(Hardback)

Jeffrey Pfeffer and Robert Sutton, authors and teachers, identify the causes of the knowing-doing gap and explain how to close it.

(Paperback)

(Hardback)

Drawn from the authors' work with companies like Lego, Samsung, Adidas, Intel, IBM, and Coke, the book will teach you how to understand people holistically in their environments how they live, what they think and do all day, what their habits are, and how they understand the world. For brand fanatics and business leaders alike.

(Paperback)

Illustrates what's wrong with the mainstream thinking that we should sacrifice our lives to make a living. This book advices readers to make work pay not just in cash, but in experience, satisfaction, and joy.

(Hardback)

(Hardback)

Retailers have huge volumes of information at their disposal. But they're unsure of how to sort through it and use it to make smart decisions. They're struggling with profit-sapping supply chain problems. This book explains how to use analytics to better manage your inventory for faster turns, fewer discounted offerings, and fatter profit margins.

(Hardback)

Successful business leaders think fundamentally differently than others - in a more "integrative" and expansive way. Emulating what successful leaders do is dangerous; instead, learn how these leaders think. This "integrative thinking" can be taught; we can all learn how to do it, and experience the many benefits.

(Hardback)

Companies can't survive without innovating. But most put far more emphasis on generating Big Ideas than on executing them turning ideas into actual breakthrough products, services, and process improvements. This book reveals how to execute an innovation initiative whether a simple project or a grand, gutsy gamble.

(Paperback)

(Hardback)

(Hardback)

Shows the phenomenal success of the positive-deviance approach in alleviating some of the world's toughest, most complicated and diverse problems such as malnutrition in Vietnam, female circumcision in Egypt (a practice dating back thousands of years), and the rise of MRSA infections in hospitals around the world.

(Hardback)

Drawing from more than twenty case studies, this book illustrates how Balanced Scorecard adopters have taken their tool to the next level. It provides an account of how a range of organizations in the private, public, and nonprofit sectors have deployed these principles to achieve breakthrough, sustainable performance improvements.

(Paperback)

"Originally published in Harvard Business Review in June 2004 "--Title page verso.

(Hardback)

Reveals the question most critical to your company's future: 'Would you recommend us to a friend'. This title provides a blueprint for long-term growth and success.

(Hardback)

(Hardback)

(Paperback)

Rev. pbk. ed. of: Think twice: harnessing the power of counterintuition. c2009.

(Hardback)

(Hardback)

In Uncommon Service, Frances Frei and Anne Morriss show 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.

(Hardback)

If you want to understand how companies achieve and sustain competitive success, Michael Porter's frameworks are the foundation. But while everyone in business knows Porter's name, his writing can be daunting. As a result, many managers misunderstand and misuse his concepts. This title provides a summary of Porter's revolutionary thinking.

(Hardback)

On the deep problem of prejudice, tolerance will only get leaders so far. This book presents a fresh perspective and approach that builds positive interest, kinship, and engagement based on difference. It offers a much-needed path to build helpful, active relationships between different groups in business and society.

(Hardback)

(Hardback)

(Hardback)

Meet John Downs. He's a new MBA graduate who's landed a job with a strategy consultancy. His engagement team is on a mission: help HGS Inc, a specialty chemicals firm, define and execute a strategy for exploiting a textile technology the company developed.