategic redirection; How
Jack Ma consistently pivoted and outflanked competition to position
Alibaba to become a global behemoth; How John Chambers, executive
chairman of Cisco Systems, changed his and other company leaders'
leadership to stay ahead of disruption; How Lawrence Culp Jr., the
CEO of General Electric, has increased efficiency by up to 900% by
undertaking a thorough examination of process and strategy.
Fast-reading and actionable, The Strategic Leader's Roadmap will
enable leaders at all levels to master the abilities necessary to
keep their companies ahead of the competition.
Exploding growth. Soaring investment. Incoming talent waves.
India's top companies are scoring remarkable successes on these
fronts - and more. How? Instead of adopting management practices
that dominate Western businesses, they're applying fresh practices
of their ownin strategy, leadership, talent, and organizational
culture. In The India Way, the Wharton School India Team unveils
these companies' secrets. Drawing on interviews with leaders of
India's largest firms - including Mukesh Ambani of Reliance
Industries, Narayana Murthy of Infosys Technologies, and Vineet
Nayar of HCL Technologies - the authors identify what Indian
managers do differently, including: Looking beyond stockholders'
interests to public mission and national purpose Drawing on
improvisation, adaptation, and resilience to overcome endless
hurdles Identifying products and services of compelling value to
customers Investing in talent and building a stirring culture The
authors explain how these innovations work within Indian companies,
identifying those likely to remain indigenous and those that can be
adapted to the Western context. With its in-depth analysis and
research, The India Way offers valuable insights for all managers
seeking to strengthen their organization's performance.
Finally! A comprehensive volume on the management of corporate
acquisitions that summarizes contemporary research, and that moves
what we know about acquisition management a step further. The book
encompasses innovative works from several countries, related to a
variety of issues; managerial motives, the role of acquisitions in
competitive strategy, as well as organizational and political
processes. Unlike several other works on acquisitions, this book
emphasizes the most critical issue faced by managers today; how to
manage successfully already acquired companies and operations. Both
researchers, managers and students of strategy and organization
will find this book an important supplement.
When Peter Drucker wrote Concept of the Corporation in 1946, he
revealed what made the large American corporation tick. Similarly,
The Art of Japanese Management by Richard Pascale in 1981 explained
the unique practices developed by the Japanese to bring that
country's economy out of the ashes. The emerging Chinese
juggernauts-the Alibabas, Lenovos, and Haiers-need similar
revelation since they are a different breed in their own right.
Little is understood about them, how they work, and what makes them
such potentially imposing competitors. Now, based on unprecedented
access to the people who have created and grown the great private
companies of China-the "General Electrics and Sonys" of that
country, Michael Useem, Harbir Singh, Peter Cappelli and Neng Liang
bring to life the distinctive practices of Chinese business leaders
as they invent their own way forward to create world-class
companies, and provide a comprehensive look at the leaders and
businesses that are the future of the Chinese economy-and major
competition to Western companies. Chinese companies are emerging on
the global stage as never before, and their leadership lessons are
invaluable in understanding and coping with their growing
commercial presence worldwide. Company managers everywhere will
want to understand China's distinct way of doing business if they
are to compete against the companies that already dominate the
domestic Chinese market and are coming to the fore in foreign
markets, including the U.S.
What does innovation mean to and in India? What are the predominant
sites of activity where Indians innovate, and under what situations
do they work or fail? This book addresses these all-important
questions arising within diverse Indian contexts: informal economy,
low-cost settings, large business groups, entertainment and
copyright industries, an evolving pharma sector, a poorly organized
and appallingly underfunded public health system, social
enterprises for the urban poor, and innovations-for-the-millions.
Its balanced perspective on India's promises and failings makes it
a valuable addition for those who believe that India's future banks
heavily on its ability to leapfrog using innovation, as well as
those sceptical of the Indian state's belief in the potential of
private enterprise and innovation. It also provides critical
insights on innovation in general, the most important of which
being the highly context-specific, context-driven character of the
innovation project.
Presenting cross-cultural research on a wide range of organizational topics, this book ranges from the individual to the macro level. Among the issues examined are: organizational trust in international settings, HRM issues in international joint ventures, developing strategic advantage across borders, and social partnerships for sustainable growth.
Presenting cross-cultural research on a wide range of organizational topics, this book ranges from the individual to the macro level. Among the issues examined are: organizational trust in international settings, HRM issues in international joint ventures, developing strategic advantage across borders, and social partnerships for sustainable growth.
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