Books published by Harvard Business Review Press

As seen on Oprahs Super Soul SundayThe bestselling book, now with a new preface by the authorsAt once a bold defense and reimagining of capitalism and a blueprint for a new system for doing business, Conscious Capitalism is for anyone hoping to build a more cooperative, humane, and positive future.Whole Foods Market cofounder John Mackey and professor and Conscious Capitalism, Inc. cofounder Raj Sisodia argue that both business and capitalism are inherently good, and they use some of todays best-known and most successful companies to illustrate their point. From Southwest Airlines, UPS, and Tata to Costco, Panera, Google, the Container Store, and Amazon, todays organizations are creating value for all stakeholdersincluding customers, employees, suppliers, investors, society, and the environment.Read this book and youll better understand how four specific tenetshigher purpose, stakeholder integration, conscious leadership, and conscious culture and managementcan help build strong businesses, move capitalism closer to its highest potential, and foster a more positive environment for all of us.

Offers managers and professionals the fundamental information they need to stay competitive in a fast-moving world.

One small idea can ignite a revolution just as a single matchstick can start a fire.One such ideaputting employees first and customers secondsparked a revolution at HCL Technologies, the IT services giant.In this candid and personal account, Vineet NayarHCLTs celebrated CEOrecounts how he defied the conventional wisdom that companies must put customers first, then turned the hierarchical pyramid upside down by making management accountable to the employees, and not the other way around.By doing so, Nayar fired the imagination of both employees and customers and set HCLT on a journey of transformation that has made it one of the fastest-growing and profitable global IT services companies and, according to BusinessWeek, one of the twenty most influential companies in the world.Chapter by chapter, Nayar recounts the exciting journey of how he and his team implemented the employee first philosophy by: Creating a sense of urgency by enabling the employees to see the truth of the companys current state as well as feel the romance of its possible future state Creating a culture of trust by pushing the envelope of transparency in communication and information sharing Inverting the organizational hierarchy by making the management and the enabling functions accountable to the employee in the value zone Unlocking the potential of the employees by fostering an entrepreneurial mind-set, decentralizing decision making, and transferring the ownership of change to the employee in the value zoneRefreshingly honest and practical, this book offers valuable insights for managers seeking to realize their aspirations to grow faster and become self-propelled engines of change.

Until now, the literature on innovation has focused either on radical innovation pushed by technology or incremental innovation pulled by the market. In Design-Driven Innovation: How to Compete by Radically Innovating the Meaning of Products, Roberto Verganti introduces a third strategy, a radical shift in perspective that introduces a bold new way of competing. Design-driven innovations do not come from the market; they create new markets. They don't push new technologies; they push new meanings.It's about having a vision, and taking that vision to your customers. Think of game-changers like Nintendo's Wii or Apple's iPod. They overturned our understanding of what a video game means and how we listen to music. Customers had not asked for these new meanings, but once they experienced them, it was love at first sight.But where does the vision come from? With fascinating examples from leading European and American companies, Verganti shows that for truly breakthrough products and services, we must look beyond customers and users to those he calls "e;interpreters"e; - the experts who deeply understand and shape the markets they work in.Design-Driven Innovation offers a provocative new view of innovation thinking and practice.

What makes a great leader?It's a question that has been tackled by thousands. In fact, there are literally tens of thousands of leadership studies, theories, frameworks, models, and recommended best practices. But where are the clear, simple answers we need for our daily work lives? Are there any?Dave Ulrich, Norm Smallwood, and Kate Sweetman set out to answer these questionsto crack the code of leadership. Drawing on decades of research experience, the authors conducted extensive interviews with a variety of respected CEOs, academics, experienced executives, and seasoned consultantsand heard the same five essentials repeated again and again. These five rules became The Leadership Code. In The Leadership Code, the authors break down great leadership into day-to-day actions, so that you know what to do Monday morning. Crack the leadership codeand take your leadership to the next level.

Projects are the engines that drive innovation from idea to commercialization. In fact, the number of projects in most organizations today is expanding while operations is shrinking. Yet, since many companies still focus on operational excellence and efficiency, most projects faillargely because conventional project management concepts cannot adapt to a dynamic business environment. Moreover, top managers neglect their company's project activity, and line managers treat all their projects alikeas part of operations. Based on an unprecedented study of more than 600 projects in a variety of businesses and organizations around the globe, Reinventing Project Management provides a new and highly adaptive model for planning and managing projects to achieve superior business results.

Private equity firms are snapping up brand-name companies and assembling portfolios that make them immense global conglomerates. They're often able to maximize investor value far more successfully than traditional public companies. How do PE firms become such powerhouses? Learn how, in Lessons from Private Equity Any Company Can Use. Bain chairman Orit Gadiesh and partner Hugh MacArthur use the concise, actionable format of a memo to lay out the five disciplines that PE firms use to attain their edge: Invest with a thesis using a specific, appropriate 3-5-year goal Create a blueprint for change--a road map for initiatives that will generate the most value for your company within that time frame Measure only what matters--such as cash, key market intelligence, and critical operating data Hire, motivate, and retain hungry managers--people who think like owners Make equity sweat--by making cash scarce, and forcing managers to redeploy underperforming capital in productive directionsThis is the PE formulate for unleashing a company's true potential.

The U.S. health care system is in crisis. At stake are the quality of care for millions of Americans and the financial well-being of individuals and employers squeezed by skyrocketing premiumsnot to mention the stability of state and federal government budgets.In Redefining Health Care, internationally renowned strategy expert Michael Porter and innovation expert Elizabeth Teisberg reveal the underlyingand largely overlookedcauses of the problem, and provide a powerful prescription for change.The authors argue that competition currently takes place at the wrong levelamong health plans, networks, and hospitalsrather than where it matters most, in the diagnosis, treatment, and prevention of specific health conditions. Participants in the system accumulate bargaining power and shift costs in a zero-sum competition, rather than creating value for patients. Based on an exhaustive study of the U.S. health care system, Redefining Health Care lays out a breakthrough framework for redefining the way competition in health care delivery takes placeand unleashing stunning improvements in quality and efficiency.With specific recommendations for hospitals, doctors, health plans, employers, and policy makers, this book shows how to move health care toward positive-sum competition that delivers lasting benefits for all.

Richard Hackman, one of the world's leading experts on group and organizational behavior, argues that teams perform at their best when leaders create conditions that allow them to manage themselves effectively. Leading Teams is not about subscribing to a specific formula or leadership style, says Hackman. Rather, it is about applying a concise set of guiding principles to each unique group situationand doing so in the leader's own idiosyncratic way. Based on extensive research and using compelling examples ranging from orchestras to airline cockpit crews, Leading Teams identifies five essential conditionsa stable team, a clear and engaging direction, an enabling team structure, a supportive organizational context, and the availability of competent coachingthat greatly enhance the likelihood of team success. The book offers a practical framework that leaders can use to muster personal skills and organizational resources to create and sustain the five key conditions and shows how those conditions can launch a team onto a trajectory of increasing effectiveness. Authoritative and astutely realistic, Leading Teams offers a new and provocative way of thinking about and leading work teams in any organizational setting.

Think about the last time you tried to change someones mind about something important: a voters political beliefs; a customers favorite brand; a spouses decorating taste. Chances are you werent successful in shifting that persons beliefs in any way. In his book, Changing Minds, Harvard psychologist Howard Gardner explains what happens during the course of changing a mind and offers ways to influence that process.Remember that we dont change our minds overnight, it happens in gradual stages that can be powerfully influenced along the way. This book provides insights that can broaden our horizons and shape our lives.

To be a top performer in the digital economyto become truly future readyyou need a playbook. Now you have one.It seems like almost every company you can think ofincluding your ownhas embarked on a digital transformation journey. The problem is, many companies start down the road without a good sense of where they are going or a clear idea of how they will create and capture digital value. Not surprisingly, this leads to problems: failure to realize the value from digital in their bottom lines, wasted resources and effort, added complexity and dysfunction.This compact, no-nonsense book provides a solution. In their years of working with senior executives around the world, MIT research scientists Stephanie Woerner, Peter Weill, and Ina Sebastian noticed that these leaders knew they had to transform their businesses, but lacked a coherent framework and a common languagea playbookto guide and motivate their employees and keep everyone focused on a common goal.Future Ready is that playbook. Based on years of rigorous research with data from more than a thousand companiesBBVA, CEMEX, DBS, Fidelity, Maersk, and many othersthe book provides a powerful, field-tested four pathways framework that offers insights into the important dimensions at which a firm must excel in order to be competitive, as well as the organizational disruptions that every firm must manage as part of the transformation journey.The book includes instructive examples, sharp analyses, assessments to help companies benchmark themselves against top performers, and many illuminating visuals to help crystallize the data and ideas.Woerner, Weill, and Sebastian show that the goal isn't digital transformation but rather a profound business transformation. Future Ready is your essential guide for becoming a top performer in the digital economy.

Gender equity can't happen without racial equity. We need Shared Sisterhood.Bias persists in organizations and society. Despite efforts that have been made in the last few decades, gender and racioethnic equity still hasnt been achieved. What's worse, Black, Indigenous, Asian, and Latina women are being held back more than their White counterparts.We need to change how we strive for equity. We must move beyond individual solutions toward collective action, where people from historically power-dominant and marginalized groups work together, so that all women experience the benefits of professional growth and equity. We need Shared Sisterhood, and anyone, regardless of gender, can join in.Professor Tina Opie first started Shared Sisterhood as a movement to drive gender and racial equity in organizations. Since then, she and professor Beth A. Livingston have worked together to spread the word to leaders across organizations, with thousands of followers joining the cause. In this book, they explain how to use vulnerability, trust, empathy, and risk-taking to build Shared Sisterhood and break down three key parts of the process:Dig into your own assumptions around racioethnicity, gender, and powerBridge the divide between women of all backgrounds through authentic relationshipsAdvance all women across the organization and beyondBalancing a mix of history, research, and real-life examplesincluding the authors' own experiencesthis book encourages everyone to join Shared Sisterhood and advance equity for all.

The most definitive management ideas of the century, all in one place.Harvard Business Review is the foremost destination for smart management thinking. Now, at its 100th anniversary, this commemorative volume brings together the most influential ideas since its inception.With an introduction written by editor in chief Adi Ignatius, HBR at 100 features business publishing's most influential voices on innovative topics, including:Michael E. Porter on competitive strategyClayton M. Christensen on disruptive innovationTim Brown on design thinkingLinda A. Hill on being a first-time managerDaniel Goleman on emotional intelligenceErik Brynjolfsson and Andrew McAfee on artificial intelligenceRobert Livingston on racial equity at workAmy C. Edmondson and Mark Mortensen on psychological safetyRobert B. Cialdini on the science of persuasionW. Chan Kim and Rene Mauborgne on blue ocean strategyGary Hamel and C.K. Prahalad on strategic intentPeter F. Drucker on managing yourselfWhether you're a longtime reader or you're picking up an HBR volume for the first time, this book offers all you need to understand the most critical ideas in management.

What will you do when your AI misbehaves?The promise of artificial intelligence is automated decision-making at scale, but that means AI also automates risk at scale. Are you prepared for that risk?Already, many companies have suffered real damage when their algorithms led to discriminatory, privacy-invading, and even deadly outcomes. Self-driving cars have hit pedestrians; HR algorithms have precluded women from job searches; mortgage systems have denied loans to qualified minorities. And often the companies who deployed the AI couldn't explain why the black box made the decision it did.In this environment, AI ethics isn't merely an academic curiosity, it's a business necessity. In Ethical Machines, Reid Blackman gives you all you need to understand AI ethics as a risk management challenge. He'll help you build, procure, and deploy AI in a way that's not only ethical but also safe in terms of your organization's reputation, regulatory compliance, and legal standingand do it at scale.And don't worrythe book's purpose is to get work done, not to ponder deep and existential questions about ethics and technology. Blackman's clear and accessible writing helps make a complex and often misunderstood concept like ethics easy to grasp. Most importantly, Blackman makes ethics actionable by tackling the big three ethical risks with AIbias, explainability, and privacyand tells you what to do (and what not to do) to mitigate them.With practical approaches to everything from writing a strong statement of AI ethics principles to creating teams that effectively evaluate ethical risks, Ethical Machines is the one guide you need to ensure your AI advances your company's objectives instead of undermining them.

""What does a workplace utopia look like to you?" This is the question Dr. Ella F. Washington asks companies, and often she hears about an ideal vision of an organization that values diversity and inclusion and wants employees to bring their whole selves to work. Many organizations desire this ideal vision and know that it's a journey to get there-but still don't know what's required to make the journey. Organizations have largely missed the mark when it comes to creating environments where all employees thrive in an equal and equitable way, because they treat diversity, equity, and inclusion (DEI) as a program that gets done rather than the necessary and difficult journey it is. A truly inclusive workplace requires invention and reinvention, mistakes and humility, adaptation to a changing world, constant self-reflection, and sometimes significant sacrifice. The road to an inclusive workplace is a difficult one, but you can traverse it, and there's help along the way. Start here with stories of companies making the necessary journey, including Slack, Kaiser Permanente, and PwC. Hear from their leaders about their successes and failures, times they were on the vanguard, and the moments they realized they had much more work to do. These are profiles in perseverance from people who are keen enough to recognize the need for inclusive workplaces and humble enough to know they're not there yet. Washington brings her years of experience as a DEI leader in multiple industries to give you a frame for thinking about where these companies are on their journey and where you may be, too. Progress is hard-won on the necessary journey to becoming an inclusive organization, but it must be won. John Lewis said it best: "You see something you want to get done, you cannot give up, and you cannot give in.""--

Lead your business through the crisis.As the pandemic is exacting its toll on our lives and wreaking havoc in the global economy, HBR is helping companies and managers make sense of this unprecedented situation and lead employees through it. What should you and your company be doing right now to counter these challenges?Coronavirus and Business: The Insights You Need from Harvard Business Review is a compilation of sixteen recent articles from HBR.org. It provides you with essential thinking about keeping your company running remotely, managing your business through disaster and recovery, and finding it within yourself to lead with resilience through the crisis.Business is changing. Will you adapt or be left behind? Get up to speed and deepen your understanding of the topics that are shaping your company's future with the Insights You Need from Harvard Business Review series. Featuring HBR's smartest thinking on fast-moving issues--blockchain, cybersecurity, AI, and more--each book provides the foundational introduction and practical case studies your organization needs to compete today and collects the best research, interviews, and analysis to get it ready for tomorrow.You can't afford to ignore how these issues will transform the landscape of business and society. The Insights You Need series will help you grasp these critical ideas--and prepare you and your company for the future.