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Keep shareholders happy and manage for the long term. Earning a
board seat is a rite of passage. But directors must juggle many
responsibilities, from steering company strategy, managing risk,
and appointing leaders to setting the right incentives, meeting
shareholder expectations, and dealing with activist investors. How
do you balance it all? If you read nothing else on boards, read
these 10 articles by experts in the field. We've combed through
hundreds of articles in the Harvard Business Review archive and
selected the most important ones to help you set your board up for
success. This book will inspire you to: Ensure you have directors
who can meet company goals Establish a robust succession-planning
process Encourage the risk-taking that will generate breakthrough
innovation Prioritize the health of the enterprise without
neglecting shareholders Provide the critical support a new CEO
needs to succeed Ignite nonprofit board members by engaging them in
work that matters Take on the world's toughest economic, social,
and environmental problems This collection of articles includes
"What Makes Great Boards Great," by Jeffrey A. Sonnenfeld;
"Building Better Boards," by David A. Nadler; "The Error at the
Heart of Corporate Leadership," by Joseph L. Bower and Lynn S.
Paine; "The New Work of the Nonprofit Board," by Barbara E. Taylor,
Richard P. Chait, and Thomas P. Holland; "Dysfunction in the
Boardroom," by Boris Groysberg and Deborah Bell; "The Board's New
Innovation Imperative," by Linda A. Hill and George Davis;
"Managing Risks: A New Framework," by Robert S. Kaplan and Anette
Mikes; "Ending the CEO Succession Crisis," by Ram Charan; "Comp
Targets That Work," by Radhakrishnan Gopalan, John Horn, and Todd
Milbourn; and "Sustainability in the Boardroom," by Lynn S. Paine.
HBR's 10 Must Reads paperback series is the definitive collection
of books for new and experienced leaders alike. Leaders looking for
the inspiration that big ideas provide, both to accelerate their
own growth and that of their companies, should look no further.
HBR's 10 Must Reads series focuses on the core topics that every
ambitious manager needs to know: leadership, strategy, change,
managing people, and managing yourself. Harvard Business Review has
sorted through hundreds of articles and selected only the most
essential reading on each topic. Each title includes timeless
advice that will be relevant regardless of an ever-changing
business environment.
Is your business playing it safe—or taking the right
risks? If you read nothing else on managing risk, read these 10
articles. We've combed through hundreds of Harvard Business Review
articles and selected the most important ones to help your company
make smart decisions and thrive, even when the future is unclear.
This book will inspire you to: Avoid the most common errors in risk
management Understand the three distinct categories of risk and
tailor your risk-management processes accordingly Embrace
uncertainty as a key element of breakthrough innovation Adopt best
practices for mitigating political threats Upgrade your
organization's forecasting capabilities to gain a competitive edge
Detect and neutralize cyberattacks originating inside your company
This collection of articles includes "Managing Risks: A New
Framework," by Robert S. Kaplan and Anette Mikes; "How to Build
Risk into Your Business Model," by Karan Girotra and Serguei
Netessine; "The Six Mistakes Executives Make in Risk Management,"
by Nassim N. Taleb, Daniel G. Goldstein, and Mark W. Spitznagel;
"From Superstorms to Factory Fires: Managing Unpredictable
Supply-Chain Disruptions," by David Simchi-Levi, William Schmidt,
and Yehua Wei; "Is It Real? Can We Win? Is It Worth Doing?:
Managing Risk and Reward in an Innovation Portfolio," by George S.
Day; "Superforecasting: How to Upgrade Your Company's Judgment," by
Paul J. H. Schoemaker and Philip E. Tetlock; "Managing 21st-Century
Political Risk," by Condoleezza Rice and Amy Zegart; "How to
Scandal-Proof Your Company," by Paul Healy and George Serafeim;
"Beating the Odds When You Launch a New Venture," by Clark Gilbert
and Matthew Eyring; "The Danger from Within," by David M. Upton and
Sadie Creese; and "Future-Proof Your Climate Strategy," by Joseph
E. Aldy and Gianfranco Gianfrate.
Here is the book - by the recognized architects of the Balanced
Scorecard - that shows how managers can use this revolutionary tool
to mobilize their people to fulfill the company's mission. More
than just a measurement system, the Balanced Scorecard is a
management system that can channel the energies, abilities, and
specific knowledge held by people throughout the organization
toward achieving long-term strategic goals. Kaplan and Norton
demonstrate how senior executives in industries such as banking,
oil, insurance, and retailing are using the Balanced Scorecard both
to guide current performance and to target future performance. They
show how to use measures in four categories - financial
performance, customer knowledge, internal business processes, and
learning and growth - to align individual, organizational, and
cross-departmental initiatives and to identify entirely new
processes for meeting customer and shareholder objectives. The
authors also reveal how to use the Balanced Scorecard as a robust
learning system for testing, gaining feedback on, and updating the
organization's strategy. Finally, they walk through the steps that
managers in any company can use to build their own Balanced
Scorecard. The Balanced Scorecard provides the management system
for companies to invest in the long term - in customers, in
employees, in new product development, and in systems - rather than
managing the bottom line to pump up short-term earnings. It will
change the way you measure and manage your business.
A year's worth of management wisdom, all in one place. We've
reviewed the ideas, insights, and best practices from the past year
of Harvard Business Review to keep you up-to-date on the most
cutting-edge, influential thinking driving business today. With
authors from Michael E. Porter to Daniel Kahneman and company
examples from P&G to Adobe, this volume brings the most current
and important management conversations to your fingertips. This
book will inspire you to: Reconsider what keeps your customers
coming backCreate visualizations that send a clear messageAssess
how quickly disruptive change is coming to your industryBoost
engagement by giving your employees the freedom to break the
rulesUnderstand what blockchain is and how it will affect your
industryGet your product in customers' hands faster by accelerating
your research and development phase This collection of articles
includes "Customer Loyalty Is Overrated," by A.G. Lafley and Roger
L. Martin; "Noise: How to Overcome the High, Hidden Cost of
Inconsistent Decision Making," by Daniel Kahneman, Andrew M.
Rosenfield, Linnea Gandhi, and Tom Blaser; "Visualizations That
Really Work," by Scott Berinato; "Right Tech, Wrong Time," by Ron
Adner and Rahul Kapoor; "How to Pay for Health Care," by Michael E.
Porter and Robert S. Kaplan; "The Performance Management
Revolution," by Peter Cappelli and Anna Tavis; "Let Your Workers
Rebel," by Francesca Gino; "Why Diversity Programs Fail," by Frank
Dobbin and Alexandra Kalev; "What So Many People Don't Get About
the U.S. Working Class," by Joan C. Williams; "The Truth About
Blockchain," by Marco Iansiti and Karim R. Lakhani; and "The Edison
of Medicine," by Steven Prokesch.
In a world of stiffening competition, business strategy is more
crucial than ever. Yet most organizations struggle in this
area--not with formulating strategy but with executing it, or
putting their strategy into action. Owing to execution failures,
companies realize just a fraction of the financial performance
promised in their strategic plans. It doesn't have to be that way,
maintain Robert Kaplan and David Norton in The Execution Premium.
Building on their breakthrough works on strategy-focused
organizations, the authors describe a multistage system that
enables you to gain measurable benefits from your carefully
formulated business strategy. This book shows you how to: Develop
an effective strategy--with tools such as SWOT analysis, vision
formulation, and strategic change agendas Plan execution of the
strategy--through portfolios of strategic initiatives linked to
strategy maps and Balanced Scorecards Put your strategy into
action--by integrating operational tools such as process
dashboards, rolling forecasts, and activity-based costing Test and
update your strategy--using carefully designed management meetings
to review operational and strategic data Drawing on extensive
research and detailed case studies from a broad array of
industries, The Execution Premium presents a systematic and proven
framework for achieving the financial results promised by your
strategy.
Most organizations consist of multiple business and support units,
each populated by highly trained, experienced executives. But often
the efforts of individual units are not coordinated, resulting in
conflicts, lost opportunities, and diminished performance. Robert
S. Kaplan and David P. Norton argue that the responsibility for
this critical alignment lies with corporate headquarters. In this
book, the authors apply their revolutionary Balanced Scorecard
management system to corporate-level strategy, revealing how highly
successful enterprises achieve powerful synergies by explicitly
defining corporate headquarters' role in setting, coordinating, and
overseeing organizational strategy. Based on extensive field
research in organizations worldwide, Alignment shows how companies
can build an enterprise-level Strategy Map and Balanced Scorecard
that clearly articulate the "enterprise value proposition": how the
enterprise creates value above that achieved by individual business
units operating alone. The book provides case studies, actionable
frameworks, and sample scorecards that show how to align business
and support units, boards of directors, and external partners with
the corporate strategy and create a governance process that will
ensure that alignment is sustained. The next breakthrough in
strategy execution from the field's premier thinkers, Alignment
shows how today's companies can unlock unrealized value from
enterprise synergies.
More than a decade ago, Robert S. Kaplan and David P. Norton
introduced the Balanced Scorecard, a revolutionary performance
measurement system that allowed organizations to quantify
intangible assets such as people, information, and customer
relationships. Then, in The Strategy-Focused Organization, Kaplan
and Norton showed how organizations achieved breakthrough
performance with a management system that put the Balanced
Scorecard into action. Now, using their ongoing research with
hundreds of Balanced Scorecard adopters across the globe, the
authors have created a powerful new tool--the "strategy map"--that
enables companies to describe the links between intangible assets
and value creation with a clarity and precision never before
possible. Kaplan and Norton argue that the most critical aspect of
strategy--implementing it in a way that ensures sustained value
creation--depends on managing four key internal processes:
operations, customer relationships, innovation, and regulatory and
social processes. The authors show how companies can use strategy
maps to link those processes to desired outcomes; evaluate,
measure, and improve the processes most critical to success; and
target investments in human, informational, and organizational
capital. Providing a visual epiphany for executives everywhere who
can't figure out why their strategy isn't working, Strategy Maps is
a blueprint any organization can follow to align processes, people,
and information technology for superior performance. Robert S.
Kaplan is the Marvin Bower Professor of Leadership Development at
Harvard Business School and chairman of the Balanced Scorecard
Collaborative. David P. Norton is founder and president of the
Balanced Scorecard Collaborative.
This groundbreaking guide provides a deep understanding of how to
achieve enterprise performance management objectives, backed up by
first-hand accounts from Fortune 500 companies who are winning by
building accountability, intelligence, and informed decision-making
into their organizational DNA. "Drive Business Performance"
explains the competitive advantage experienced by organizations
that create and manage a "Culture of Performance."
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