Books published by Harvard Business Review Press

Companies that don't use AI will soon be obsolete.From making faster, better decisions to automating rote work to enabling robots to respond to emotions, AI and machine learning are already reshaping business and society. What should you and your company be doing today to ensure that you're poised for success and keeping up with your competitors in the age of AI?Artificial Intelligence: The Insights You Need from Harvard Business Review brings you today's most essential thinking on AI and explains how to launch the right initiatives at your company to capitalize on the opportunity of the machine intelligence revolution.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.

Did you know that job candidates who jokingly ask for high salaries receive better offers than those who don't? Or that retail salespeople who mimic the way their customers speak and behave end up selling more? Culled from Harvard Business Review's popular newsletter, The Daily Stat, this book offers a look at insights that both amuse and inform.

The best of Peter F. Drucker's articles on management, all in one place.That "e;management"e; exists as a concept, a practice, and a profession is largely due to the thinking of Peter F. Drucker. For nearly half a century, he inspired and educated managers-and powerfully shaped the nature of business-with his iconic articles in Harvard Business Review.Through the lens of Drucker's broad vision, this volume presents an opportunity to trace the great shifts in organizations in the late twentieth and early twenty-first centuries-from manufacturing to knowledge work, from career-length employee tenures to short-term contract relationships, from command-and-control structures to flatter organizations that call for new leadership techniques.These articles also offer a firm and practical grasp of the role of the manager and the executive today-their responsibilities, their relationships, their decisions, and detailed processes that can make their work more effective.A celebrated thinker at his best, in this volume Drucker paints a clear and comprehensive picture of management thinking and practice-both as it is and as it will be.This collection of articles includes: "e;What Makes an Effective Executive,"e; "e;The Theory of the Business,"e; "e;Managing for Business Effectiveness,"e; "e;The Effective Decision,"e; "e;How to Make People Decisions,"e; "e;They're Not Employees, They're People,"e; "e;The New Productivity Challenge,"e; "e;What Business Can Learn from Nonprofits,"e; "e;The New Society of Organizations,"e; and "e;Managing Oneself."e;

Is your company a storytelleror a storydoer?The old way to market a business was storytelling. But in todays world, simply communicating your brands story in the hope that customers will listen is no longer enough. Instead, your authentic brand must be evident in every action the organization undertakes. Todays most successful businesses are storydoers. These companies create products and services that, from the very beginning, are manifestations of an authentic and meaningful storyone told primarily through action, not advertising. In True Story, creative executive Ty Montague argues that any business, regardless of size or industry, can embrace the principles of storydoing. Indeed, our best-run companiesfrom small start-ups to global conglomeratesorganize around a coherent narrative that is then broadcast through every action they take (from product design to customer service to marketing). Montague shows why storydoing firms are nimble, more adaptive to change, and more efficiently run businesses.Montague is a founder of the growth consultancy co:collective and the former president and CCO of J. Walter Thompson, the largest advertising agency in North America. He brings his depth of creative business experience to the book and provides a clear framework and proven process for bringing you and your customers together in the creation of your brand story. Montague introduces five critical elementswhat he calls the the four truths and the action mapthat are the foundation of storydoing: the participants (your customers, partners, and employees) the protagonist (your company today) the stage (the world around your business) the quest (your driving ambition and contribution to the world) your action map (the actions that will make your story real for participants)The book is filled with examples of how forward-thinking organizationsincluding Red Bull, Shaklee, Grind, TOMS Shoes, and News Corporationare effectively using storydoing to transform their organizations and drive extraordinary results.

Whats your entrepreneurial profile?Do you have what it takes to build a great business?In this book, three prominent business leaders and entrepreneursnow venture capitalists and CEO advisersshare the qualities that surface again and again in those who successfully achieve their goals. The common traits? Heart, smarts, guts, and luck.After interviewing and researching hundreds of business-builders across the globe, the authors found that every one of themfrom young founder to seasoned CEOholds a combination of these four attributes. Indeed each of us tends to be biased toward one of these traits in our decision-making, and figuring out which trait drives you will lead to greater self-awareness and likelihood of success in starting and growing a business.So are you: Heart-dominant, like renowned chef Alice Waters or Starbuckss Howard Schultz? Smarts-dominant, like Jeff Bezos of Amazon or legendary investor Warren Buffett? Guts-dominant, like Nelson Mandela or Virgins Richard Branson? Or are you most defined by the luck trait, like Tony Hsieh of Zappos (and a surprisingly high proportion of other successful entrepreneurs)?Heart, Smarts, Guts, and Luck includes the first Entrepreneurial Aptitude Test (E.A.T), a simple tool to help determine your specific profile.Though no single archetype for entrepreneurial success exists, this book will help you understand which traits to dial up or dial down to realize your full potential, and when these traits are most and least helpful (or even detrimental) during critical points of a company lifecycle. Not only will you know how to build a better business faster, youll also take your natural leadership style to the next level.

The #1 New York Times bestselling author on how to use radical adaptability to win in a world of unprecedented change.You've shed antiquated systems and processes. You went all-in on digital. Your teams settled into new, often better, ways of doing things. But did your organization change enough to stay competitive in the post-pandemic world? Did you fully leverage the once-in-a-lifetime opportunity to leap forward and grow stronger? Are you shaping the new environment to your advantage?If not, it's not too late to learn from the best.New York Times #1 bestselling author Keith Ferrazzi, along with coauthors Kian Gohar and Noel Weyrich, shows leaders how to shape their organizations and practices to remain competitive in a new, post-pandemic context. Based on an ambitious global research initiative involving thousands of executives, innovators, and changemakers who redefined their strategies, business models, organizational systems, and even their cultures, Competing in the New World of Work:Offers a bold new vision for the organization of the futureReveals the workplace innovations that emerged during the pandemicDefines the new model of leadershipradical adaptabilityfor sustaining continuous change throughout the coming years of opportunity and transformationCompeting in the New World of Work is both your inspiration and your road map to embracing new realities, motivating talent, and winning bold frontiers.

Twoworld-renowned strategists detail the seven leadership imperatives fortransforming companies in the new digitalera.Digital transformation is critical. Butwinning in today's world requires more than digitization. It requiresunderstanding that the nature of competitive advantage has shiftedandthat being digital is not enough.In BeyondDigital, Paul Leinwand and Matt Mani from Strategy&, PwC's globalstrategy consulting business, take readers inside twelve companies and how theyhave navigated through this monumental shift: from Philips's reinvention from abroad conglomerate to a focused health technology player, to Cleveland Clinic'sengagement with its broader ecosystem to improve and expand its leading patientcare to more locations around the world, to Microsoft's overhaul of its globalcommercial business to drive customer outcomes. Other case studies includeAdobe, Citigroup, Eli Lilly, Hitachi, Honeywell, Inditex, Komatsu, STC Pay, andTitan.Building on a major new body of research, the authorsidentify the seven imperatives that leaders must follow as the digital agecontinues to evolve:Reimagine your company's place in theworldEmbrace and create value via ecosystemsBuild a systemof privileged insights with your customersMake your organizationoutcome-orientedInvert the focus of your leadershipteamReinvent the social contract with your peopleDisruptyour own leadership approachTogether, these sevenimperatives comprise a playbook for how leaders can define a bolder purpose andtransform their organizations.

The $22 trillion opportunity that can be unlocked only if you rethink everything you think you know about people over sixty.In the time it takes you to read this, another twenty Americans will turn sixty-five. Ten thousand people a day are crossing that threshold, and that number will continue to grow. In fifteen years, Americans aged sixty-five and over will outnumber those under age eighteen. Nearly everywhere in the world, people over sixty are the fastest-growing age group.Longevity presents an opportunity that companies need to develop a strategy for. Estimates put the global market for this demographic at a whopping $22 trillion across every industry you can imagine. Entertainment, travel, education, health care, housing, transportation, consumer goods and services, product design, tech, financial services, and many others will benefit, but only if marketers unlearn what they think they know about this growing population.The key is to stop thinking of older adults as one market. Stage (Not Age) is the concise guide to helping companies understand that people over sixty are a deeply diverse population. They're traveling through different life stages and therefore want and need different products and services.This book helps you reset your understanding of what an old person is. It demonstrates how three people, all seventy years old, may not even be in the same market segment. It identifies the systemic barriers to entering this market and provides ways to overcome them. And it shares the best practices of companies that have successfully shifted to a Stage (Not Age) mentality.This practical guide prepares companies and marketers for an inevitable shift they can't ignore.

Named the Best Management Book of 2021 by strategy+businessNamed one of this month's top titles in the Financial Times in September 2021Named to the longlist for the 2021 Outstanding Works of Literature (OWL) Award in the Management & Culture categoryA plan for conquering collaborative overload to drive performance and innovation, reduce burnout, and enhance well-being.Most organizations have created always-on work contexts that are burning people out and hurting performance rather than delivering productivity, innovation and engagement. Collaborative work consumes 85% of employees' time and is drifting earlier into the morning, later into the night, and deeper into the weekend.The dilemma is that we all need to collaborate more to create effective organizations and vibrant careers for ourselves. But conventional wisdom on teamwork and collaboration has created too much of the wrong kind of collaboration, which hurts our performance, health and overall well-being.In Beyond Collaboration Overload, Babson professor Rob Cross solves this paradox by showing how top performers who thrive at work collaborate in a more purposeful way that makes them 18-24% more efficient than their peers. Good collaborators are distinguished by the efficiency and intentionality of their collaborationnot the size of their network or the length of their workday.Through landmark research with more than 300 organizations, in-depth stories, and tools, Beyond Collaboration Overload will coach you to reclaim close to a day a week when you:Identify and challenge beliefs that lead you to collaborate too quicklyImpose structure in your work to prevent unproductive collaborationAlter behaviors to create more efficient collaborationIt then outlines how successful people invest this reclaimed time to:Cultivate a broad networknot a big onefor innovation and scaleEnergize othersa strong predictor of high performanceConnect with others to reduce micro-stressors and enhance physical and mental well-beingCross' framework provides relief from the definitive problem of our agedysfunctional collaboration at the expense of our performance, health and overall well-being.