London Book Fair 2011

London Book Fair 2011 AUDRA LONGERT Rights Manager [email protected] Phone 617.783.7607 PAUL BLOMERTH Rights Assistant [email protected] 300 N. Beacon Street Watertown, MA 02472 | USA Fax 617.783.7489 www.hbr.org/books

RIGHTS GUIDE | LBF 2011

Table of Contents

Forthcoming Titles.................................................................... 3 Current Titles ............................................................................ 15 Recently Published Titles ......................................................... 21 Paperback Series Titles ............................................................. 35 Recent Backlist Titles ................................................................ 41

TABLE OF CONTENTS

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Management /Strategy • December 2011

Joan Magretta The Essential Michael Porter What Every Manager Needs to Know About Competition and Strategy

208 pages

Competitive advantage. The value chain. Five forces. Industry structure. Differentiation. Relative cost. If you want to understand how companies across the globe 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 of his concepts are misunderstand and misused. The Essential Michael Porter sets the record straight, providing the first and only concise, accessible summary of Porter’s revolutionary thinking. Written with Porter’s full cooperation by Joan Magretta, former editor at Harvard Business Review, this new book delivers fresh, clear examples to illustrate and update Porter’s ideas. Magretta uses her wide business experience to translate Michael Porter’s powerful insights into practice and to correct the most common misconceptions about them—for instance, that competition is about being unique, not being the best; that it is a contest over profits, not a battle between rivals; that strategy is about choosing to make some customers unhappy, not being all things to all customers.The book also includes an extensive list of international company examples. An added feature is an original Q&A with Porter himself, which includes answers to managers’ FAQs. Eminently readable, this book will enable every manager to grasp Porter’s ideas—and swiftly deploy them to drive their company’s success. Joan Magretta has worked with Michael Porter for almost two decades; she is a Senior Associate at the Institute for Strategy and Competitiveness at Harvard Business School, a McKinsey Award winner, and author of What Management Is (Free Press, 2002), which was translated into 15 languaage and was a top pick of its year by The Economist. She was a Bain partner and strategy editor of the Harvard Business Review. Rights sold:

Audio: Gildan Media Corp.

Teresa M. Amabile and Steven J. Kramer The Progress Principle Using Small Wins to Ignite Joy, Engagement, and Creativity at Work

Management • August 2011 256 pages

What really sets the best managers above the rest? It’s their power to build a cadre of employees who have great inner work lives—consistently positive emotions; strong motivation; and favorable perceptions of the organization, their work, and their colleagues. The worst managers undermine inner work life, often unwittingly. As Teresa Amabile and Steven Kramer explain in The Progress Principle, seemingly mundane workday events can make or break employees’ inner work lives. But it’s forward momentum in meaningful work—progress—that creates the best inner work lives. Through rigorous analysis of nearly 12,000 diary entries provided by 238 employees in 7 companies from around the world, the authors explain how managers can foster progress and enhance inner work life every day. The book shows how to remove obstacles to progress, including meaningless tasks and toxic relationships. It also explains how to activate two forces that enable progress: (1) catalysts—events that directly facilitate project work, such as clear goals and autonomy—and (2) nourishers—interpersonal events that uplift workers, including encouragement and demonstrations of respect and collegiality. Brimming with excerpts from the authors’ diary study and anecdotes from the companies studied, The Progress Principle equips aspiring and seasoned leaders alike with the practices and insights they need to maximize their people’s performance and engagement. Teresa M. Amabile is a professor of Business Administration and a Director of Research at Harvard Business School. The author of numerous articles and books, she has long studied creativity, motivation, and performance in the workplace. Steven J. Kramer is a developmental psychologist and has co-authored a number of articles in leading management periodicals, including Harvard Business Review and the Academy of Management Journal.

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Fred Reichheld with Rob Markey

Management • September 2011 224 pages

The Ultimate Question 2.0 How Net Promoter Companies Thrive in a Customer-Driven World

In the first edition of this landmark book, business loyalty guru Fred Reichheld revealed the question most critical to your company’s future: “Would you recommend us to a friend?” By asking customers this question, you identify detractors, who sully your firm’s reputation and readily switch to competitors, and promoters, who generate good profits and true, sustainable growth. You also generate a vital metric: your Net Promoter Score. In the five years since the book was published, Net Promoter has transformed companies large and small, across industries and sectors. Far more than a metric, it constitutes a game-changing system and ethos that rivals Six Sigma in its power. In this thoroughly updated and expanded edition, Reichheld, with Bain colleague Rob Markey, explains how practitioners have built Net Promoter into a full-fledged management system that drives extraordinary financial and competitive results. With his trademark clarity, he: 1) defines the fundamental concept of Net Promoter, explaining its connection to your company’s growth and sustained success; 2) presents the closed-loop feedback process and demonstrates its power to energize employees and drive actions that delight customers; 3) shares new and compelling stories of companies that have transformed their performance by putting Net Promoter at the center of their business. Practical and insightful, The Ultimate Question 2.0 provides a blueprint for long-term growth and success. Fred Reichheld is a Fellow at Bain & Company. He is the bestselling author of The Loyalty Effect (HBRP, 1996), as well as numerous articles published in Harvard Business Review. Rob Markey is a partner and director in Bain & Company’s New York office and head of the firm’s global Customer Strategy and Marketing practice. The Ulitmate Question (HBRP, 2006) was translated into 16 languages. Rights sold:


Rights sold to first edition:

Audio: Franklin Covey Complex Chinese : Sunbright Simplified Chinese: The Commercial Press Dutch : Business Contact French : Village Mondial German : Carl Hanser Hungarian : Mausazki Kiado Italian : ETAS

HBR Magazine Management Tips From the Harvard Business Review

Japanese: Takeda Random House Korean : Chungrim Lithuanian : Verslo Zinio Portuguese : Elsevier Romanian : Business Tech Russian : Pokolenie Publishing Spanish : Planeta Turkish : Kultur Yayinlari Vietnamese : Alpha Books

Management • October 2011 224 pages

As a manager, you’re shouldering more and more responsibilities—from maximizing your team’s performance to increasing your company’s market share to building profitable customer relationships. On top of all that, you need to orchestrate your own time and keep your career on track. The challenges are stacking up—but you’ve got less and less time to figure out how to tackle them. How are you supposed to resolve this dilemma? Happily, help is on the way: the new Management Tips from the Harvard Business Review. This concise, handy guide is packed with quick tips on a broad range of topics, organized into three major skills every manager must master: 1) managing yourself ;2) managing your team ;and 3) managing your business. Drawing from HBR’s popular Management Tip of the Day, the book puts the best management practices and insights, from top thinkers in the field, right at your fingertips. Pick it up any time you have a few minutes to spare, and you’ll have a fresh, powerful idea you can immediately put into action. You may not be able to do much about being time-starved. But with Management Tips from the Harvard Business Review as your guide, you’ll stand the best chance of succeeding in your role as a manager.

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Michael Beer, Russell Eisenstat, Nathaniel Foote, Tobias Fredberg, and Flemming Norrgren Higher Ambition How Great Leaders Create Economic and Social Value

Management/Leadership • September 2011 224 pages

Organizations must choose between people and profits, right? Wrong, argue the authors of Higher Ambition. In fact, as global competition stiffens and enterprises face increasing public scrutiny, successful leaders must win on all fronts—with their people, their customers, their communities, and their shareholders. The authors take you inside the minds of some of the most successful and insightful leaders of our time, the CEOs from companies as diverse as Standard Chartered Bank, Infosys, Nokia, Cummins, Ikea, Tata, and Campbell’s Soup. This book reveals how these leaders from around the world are converging on a new management paradigm that unlocks the energy and potential of their people to deliver superior economic and social value. The authors identify the specific leadership goals that are essential for achieving sustainable value across all constituencies, including how to: 1)Find a winning approach for both people and profits; 2)forge a successful strategic identity; 3)build a shared commitment to excel; 4)create a global community that embraces diversity; 5)energize leadership at all levels. With its powerful stories, timely advice, and cogent insights, Higher Ambition is poised to become a management classic in the tradition of In Search of Excellence and Built to Last. Michael Beer is the Cahners-Rabb Professor of Business Administration, Emeritus, at Harvard Business School and chairman of TruePoint Partners, a consultancy, and the TruePoint Center for High Performance and High Commitment. Russell Eisenstat and Nathaniel Foote are partners at TruePoint. Tobias Fredberg is an associate professor at Chalmers University of Technology in Gothenburg, Sweden, and a Fellow at the TruePoint Center. Flemming Norrgren is a professor at Chalmers University and a partner at TruePoint.

Maggie Craddock Power Genes Understanding Your Power Persona--and How to Wield It at Work

Management/Self-Help • June 2011 224 pages

We’ve all joked about it: the domineering father figure as top manager, the boisterous elder brother type as heir apparent, the caring mother hen on the executive team. But that leaves the rest of us in the workplace as a gaggle of siblings battling for recognition, resources, and rewards from our “parents”. Next thing you know, we’re doing exactly what we did when we were kids to get what we need in the organization—trying too hard to please, acting out, brownnosing. Yet these responses aren’t productive in the workplace. In Power Genes, executive coach Maggie Craddock reveals how to kick those old habits and use your power more effectively to advance your career. Craddock identifies four “power types”—Pleaser, Charmer, Commander, Inspirer—and explains how to diagnose your type. Next she walks you through a process for avoiding your type’s signature destructive reflexes and replacing them with new behaviors. She also shows how to interact productively with other people—peers, bosses, employees—of each type. Power Genes helps you jettison unproductive habits and take charge of your workplace relationships. Maggie Craddock is an executive coach and author of The Authentic Career: Following the Path of Self-Discovery to Professional Fulfillment. Prior to coaching, she received two Lipper Awards for managing the top mutual fund in its class nationwide. She is an Ackerman-certified family therapist.

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Robert Steven Kaplan

Leadership/Self-Help • August 2011 224 pages

What to Ask the Person in the Mirror Critical Questions for Becoming a More Effective Leader and Reaching Your Potential Successful leaders worldwide know that leading is less often about having all the answers—and more often about asking the right questions. The challenge lies in being able to step back, reflect, and ask the specfic questions that are critical to your performance and your organization’s effectiveness. In What to Ask the Person in the Mirror, HBS professor and former Wall Street executiveRobert Kaplan offers a new perspective on questions that have resonated with hundreds of business and non-profit leaders around the world which will help you diagnose problems, change course if necessary, and advance your career. Questions include: Do I clearly articulate my vision and top priorities to my employees and key constituencies? Does the way I spend my time enable me to achieve my top priorities? Do I give subordinates timely and direct feedback they can act on? Do I actively seek feedback myself? Each chapter provides a list of actionable follow-up steps to turn questions into action. Packed with real-life situations, this practical guide helps you tackle the inevitable challenges of leadership and craft new strategies for staying on top of your game. . Robert Steven Kaplan is a professor of management practice at Harvard Business School and former vice chairman of The Goldman Sachs Group. He is also co-chairman of Draper, Richards and Kaplan, a global venture philanthropy firm. He advises numerous companies around the world.

Thomas J. DeLong

Leadership • June 2011 256 pages

Flying Without a Net Turning Fear of Change into Fuel for Success Confronted by omnipresent threats of job loss and change, even the brightest among us are anxious. In response, we’re hunkering down, blocking ourselves from new challenges. We know this response hurts us and our organizations. But we fear making ourselves even more vulnerable by committing mistakes while learning something new. How to reverse this vicious cycle? As Thomas DeLong exhorts in Flying Without a Net, draw strength from your vulnerability. First, understand the forces that escalate anxiety in high achievers and the unproductive behaviors you turn to for relief. Then adopt counterintuitive practices that give you the courage to “do the right things poorly” before “doing the right things well.” Drawing on his extensive research and consulting work, DeLong lays out: 1)the roots of high achievers’ anxiety—including fear of being wrong, lack of a sense of purpose in work, a craving for human connection, and a need to feel needed; 2)destructive behaviors we adopt to relieve our anxiety—such as busyness, comparing ourselves with others, and blaming others for our frustrations and 3) new behaviors we must adopt to gain strength from vulnerability—for example, putting the past behind us, seeking honest feedback, and taking swift action despite uncertainty. Packed with practical advice and inspiring stories, Flying Without a Net is an invaluable resource for all leaders seeking to thrive in this Age of Anxiety. Thomas J. DeLong is the Philip J. Stomberg Professor of Management Practice in the Organizational Behavior area at the Harvard Business School. His research focuses on the challenges facing individuals and organizations in the process of change.

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John Coleman, Daniel Gulati, and W. Oliver Segovia Foreword by Bill George

Leadership • December 2011

Passion and Purpose Stories from the Best and Brightest Young Leaders

250 pages

Recovering after crisis, and a new emphasis on doing good, are only some of the tough issues facing business today— challenges that call for strong, innovative leadership. Luckily, tomorrow’s leaders are already thinking about them and taking seriously the responsibilities and opportunities they present. In Passion and Purpose, recently graduated Harvard MBAs reveal how their ideas, aspirations, and practices are shaping business the next generation of business. Drawing on insights from an exclusive survey of students—undoubtedly our future leaders-- each chapter addresses a specifi theme, including: globalization, diversity in the workplace, sustainability and covergence across sectors. A selection of relevant and engaging essays by diverse young leaders hailing from around the world follows the overivew. Finally, the chapters are rounded out with broader perspectives on these themes by prominent senior leaders, including Dominic Barton (CEO of McKinsey & Company), Nitin Nohria (Dean of Harvard Business School), David Gergen (CNN analyst, presidential adviser, and Director of Harvard’s Center for Public Leadership), Rich Lyons (Dean of Haas Business School), Deborah Henretta (President of P&G Asia), Joe Kennedy (CEO of Pandora), and Carter Roberts (CEO of World Wildlife Fund). An invaluable trove of inspirational first-person accounts, Passion and Purpose offers profound insight into the values and vision of tomorrow’s global business leaders. John Coleman earned an MBA from Harvard Business School, where he was a Dean’s Award winner, and an MPA from Harvard Kennedy School, where he was a Zuckerman Fellow and a George Fellow. Daniel Gulati holds an MBA from Harvard Business School, where he was a Baker Fellow and an Arthur Rock Fellow, and is the founding CEO of FashionStake, a venture-backed fashion company. W. Oliver Segovia received an MBA with Distinction from Harvard Business School.

Jeffrey Dyer, Hal Gregersen, and Clayton M. Christensen The Innovator’s DNA Mastering the Five Skills of Disruptive Innovators

Management • July 2011 272 pages

Some people are just natural innovators, right? With no apparent effort, they discover ideas for new products, services, and entire businesses. It may look like innovators are born, not made. But according to Jeffrey Dyer and Hal Gregersen, anyone can become more innovative. How? Master the discovery skills that distinguish innovative entrepreneurs and executives from ordinary managers. In The Innovator’s DNA, the authors identify five capabilities demonstrated by the best innovators: 1)associating—connecting questions, problems, or ideas from unrelated fields; 2) questioning—posing queries that challenge common wisdom; 3) observing—scrutinizing customers’, suppliers’, and competitors’ behavior to identify new ways of doing things; 4) experimenting—constructing interactive experiences and provoking unorthodox responses to see what insights emerge; and (5) networking—meeting people with different kinds of ideas and perspectives. The authors explain how to generate ideas with these skills, collaborate with “deliverydriven” colleagues to implement ideas, and build innovation skills throughout your organization to sharpen its competitive edge. They also provide a self-assessment for rating your own “Innovator’s DNA.” Practical and provocative, this book is an essential resource for all teams seeking to strengthen their innovative prowess. Jeffrey Dyer is the Horace Beesley Professor of Strategy at the Marriott School, Brigham Young University. He is widely published in strategy and business journals and was the fourth most cited management scholar in 1996-2006. Hal Gregersen is a professor of leadership at INSEAD. He consults to organizations around the world on innovation, globalization, and transformation; is the author of extensive articles and several books including It Starts with One (Pearson, 2008); and has published extensively in leading academic and business journals. Clayton M. Christensen is the Robert and Jane Cizik Professor of Business Administration at the Harvard Business School and the architect of and the world's foremost authority on disruptive innovation. His numerous publications include the groundbreaking The Innovator’s Dilemma (HBRP, 1997), The Innovator’s Solution (HBRP, 2003) and Seeing What’s Next (HBRP, 2004) all of which have been translated into a dozen or more languages. Rights Sold: 8

Korean: Sejong Books, Inc. FORTHCOMING TITLES


Scott D. Anthony

Innovation • January 2012 208 pages

The Little Black Book of Innovation How It Works, How to Do It Innovation may be the hottest discipline around today—in business circles and beyond. And for good reason. Innovation transforms companies and markets. It’s the key to solving vexing social problems. And it makes or breaks professional careers. For all the enthusiasm the topic inspires, however, the practice of innovation remains stubbornly impenetrable. No longer. In The Little Black Book of Innovation, long-time innovation expert Scott D. Anthony draws on stories from his research and field work with companies like Procter & Gamble to demystify innovation. In his trademark conversational and lively style, Anthony presents a simple definition of innovation, breaks down the essential differences between types of innovation, and illuminates innovation’s vital role in organizational success and personal growth. This unique hybrid of professional memoir and business guidebook also provides a powerful 28-day program for mastering innovation’s key steps: 1) finding insight; 2) generating ideas; 3) building businesses and; 3) strengthening innovation prowess in your workforce and organization. With its wealth of illustrative case studies and vignettes from a range of companies around the globe, this engaging and potent playbook is a must-read for anyone seeking to turn themselves or their companies into true innovation powerhouses. Scott D. Anthony is the managing director of Innosight, a global strategic innovation consulting and investment firm founded by Clay Christensen. He is the head of Innosight’s Asian headquarters in Singapore. He has worked with clients ranging from national governments to companies in industries as diverse as healthcare, telecommunications, consumer products, and software. He has authored The Silver Lining(HBRP, 2009) and coauthored The Innovator’s Guide to Growth (HBRP, 2008)and Seeing What’s Next (HBRP, 2004)—all of which has been translated widely.

Nirmalya Kumar and Phanish Puranam India Inside The Emerging Innovation Challenge to the West

Innovation • November 2011 200 pages

Thanks to its ability to innovate, the developed world will always have a distinct advantage over the developing world, right? Not according to leading management experts Nirmalya Kumar and Phanish Puranam. In India Inside, the authors draw on their research to show how India is already turning this assumption on its head—often in ways invisible to consumers in the developed world. Through their research and extensive interviews with India-based executives from such companies as AstraZeneca, GE, Infosys, Intel, and Wipro, the authors unveil the dramatic rise in invisible innovation occurring in India—from B2B products and R&D outsourcing to process and management innovation. The book also illuminates Indian companies’ growing ability to innovate consumer products that are compact, low-cost, efficient, and robust in the face of harsh environmental conditions. The authors’ analysis makes clear that for certain kinds of innovation, the long-held monopoly of the developed world is over. India Inside provides a wake-up call for executives and policy makers in the developed world by introducing new concepts such as “the injection of intelligence” and “the sinking skill ladder.” It also offers a clear-eyed view of both the challenges and opportunities facing multinationals seeking new sources of innovation in the future, as well as the issues that Indian policy makers must address urgently. Nirmalya Kumar and Phanish Puranam are professors at London Business School and serve as coodirectors of its Aditya Birla India Centre. Prof. Kumar has authored numerous books and articles on marketing, innovation, strategy, and Indian business including India’s Global Powerhouses (HBRP, 2009 ), Private Label Strategy (HBRP, 2007), and Marketing as Strategy (HBRP,2004) ).

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Management • September 2011

Joseph L. Bower, Herman B. Leonard, and Lynn S. Paine

256 pages

Capitalism at Risk Rethinking the Role of Business

The spread of capitalism worldwide has made people wealthier than ever before. But capitalism’s future is far from assured. The global financial meltdown of 2008 nearly produced a great depression. Economies in Europe are still teetering. Income inequality, resource depletion, mass migrations from poor to rich countries, religious fundamentalism—these are just a few of the threats to continuing prosperity. How can capitalism be sustained? And who should spearhead the effort? Critics of free-market capitalism turn to government. In Capitalism at Risk, Harvard Business School professors Joseph Bower, Herman Leonard, and Lynn Paine argue that while governments must play a role, businesses should take the lead. For enterprising companies—whether large multinationals, established regional players, or small start-ups—the current threats to market capitalism present important opportunities. In their provocative new book, the authors draw on discussions with business leaders around the world to identify ten potential disruptors of the global market system. Presenting examples of companies already making a difference, the authors explain how business must serve both as innovator and activist—developing corporate strategies that combat the disruptors and partnering with governments and others to effect change at the community, national, and international levels. Filled with rich insights, Capitalism at Risk presents a compelling and constructive vision for the future of market capitalism. Joseph L. Bower is the Baker Foundation Professor of Business Administration at Harvard Business School. Herman B. Leonard is the Eliot I. Snider and Family Professor of Business Administration at Harvard Business School and the George F. Baker, Jr. Professor of Public Sector Management at Harvard’s Kennedy School of Government. Lynn Paine is the John G. McLean Professor of Business Administration at Harvard Business School.

Marketing • July 2011

Joseph B. Pine II, James H. Gilmore

256 pages

The Experience Economy Second Edition

In 1999, Joseph Pine and James Gilmore offered this idea to readers as a new way to think about connecting with customers and securing their loyalty. As a result, their book The Experience Economy is now a classic, embraced by readers and companies worldwide and read in more than a dozen languages. And though the world has changed in many ways since then, the way to a customer’s heart has not. In fact, the idea of staging experiences to leave a memorable—and lucrative—impression is now more relevant than ever. With an ongoing torrent of brands attacking consumers from all sides, how do you make yours stand out? Welcome to the new Experience Economy. With this fully updated edition of the book, Pine and Gilmore make an even stronger case that experience is the missing link between a company and its potential audience. It offers new rich examples—Heinken, Autostadt, Vinopolis,and Cirque de Soleil to name a few-- to show fresh approaches to scripting and staging compelling experiences, while staying true to the very real economic conditions of the day. B. Joseph Pine II and James H. Gilmore are cofounders of Strategic Horizons LLP, a thinking studio dedicated to helping enterprises conceive and design new ways of adding value to their economic offerings. They are coauthors of Authenticity (HBP, 2007). Pine, author of Mass Customization (HBP, 1992), is a Senior Fellow with both the Design Futures Council and the European Centre for the Experience Economy, which he cofounded. Gilmore is also a Batten Fellow and Visiting Lecturer at the University of Virginia Darden School of Business. Rights sold: Rights sold to first edition (contracts still active):

Simplified Chinese: Hua Zhang Danish: Forlaget Klim Dutch: Academic Service

Italian: ETAS Libri Korean: Book 21; Romanian: Publica

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Jeremy Hope and Steve Player Beyond Performance Management Why, When and How to Use 40 Tools and Best Practices for Superior Performance

Strategy • October 2011 288 pages

There’s a bewildering array of management tools out there. And they all promise to help you excel at the toughest parts of your job: defining your organization’s strategic direction, managing customers and costs, and boosting workforce performance. But just 30 percent of these tools deliver as intended. Why? As Jeremy Hope and Steve Player reveal in Beyond Performance Management, while many tools are sound in theory, they’re misused by most organizations. For example, executives buy and implement a tool without first asking, “What problem are we trying to solve?” And they use tools to command and control frontline teams, not empower them—a serious and costly mistake. In this eminently useful, clear-eyed book, the authors critically review dozens of well-known management tools—from mission statements, balanced scorecards, and rolling forecasts to key performance indicators, Six Sigma, and performance appraisals. They explain how to select the right tools for your organization, how to implement them correctly, and how to extract maximum value from each. Brimming with rigorous analysis and solid advice, Beyond Performance Management helps you swiftly gauge the value of each management tool as well as navigate the increasingly crowded field of offerings—so the tools you select deliver fully on their promise. Jeremy Hope is cofounder of the Beyond Budgeting Round Table (BBRT) and has authored numerous books and articles on performance management including Reinventing the CFO (HBRP, 2006). Steve Player is the director of BBRT North America and coauthor of Future Ready (Wiley, 2010).

Baruch Lev What Investors Really Want Surprising Truths About Honesty, Earnings Guidance, and Other Ways to Boost Your Stock Price

Finance / Management • November 2011 272 pages

Pleasing Wall Street used to be easy for executives. Not anymore. The stock market’s an uncertain place, and every day, executives have to figure out what investors really want. There are right ways and wrong ways to do this. Get it wrong, and you risk alienating investors as well as employees, consumers, and suppliers—which can erode your earnings and stock price. In What Investors Really Want, Baruch Lev draws on his own and other finance scholars’ research to present authoritative, often surprising instructions for dealing intelligently with Wall Street—and boosting your company’s earnings and stock price. Through rigorous data analysis and real-life cases, Lev shows you how to: 1) Understand and address investors’ concerns to secure ongoing funding and support from the capital markets; 2) deliver disappointing news effectively to investors; 3) build, rebuild, and maintain credibility on Wall Street; 4) win investors’ support when you need it most: to restructure operations or execute a new business strategy and 5) buy time for your company’s recovery from activist shareholders and hedge fund raiders 6)Structure your compensation to win shareholders’ support. Smart and provocative, this new book demonstrates that despite the uncertainty that characterizes Wall Street today, you can still craft a mutually beneficial, long-term partnership with investors. Baruch Lev is the Philip Bardes Professor of Accounting and Finance at New York University’s Stern School of Business and the director of both the Vincent C. Ross Institute for Accounting Research and the Project for Research on Intangibles. He is a permanent visitor at École Nationale Des Ponts and Chaussées (Paris) and City University Business School (London).

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Charlene Li and Josh Bernhoff Groundswell, Expanded and Revised Edition Winning in a World Transformed by Social Technologies

Management /Social Media• June 2011

Corporate executives struggle to harness the power of social technologies. Twitter, Facebook, blogs, YouTube are where customers discuss products and companies, write their own news, and find their own deals but how do you integrate these activities into your broader marketing efforts? It's an unstoppable groundswell that affects every industry -- yet it's still utterly foreign to most companies running things now.When consumers you've never met are rating your company's products in public forums with which you have no experience or influence, your company is vulnerable. In the best-selling Groundswell, Josh Bernoff and Charlene Li explain how to turn this threat into an opportunity. This updated and expanded edition features an all new introduction and chapters on Twitter and social media integration that will help you: evaluate new social technologies; apply a four-step process for formulating your future strategy and build social technologies into your business. Groundswell is required reading for executives and marketers seeking to protect and strengthen their company's public image. Charlene Li is an independent thought leader and founder of the Altimeter Group. Josh Bernoff is a vice president at Forrester Research and one of their most senior and most frequently quoted research analysts. He created the Technographics segmentation, a classification of consumers according to how they approach technology. Rights sold: Rights sold to first edition:

Dutch: Thema Complex Chinese: Commonwealth Publishing Simplified Chinese: Hua Zhang Co. Croatian: MATE d.o.o. Italian: ETAS Libri Japanese: Shoeisha Co. Korean: KNOmad Portuguese: Elsevier Editora Polish: MT Biznes

Anthony J. Bradley and Mark P. McDonald The Social Organization How to Use Social Media to Tap the Collective Genius of Your Customers and Employees

Danish: Borsens Forlag Finnish: Tietosanoma Oy German: Carl Hanser Verlag Russian: Vyscshee Obrazovanie Slovak: Eastone Publishing Spanish: Ediciones Urano Vietnamese: Alpha Books Audio: Gildan Media Corp.

Management / Social Media • October 2011 256 pages

As a leader, it's your job to extract maximum talent, energy, knowledge, and innovation from your customers and employees. But how? In The Social Organization, two of Gartner's lead analysts strongly advocate exploiting social technology. The authors share insights from their study of successes and failures at more than four hundred organizations that have used social technologies to foster—and capitalize on—customers’ and employees’ collective efforts. But the new social technology landscape isn’t about the technology. It’s about building communities, fostering new ways of collaborating, and guiding these efforts to achieve a purpose. To that end, the authors identify the core disciplines managers must master to translate community collaboration into otherwise impossible results: 1) vision: defining a compelling vision of progress toward a highly collaborative organization; 2) strategy: taking community collaboration from risky and random success to measurable business value; 3) purpose: rallying people around a clear purpose, not just providing technology; 4) launch: creating a collaborative environment and gaining adoption; 5) guide: participating in and influencing communities without stifling collaboration and 6) adapt: responding creatively to change in order to better support community collaboration. The Social Organization highlights the benefits and challenges of using social technology to tap the power of people, revealing what managers must do to make collaboration a source of enduring competitive advantage. Anthony J. Bradley is a group vice president in Gartner Research. His responsibilities include advising clients on the enterprise employment of social media and social software solutions. Mark P. McDonald is a group vice president and head of research in Gartner Executive Programs, working with executives on the business application of information technology. 12

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Dick Grote

Human Resources• July 2011 200 pages

How to be Good at Performance Appraisals Simple, Effective, Done Right If you’re an executive, manager, or team leader, one of your toughest responsibilities is managing your people’s performance. How do you appraise just how well a direct report has carried out her job? What do you do if informal coaching fails to improve mediocre performance? In How to be Good at Performance Appraisals, Dick Grote provides a concise, hands-on guide to succeeding at every task required by your company’s performance appraisal and management process. Through step-by-step instructions, examples, sample dialogues, and suggested scripts, he shows you how to handle appraisal activities ranging from setting goals, defining job responsibilities, and coaching to providing recognition, assessing performance and discussing it with employees, and creating development plans. Grote also explains how to tackle other performance management activities your company requires, such as determining compensation, developing and retaining star performers, and solving people problems. This book is so accessible and practical that you won’t just read it once and put it away. Instead, you’ll be sure to keep it within arm’s reach, referring to particular chapters each time you face a performance management task. Dick Grote is Chairman and CEO of Grote consulting Corporation in Dallas, Texas. He is the author of several industry leading books on performance appraisals including The Complete Guide to Performance Appraisal (Amacom, 1996), The Performance Appraisal Question and Answer Book(Amacom, 2002) and Forced Ranking (HBRP, 2005).

Sylvia Ann Hewlett and Ripa Rashid Winning the War for Talent in Emerging Markets Why Women Are the Solution

Human Resources • August 2011 256 pages

The war for talent is heating up in emerging markets. Without enough “brain power,” multinationals can’t succeed in these markets. Yet they’re approaching the war in the wrong way—bringing in expats and engaging in bidding wars for hotshot local “male” managers. The solution is hiding in plain sight: the millions of highly educated women surging into the labor markets of Brazil, Russia, India, China, and the United Arab Emirates. Increasingly, these women boast better credentials, higher ambitions, and greater loyalty than their male peers. But there’s a catch: Attracting and retaining talented women in emerging economies requires different strategies than those used in mature markets. Complex cultural forces – family-related “pulls,” such as daughterly duties to parents and in-laws, and work-related “pushes,” such as extreme hours and dangerous commutes – force women to settle for dead-end jobs, switch to the public sector, or leave the workforce entirely. In Winning the War for Talent in Emerging Markets, Sylvia Ann Hewlett and Ripa Rashid analyze these forces and present strategies for countering them, including: 1) sustaining ambition through stretch opportunities and international assignments; 2) combating cultural bias by building an infrastructure for female leadership (networks, mentors, sponsors); 3) introducing flexible work arrangements to accommodate family obligations and 4) providing safe transportation, such as employer-subsidized taxi services. Drawing on groundbreaking research, amplified with on-the-ground examples from companies as diverse as Google, Infosys, Goldman Sachs, and Siemens, this book is required reading for all companies seeking to strengthen their talent pipeline in these rich and expanding markets. Sylvia Ann Hewlett, economist and author of 10 high-profile books, is the founding president of the Center for Work-Life Policy and the chair of the Hidden Brain Drain Task Force – a group of 60 global companies and organizations committed to fully realizing female and multicultural potential. Ripa Rashid is a senior vice president of the Center for Work-Life Policy and has over 15 years’ experience as a management consultant in North America, Europe, Latin America and Asia.

FORTHCOMING TITLES

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Henry R. Nothhaft, with David Kline

Entrepreneurship • June 2011 224 pages

Great Again Revitalizing America's Entrepreneurial Leadership The innovation engine that powered the U.S. economy to unmatched prosperity since World War II is failing— threatening the way we work and live. We have lost our leadership position in critical new technology sectors like biotech, alternative energy, next-generation LED illumination, and advanced materials. Real per capita income is down. Job growth is stalled. And small business, the key driver of economic growth, is faltering. How can America revitalize its entrepreneurial leadership? In Great Again, serial entrepreneur Hank Nothhaft takes us inside the heart of the communities most responsible for innovation and shows how a few practical reforms can get America’s economy moving again. This book is an irresistible call to action for removing regulatory shackles from start-ups, fixing the patent office to incentivize innovation, creating smarter government support of basic science and research, offering meaningful incentives to rebuild our manufacturing sector, and easing immigration rules to turn America’s brain drain into a brain gain. Filled with evocative stories and telling examples, Great Again presents an action plan that entrepreneurs and policymakers can rally behind. Henry R. Nothhaft is a highly respected technology entrepreneur and a frequent speaker before business, investor, and policy audiences. He is Chairman and CEO of Tessera, a technology miniaturization firm, and has been profiled widely in the major business media. David Kline is a journalist and author who has covered some of the world’s most dramatic stories and authored several books on innovation issues.

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Current Titles

CURRENT TITLES

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Management • January 2011

Edward M. Hallowell, MD

224 pages

Shine Using Brain Science to Get the Best from Your People

Your job as a manager is getting harder all the time. But your most critical responsibility—especially in today’s world of intensifying competition—is how to help your people shine their brightest. How do you inspire solid contributors to strive for more? What should you do if a star player falls off their game? In Shine, bestselling author, psychiatrist, and ADD expert Edward Hallowell draws on brain science, performance research, and his own experience helping people maximize their potential to present a proven process for getting the best from your people: (1) select—put the right people in the right job, and give them responsibilities that “light up” their brain; (2)connect—strengthen interpersonal bonds among your team members; (3)play—help people unleash their imaginations at work; (4)grapple and grow—when the pressure’s on, enable your employees to achieve mastery of their work; (5)shine—use the right rewards to promote loyalty and stoke your people’s desire to go the extra mile. Brimming with Hallowell’s trademark candor and warmth, Shine is a vital new resource for all managers seeking to inspire excellence in their teams. Edward M. Hallowell is a psychiatrist, an instructor at Harvard Medical School, and director of the Hallowell Center for Cognitive and Emotional Health, which serves individuals with emotional and learning problems. He was on the faculty of Harvard Medical School for twenty years. He has written two popular Harvard Business Review articles and authored thirteen books, including the national bestseller Driven to Distraction and most recently Crazy Busy which has been translated into 6 languages. His books have sold millions of copies. He has been covered by leading business outlets including BusinessWeek, The New York Times and Wall Street Journal, and has appeared on Oprah, The Dr. Phil Show, The Today Show, and BBC. Rights sold:

Audio: Gildan Media Corp. Romanian: Amaltea

Portuguese, Brazil: Record Publishing Group

Linda A. Hill and Kent. L. Lineback Being the Boss The 3 Imperatives for Becoming a Great Leader

Management • January 2011 304 pages

You never dreamed being the boss would be this challenging. You’re caught in a web of conflicting expectations from subordinates, your supervisor, peers, and customers. You’re constantly putting out fires. You end each day exhausted and discouraged, wondering what, if anything, you’ve accomplished. You’re not alone. As Linda Hill and Kent Lineback reveal in Being the Boss, becoming an effective manager is a painful, difficult journey. It’s trial and error, endless effort, and slowly acquired personal insight. This new book explains how to mastering three imperatives: (1) manage yourself: learn that management isn’t about getting things done yourself, it’s about accomplishing things through others; (2) manage a network: understand how power and influence work in your organization and build a network of mutually beneficial relationships to navigate your company’s complex political environment; and (3) manage a team: forge a high-performing “we” out of all the “I’s” who report to you. Packed with compelling stories and practical guidance, Being the Boss is an indispensable guide for not only first-time managers but all managers seeking to master the most daunting challenges of leadership. Linda A Hill is the Wallace Brett Donham Professor of Business Administration at the Harvard Business School, the faculty chair of the Leadership Initiative, and author of Becoming a Manager (HBP, 1992 and 2007), which has been translated into 6 languages. Kent Lineback has spent 25 years as a manager and executive and is the coauthor of the bestseller The Monk and the Riddle (HBP, 2000) with Randy Komisar.

Rights sold:

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Complex Chinese: Common Wealth Magazine

CURRENT TITLES


Pankaj Ghemawat

Current Events • May 2011 384 pages

World 3.0 Global Prosperity and How to Achieve It

The world looks far different today than it did before the global financial crisis struck. Reeling from the most brutal impacts of the recession, governments, economies, and societies everywhere are retrenching and pushing hard for increased protectionism. That’s understandable—but it’s also dangerous, maintains global economy expert Pankaj Ghemawat in World 3.0. Left unchecked, heightened protectionism could prevent peoples around the world from achieving the true gains afforded by cross-border openness. Ghemawat paints a disturbing picture of what could happen—to household income, availability of goods and services, and other quality-of-life metrics—should globalization continue to reverse direction. He then describes how a wide range of players—private businesses, policy makers, citizens, the press—could help open flows of ideas, people, and goods across borders, but in ways that maximize economic benefits for all. World 3.0 reveals how we’re not nearly as globalized as we think we are, and how people around the world can secure their collective prosperity through new approaches to cross-border integration. Provocative and bold, this new book will surprise and move you—no matter where you stand on globalization. Pankaj Ghemawat is the Anselmo Rubiralta Professor of Global Strategy at IESE Business School in Barcelona. He is the author of five books and ncluding the internationally acclaimed Redefining Global Strategy (HBP, 2007) which has been translated into 9 languages as well as many articles in both academic journals as well as the popular press. He received the McKinsey Award for his Harvard Business Review article, "Regional Strategies for Global Leadership." Rights sold:

Audio: Gildan Media Corp. S.Chinese: China CITIC

Justin Menkes Better Under Pressure How Great Leaders Bring Out the Best in Themselves and Others

Portuguese: Artmed Editora Spanish: Planeta

Leadership • May 2011 208 pages

Most business leaders can take only so much pressure before their performance slides. But some CEOs deliver their greatest successes when times get toughest. In Better Under Pressure, Justin Menkes reveals their secrets. Drawing on in-depth interviews with 150 CEOs from an array of industries, Menkes shows that great leaders strive relentlessly to maximize their own as well as their people’s potential. To sustain this high performance, leaders must possess three cornerstone attributes : (1) realistic optimism: they recognize the risks threatening their organization’s survival—yet remain confident that the company will prevail; (2)subservience to purpose: they dedicate themselves to pursuing a noble cause, and win their team’s commitment to that cause and (3)f inding order in chaos: they find clarity amid the many variables affecting their business and cull data to form the conclusions that matter most to the company. Menkes demonstrates how each attribute manifests in real life and enables top performance under extreme duress. And he shows how to deploy those attributes to become a leader who only shines under pressure. Personal and practical, this book is a potent resource for aspiring, emerging, and seasoned business leaders alike. Justin Menkes is an acclaimed author and leading expert in executive assessment. A consultant for the elite executive search firm Spencer Stuart, he advises the boards of the world’s leading companies on their choice of CEO. He authored the Wall Street Journal bestseller Executive Intelligence: What All Great Leaders Have (and has written articles for Chief Executive and Harvard Business Review.

CURRENT TITLES

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Management • May 2011

Roger L. Martin

192 pages

Fixing the Game How Runaway Expectations Broke the Economy, and How to Get Back to Reality

In 2001 and 2008, we suffered the two biggest market crashes since 1929—just seven years apart. Clearly, market volatility is intensifying to perilous levels. In Getting Real, Roger Martin reveals the culprit: the tight coupling of the “real” market (business) with the “expectations” market (the stock market). Martin shows how such coupling has been engineered and lays out its results: a single-minded focus on the expectations market that will continue driving us from crisis to crisis—unless we act now. Drawing on the analogy of the NFL and other sports leagues strict separation of actual games from betting, Martin shows how to reverse our plight, including:restructuring executive compensation to focus entirely on the real market, not the expectations market; reining in the power of monopoly pension funds and hedge funds; and enlarging private companies’ role in the economy. Concise and hard-hitting, Getting Real advocates seizing capitalism from the jaws of the expectations market—and planting it firmly in the real market. And it presents the steps we must take now to do so. Roger L. Martin is dean of the Rotman School of Management at the University of Toronto, and a professor of strategic management at the school. He is the author of three previous books, including The Opposable Mind (HBP, 2007) which has been translated into 12 languages and The Design of Business (HBP, 2009) which has been translated into 6 languages.

Management • January 2011 256 pages

Umair Haque The New Capitalist Manifesto Building a Disruptively Better Business

Welcome to the worst decade since the Great Depression. Trillions of dollars of financial assets destroyed; trillions in shareholder value vanished; worldwide GDP stalled. But this isn’t a financial crisis, or even an economic one, says Umair Haque, author of The New Capitalist Manifesto. It’s a crisis of institutions—ideals inherited from the industrial age. These ideals include rampant exploitation of resources, top-down command of resource allocations, withholding of information from stakeholders, and a single-minded pursuit of profit. All this has produced “thin value”—short-term economic gains that accrue to some people far more than others, and that don’t make us happier or healthier. In The New Capitalist Manifesto, Haque advocates a new set of ideals: (1) renewal-- use resources sustainably to maximize efficiencies; (2)democracy--allocate resources democratically to foster organizational agility; (3)peace--practice economic non-violence in business and (4)equity--Create industries that make those who are not well off better off. (5)Meaning: Generate payoffs that tangibly improve quality of life. In this bold manifesto, Haque makes an irresistible business case for following their lead Umair Haque is the Director of the London-based Havas Media Lab and heads Bubblegeneration, a strategy lab that helps discover strategic innovation. He studies the economics of the future: the impact that new technologies, management innovations, and shifting consumer preferences will exert tomorrow on the industries and markets of today Rights sold:

Korean: Dong-a ilbo

Portuguese (Portugal): Actual Editora

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Heike Bruch and Bernd Vogel Fully Charged How Great Leaders Boost Their Organization’s Energy and Ignite High Performance

Management • March 2011 288 pages

As you’re well aware, your individual energy ebbs and flows—leading to high and low productivity cycles. Fail to manage your energy correctly and you risk falling into traps including inertia, complacency, and frenzied, unfocused activity that only erodes the quality of your life. The same holds true for your entire organization. In Fully Charged, Heike Bruch and Bernd Vogel provide tools and strategies to help you manage your company’s collective energy. First, diagnose your company’s “energy state” using the Organizational Energy Matrix. By assessing the intensity (high or low) and the quality (positive or negative) of the energy in your enterprise, you discover which of four energy states your company is experiencing. Second, move your company out of dangerous states characterized by complacency, cynicism, aggression, withdrawal, and other perils. By applying practices mastered by companies as diverse as Airbus, Novartis, SAP, and Tata Steel, you can shift your firm into a state of high, positive energy—in which everyone is emotionally engaged, mentally alert, and working swiftly and productively toward critical goals. Practical and backed by extensive research, Fully Charged reveals how to continually refresh your company’s energy—so it’s always ready to tackle the next period of high demand. Heike Bruch is Professor Leadership at the Institute for Leadership and Human Resource Management at the University of St. Gallen in Switzerland, the founder and research director of the Organizational Energy Program (OEP), and co-author of Bias for Action (HBP, 2004) which was translated into 9 languages. Bernd Vogel is a Senior Research Fellow and lecturer at the Institute and the project leader in the OEP.

Paul Nunes and Tim Breene Jumping the S-Curve How to Beat the Growth Cycle, Get on Top, and Stay There

Strategy • March 2011 288 pages

In recent years, a number of bestselling management books have focused on providing a recipe for business greatness. Others have sought to unlock the secrets of long-term business success. But a detailed, research-based analysis at the intersection of the two—one that explains how some companies manage to achieve repeated peaks of business performance—has been missing, until now. After extensive study spanning nearly a decade, authors Paul Nunes and Tim Breene, leaders of the Accenture’s High Performance Business research program have found that what matters is not just what you do to reach the top of one successful business (climbing your current “S-curve”). Many companies will succeed once. Equally important are the counterintuitive moves you must make early on the way up to prepare for the move to the next business (making the jump to your future “S-curve”). In Jumping the S-Curve, Nunes and Breene reveal the crucial insights for making such transitions, including: 1) why traditional strategic planning won’t allow you to find the “big enough” market insights that are critical to superior performance; 2) why your top team must be refreshed before performance starts to wane; and 3) why you need much more talent than you think, especially “serious talent” that will find you worthy of their time. Filled with solid practical advice, Jumping the S-Curve finally demystifies how companies can thrive with one successful business after another, through both good times and bad. Paul Nunes is the executive director of research and an executive research fellow in the Accenture Institute for High Performance Business. He is the coauthor the award-winning book Mass Affluence and numerous articles. Tim Breene is Accenture’s former Chief Strategy and Development Officer and current head of the company’s digital marketing initiative. Breene and Nunes coauthored the Harvard Business Review article “The Chief Strategy Officer,” currently rated a “most popular” feature in reader surveys.

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Saul J. Berman

Strategy • February 2011 240 pages

Not for Free Revenue Strategies for a New World It used to be only dotcom start-ups lacked workable business models. But now the ubiquity of cheap communications and computing is deeply wounding business models across the board. Combined with rapidly changing customer expectations, the rules for how value is delivered, and what, when, and how much customers will pay are in flux. What can you do to ensure that you have a business model that will work today and in the future—all while riding out economic turbulence? Create new revenue models, advises Saul J. Berman in Not for Free. The most important action now is wringing new income streams from existing assets while also learning about customer preferences, value perceptions and demand for new value. Using the media industry, the canary in the coalmine for business model disruption, as a starting point, Berman explores the revenue strategies that are working, and the ones that are failing, in this new world. Drawing on examples like Progressive Insurance, Mint, Hanaro TV, A Better Place, Canal Plus, Novartis, PreMedica and many others, Berman guides you through the opportunities and pitfalls of new revenue strategies. Timely and practical, Not for Free tackles a problem plaguing all industries: growing revenue organically in the near term. Saul J. Berman is the Global Lead Strategy Partner, Strategy Consulting & Innovation and Growth for IBM Global Business Services. He has over 25 years of consulting experience advising senior managers of large corporations as well as startups, focusing on competitive positioning, business strategy and planning, and business-model innovation. Rights sold:

Portuguese (Portugal): Actual Editora

Simplified Chinese: Hua Zhang

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Recently Published Titles

RECENTLY PUBLISHED TITLES

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John P. Kotter & Lorne A. Whitehead Buy-In Saving Your Good Idea From Being Shot Down


You’ve got a good idea. You know it could make a crucial difference for you, your organization, your community. You present it to the group—but get confounding questions, inane comments, and verbal bullets in return. Before you know what’s happened, your idea is dead, shot down. You’re furious. Everyone has lost: Those who would have benefited from your proposal. You. Your company. Your community. It doesn’t have to be this way, maintain John Kotter and Lorne Whitehead. In Buy-In, they reveal how to win the support your idea needs to deliver valuable results. The key? Understand the generic attack strategies that naysayers and obfuscators deploy time and time again. Then engage these adversaries with tactics tailored to each strategy. By “inviting in the lions” to critique your idea—and being prepared for them—you’ll capture busy people’s attention, help them grasp your proposal’s value, and secure their commitment to implementing the solution. The book presents a fresh and amusing fictional narrative showing attack strategies in action. It then provides several specific counterstrategies for each basic category the authors have defined—including: death-by-delay: when your enemies push discussion of your idea so far into the future it’s forgotten; confusion: they present so much data that confidence in your proposal dies; fearmongering: critics catalyze irrational anxieties about your idea and character assassination: they slam your reputation and credibility. Smart, practical, and filled with useful advice, Buy-In equips you to anticipate and combat attacks—so your good idea makes it through to make a positive change. John P. Kotter is the Konosuke Matsushita Professor of Leadership, Emeritus, at Harvard Business School and is widely considered the world’s foremost authority on leadership and change. He is author of 16 books including the NYTimes best-selling A Sense of Urgency (HBP, 2008) which has been translated into 26 languages, as well as Our Iceberg is Melting (St. Martins, 2006), his flagship Leading Change (HBP, 1996) and Heart of Change (HBP, 2002) Lorne A. Whitehead is Leader of Education Innovation at the University of British Columbia, where he has also been a professor and the NSERC/3M Chairholder in the Department of Physics and Astronomy. Rights sold:

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Complex Chinese: Commonwealth Publishing Danish: Gyldendal Publishers Dutch: Business Contact Estonian: Aripaev French: Village Mondial Finnish: Arthouse Oy Japanese: Kodansha

Korean: KPI Publishing Company Polish: Helion Portuguese, Brazil: Record Publishing Group Romanian: Publicat Com Thai: Expernet Turkish: BZD Publishers

RECENTY PUBLISHED TITLES


Josh Bernoff & Ted Schadler

Management • September 2010 244 pages

Empowered Unleash Your Employees, Energize Your Customers, and Transform Your Company

The power shift has happened: Your market is packed with consumers using iPhone apps, Facebook, Twitter, YouTube, and other technologies to spread their experiences about your company to untold others in real time. If your product breaks, if your price is out of line, everybody who’s interested knows instantly. It’s the Groundswell effect times ten. How to operate in the new world where mobile apps and cloud computing have changed everything about how customers and companies interact? Empowered, by Groundswell coauthor Josh Bernoff and Forrester colleague Ted Schadler, arms readers with all of the knowledge and savvy they need to turn this trend to their advantage. Backed by Forrester’s rich data and legion of experts, Bernoff and Schadler reveal how to provide frontline employees with the tools and strategies they need to reach-out directly to solve customer problems, fast and effectively. They also present a four-step process for turning tech-savvy consumers into powerhouse advocates for your brand—including how to identify mass influencers, deliver groundswell customer service, empower customers with mobile information, and amplify your fans’ voices. Smart and packed with practical advice and engaging examples, Empowered is your playbook for surviving—and thriving—in a world where customers have better information and networks than you do. Josh Bernoff is Senior Vice President of Idea Development at Forrester Research and the coauthor of Groundswell: Winning in a World Transformed by Social Technologies, a BusinessWeek bestseller that has been translated into 15 languages. Ted Schadler is a Vice President and Principal Analyst at Forrester. He advises clients in a diverse array of industries on collaboration tools and practices, and has conducted quantitative studies of consumers and companies in 14 countries. Rights sold:

Audio: Gildan Media Corp. Danish: Borgens Forlag German:Carl Hanser Verlag Japanese: Shoeisha Co.

Korean: KNOmad Polish: MT Biznes Portuguese: Elsevier Editora Simplified Chinese: Hua Zhang

Management/Entrepreneurship • November 2010

Vikram Akula

224 pages

A Fistful of Rice My Unexpected Quest to End Poverty Through Profitability

Around the globe, poverty has held too many people in its grip for too long. While microfinance - small loans to impoverished individuals - initially attracted attention in the press, it didn't achieve the scale, scope, and profitability necessary to substantially combat poverty. All that changed with Vikram Akula's creation of SKS Microfinance. In this highly personal narrative, A Fistful of Rice, Akula reveals how he pieced together the best of both philanthropy and (to his surprise) capitalism to help millions of India's poor transition from paupers to customers to business owners. As thoughtful as Barack Obama's personal journey in Dreams from My Father, as harrowing as Paul Farmer's battle against infectious disease in Mountains Beyond Mountains, and as gripping as Greg Mortensen's fight for education in Three Cups of Tea, Akula's story shows how traditional business principles can be brought to bear on global problems in new ways. A Fistful of Rice offers not only inspiration but also lessons for anyone seeking to transform tenacity, creativity, and innovation into potent tools for fighting even the most seemingly intractable human burdens. Vikram Akula is the founder and chair of SKS Microfinance. In 2006, Time magazine named him one of the world’s 100 most influential people. He has received several awards, including the World Economic Young Global Leader (2008), the Schwab Social Entrepreneur of the Year in India (2006), and the Ernst & Young Start-Up Entrepreneur of the Year in India (2006). He has been profiled in media ranging from CNN to the front page of The Wall Street Journal. Rights Sold:

Danish: Gyldendal Publishers Hinidi: Prabhat Prakashan


Japanese: Diamond Inc. Simplified Chinese: Hua Zhang Co

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Vijay Govindarajan & Chris Trimble

Management/ Innovation • September 2010 288 pages

The Other Side of Innovation Solving the Execution Challenge

Companies can’t survive without innovating. But most put far more emphasis on generating Big Ideas than on turning them into actual breakthrough products, services, and process improvements. That’s because “ideating” is energizing and glamorous. By contrast, execution seems like humdrum, behind-the-scenes dirty work. But without execution, Big Ideas go nowhere. In The Other Side of Innovation, Vijay Govindarajan and Chris Trimble reveal how to execute an innovation initiative—whether a simple project or a grand, gutsy gamble. They also delve into the right way to manage the partnership between a dedicated team and the established organization. Drawing on examples from innovators as diverse as BMW, Timberland, Nuco, ABB, Electrolux, Alcatel-Lucent, and Sony, the authors explain how to (1) build the right team for your initiative: determine who’ll be on the team, where they’ll come from, how much time they’ll devote to the project, and how they’ll work with managers of ongoing operations; and (2) develop a project plan: decide how team members will test their assumptions through experiments, translate results into new knowledge, and measure progress. Practical and provocative, this new book takes you step-by-step through the innovation execution process—so your Big Ideas deliver the business value they promised. Vijay Govindarajan is the Earl C. Daum 1924 Professor of International Business and the Founding Director of the Center for Global Leadership at the Tuck School of Business at Dartmouth College, and the 2008 Professor-inResidence and Chief Innovation Consultant for General Electric. Chris Trimble is a Senior Fellow at Katzenbach Partners LLC, a consultancy that helps companies reach their strategic intent by offering analytic problem solving and insight into people and organizations. They are authors of Ten Rules for Strategic Innovators (HBP, 2005), which has been translated into 10 languages. Rights sold:

Korean: KD Books

Portuguese : Elsevier Editora

Management • June 2010

Vineet Nayar

200 pages

Employees First Customers Second Turning Conventional Management Upside Down

One small idea can ignite a revolution just as a single matchstick can start a fire. One such idea - putting employees first and customers second - sparked a revolution at HCL Technologies, the world-wide IT services giant. In this candid and personal account, Vineet Nayar - HCLT's celebrated CEO - recounts 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 explains precisely how he puts employees at the top of the organizational pyramid, providing detailed suggestions for creating a sense of urgency by telling employees the truth about the company’s challenges; earning employees’ trust through ongoing and transparent communication; unlocking front-line employees’ potential by fostering an entrepreneurial mindset and decentralizing decision-making; and using IT to put the “employee first” philosophy into practice across the organization. Refreshingly honest and practical, Employee First, Customer Second offers valuable insights for managers at all levels seeking to turn around their company, division, business unit, or team. Vineet Nayar is the CEO of HCL Technologies Ltd., India’s leading global IT services company. Fortune magazine called his leadership style “The World’s Most Modern Management,” and the London Business School labeled him “the leader of organizational innovation.” IDC recognized him as having “the most cohesive and articulate vision” in the IT services sector. Rights sold:

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Complex Chinese: InStars Multimedia Co. French: Les Editions DIATEINO Hindi: Prabhat Prakashan

Korean: Book 21 Publishing Group Portuguese: Artmed Editora Spanish: Bresca Editorial



Jay Barney & Trish Gorman Clifford What I Didn’t Learn in Business School How Strategy Works in the Real World

Strategy • October 2010 288 pages

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. John and his team deploy state-of-the-art strategy tools to analyze the attractiveness of potential markets for the technology. But they soon realize the tools don’t help them grapple with the human side of strategy—including political forces swirling within HGS. Everyone involved in the engagement is biased and insecure, brilliant and hardworking, selfish and lazy, loyal and dedicated. John and his cohorts aren’t “real”—What I Didn’t Learn in Business School is a business novel. But they’re realistic: they’re just like us. Their story reveals the limitations of strategy tools and demonstrates tactics for navigating the messy, human dynamics that can make or break a company’s strategy efforts. This engaging book uses the power of story to present potent lessons for anyone seeking to excel at strategy management. It’s a compelling read—whether you’re an MBA grad struggling to apply what you learned or in the fray and eager to see what MBAs get wrong when they land in the real world. Jay Barney is a professor of management at the Ohio State University’s Fisher College of Business. He has published numerous articles in strategy and management journals, as well as five bestselling textbooks on strategy. Trish Gorman Clifford is the Director of Global Strategy Learning at McKinsey & Company. She helps mid- and upper-level managers strengthen their strategic capabilities through consulting and other learning experiences. Rights Sold:

Audio: Gildan Media Corp. Korean: Bookie Complex Chinese: Common Wealth Magazine Polish: Wolters Kluwer Hungarian: Akademiai Kiado Portuguese (Brazil only): Record Publishing

Oded Shenkar Copycats How Smart Companies Use Imitation to Gain a Strategic Edge

Strategy • June 2010 224 pages

In the business world, imitation gets a bad rap: we see imitating firms as “me too” players, forced to copy because they have nothing original to offer. We pity their fate: a life of picking up crumbs discarded by innovators striding a path paved with fame and profit. In Copycats, Oded Shenkar challenges this viewpoint. He reveals how imitation—the exact or broad-brushed copying of an innovation—is as critical to prosperity as innovation. Shenkar shows how savvy imitators generate huge profits: they save not only on research and development costs but also on marketing and advertising investments made by first movers. And they avoid costly errors by observing and learning from others’ trials. Copycats presents suggestions for making imitation a core element in your competitive strategy and pairing it powerfully with innovation, including how to select the right model to imitate; how to avoid oversimplification of a model; and which imitation strategy to use and how to prepare and execute an implementation plan. Engaging, practical, and rich in company examples, Copycats unveils how to add imitation to your competitive arsenal. Oded Shenkar is the Ford Motor Company Chair in Global Business Management and Professor of Management at the Fisher College of Business, Ohio State University, where he heads the international business area. A top scholar in international strategy, he is also a prolific author, most recently of The Chinese Century (Wharton, 2006) and his work has been cited in numerous esteemed publications, including The Wall Street Journal, the New York Times, and The Economist.

Rights Sold:

Complex Chinese: Domain Publishing German: Redline Wirtschaft Indonesian: PT Elex Media Korean: Chungrim Publishing


Portuguese: Editora Saraiva Simplified Chinese: Hua Zhang Co. Slovak: Eastone Publishing Thai: Expernet 25



Marcia Blenko, Michael C. Mankins & Paul Rogers

256 pages

Decide and Deliver Five Steps to Breakthrough Performance in Your Organization

Dithering. Decisions that turn out wrong. Decisions that people sabotage or don’t know how to implement. If your company’s experiencing these problems, it’s not alone. Most organizations don’t know how to make and execute good decisions. And they’re paying a high price—as profitability and competitiveness erode. It doesn’t have to be this way. In Decide and Deliver, the authors draw on Bain & Company’s extensive research to present a five-step process for improving your firm’s decision effectiveness: (1) assess your decision effectiveness—and how your organization affects it; (2) identify your critical decisions; (3) set individual critical decisions up for success; (4) ensure that your company enables and reinforces great decision making and execution; (5) and finally embed the changes in everyday practice. Master this process, and you see immediate results: people across your organization collaborate to make crucial decisions better and faster than your rivals. And they execute them flawlessly—fueling unprecedented financial performance. Filled with powerful hands-on tools and detailed examples from companies as varied as Ford Motor Company, British American Tobacco, Telstra, Lafarge, and ABB UK, Decide and Deliver helps you make decision management a potent competitive weapon in your company. Marcia Blenko leads Bain & Company’s Global Organization practice and is a partner in Bain’s Boston office. Michael C. Mankins leads Bain’s Organization practice in the Americas and is a key member of Bain’s Strategy practice. He is a partner in Bain’s San Francisco office. Paul Rogers is the managing partner for Bain’s London office and previously led Bain’s Global Organization practice. Rights sold:

Korean: Chungrim Publishing Portuguese: Elsevier Editora

Paul Leinwand & Cesare Mainardi Essential Advantage How to Win with a Capabilities-Driven Strategy

Russian: Atticus

Strategy • December 2010 224 pages

Conventional wisdom on strategy is no longer a reliable guide. In Essential Advantage, Booz & Company’s Cesare Mainardi and Paul Leinwand maintain that success in any market accrues to firms with coherence: a tight match between their strategic direction and the capabilities that make them unique. Achieving this clarity takes a sharpness of focus that only exceptional companies have mastered. This book helps you identify your firm’s blend of strategic direction and distinctive capabilities that give it the “right to win” in its chosen markets. Based on extensive research and filled with company examples—including Amazon.com, Johnson & Johnson, Tata Sons, and Procter & Gamble— Essential Advantage helps you construct a coherent company in which the pieces reinforce each other instead of working at cross-purposes. The authors reveal why you should focus on a system of a few aligned capabilities; how to identify the “way to play” in your market; how to design a strategy for well-modulated growth; how to align a portfolio of businesses behind your capability system; and how your strategy clarifies growth, costs, and people decisions. Few companies achieve a capability-driven “right to win” in their market. This book helps you position your firm to be among them. Paul Leinwand is a Partner in Booz & Company’s global consumer, media, and retail practice. He serves as chair of the firm’s Marketing Advisory Council. Cesare Mainardi is Managing Director of Booz & Company’s North American business and is a member of the firm’s Executive Committee. In 2005, Consulting magazine named him in its Top 25 Consultants list. Rights sold:

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Portuguese: Artmed



Management / Decision Making • November 2010

Robert Simons

224 pages

Seven Strategy Questions A Simple Approach for Better Execution

To stay ahead of the pack, you must translate your organization’s competitive strategy into the day-to-day actions carried out in your company. That means channeling resources into the right efforts, achieving the right balance between innovation and control, and getting everyone pulling in the same direction. How can you keep all this on track? Identify critical gaps in your strategy execution processes, focus on the most important choices you must make, and understand what’s at stake in each one. In this concise guide, Harvard Business School professor Robert Simons presents the seven key questions you and your team must continually ask, beginning now. These questions—including “Who is our primary customer?” “What critical performance variables are we tracking?” and “What strategic uncertainties are keeping us awake at night?”—force you to reexamine the emerging data and unspoken assumptions underlying your strategy and how it’s implemented through your business processes and structures. Simons’s extensive examples then help you understand your options and position you to make the tough choices needed to excel at execution. Drawing on decades of research into performance management systems and organizational design, Seven Strategy Questions is a no-nonsense, must-read resource for all leaders in your organization and includes an inspiring foreword by Robert Kaplan. Robert Simons is the Charles M. Williams Professor of Business Administration at Harvard Business School. For twenty-five years, he has taught accounting, management control, and strategy implementation courses in the Harvard MBA and Executive Education programs. His research has been published in journals including Sloan Management Review and Strategic Management Journal. Graham Waller, Karen Rubenstrunk & George Hallenbeck

Leadership • November 2010 256 pages

The CIO Edge 7 Leadership Skills You Need to Drive Results

Great CIOs consistently exceed key stakeholders’ expectations and maximize the business value delivered through their company’s technology. What’s their secret? Sure, IT professionals need technological smarts, plus an understanding of their company’s goals and the competitive landscape. But the best of them possess a far more potent ability: they forge good working relationships with everyone involved in an IT-enabled project, whether it’s introducing new hardware or implementing a major business transformation. In The CIO Edge, the authors draw on Korn/Ferry International’s extensive empirical data on leadership competencies and Gartner’s research on IT trends and the CIO role to prove that, for IT leaders, there are seven essential skills that, when mastered, yield results. The book lays out the people-topeople leadership competencies that the highest-performing CIOs have in common—including the ability to inspire others, connect with a diverse array of stakeholders, value others’ ideas, and manifest caring in their relationships. The authors then explain how to cultivate each defining competency. Master these skills, and you’ll get more work done through others—enabling you to successfully execute more projects, generate better results for your company, and concentrate your efforts where they’ll exert the most impact. The payoff? You’ll work smarter, not harder—and get promoted far faster than your peers. Graham Waller is a Vice President and Executive Partner in Gartner EXP. Karen Rubenstrunk a Senior Client Partner within Korn/Ferry International’s CIO practice, which places more than 100 CIOs annually. George Hallenbeck is Director of Intellectual Property Development for Korn/Ferry.

Rights sold:

Complex Chinese: Commonwealth Publishing

Japanese: Hankyu Communications


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Cathleen Benko & Molly Anderson


The Corporate Lattice Achieving High Performance in a Changing World of Work

The corporate ladder has been the enduring standard for success since organizational hierarchy was invented. But organizations aren’t what they used to be—and neither is the workforce. Instead of climbing the corporate hierarchy, employees want to move in and out of, up and down, and across organizations as their professional and personal priorities change. They need to work nontraditional hours to manage family responsibilities. And they’re exchanging ideas and connecting with colleagues through social networking technologies, not memos and meetings. Yet many companies still manage their talent using corporate-ladder practices—tying rewards to the “rung” each employee occupies, mandating 9-to-5 workdays, and communicating with workers through outdated channels. The result? They’re having trouble attracting, keeping, and engaging talent. In The Corporate Lattice, Cathleen Benko and Molly Anderson explain how to move from ladder to lattice in your company by designing an integrated set of policies for how people build careers—for instance, replacing lifetime employment with opportunities to develop marketable skills; where, when, and how work gets done—replacing traditional offices and schedules with collaborative, virtual work and “anytime” workdays; and how employees participate—using podcasts, blogs, wikis, and other technologies to inform workers and keep them committed to your company. Apply this book’s practices, and you keep talent flowing into and throughout your organization while boosting employee engagement. The payoff? Unprecedented individual and organizational performance. Cathleen Benko is the Chief Talent Officer responsible for Deloitte’s strategy to attract and develop a highly skilled workforce and coauthored the bestseller Mass Career Customization: Aligning the Workplace with Today’s Nontraditional Workforce (HBP, 2007). Molly Anderson is Director of Talent for Deloitte Services LP, specializing in innovative strategies to engage today’s workforce. Rights Sold:


John Boudreau Retooling HR Using Proven Business Tools to Make Better Decisions About Talent Management

Complex Chinese: InStars Multimedia Co.

Human Resources • July 2010 272 pages

HR professionals have made strides toward becoming strategic partners. But they need to do more by generating value through savvy decisions about talent. HR leaders typically assume that to make such decisions, they must develop sophisticated analytical tools from scratch. Even then, the resulting tools often fail to engage their peers. In Retooling HR, John Boudreau shows how HR leaders can break this cycle by adapting powerful analytical tools already used by other functions to the unique challenges of talent management. Drawing on his research and examples from companies including Google, Disney, IBM, and Microsoft, Boudreau explains six proven business tools leaders already use and shows how HR can apply these tools to talent management. Examples include using engineering tolerances to find pivot-points that job descriptions miss; using inventory and supply-chain analytics to ensure a ready supply of the right talent; applying logistics tools to optimize succession planning and leadership development; and adapting consumer research tools to find untapped value in total rewards. Retooling HR builds on Boudreau’s bestselling book Beyond HR (HBP, 2007), which traces HR’s evolution as a decision science. For HR professionals seeking to sharpen their decision-making prowess, this provocative new book blazes an innovative new path. John Boudreau is Professor of Management and Organization at the University of Southern California’s Marshall School of Business and the Research Director at USC’s Center for Effective Organizations. He has published more than 60 books and articles and consults to clients in a wide range of industries.

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Peter Cappelli & William Novelli


Managing the Older Worker How to Prepare for the New Organizational Order

Your organization needs older workers more than ever: They transfer knowledge between generations, transmit your company’s values to new hires, make excellent mentors for younger employees, and provide a “just in time” workforce for special projects. Yet more older workers are reporting to people younger than them. This presents unfamiliar challenges that—if ignored—can prevent you from attracting, retaining, and engaging aging employees. In Managing the Older Worker, Peter Cappelli and William Novelli explain how companies and younger managers can maximize the value provided by older workers. The key? Recognize that needs differ between the generations’—and adapt your management practices accordingly. For instance, lead with mission—as employees age, they become more altruistic so emphasize the positive impact of older workers’ efforts on the world around them; forge social connections—many older employees keep working to maintain social relationships so offer tasks that require interaction with others; or provide different benefits—tailor benefits such as elder-care insurance programs or discount medication to older workers’ interests. Drawing on research in management, psychology, and other disciplines, Managing the Older Worker reveals who your older workers are, what they want, and how to manage them for maximum value. Peter Cappelli is Professor of Management at the Wharton School and Director of Wharton’s Center for Human Resources. He authored Talent on Demand (HBP, 2008) and The New Deal at Work (HBP, 1999) William Novelli is the former CEO of AARP, a membership organization of 36 million people age 50 and older.

Leadership • June 2010

Richard Pascale & Jerry Sternin

256 pages

The Power of Positive Deviance How Unlikely Innovators Solve the World’s Toughest Problems

Think of the toughest problems in your organization or community. What if they’d already been solved and you didn’t even know it? In The Power of Positive Deviance, the authors present a counterintuitive new approach to problemsolving. Their advice? Leverage “positive deviants”—the few individuals in a group who find unique ways to look at, and overcome, seemingly insoluble difficulties. By seeing solutions where others don’t, positive deviants spread and sustain needed change. With vivid, first-hand stories of how positive deviance has alleviated some of the world’s toughest problems (malnutrition in Vietnam, staph infections in hospitals), the authors illuminate its core practices, including mobilizing communities to discover “invisible” solutions in their midst, using innovative designs to “act” your way into a new way of thinking instead of thinking your way into a new way of acting, and confounding the organizational “immune response” seeking to sustain the status quo. Inspiring and insightful, The Power of Positive Deviance unveils a potent new way to tackle the thorniest challenges in your own company and community. Richard Pascale is an associate fellow of Templeton College, Oxford University, England, and author or co-author of numerous books, including Managing on the Edge (Touchstone, 1991), Surfing the Edge of Chaos (Three Rivers, 2001), and The Art of Japanese Management (Penguin, 1986). Jerry Sternin was the world’s leading expert in the application of Positive Deviance as a tool for addressing social and behavioral change. Monique Sternin has been an equal partner in these efforts and heads the Positive Deviance Institute at Tufts University. Rights sold:

Korean: Random House Korea


Portuguese: Artmed

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Jeffrey L. Cruikshank & Arthur W. Schultz

General Business/Advertising • August 2010 400 pages

The Man Who Sold America The Amazing (but True!) Story of Albert D. Lasker and the Creation of the Advertising Century

We’re living in the Age of Persuasion. Leaders and organizations of all kinds fulfill their missions by competing in the marketplace of images and messages. To win in that marketplace, they need advertising. This has been true since the advent of mass media, from broad circulation magazines and radio through the age of television and the internet. Yet few people know of the ingenious and tormented man who built the modern advertising industry and shaped a new consumer sensibility as the 20th century unfolded: Albert D. Lasker. Drawing on a recently uncovered trove of Lasker’s papers, Jeffrey Cruikshank and Arthur Schultz have written a fascinating biography of one of the past century's most influential, intriguing, and instructive figures. Lasker’s creative and powerful use of “reason why” advertising to inject ideas and arguments into ad campaigns had a profound impact on modern advertising, foreshadowing the consumer-centered “unique selling proposition” approach that dominates the industry today. As Lasker rose in prominence, he applied his brilliance to presidential politics, philanthropy, and professional sports, changing the game wherever he went. Yet he was a deeply troubled man, suffering mental breakdowns throughout his life. He fought back with determination and with support from family and friends—in an age when lack of effective treatment doomed most mentally ill people. The Man Who Sold America is a riveting account of a man larger-than-life, who shaped not only an industry but also a century. Jeffrey L. Cruikshank is an author or coauthor of many books, including Shaping the Waves: A History of Entrepreneurship at Harvard Business School (HBP, 2004). Arthur W. Schultz is a veteran ad agency executive who once headed Foote Cone & Belding, the successor agency to Albert Lasker's Lord & Thomas. Rights Sold:


Simplified Chinese: China CITIC

Strategy • April 2010

Tarun Khanna & Krishna Palepu

288 pages

Winning in Emerging Markets A Road Map for Strategy and Execution

The best way to select emerging markets to exploit is to evaluate their size or growth potential, right? Not according to Krishna Palepu and Tarun Khanna. In Winning in Emerging Markets these leading scholars on the subject present a decidedly different framework for making this crucial choice. The authors argue that the primary exploitable characteristic of emerging markets is their lack of institutions (credit-card systems, intellectual-property adjudication, data research firms) that facilitate efficient business operations. While such “institutional voids” present challenges, they also provide major opportunities—for multinationals and local contenders. Palepu and Khanna provide a playbook for assessing emerging markets’ potential and for crafting strategies for succeeding in those markets. They explain how to spot institutional voids in developing economies—including in product, labor, and capital markets, as well as social and political systems; identify opportunities to fill those voids; for example, by building or improving market institutions yourself; and exploit those opportunities through a rigorous five-phase process including studying the market over time and acquiring new capabilities. Packed with vivid examples and practical toolkits, Winning in Emerging Markets is a crucial resource for any company seeking to define and execute business strategy in developing economies. Tarun Khanna is the Jorge Paulo Lemann Professor at Harvard Business School and the author of Billions of Entrepreneurs: How China and India Are Reshaping Their Future and Yours (HBP, 2008), which has been translated into 8 languages. Krishna Palepu is the Ross Graham Walker Professor of Business Administration and Senior Associate Dean for International Development at the Harvard Business School. Rights sold:

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Simplified Chinese: China CITIC Press

Portuguese: Elsevier Editora



Reuben Slone, J. Paul Dittmann, & John Mentzer The New Supply Chain Agenda The 5 Steps That Drive Real Value

Operations / Management • May 2010 240 pages

Is your company delivering products to customers at the right time, place, and price—with the best possible availability and lowest possible cost and working capital? If not, you’re probably alienating your customers and suppliers, eroding shareholder value, and losing control of your fixed costs. These dangerous mistakes can put you out of business. In The New Supply Chain Agenda, Reuben Slone, J. Paul Dittmann, and John Mentzer explain how to reinvent your supply chain to avoid those errors—and turn your supply chain into a competitive weapon that produces unprecedented economic profit for your firm. Drawing on a wealth of company examples, the authors show how to activate the five levers of supply chain excellence: putting the right people with the right skills in the right jobs; leveraging supply chain technologies such as system optimization and visibility tools; eliminating cross-functional disconnects including SKU proliferation; collaborating with suppliers and customers to generate a seamless flow of information and supply chain improvements; and managing supply chain projects skillfully. Apply the steps in this book, and you build a supply chain that delivers as it should—without leaving money on the table. Reuben Slone is the executive vice president of supply chain at OfficeMax. He has published several articles on supply chain management in Harvard Business Review. J. Paul Dittmann is the director of corporate partnerships at the University of Tennessee and the managing director of the Demand/Supply Integration Forums. John Mentzer is a professor of marketing and logistics at the University of Tennessee. Rights sold:

Spanish: Bresca Editorial

Gregory Unruh Earth, Inc. Using Nature’s Rules to Build Sustainable Profits

Management • April 2010 208 pages

Having trouble reconciling your desire to do good by the environment while also moving your company forward? In Earth, Inc., Gregory Unruh shows you how to embed sustainability into everything your company does—profitably. Providing prescriptive steps that will inform your business decisions, Unruh will help you launch your company into eco-minded practices. By unraveling the code to the most sustainable system we know of, the biosphere, Unruh come up with five rules—the Biosphere Rules—that apply the laws of nature as a guide for efficient and innovative business operations. While the rules are simple, the business challenge lies in making them profitable. Unruh presents an integrated sustainability strategy that can be leveraged across a company’s product lines for profitable economies of scope and scale and internalized into a company’s products. Instead of a linear value chain, Earth, Inc. offers a cyclical value chain that offers both sustainability and profitability, for now and for the future. Gregory Unruh is an expert on the role of technological innovation in addressing global sustainability questions. He is the Director of the Center for Eco-Intelligent Management, which he cofounded with sustainability expert William McDonough.


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Srikant Datar, David Garvin, & Patrick Cullen Rethinking the MBA Business Education at a Crossroads


“Business Schools Face Test of Faith.” “Is It Time to Retrain B-Schools?” As these headlines make clear, business education is at a major crossroads. For decades, MBA graduates from top-tier schools set the standard for cutting-edge business knowledge and skills. Now the business world has changed, say the authors of Rethinking the MBA, and MBA programs must change with it. Increasingly, managers and recruiters are questioning conventional business education. Their concerns? Among other things, MBA programs aren’t giving students the heightened cultural awareness and global perspectives they need. Newly minted MBAs lack essential leadership skills. Creative and critical thinking demand far more attention. In this compelling and authoritative new book, the authors document a rising chorus of concerns about business schools gleaned from extensive interviews with deans and executives. They also provide case studies showing how leading MBA programs have begun reinventing themselves for the better and offer concrete ideas for how business schools can surmount the challenges that come with reinvention, including securing faculty with new skills and experimenting with new pedagogies. Rich with examples and thoroughly researched, Rethinking the MBA reveals why and how business schools must define a better pathway for the future. Srikant M. Datar is the Arthur Lowes Dickinson Professor of Business Administration at Harvard University. David A. Garvin is the C. Roland Christensen Professor of Business Administration at the Harvard Business School. Patrick G. Cullen is a research associate at the Harvard Business School. Rights sold:

Complex Chinese: China Times Publishing Simplified Chinese: China Remnin University Press

Susan Cantrell & David Smith Workforce of One Revolutionizing Talent Management Through Customization

Human Resources • May 2010 320 pages

Companies have excelled by treating customers as “markets of one,” offering them personalized buying experiences. But in managing talent, most firms still use one-size-fits-all HR practices. With today’s diverse workforces, this approach is preventing organizations from attracting, retaining, and leveraging top talent. In Workforce of One, Susan Cantrell and David Smith show how exceptional companies are tailoring work experiences to employees’ talents and interests—customizing job duties, training, recognition, and even compensation, work schedules, and performance appraisals. Their reward? Lower turnover, greater productivity, and improved profit margins. The authors present four customization strategies: (1) segmenting your workforce—for example, by life stage and learning style; (2) offering modular choices—such as choices regarding rewards, learning needs, or job duties; (3) defining broad and simple rules—including evaluating work by outcomes, not time invested, or hiring for potential in addition to specific skills; and (4) fostering employee-defined personalization—whereby employees define their own people practices (e.g., using peer-to-peer technologies to learn from one another). Drawing on extensive proprietary research, the authors explain how to combine aspects of all four strategies to address your organization’s unique needs. Improving workforce performance through customized work experiences is the holy grail of the HR function. This book shows you how the workforce-of-one approach positions your company to win while transforming your HR team into a strategic powerhouse. Susan Cantrell is a Fellow at the Accenture Institute for High Performance and President/CEO of The Cantrell Group, a research and consulting organization. David Smith is a Managing Director of the Accenture Talent & Organization Performance practice. Rights sold:

Spanish: LID Editorial

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Human Resources • May 2010

Marc Effron & Miriam Ort

200 pages

One Page Talent Management Building Better Leaders Faster

You know managing talent counts among your most critical responsibilities. Yet despite all the research out there, growing great leaders still takes too long. Talent management processes—selection, succession planning, performance management, 360-degree assessment, training—are so complex they’re impractical. To build excellent talent fast, you need a new approach. This guide delivers it. In this revolutionary book, Marc Effron and Miriam Ort introduce the powerfully simple One Page Talent Management approach. Based on behavioral science, One Page Talent Management streamlines every talent-building process—lightening your managerial load and making each process eminently usable. Each talent management process has a dedicated chapter detailing what to continue, what to stop, what to watch out for, and how to handle specific objections. Packed with tools (including actual one-page forms) and examples from companies like Alcoa, Bank of America, GE, and Coca-Cola, One Page Talent Management is your complete guide to building exceptional talent fast. Marc Effron is Vice President of Global Talent Management for Avon Products in New York City. He has authored two books on HR and leadership, has published numerous articles, and is a sought-after speaker at HR and business conferences. Miriam Ort is Senior Manager for Human Resources for Pepsico North America. She has published in Leadership Excellence magazine and has spoken at HR conferences. Rights sold:

Slovak: Eastone Publishing

Jody Heymann with Magda Barrera Profit at the Bottom of the Ladder Creating Value by Investing in Your Workforce

Thai: Expernet


Most managers assume that surviving—especially in recessions—requires slashing wages, benefits, and other workforce expenses. And lowest-skilled workers are often viewed as the most expendable. In Profit at the Bottom of the Ladder, Jody Heymann overturns these assumptions. Drawing from thousands of interviews with employees— from front line to C-suite—at companies around the world, Heymann shows how enterprises have profited more by improving working conditions. She also demonstrates that lower-skilled employees—in call centers, repair services, product assembly—aren’t expendable. They can determine 90% of companies’ profitability. High performers positively shape customers’ perceptions of businesses, driving satisfaction and loyalty. To attract, train, and retain top-caliber people in these roles, you must enhance working conditions—creating a system in which your company and its employees profit together. Profit at the Bottom of the Ladder shows what works—from stock options for bakers to flexibility for factory workers to career tracks in call centers. Featuring cases from companies around the globe— including a leading concrete manufacturer in India, a top European pharmaceutical firm operating in China, and successful U.S. manufacturers—this book shows how real organizations are excelling financially by strengthening frontline employees’ working conditions. Jody Heymann is founding director of the McGill Institute for Health and Social Policy. She was founding director of the Project on Global Working Families and chair of the Initiative on Work, Family, and Democracy at Harvard University. She has conducted research in 35 countries, examined working conditions in 189 nations, and advised leaders in government, UN agencies, and the private sector.


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Paperback Series Titles Drawn from an unrivaled stable of business advice and ideas, the various Harvard Business Press series offer executives and managers unprecedented access to the world’s best business wisdom.

ONGOING PAPERBACK SERIES

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LESSONS LEARNED Straight Talk from the World’s Top Business Leaders These short, accessible collections contain invaluable wisdom direct from today’s top CEOs and thought leaders.

Succeeding In China

Rights sold:

Making Customers Matter

Levergaing Technology

Portuguese, Portugal: Actual Editora Dutch: Uitgeverij Uniboek | Het Spectrum

Bulgarian: MIT Press Latvian: Lietiskas informacijas dienests Ltd

ALSO IN THIS SERIES Never Stop Learning

Weathering the Storm

Making the Sale

Overcoming Obstacles

Crisis as Opportunity

Hiring and Firing

Unleashing Talent

Going Green

Starting a Business

Doing Buisness Ethically

Doing Business Globally

Managing Conflict

Loving Your Work

Making Strategy Work

Managing Your Career

Motivating People

Sparking Innovation

Managing Change

Communicating Clearly

Executing for Results

Leading by Example

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POCKET MENTOR The Pocket Mentor series offers immediate solutions to the challenges managers face every day. Each book is packed with handy tools, checklists, self-tests, and real life examples. For all readers eager to address the daily demands of work, these books are ideal.

Rights sold:

Arabic: Obeikan Publishers Bulgarian: Manager Ltd. Complex Chinese: China Productivity Center Simplified Chinese: Commercial Press Greek: Kritiki Publishing Indonesian: Penerbit Erlangga Japanese: First Press

Polish: Helion Portuguese: Elsevier Editora Russian: Ripol Classic Serbian: Data Status Spanish, Latin America: Impact Media Thai: Expernet Turkish: BZD Publishers Vietnamese: VNN Publishing

CURRENT TITLES Focusing on Your Customer November 2010

Developing a Business Case December 2010

ALSO IN THIS SERIES Laying Off Employees

Making Decisions

Giving Presentations

Managing Teams

Hiring an Employee

Writing for Business

Improving Business Processes

Managing Up

Negotiating Outcomes

Managing Crises

Giving Feedback

Measuring Performace

Persuading People

Coaching People

Setting Goals

Delegating Work

Leading People

Executing Strategy

Shaping Your Career

Leading Teams

Developing Employees

Managing Stress

Managing Projects

Preparing a Budget

Creating a Business Plan

Managing Time

Performance Appraisal

Dismissing an Employee

Running Meetings

Executing Innovation

Understanding Finance

Managing Diversity ONGOING PAPERBACK SERIES

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HARVARD BUSINESS ESSENTIALS The Harvard Business Essentials series is designed to provide comprehensive advice, personal coaching, background information, and guidance on the most relevant topics in business. Drawing on rich content from Harvard Business Press and other sources, these concise guides are crafted to provide a highly practical resource for readers with all levels of experience, but especially for the new manager. Each volume is closely reviewed by a specialized content adviser from a world-class business school. Whether you are a new manager seeking to expand your skills or a seasoned professional looking to broaden your knowledge base, these solution-oriented books put reliable answers at your fingertips.

Rights sold:

Bulgarian: Klassika I Stil Publishing Complex Chinese: Commonwealth Publishing Simplified Chinese: Commercial Press Croatian: Faber & Zgombic Plus French: ESF Editeur Italian: ETAS Libri

Japanese: Kodansha Publishers Korean: Woongjin Think Big Polish: MT Biznes Portuguese: Record Publishing Group Spanish: Planeta Thai: Expernet Vietnamese: Tri Viet, First News Publishing

ALSO IN THIS SERIES Business Communication Coaching and Mentoring Creating Teams with an Edge Crisis Management Finance for Managers

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Hiring and Keeping the Best People

Managing Projects Large and Small

Managing Change and Transition

Marketer’s Toolkit

Managing Creativity and Innovation

Power, Influence, and Persuasion

Performance Management



HBR’S 10 MUST READS If you read nothing else…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. The 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. Classic ideas, enduring advice, the best thinkers: HBR’s 10 Must Reads. IN THIS SERIES HBR’s 10 Must Reads: The Essentials November 2010 HBR’s 10 Must Reads on Leadership January 2011 HBR’s 10 Must Reads on Managing Yourself January 2011 HBR’s 10 Must Reads on Managing People February 2011

HBR’s 10 Must Reads on Strategy February 2011 RIGHTS SOLD: Romanian: Bizzkit Thai: Expernet Turkish: Optimist


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HARVARD BUSINESS REVIEW on… If you need the latest best practices and most important business ideas but don’t have time to find them, then Harvard Business Review paperbacks are for you. Harvard Business Review has selected the best and most recent articles on a range of topics — communicating effectively, increasing customer loyalty, making smart decisions, greening your business, and many more. In each volume, readers will find a wide range of inspiring and useful perspectives on each topic, ideas found only in Harvard Busines Review.

Rights sold to original series:

Bulgarian: Klassika I Stil Publishing Complex Chinese: Commonwealth Publishing Greek: Klidarithmos Publications Italian: HBR Italia Japanese: Diamond Inc. Korean: Book 21 Publishing Group Latvian: Lietiskas Informacijas Dienests

Lithuanian: Verslo Zinios Polish: Helion Portuguese: Elsevier Editora Russian: Alpina Business Books Thai: Expernet Turkish: BZD Publishers

TITLES IN THIS SERIES HBR on Aligning Technology with Strategy

HBR on Fixing Healthcare from Inside Out

HBR on Managing Supply Chains

HBR on Communicating Effectively

HBR on Greening Your Business Profitably

HBR on Rebuilding Your Business Model

HBR on Finding and Keeping the Best People

HBR on Reinventing Your Marketing

HBR on Thriving in Emerging Markets

HBR on Customer Loyalty

HBR on Winning Negotiations

HBR on Making Smart Decisions

HBR on Collaborating Effectively

HBR on Advancing Your Career

HBR on Building Better Teams

HBR and Insipring & Executing Innovation

HBR on Suceeding As a Entreprenuer


Recent Backlist Titles

RECENT BACKLIST TITLES

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Thomas H. Davenport, Jeanne G. Harris, & Robert Morison

Management • February 2010 256 pages

Analytics at Work Smarter Decisions, Better Results

As a follow-up to the best-selling Competing on Analytics, which was translated into 14 languages, authors Tom Davenport, Jeanne Harris, and Robert Morison provide practical frameworks and tools for all companies that want to use analytics as a basis for more effective—and more profitable—decision making. Regardless of their company’s strategy, and whether or not analytics are a company’s primary source of competitive differentiation, this book is designed to help managers assess their organization’s analytical capabilities, provide the tools to build these capabilities, and put analytics to work. The book helps managers answer pressing questions, including: What assets do I need in place to use analytics to run my business?; Once I have these assets, how do I deploy them to get the most from an analytic approach?; and How do I get an analytic initiative off the ground in the first place and sustain it? Packed with advice and international examples, Analytics at Work makes analytics understandable and accessible to a wider audience of managers in all types of companies, and teaches all managers how to make their companies more analytical. Thomas H. Davenport is the President’s Distinguished Professor of Information Technology and Management at Babson College and is author or coauthor of over 15 books including Competing on Analytics (HBP, 2007) and The Attention Economy (HBP, 2001) both of which have translated into over a dozen languages. Jeanne G. Harris is Executive Research Fellow and Director of Research for the Accenture Institute for High Performance Business and coauthor of Competing on Analytics (HBP, 2007). Bob Morison leads research for nGenera (formerly the Concours Group) and is coauthor of Workforce Crisis (HBP, 2006). Rights sold:

Japanese: Nikke BP Korean: Book 21 Publishing Group


Innovation • February 2010

Mark Johnson

288 pages

Seizing the White Space Growth and Renewal Through Business Model Innovation

Everyone talks about business model innovation, but few people know why this type of innovation is more important than ever, what it’s really about, or how to pull it off. In Seizing the White Space, Mark Johnson provides the answers. Johnson shows how business model innovation can position a company to conquer “white space” opportunities—those lying outside its core—to fuel new growth. Innovative business models enable companies to make money in a different way, using a whole new set of resources, different expertise, and different management structures. Using a wealth of real-world examples, Johnson reveals how business model innovators have reshaped entire sectors—including retail, aviation, and media—and redistributed billions of dollars of value. He explains what elements a successful business model must have and how they should interrelate; when you should build a new business model; how to blueprint, accelerate, and transition new business models into profitable, thriving enterprises; and how to surmount common managerial challenges that thwart unguided forays into “white space.” Packed with company case studies, potent frameworks, and helpful diagnostics, Seizing the White Space shows you how to achieve transformative growth and renewal by reinventing how your company makes money. Mark Johnson is co-founder and chairman of Innosight, an innovation-based consulting, research, and executive training firm. He has consulted to a broad range of Fortune 500 companies in an array of industries. He co-authored The Innovator’s Guide to Growth (HBP, 2008), which has been translated into 8 lanagues, with Innosight colleague Scott Anthony. Rights sold:

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Complex Chinese: Commonwealth Publishing

Japanese: Hankyu Communications



Strategy • April 2010

Tarun Khanna & Krishna Palepu

288 pages

Winning in Emerging Markets A Road Map for Strategy and Execution

The best way to select emerging markets to exploit is to evaluate their size or growth potential, right? Not according to Krishna Palepu and Tarun Khanna. In Winning in Emerging Markets these leading scholars on the subject present a decidedly different framework for making this crucial choice. The authors argue that the primary exploitable characteristic of emerging markets is their lack of institutions (credit-card systems, intellectual-property adjudication, data research firms) that facilitate efficient business operations. While such “institutional voids” present challenges, they also provide major opportunities—for multinationals and local contenders. Palepu and Khanna provide a playbook for assessing emerging markets’ potential and for crafting strategies for succeeding in those markets. They explain how to spot institutional voids in developing economies—including in product, labor, and capital markets, as well as social and political systems; identify opportunities to fill those voids; for example, by building or improving market institutions yourself; and exploit those opportunities through a rigorous five-phase process including studying the market over time and acquiring new capabilities. Packed with vivid examples and practical toolkits, Winning in Emerging Markets is a crucial resource for any company seeking to define and execute business strategy in developing economies. Tarun Khanna is the Jorge Paulo Lemann Professor at Harvard Business School and the author of Billions of Entrepreneurs: How China and India Are Reshaping Their Future and Yours (HBP, 2008), which has been translated into 8 languages. Krishna Palepu is the Ross Graham Walker Professor of Business Administration and Senior Associate Dean for International Development at the Harvard Business School. Rights sold:



Richard A. D’Aveni

Strategy • January 2010 224 pages

Beating the Commodity Trap How to Maximize Your Competitive Position and Increase Your Pricing Power

Commoditization—a virulent form of hypercompetition—is destroying markets, disrupting industries, and shuttering long-successful firms. Conventional wisdom says the best way to combat commoditization is differentiation. But differentiation is difficult and expensive to implement, and keeps you ahead of the pack only temporarily. In Beating the Commodity Trap, Richard D'Aveni provides a radical new framework for fighting back. Drawing on an in-depth study of more than thirty industries, he recommends first identifying the commoditization trap you’re facing: deterioration, when low-end firms enter with low-cost/low-benefit offerings that attract the mass market—as Zara did to high-end fashion companies; proliferation, when companies develop new combinations of price paired with several unique benefits that attack part of an incumbents’ market—as Japanese motorcycle makers did to Harley-Davidson; and escalation, when players offer more benefits for the same or lower price, squeezing everyone’s margins—as the iPhone did in mobile devices. The author provides a tool for diagnosing your competitive position and shows how to strengthen it while also boosting your pricing power-by destroying the commoditization trap confronting you, escaping it, or turning it to your advantage. Illustrated with a wealth of examples, this concise, practical guide gives you the framework and tactics you need to battle commoditization. Richard A. D’Aveni is Professor of Strategic Management at the Tuck School of Business at Dartmouth College. The Times of London named him one of the top fifty thinkers in management. He is the author of numerous books, including Strategic Supremacy (Free Press, 2007) and Hypercompetition (Free Press, 1994) and articles for publications including Harvard Business Review, The Wall Street Journal, and CNN.com. Rights sold:

Complex Chinese: China Times Italian: Franco Angeli Libri S.r.l.


Japanese: Chuo Keizai-Sha Co., Ltd Portuguese, Brazil: DVS Editora

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Management • January 2010

Ranjay Gulati

288 pages

Reorganize for Resilience Putting Customers at the Center of Your Business

Is your company resilient—it fluidly adapts to its customers’ changing needs and is more committed to providing solutions for customers than to sustaining its current offerings? Or is it rigid—it pushes customers from silo to silo without ever understanding their needs, and forces its products and services on them? Rigidity can be fatal in a world marked by maturing markets, shrinking product life cycles, intensifying competition, and increasingly demanding and price-conscious consumers. In Reorganize for Resilience, Ranjay Gulati explains how to take your firm from rigid to resilient by activating the “five C’s”: coordination—aligning tasks and information around a customer (rather than product or geographic) axis; cooperation—aligning unit goals around the customer, not around your offerings; clout— putting power in the hands of people who will make cooperation happen; capability—strengthening organizationspanning skills; and connection—joining seamlessly with external partners to identify and solve customer problems. A vital resource in today’s turbulent business world, Reorganize for Resilience provides the practices and real-world company examples you need to stop dictating to your customers—and start dancing with them instead. Ranjay Gulati is the Jaime and Josefina Chua Tiampo Professor of Business Administration at the Harvard Business School and an expert on strategy and management. He was recently ranked as among the top 10 most cited scholars in Economics and Business over the last 10 years by ISI-Incite and has received numerous teaching awards, including the Chairs’ Core for his teaching in the MBA program at Kellogg.

Peter Cappelli, Harbir Singh, Jitendra Singh, & Michael Useem


The India Way How India’s Top Business Leaders Are Revolutionizing Management

Exploding growth. Soaring investment. Incoming talent waves. India’s top companies are scoring remarkable successes on all these fronts. How? Instead of adopting management practices that dominate Western businesses, they apply fresh practices of their own—in strategy, leadership, governance, talent, and organizational culture—to build fast, flexible, and lean enterprises. In The India Way, the Wharton School India Team unveils their secrets. Drawing on interviews with heads of India’s 100 largest firms—such as Rana Kapoor of YES BANK, Vineet Nayar of HCL Technologies, and Ashok Sinha of Bharat Petroleum—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; and investing in talent and building a stirring culture. The authors explain how each management innovation works within Indian companies and which can best be transferred to the Western context. With its in-depth analysis and extensive research, The India Way offers valuable insights for all Western managers seeking to strengthen their organization’s performance. Peter Cappelli is the George W. Taylor Professor of Management and Director of the Wharton Center for Human Resources. Harbir Singh is the William and Phyllis Mack Professor of Management and Co-Director of the Mack Center for Technological Innovation at the Wharton School. Jitendra Singh is the Saul P. Steinberg Professor of Management at the Wharton School. Michael Useem is the William and Jacalyn Egan Professor of Management and Director of the Wharton Center for Leadership and Change Management. Rights Sold:

Japanaese: Eiji Press


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Management • March 2010

Susan Cramm

200 pages

8 Things We Hate About IT How to Move Beyond the Frustrations to Form a New Partnership with IT

Why can’t you get what you really want from IT? All you desire is a ready-and-willing partner to help you exploit IT to drive your business. Instead, you get endless rules and regulations, and processes, projects, and technologies that deliver too little, too late, for too much. It’s frustrating! How to build a relationship that puts you firmly in control and produces the business results you need? In The 8 Things We Hate About IT, Susan Cramm provides the answers. Start by understanding differences between operational and IT managers—in backgrounds, personality, pressures, and incentives. Cramm explains how differences prevent operational managers and IT from communicating what they do, why, and how. Citing case studies and stories, the author then presents practical strategies for overcoming the difficulty. These include seeing things from your IT partners’ perspective, developing a single version of “truth,” and assuming accountability for IT just as you’ve done for management of your firm’s financial and human resources. Brutally honest, provocative, and filled with sound advice, this book reveals that the key to solving the IT problem is decidedly un-IT: it’s a deeper understanding of human behavior, including how to apply your leadership skills to the world of IT. Susan Cramm is founder and president of Valuedance and a recognized industry expert on information technology leadership. She has consulted to executives from a number of Fortune 500 companies, including Toyota, Novartis, Whole Foods Markets, and Sony. She is an award-winning writer and author of the Harvard Business Review blog “Have IT Your Way.” Rights sold:

Complex Chinese: InStars Multimedia Co.

Portuguese: Editora Saraiva

Srikant Datar, David Garvin, & Patrick Cullen Rethinking the MBA Business Education at a Crossroads


“Business Schools Face Test of Faith.” “Is It Time to Retrain B-Schools?” As these headlines make clear, business education is at a major crossroads. For decades, MBA graduates from top-tier schools set the standard for cutting-edge business knowledge and skills. Now the business world has changed, say the authors of Rethinking the MBA, and MBA programs must change with it. Increasingly, managers and recruiters are questioning conventional business education. Their concerns? Among other things, MBA programs aren’t giving students the heightened cultural awareness and global perspectives they need. Newly minted MBAs lack essential leadership skills. Creative and critical thinking demand far more attention. In this compelling and authoritative new book, the authors document a rising chorus of concerns about business schools gleaned from extensive interviews with deans and executives. They also provide case studies showing how leading MBA programs have begun reinventing themselves for the better and offer concrete ideas for how business schools can surmount the challenges that come with reinvention, including securing faculty with new skills and experimenting with new pedagogies. Rich with examples and thoroughly researched, Rethinking the MBA reveals why and how business schools must define a better pathway for the future. Srikant M. Datar is the Arthur Lowes Dickinson Professor of Business Administration at Harvard University. David A. Garvin is the C. Roland Christensen Professor of Business Administration at the Harvard Business School. Patrick G. Cullen is a research associate at the Harvard Business School. Rights sold:

Simplified Chinese: China Remnin University Press


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Human Resources • May 2010 Susan Cantrell & David Smith 320 pages

Workforce of One Revolutionizing Talent Management Through Customization

Companies have excelled by treating customers as “markets of one,” offering them personalized buying experiences. But in managing talent, most firms still use one-size-fits-all HR practices. With today’s diverse workforces, this approach is preventing organizations from attracting, retaining, and leveraging top talent. In Workforce of One, Susan Cantrell and David Smith show how exceptional companies are tailoring work experiences to employees’ talents and interests—customizing job duties, training, recognition, and even compensation, work schedules, and performance appraisals. Their reward? Lower turnover, greater productivity, and improved profit margins. The authors present four customization strategies: (1) segmenting your workforce—for example, by life stage and learning style; (2) offering modular choices—such as choices regarding rewards, learning needs, or job duties; (3) defining broad and simple rules—including evaluating work by outcomes, not time invested, or hiring for potential in addition to specific skills; and (4) fostering employee-defined personalization—whereby employees define their own people practices (e.g., using peer-to-peer technologies to learn from one another). Drawing on extensive proprietary research, the authors explain how to combine aspects of all four strategies to address your organization’s unique needs. Improving workforce performance through customized work experiences is the holy grail of the HR function. This book shows you how the workforce-of-one approach positions your company to win while transforming your HR team into a strategic powerhouse. Susan Cantrell is a Fellow at the Accenture Institute for High Performance and President/CEO of The Cantrell Group, a research and consulting organization. David Smith is a Managing Director of the Accenture Talent & Organization Performance practice. Rights sold:

Spanish: LID Editorial

Human Resources • May 2010

Marc Effron & Miriam Ort

200 pages

One Page Talent Management Building Better Leaders Faster

You know managing talent counts among your most critical responsibilities. Yet despite all the research out there, growing great leaders still takes too long. Talent management processes—selection, succession planning, performance management, 360-degree assessment, training—are so complex they’re impractical. To build excellent talent fast, you need a new approach. This guide delivers it. In this revolutionary book, Marc Effron and Miriam Ort introduce the powerfully simple One Page Talent Management approach. Based on behavioral science, One Page Talent Management streamlines every talent-building process—lightening your managerial load and making each process eminently usable. Each talent management process has a dedicated chapter detailing what to continue, what to stop, what to watch out for, and how to handle specific objections. Packed with tools (including actual one-page forms) and examples from companies like Alcoa, Bank of America, GE, and Coca-Cola, One Page Talent Management is your complete guide to building exceptional talent fast. Marc Effron is Vice President of Global Talent Management for Avon Products in New York City. He has authored two books on HR and leadership, has published numerous articles, and is a sought-after speaker at HR and business conferences. Miriam Ort is Senior Manager for Human Resources for Pepsico North America. She has published in Leadership Excellence magazine and has spoken at HR conferences. Rights sold:

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Thai: Expernet



Jody Heymann with Magda Barrera Profit at the Bottom of the Ladder Creating Value by Investing in Your Workforce


Most managers assume that surviving—especially in recessions—requires slashing wages, benefits, and other workforce expenses. And lowest-skilled workers are often viewed as the most expendable. In Profit at the Bottom of the Ladder, Jody Heymann overturns these assumptions. Drawing from thousands of interviews with employees— from front line to C-suite—at companies around the world, Heymann shows how enterprises have profited more by improving working conditions. She also demonstrates that lower-skilled employees—in call centers, repair services, product assembly—aren’t expendable. They can determine 90% of companies’ profitability. High performers positively shape customers’ perceptions of businesses, driving satisfaction and loyalty. To attract, train, and retain top-caliber people in these roles, you must enhance working conditions—creating a system in which your company and its employees profit together. Profit at the Bottom of the Ladder shows what works—from stock options for bakers to flexibility for factory workers to career tracks in call centers. Featuring cases from companies around the globe— including a leading concrete manufacturer in India, a top European pharmaceutical firm operating in China, and successful U.S. manufacturers—this book shows how real organizations are excelling financially by strengthening frontline employees’ working conditions. Jody Heymann is founding director of the McGill Institute for Health and Social Policy. She was founding director of the Project on Global Working Families and chair of the Initiative on Work, Family, and Democracy at Harvard University. She has conducted research in 35 countries, examined working conditions in 189 nations, and advised leaders in government, UN agencies, and the private sector.

Nitin Nohria & Rakesh Khurana Handbook of Leadership Theory and Practice

Leadership • January 2010 800 pages

The study of leadership suffers intellectual neglect and has yet to be considered a serious academic discipline. And though the mission statements of most business schools profess to “develop leaders who make a difference in the world,” these same schools produce hardly any serious scholarship or research to advance our understanding of leadership. To fill this void, Nitin Nohria and Rakesh Khurana have invited leading scholars from different disciplinary backgrounds to take stock of what we know about leadership and to set an agenda for future research. Based on the HBS Centennial Colloquium, Leadership: Advancing an Intellectual Discipline, this edited volume brings together the most important scholars from fields as diverse as psychology, sociology, economics, and history to shape the academic discipline of leadership. Nitin Nohria is the Richard P. Chapman Professor of Business Administration, Senior Associate Dean, and Director of Faculty Development at Harvard Business School. He is the author of numerous books and articles. Rakesh Khurana is an Associate Professor of Business Administration at Harvard Business School, and author of many important articles and books in the areas of leadership and management.


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Business Self-Help • January 2010

Tamara Erickson

224 pages

What’s Next, Gen X? Keeping Up, Moving Ahead, and Getting the Career You Want

You’re a member of Generation X—the 30-to-44 age cohort. And you’ve drawn the short stick when it comes to work. The economy has been stacked against you from the beginning. Worse, you’re sandwiched between Boomers (with their constant back-patting blather and refusal to retire) and Gen Ys (with their relentless confidence and demands for attention). You’re stuck in the middle of your life and between two huge generations that dote on each other. But you can move forward in your career. In What’s Next, Gen X? Tamara Erickson explains the forces affecting attitudes and behaviors in each generation—Boomer, X, and Y—so you can start relating more productively with bosses, peers, and employees. Erickson also assesses Gen X’s progress in life so far and analyzes the implications of organizational and technological changes for your professional future. She lays out a powerful framework for shaping a satisfying, meaningful career, revealing how to identify work that matches what you care most about, succeed in a corporate career or an entrepreneurial venture, spot and seize newly emerging professional opportunities, and use your unique capabilities to become an effective leader. Provocative and engaging, What’s Next, Gen X? helps you break free from the middle and chart a fulfilling course for the years ahead. Tamara Erickson is President of The Concours Institute, the research and education arm of The Concours Group, a firm serving senior executives with leading-edge intellectual capital. Rights Sold:


Management • October 2009

Michael Watkins

256 pages

Your Next Move The Leader’s Guide to Navigating Major Career Transitions

After three months in a new job, are you up to speed? Will you sink . . . or swim? Transitions into new roles are the crucibles in which leaders get their toughest tests, and they’re the defining factor in professional careers today. Yet far too often, leaders fail to transition effectively into new roles. The resulting costs are high, for your career and the organization. In Your Next Move, leadership-transition guru Michael Watkins shows how you can survive and thrive in all the major transitions you will face during your career, including promotion, on-boarding into a new organization, and making an international move. With real-life examples and case studies, he illustrates the defining hurdles associated with each type of transition. He then provides the insights, strategies, and tools—including relationship reengineering, business systems analysis, and “organizational immunology”—you’ll need to accelerate through these crucial turning points and continue moving up in your career. The necessary complement to the author’s bestselling guide The First 90 Days, Your Next Move offers the keen observations, tried-and-true management wisdom, and practical good sense Watkins is renowned for. It’s a vital resource for any manager or executive seeking to maintain career momentum. Michael Watkins is the cofounder of Genesis Advisers, a Newton, Massachusetts-based leadership development firm specializing in transition acceleration programs and coaching. He is the author of the international bestseller The First 90 Days: Critical Success Strategies for New Leaders at All Levels (HBP, 2003). Rights sold:

Complex Chinese: Commonwealth Publishing Simplified Chinese: Cheers Publishing Co. French: Village Mondial

Italian: ETAS Libri Vietnamese: Tre Publishing Audio: Gildan Media Corp.

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Rob Goffee & Gareth Jones

Leadership • September 2009 256 page

Clever Leading Your Smartest, Most Creative People

If your company is like most, it has a handful of people who generate disproportionate quantities of value: a researcher creates products that bankroll the entire organization for decades; a manager spots consumer-spending patterns no one else sees and defines new market categories your enterprise can serve; a strategist anticipates global changes and correctly interprets their business implications. Companies’ competitiveness, even survival, increasingly hinge on such “clever people.” But the truth is, clever people are as fiercely independent as they are clever—they don’t want to be led. So how do you corral these players in your organization and inspire them to achieve their highest potential? In Clever, Rob Goffee and Gareth Jones offer potent insights drawn from their extensive research. The authors explain how to identify your clever people and their motivations, shelter your “clevers” from political distractions that can inhibit their productivity, help clevers generate even more value by creating clever teams, and manage the unique tensions that can arise when clevers work together. Lively and engaging, this book provides the ideas, practices, and examples you need to create an environment where your most brilliant people can flourish. Rob Goffee is Professor of Organizational Behavior at London Business School, where he teaches in the worldrenowned Senior Executive Programme. Gareth Jones is a Fellow of the Centre for Management Development at London Business School and a visiting professor at INSEAD, the international business school in Fontainebleau, France. Both are authors of the widely acclaimed Why Should Anyone Be Led by You? (HBP, 2006). Rights sold: Romanian: Publica Com

Management • October 2009

Roger Martin

256 pages

The Design of Business Why Design Thinking is the Next Competitive Advantage

Most companies today have innovation envy. They yearn to come up with a game-changing innovation like Apple’s iPod, or create an entirely new category like Facebook. Many make genuine efforts to be innovative: they spend on R&D, bring in creative designers, and hire innovation consultants, but they get disappointing results. Why? In The Design of Business, Roger Martin offers a compelling and provocative answer: we rely far too exclusively on analytical thinking, which merely refines current knowledge, producing small improvements to the status quo. To innovate and win, companies need design thinking. This form of thinking is rooted in how knowledge advances from one stage to another-from mystery (something we can’t explain) to heuristic (a rule of thumb that guides us toward solution) to algorithm (a predictable formula for producing an answer) to code (when the formula becomes so predictable it can be fully automated). As knowledge advances across the stages, productivity grows and costs drop-creating massive value for companies. Martin shows how leading companies such as Procter & Gamble, Cirque du Soleil, RIM, and others use design thinking to push knowledge through the stages in ways that produce breakthrough innovations and competitive advantage. Filled with deep insights and fresh perspectives, The Design of Business reveals the true foundation of successful, profitable innovation. Roger Martin is dean of the Rotman School of Management at the University of Toronto and a professor of strategic management at the school. He authored The Opposable Mind (HBP, 2007), The Responsibility Virus (Basic Books, 2008), and many articles in leading business publications including Harvard Business Review, BusinessWeek, Fast Company, and Barron’s. Rights sold:

Complex Chinese: Commonwealth Publishing Hungarian: Akademiai Kiado Japanese: Toyo Keizai Shimpo Sha


Korean: Woongjin Think Big Portuguese: Elsevier Editora Romanian: Publica Com

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Management • November 2009

Michael Mauboussin Think Twice Harnessing the Power of Counterintuition

204 pages

Leaders in all fields—business, medicine, law, government—make crucial decisions every day. The harsh truth is that they mismanage many of those choices, even though they have the right intentions. These blunders take a huge toll on leaders, their organizations, and the people they serve. Why is it so hard to make sound decisions? We fall victim to simplified mental routines that prevent us from coping with the complex realities inherent in important judgment calls. Yet these cognitive errors are preventable. In Think Twice, Michael Mauboussin shows you how to recognize-and avoid-common mental missteps, including misunderstanding cause-and-effect links, aggregating micro-level behavior to predict macro-level behavior, not considering enough alternative possibilities in making a decision, and relying too much on experts. Sharing vivid stories from business and beyond, Mauboussin offers powerful rules for avoiding each error. And he explains how to know when it’s time to think twice—to question your reasoning and adopt decisionmaking strategies that are far more effective, even if they seem counterintuitive. Master the art of thinking twice, and you’ll start spotting dangerous mental errors in your own decisions and in those of others. Equipped with this awareness, you'll soon begin making sounder judgment calls that benefit your organization. Michael J. Mauboussin is Chief Investment Strategist at Legg Mason Capital Management. He has been an adjunct professor of finance at Columbia Business School since 1993. BusinessWeek’s Guide to the Best Business Schools highlighted him as one of the school’s “Outstanding Faculty”, a distinction received by only seven professors. He is also author of More than You Know (Columbia University Press, 2006). Rights sold:

Audio: Gildan Media Corp. Complex Chinese: Commonwealth Publishing Japanese: Diamond Inc. Korean: Chungrim Publishing

Portuguese: Record Publishing Group Slovak: Eastone Publishing Vietnamese: Tre Publishing

Management • December 2009

Ron Ashkenas

224 pages

Simply Effective: How to Cut through Complexity in Your Organization and Get Things Done

The level of complexity in most organizations today is staggering-and it’s only getting worse. There are so many choices to be made, people to involve, processes to manage, and facts to analyze, it’s impossible to get things done. And in today’s hypercompetitive world, that can be fatal. Yet complexity doesn’t happen on its own. Managers unwittingly create it, often through well-intended decisions. In Simply Effective, Ron Ashkenas provides a playbook for regaining control, focused on the four major causes of complexity: (1) constant changes in organizational structures; (2) proliferation of products and services; (3) evolution of business processes; and (4) time-wasting managerial behaviors. The author provides a diagnostic for identifying how these causes of complexity are affecting your organization and presents practical tactics for combating each one. Ashkenas also explains how to craft a strategy that will make simplification an ongoing driver of your company's success-no matter where you work in your organization. Abundant examples from companies like ConAgra Foods, GE, Cisco, Zurich Financial Services, and Johnson & Johnson illuminate his points. A crucial resource in today’s overly complex age, Simply Effective should be required reading for everyone on your management team. Ron Ashkenas is a Managing Partner of Robert H. Schaffer & Associates, where he consults to CEOs and senior executives on leadership, organizational transformation, and postmerger integration. He has served on the faculty of executive education programs at Harvard Business School, Stanford Graduate School of Business, Kellogg School of Management, University of Michigan Ross School of Business, and Weatherhead School of Management. He is the coauthor of The Boundaryless Organization (Jossey-Bass, 2002), The GE Work-Out (McGraw-Hill, 2002) and Rapid Results (Jossey-Bass, 2005). Rights sold:

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Portuguese, Brazil: DVS Editora





John Mullins & Randy Komisar

224 pages

Getting to Plan B Breaking Through to a Better Business Model

Succeeding with a new business—whether in a corporation or a venture-based setting—requires taking a leap of faith. But in order to grow, the business will need to morph and adjust many times before it meets the needs of a viable market. How does a company reinvent itself (or specific business units) once it has stalled? Or identify an entirely new niche to supplement an existing venture? Until now, the trial-and-error process has been messy and unreliable. Getting to Plan B guides you with specific steps to effectively reinvent your entrepreneurial business model. Mullins and Komisar’s field-tested approach breaks down the business model into five elements: the revenue equation, gross margin options, operating model, working capital options, and the investment plan. The process begins by identifying what you need to get started and goes on to offer a smart dashboard that allows entrepreneurs to systematically identify the business model that will lead to the greatest upside. Using examples from their extensive consulting and field research, including established companies like Google and Toyota, as well as new ventures, the authors reveal how companies can use (and have used) their model to reinvent their current business or arrive at viable Plan B. John Mullins is Associate Professor of Management Practice at London Business School. Randy Komisar is a Partner at Kleiner Perkins Caufield and Byers, and is Consulting Professor of Entrepreneurship at Stanford University. Rights sold: Slovak: Eastone Publishing

Andrew McAfee

Spanish: Bresca Editorial

Management • December 2009 240 pages

Enterprise 2.0 New Collaborative Tools for Your Organization’s Toughest Challenges

“Web 2.0” is the portion of the Internet that’s interactively produced by many people; it includes Wikipedia, Facebook, Twitter, Delicious, and prediction markets. In just a few years, Web 2.0 communities have demonstrated astonishing levels of innovation, knowledge accumulation, collaboration, and collective intelligence. Now, leading organizations are bringing the Web’s novel tools and philosophies inside, creating Enterprise 2.0. In this book, Andrew McAfee shows how they’re doing this, and why it’s benefiting them. Enterprise 2.0 makes clear that the new technologies are good for much more than just socializing—when properly applied, they help businesses solve pressing problems, capture dispersed and fast-changing knowledge, highlight and leverage expertise, generate and refine ideas, and harness the wisdom of crowds. Most organizations, however, don’t find it easy or natural to use these new tools initially. And executives see many possible pitfalls associated with them. Enterprise 2.0 explores these concerns, and shows how business leaders can overcome them. McAfee brings together case studies and examples with key concepts from economics, sociology, computer science, consumer psychology, and management studies and presents them all in a clear, accessible, and entertaining style. Enterprise 2.0 is a must-have resource for all C-suite executives seeking to make technology decisions that are simultaneously powerful, popular, and pragmatic. Andrew McAfee is Associate Professor at Harvard Business School and part of the Technology and Management Business Unit. He coined the phrase “Enterprise 2.0” in a spring 2006 Sloan Management Review article. Rights sold: Audio: Gildan Media Corp. Simplified Chinese: Hua Zhang Co. Italian: Guerini editore


Korean: Acorn Publishing Portuguese: Elsevier Editora Polish: Wolters Kluwer

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Byron Reeves & J. Leighton Read

Management • November 200 256 page

Total Engagement Using Games and Virtual Worlds to Change the Way People Work and Businesses Compete

Can the workplace be more productive by including avatars, three-dimensional environments, and participant-driven outcomes? This grounded and thought-provoking book by Byron Reeves and Leighton Read proves that it is not only possible, it is inevitable. Implementing components of multiplayer computer games in the workplace will address a host of age-old problems. Games can not only stem boredom and decrease turnover, but also enhance collaboration and encourage creative leadership. Games require extraordinary teamwork, elaborate data analysis and strategy, recruitment and retention of top players, and quick decision making. Recreating some elements of games— such as positioning tasks within stories, creating internal economies, and implementing participant-driven communication systems—can not only boost employee engagement but overall productivity. Of course, the strong psychological power of games can have both positive and negative consequences for the workplace. That’s why it’s important to put them into practice correctly from the beginning, and Reeves and Read explain how by showing which good design principles are a powerful antidote to the addictive and stress-inducing potential of games. Supported by specific case studies and years of research, Total Engagement will completely change the way you view both work and play. Byron Reeves is a Professor at Stanford University, Director of the H-STAR Institute and the Stanford Media X Program and has authored over a hundred published studies on responses to immersive features of media, including games. J. Leighton Read is a General Partner with Alloy Ventures in Palo Alto, California. He has also served on the executive committee of the Biotechnology Industry Association. Reeves and Read are also cofounders of Seriosity, Inc. (www.seriosity.com), a Palo Alto start-up that is the industry leader in applying game psychology to the enterprise. Rights sold:

Complex Chinese: Domain Publishing Co.


Jeffrey M. Stibel

256 pages

Wired for Thought How the Brain Is Shaping the Future of the Internet

In this age of hypercompetition, the Internet constitutes a powerful tool for inventing radical new business models that will leave your rivals scrambling. But as brain scientist and entrepreneur Jeffrey Stibel explains in Wired for Thought, you have to understand its true nature. The Internet is more than just a series of interconnected computer networks: it’s the first real replication of the human brain outside the human body. To leverage its power, you first need to understand how the Internet has evolved to take on similarities to the brain. In this engaging and provocative book, Stibel lays out how networks have changed and what that implies for how people connect and form communities, what the Internet—as well as online business opportunities—will look like in the future, and what the next stage of artificial intelligence will be and what opportunities it will present for businesses. Stibel shows how exceptional companies are using their understanding of the Internet’s brainlike powers to create competitive advantage, such as building more effective Web sites, predicting consumer behavior, leveraging social media, and creating a collective consciousness. Jeffrey Morgan Stibel is a brain scientist and serial entrepreneur who has helped build and grow companies such as NetZero, Juno, Classmates.com, United Online, Interland, Website Pros, Autobytel, The Search Agency, Edgecast, and BrainGate. He is currently President of Web.com, which helps entrepreneurs launch and grow their businesses on the Web, and serves on academic boards for Tufts University and Brown University. Stibel is the named inventor on the U.S. patent for search-engine interfaces. He pursued his PhD at Brown University, where he was a Brain and Behavior fellow. Rights sold:

Audio: Gildan Media Corp. Simplified Chinese: China CITIC Press

Korean: Woongjin Think Big Portuguese: DVS Editora Russian: Aquamarine Book

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Richard Hunter & George Westerman The Real Business of IT How CIOs Create and Communicate Value


If you’re a general manager or CFO, do you feel you’re spending too much on IT or wishing you could get better returns from your IT investments? If so, it’s time to examine what’s behind this IT-as-cost mindset. In The Real Business of IT, Richard Hunter and George Westerman reveal that the cost mindset stems from IT leaders’ inability to communicate about the business value they create—so CIOs get stuck discussing budgets rather than their contributions to the organization. The authors explain how IT leaders can combat this mindset by first using information technology to generate three forms of value important to leaders throughout the organization including: value for money when your IT department operates efficiently and effectively; an investment in business performance evidenced when IT helps divisions, units, and departments boost profitability; and the personal value of CIOs as leaders whose contributions to their enterprise go well beyond their area of specialization. The authors show how to communicate about these forms of value with non-IT leaders so they understand how your firm is benefiting and see IT as the strategic powerhouse it truly is. Richard Hunter is Group Vice President and Gartner Fellow in Gartner Research, a division of Gartner, Inc., the world’s largest technology research firm. George Westerman is a research scientist at MIT Sloan School of Management’s Center for Information Systems Research (MIT CISR), which Ziff Davis named the world’s “most influential IT academic research center.” They are coauthors of the award-winning book IT Risk: Turning Business Threats Into Competitive Advantage (HBP, 2007). Rights sold:

Portuguese: M. Books

Sylvia Ann Hewlett Top Talent Keeping Your Best People When You Need Them Most


During tough economic times it’s more vital than ever to hold on to and leverage your top performers: they’ve got the smarts your firm needs to survive the recession and emerge stronger. Yet in 2009 many employers are failing to support and sustain their best people—loyalty and trust are out the window and flight risk is at an all-time high. In Top Talent, Sylvia Ann Hewlett presents new data detailing what has happened to top talent in this brutal down cycle and explains how companies can re-engage and re-energize their stars. Drawing from fourteen corporate giants—including GE and Time Warner—Hewlett presents eight cutting-edge interventions that motivate top talent in tough times, including creating a “no-spin” zone characterized by candid, frequent communication and providing powerful nonmonetary rewards. Concise and practical, this guide is essential for employers seeking to turbo-charge their stars. Sylvia Ann Hewlett is an economist and the founding president of the Center for Work-Life Policy. She is also the director of the Gender and Policy Program at the School of International and Public Affairs, Columbia University. She is the author of seven books.

Rights Sold: Hungarian: Akademiai Kiado


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General Management • October 2009

Nancy Koehn

416 pages

The Story of American Business From the Pages of the New York Times

For over 150 years, the New York Times has been the United States’ newspaper of record. With unmatched breadth, depth, and quality of reporting, its coverage is consistently authoritative and absorbing. This unique collection of the Times’ most fascinating and relevant articles about business opens a compelling window onto how one of the most powerful economies in human history came to be, including the men and women who have helped create it. Introduced and narrated by Harvard Business School historian Nancy Koehn, The Story of American Business walks you through content ranging from feature stories to in-depth news analysis to obituaries, spanning from the 1850s to today. Exploring the people, trends, and pivotal events that have shaped business in America, Koehn has organized the book around a number of important themes, including: the rise of big business from the advent of mass production to the modern U.S. economy; Wall Street; leadership from robber barons to corporate rock stars; the growth of a consumer society; changing women’s roles; development of the labor movement; the rise of the service economy; and the impact of corporate scandals. Absorbing and thought-provoking, The Story of American Business provides a much-needed glimpse into the past and a vital lens for understanding the future of business. Nancy Koehn is an authority on entrepreneurial history and is the James E. Robison Professor of Business Administration at Harvard Business School. Her research focuses on entrepreneurship and leadership. Rights sold:

Simplified Chinese: Cheers Publishing Co.

William Eggers & John O’Leary If We Can Put a Man on the Moon… Getting Big Things Done in Government

Management • November 2009 256 pages

The American people are frustrated with their government: they are dismayed by a series of high-profile failures (Iraq, Katrina, the financial meltdown), and the list just seems to keep getting longer. These frustrations and failures aren’t confined to the U.S. alone. In If We Can Put a Man on the Moon, William Eggers and John O’Leary explain how governments everywhere can achieve large-scale successes and reclaim a reputation of competence in public sector projects. The key? Understand—and avoid—the common pitfalls that trip up public-sector leaders during the journey from idea to results. The authors identify pitfalls including: the Partial Map Trap—fumbling handoffs throughout project execution; the Tolstoy Syndrome—seeing only the possibilities you want to see; Design-Free Design—designing policies for passage through the legislature, not for implementation; the Overconfidence Trap—creating unrealistic budgets and timelines; and the Complacency Trap—failing to recognize that a program needs change. At a time of unprecedented challenges, this book, with its abundant examples and hands-on advice, is the essential guide to making government work better. A must-read for every public official, this book will be of interest to anyone who cares about the future of democracy. William D. Eggers is the Global Research Director for Deloitte’s public-sector practice, Executive Director of its Public Leadership Institute, and a prolific author and columnist. John O’Leary is an expert in business process engineering and has extensive government and private-sector experience in companies including Scudder Kemper Investments, Lycos, and KPMG Peat Marwick. Rights sold:

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Management • August 2009

Darrell Rigby

128 pages

Winning in Turbulence

The current downturn will test businesses—and many won’t survive. But downturns also present opportunities in which companies achieve more dramatic gains than in “normal” times. How do you ensure your company emerges successful? In Winning in Turbulence, Bain & Company downturn strategist Darrell Rigby presents a powerful framework and diagnostic tool for assessing three dimensions of your situation: your industry’s sensitivity, your company’s strategic position, and your company’s financial position. This book will explain how to craft an action plan tailored to your situation with tools for cutting costs while sustaining your margins and brand; boosting revenue by refocusing your sales force on the right customers; channeling resources into your core businesses; and preparing for bold moves, such as game-changing acquisitions. Timely and practical, this book positions you to survive a downturn and emerge stronger once the recovery begins. Darrell Rigby is a Partner in Bain & Company’s Boston office and heads the firm’s Global Retail practice. He is a frequent speaker and writer on strategy for managing in a downturn and has authored many Harvard Business Review articles. Complex Chinese: CommonWealth Magazine Hungarian: Akademiai Kiado

Rights sold:

Andrew Winston

Korean: Chungrim Publishing Portuguese, Brazil: Elsevier Editora

Management • August 2009

Green Recovery Get Lean, Get Smart, and Emerge from the Downturn on Top

200 pages

When the economy turns rough, many companies sideline their green business initiatives. That’s a big mistake. In Green Recovery, Andrew Winston shows that no company can afford to wait for the downturn to ease before going green. Green initiatives ratchet up your company’s resource efficiency, creativity, and employee motivation. They save energy, waste, and money, preserving precious capital-and give precise focus to your innovation efforts and strategic priorities. Part manifesto and part how-to guide, this concise and engaging book provides a road map for using green initiatives to deliver short-term gains and position your company for long-term strategic growth. You’ll discover how to get lean by increasing your energy and resource efficiency to survive tough times; get smart by using environmental data about products and supply chains for competitive advantage; get creative by rejuvenating your innovation efforts and asking heretical questions such as “How might we operate with no fossil fuels?”, and get going by engaging employees to solve the company’s, the customer’s, and the world’s environmental challenges. Green Recovery is your guide to establishing your competitive positioning in difficult times and emerging even stronger into a vastly changed economy. Andrew Winston advises many of the world’s largest companies on how to profit from environmental thinking. A globally recognized expert on green business, he is coauthor of the bestseller Green to Gold (Wiley, 2009). Andrew’s earlier career included corporate strategy at Boston Consulting Group and management positions at Time Warner and MTV. Rights sold:

Audio: Gildan Media Corp. Simplified Chinese: China CITIC Press Complex Chinese: Common Wealth Magazine


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Strategy • July 2009

Adam Werbach

224 pages

Strategy for Sustainability A Business Manifesto

Layoffs. Failing companies. Collapsing economies. Tainted products. Scarce resources. These are but a few of the seemingly intractable problems that plague the world we live in today. And these problems will only get worse—unless we change how we do business. Strategy for Sustainability calls for the relentless pursuit of long term sustainability—and that doesn’t mean “green.” Leading business strategist Adam Werbach redefines the movement to address not just environmental and economic trends, but also social and cultural ones. Werbach underscores that strategy has always been about making profits first, and that can’t change. But what must change is how we go about making those profits. He proposes a new strategy framework that is keenly attuned to the world around us, flexible enough to respond to rapid change and focused on the long view. With “North Star” goals that tie your success to positive global trends you see developing, you can implement the three core tools of sustainability—making information transparent, engaging people inside your company, and leveraging stakeholder networks—to identify and solve pressing problems. Through success stories within companies from Xerox to P&G to WalMart, Werbach shows how some companies are already realizing profits by putting sustainability at the core of their business. Adam Werbach is starting a whole new dialogue around sustainability of enterprise proving that sustainability is now a true competitive strategic advantage and that building it into the core of business strategy is imperative for a company’s survival. Adam Werbach is Global CEO of Saatchi & Saatchi S. He was the youngest-ever National President of the Sierra Club and is the author of the widely circulated speeches, “Is Environmentalism Dead?” and “The Birth of Blue.” Portuguese, Brazil: Elsevier Editora

Rights sold:

Spanish: Ediciones Urano

Management • June 2009

Scott D. Anthony

224 pages

The Silver Lining An Innovation Playbook for Uncertain Times

Experts agree: the turbulence triggered by the economic shock of 2008 constitutes the “new normal.” Unfortunately, too many managers have become paralyzed by it, capable only of slashing costs indiscriminately. Though examining spending during recessions makes sense, the smartest executives do much more. As Scott Anthony reveals in The Silver Lining, these leaders continue innovating by stopping ineffective initiatives, changing key business processes, and starting more productive behaviors. And the result? Their companies emerge from downturns stronger than ever. Providing a wealth of ideas, tools, and examples from diverse industries, Anthony explains how to safeguard your company’s profitability during even the toughest recessions, including how to prune your innovation and business portfolio to liberate resources, adopt a radical new market-segmentation scheme that helps you reduce costs while delivering new value to customers, reinvent your innovation process to drive fresh growth, mitigate innovation risks by conducting strategic experiments and forging smart alliances, and appeal to increasingly value-conscious customers to fend off low-cost attackers. In today’s brutal economic climate, it’s imperative that executives pare costs while planting and nurturing seeds for tomorrow's growth—The Silver Lining explains how to master this seemingly impossible challenge. Scott D. Anthony is president of Innosight, an innovation consultancy, lead author of The Innovator’s Guide to Growth: Putting Disruptive Innovation to Work (HBP 2007), and co-author with Clay Christensen and Eric Roth of Seeing What’s Next (HBP, 2004). At Innosight, he has worked with clients ranging from national governments to leading consumer-products, media, healthcare, telecommunications, and software companies. Rights sold:

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Complex Chinese: CommonWealth Magazine Simplified Chinese: China CITIC Press

Italian: ETAS Libri Korean: Okdangbooks



Leadership • August 2009

Todd Pittinsky

320 pages

Crossing the Divide Intergroup Leadership in a World of Difference

Bringing groups together is a central and unrelenting task of leadership. CEOs must nudge their executives to rise above divisional turf battles, mayors try to cope with gangs in conflict, and leaders of many countries face the realities of sectarian violence. Crossing the Divide introduces cutting-edge research and insight into these age-old problems. Edited by Todd Pittinsky of Harvard’s Kennedy School of Government, this collection of essays brings together two powerful scholarly disciplines: intergroup relations and leadership. What emerges is a new mandate for leaders to reassess what have been regarded as some very successful tactics for building group cohesion. Leaders can no longer just “rally the troops.” Instead they must employ more positive means to span boundaries, affirm identity, cultivate trust, and collaborate productively. In this multidisciplinary volume, highly regarded business scholars, social psychologists, policy experts, and interfaith activists provide not only theoretical frameworks around these ideas, but practical tools and specific case studies as well. Examples from around the world and from every sector—corporate, political, and social—bring to life the art and practice of intergroup leadership in the twenty-first century. Todd Pittinsky is an Associate Professor of Public Policy at the Harvard Kennedy School of Government, and Research Director of Harvard’s Center for Public Leadership. His research explores positive intergroup attitudes (allophilia) and how leaders can use them to bring groups together.

Dave Ulrich, Norm Smallwood & Kate Sweetman

Leadership • January 2009 125 pages

The Leadership Code Five Rules to Lead By

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 questions—to 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 consultants—and 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 easy to follow day-to-day actions, so that you know what to do Monday morning. It’s the must have book on leadership on your shelf. Dave Ulrich is a Professor of Business at the University of Michigan and a partner at The RBL Group, a consulting firm that helps organizations and leaders deliver value. He has published 12 books and over 100 articles. Norm Smallwood is Co-Founder of The RBL Group and the co-author of four books including Results-Based Leadership (HBP, 1999). He is also on the faculty of the Executive Education Center at the University of Michigan Business School. The two are authors of several books including Leadership Brand (HBP, 2007). Kate Sweetman is a leadership development consultant and former Harvard Business Review editor. Rights sold:

Simplified Chinese: Cheers Publishing Co. Danish: Gyldendal Publishers Finnish: Arthouse Oy French, N. America: Editions Transcontinental Italian: ETAS Libri


Korean: Nanam Publishing House Portuguese: Record Publishing Group Slovak: Eastone Publishing Spanish: LID Editorial Turkish: Humanist Audio: Gildan Media Corp.

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Leadership • May 2009

Ronald Heifetz, Marty Linsky, & Alexander Grashow

304 pages

The Practice of Adaptive Leadership Tools and Tactics for Changing Your Organization and the World

When change requires you to challenge people’s familiar reality, it can be difficult, dangerous work. Whatever the context—whether in the private or the public sector—many will feel threatened as you push though major changes. But as a leader, you need to find a way to make it work. Ron Heifetz first defined this problem with his distinctive theory of “adaptive leadership” in Leadership Without Easy Answers. In a second book, Leadership on the Line, Heifetz and coauthor Marty Linsky highlighted the individual and organizational dangers of leading through deep change in business, politics, and community life. Now, Heifetz, Linsky, and coauthor Alexander Grashow are taking the next step: The Practice of Adaptive Leadership is a hands-on, practical guide containing stories, tools, diagrams, cases, and worksheets to help you develop your skills as adaptive leader, able to take people outside their comfort zones and assess and address the toughest challenges. The authors have decades of experience helping people and organizations create cultures of adaptive leadership. In today’s rapidly changing world, The Practice of Adaptive Leadership can be your handbook to meeting the demands of leadership in a complex world and is the must-have guide for putting Heifetz’s important ideas into practice. Ronald Heifetz and Marty Linsky are Co-Founders and Principles of Cambridge Leadership Associates and authors of Leadership Without Easy Answers (Harvard University Press, 1998) and Leadership on the Line (HBP, 2002). Alexander Grashow is Director of Consulting Practice at Cambridge Leadership Associates. Simplified Chinese: Cheers Publishing Co. Korean: TheNan Publishing Co.

Rights sold:

Spanish: Ediciones Paidos

Leadership • May 2009

Morten Hansen

272 pages

Collaboration How Leaders Avoid the Traps, Create Unity, and Reap Big Results

In Collaboration, author Morten Hansen takes aim at what many leaders inherently know: in today’s competitive environment, companywide collaboration is an imperative for successful strategy execution, yet the sought-after synergies are rarely, if ever, realized. In fact, most cross-unit collaborative efforts end up wasting time, money, and resources. How can managers avoid the costly traps of collaboration and instead start getting the results they need? In Collaboration, Hansen shows managers how to get collaboration right through “disciplined collaboration”—a practical framework and set of tools. Implementing them will allow managers to assess when, and when not to, pursue collaboration across units to achieve goals; identify and overcome the four barriers to collaboration; get people to buy into the larger picture, even when they own only a small piece of it; and create networks across the organization that are nimble and effective. Based on the author’s long-running research, in-depth case studies, and company interviews, Collaboration delivers practical advice and tools to help your organization collaborate—for real results. Morten T. Hansen is a Professor at the University of California, Berkeley, and INSEAD. Previously, he was an Associate Professor at Harvard Business School, where he taught leadership and general management. He has also been a management consultant with the Boston Consulting Group. Rights sold:

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Korean: Kyobo Book Centre

Portuguese: Elsevier Editora Romanian: Curtea Veche



Nirmalya Kumar, Pradipta Mohapatra, & Suj Krishnaswamy India’s Global Powerhouses How They Are Taking On the World

Strategy • April 2009 256 pages

Large Indian companies are going global at a frenetic pace, and corporate brands such as Tata and Mahindra are quickly becoming internationally well-known, but not particularly well understood. Who are these emerging global tigers and how will they enter the global market? Marketing strategist Nirmalya Kumar and his co-authors Pradipta Mohaptra and Suj Krishnaswamy introduce you to India’s preeminent global companies and explain how they differ from their international rivals. India’s Global Powerhouses profiles India’s pioneering multinationals in detail, describing their transformation from leading domestic players to evolving global giants, as well as their unique approaches to globalization. Every manager should understand the histories and the business trajectories of these prospective competitors, collaborators, and customers—whose names will soon be as familiar to us as Honda, Lenovo, and Samsung. Nirmalya Kumar is a Professor of Marketing, the Faculty Director for Executive Education, Co-Director of the Aditya Birla India Centre at London Business School and co-author of Private Label Strategy (HBP, 2007) and author of Marketing As Strategy (HBP, 2004) Pradipta K. Mohapatra is CEO of Technology Business Sector of RPG. Suj Krishnaswamy is a Principal at Strategic Insight Inc. Rights sold:


Rita Gunther McGrath & Ian C. MacMillan Discovery-Driven Growth A Breakthrough Process to Reduce Risk and Seize Opportunity


New ventures—both entrepreneurial ventures and new ventures within existing organizations—are inherently risky. How can you manage and even profit from risk rather than be intimidated by it? In Discovery-Driven Growth, authors McGrath and MacMillan show how companies can plan and pursue an aggressive growth agenda with confidence. By carefully framing their strategic growth opportunities, testing each project assumption against a series of checkpoints, and creating a culture that acts on evidence and learning instead of blind stumbling, companies can better control their costs, minimize surprises, and know when to disengage from questionable projects—before it’s too late. Practical tools will help you select and better assess the potential of any strategic venture, from new product lines to entirely new businesses, while the authors outline a comprehensive process that lets you identify, manage, and leverage your company’s full portfolio of opportunities. By reducing up-front costs and eliminating unnecessary risks, you’ll be able to avoid missteps and explore more options to create the breakthrough growth that your business requires. Rita Gunther McGrath is a Professor at Columbia Business School, and Ian C. MacMillan is a Professor at The Wharton School of the University of Pennsylvania. Both are authors of MarketBusters (HBP, 2005) and Entrepreneurial Mindset (HBP, 2000) Rights sold:



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Management • July 2009

Peter Weill & Jeanne W. Ross

128 pages

IT Savvy What Top Executives Must Know to Go from Pain to Gain

All higher-level managers can and need to be “IT savvy”—capable of thinking, talking, and acting digitally in all their business decisions and activities. They need to depend upon a reusable digital platform of business processes, data, and systems and not shy away from addressing IT-related business problems. IT can be particularly challenging for a number of reasons, including its unfamiliar vocabulary, elusive benefits, and all-too-familiar rat wheel of dysfunction— but IT Savvy can help. Authors Peter Weill and Jeanne Ross identify five imperatives that will help you drive value from IT, with detailed explanations on their implementation. You’ll increase your fluency and even learn to leverage IT for profitable growth. For example, you’ll start to build a digital ROI into managers’ job descriptions, then hold them accountable for using your company’s IT activities as assets. Bolstered by years of research and work with top executives, this book will help managers become fearless in discussions of all things digital. And it will prove that being IT savvy pays off. Peter Weill and Jeanne W. Ross are Professors at MIT’s Center for Information Systems Research and authors of IT Governance (HBP, 2004). Rights sold:

Portuguese: M. Books

Management • April 2009

Robert D. Austin, Richard L. Nolan, & Shannon O’Donnell

272 pages

The Adventures of an IT Leader

What would be the ideal way to learn the ropes as a new CIO? Most would agree that it would be invaluable to be able to follow a new CIO transitioning into the new position—getting familiar with the terrain and then plunging in and dealing with the complex challenges of setting priorities, governance and decision making, runaway projects, emerging technologies, partnering with vendors, calculating value and risk, and crisis management. Authors Robert Austin, Richard Nolan, and Shannon O’Donnell have created the next best thing: a book made up of a series of story-like cases that treat each of these issues fully and compellingly and which, when combined, create the cohesive story of a fictional new CIO and the ups and downs of IT management and leadership. The Adventures of an IT Leader also offers detailed tools and practical illustrations to help readers internalize and execute the concepts presented during the course of the narrative. The Adventures of an IT Leader is a unique, engaging, and effective way to participate in a new level of understanding about how to be a successful IT manager. Robert D. Austin is an Associate Professor at Harvard Business School and the author of several books including Artful Making: What Managers Need to Know About How Artists Work (FT Press, 2003) and editor of The Broadband Explosion: Leading Thinkers on the Promise of a Truly Interactive World (HBP, 2005). Richard L. Nolan is the William Barclay Harding Professor of Business Administration, Emeritus, at Harvard Business School where he co-chairs the executive education program for CIOs and has authored or contributed to many books including Creative Destruction: A Six-Stage Process for Transforming the Organization (HBP, 1995); Reengineering the Organization, with Thomas Davenport, Donna L. Stoddard and Sirkka Jarvenpaa (HBP, 1995); and Sense and Respond: Capturing Value in the Network Era (HBP, 1998). Shannon O'Donnell is a Consultant with Cutter Consortium’s innovation practice as well as a Research Associate at Harvard Business School. Rights sold:

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Japanese: Nikkei BP

Russian: Aquamarine Book



Innovation • August 2009

Roberto Verganti

272 pages

Design-Driven Innovation Changing the Rules of Competition by Radically Innovating What Things Mean

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, 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 “interpreters”— 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. Roberto Verganti is Professor of Management of Innovation at Politecnico di Milano. He is the founder of Project Science, a consulting institute which advises global corporations on the management of strategic innovation, and is the author of many articles in scientific journals, as well as the article “Innovating Through Design,” published in the Harvard Business Review (December 2006). Rights sold:

Complex Chinese: Marco Polo Press Simplified Chinese: Cheers Publishing Co.

Korean: Hans Media Italian: ETAS Libri Japanese: Doyukan

Christian Terwiesch & Karl Ulrich Innovation Tournaments Creating and Selecting Exceptional Opportunities

Innovation • June 2009 304 pages

Managers, entrepreneurs, and venture capitalists all seek to maximize the financial returns from innovation, and profits are driven largely by the quality of the opportunities they pursue. Based on a structured and process-driven approach Innovation Tournaments demonstrates how to systematically identify exceptional opportunities for innovation. An innovation tournament, just like its counterpart in sports, starts with a large number of candidates, with opportunities as the players. These opportunities are pitted against each other until only the exceptional survive. Authors Tweriesch and Ulrich provide a principled approach for the effective management of innovation tournaments, identifying a wealth of promising opportunities and then evaluating and filtering them intelligently for greatest profitability. Their step-by-step approach demonstrates how to construct an innovation portfolio and how to align the innovation process with an organization's competitive strategy, while practical tools help readers create and identify new opportunities, and evaluate and screen opportunities. Christian Terwiesch is an Associate Professor of Operations and Information Management at the Wharton School of the University of Pennsylvania. Karl Ulrich is the CIBC Professor and Chair of Operations and Information Management at the Wharton School of the University of Pennsylvania. Rights sold:



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Brian Becker, Mark Huselid, & Richard Beatty

Human Resources • April 2009 256 pages

The Differentiated Workforce Translating Talent into Strategic Impact

Do you think of your company’s talent as an investment to be managed like a portfolio? You should, according to authors Becker, Huselid, and Beatty, if you’re interested in strategy execution. Many companies fall into the trap of spending too much time and money on low performers, while high performers aren’t getting the necessary resources, development opportunities, or rewards. In The Differentiated Workforce, the authors expand on their previous books, The HR Scorecard and The Workforce Scorecard, and recommend that a workforce be managed like a portfolio—with disproportionate investments in the jobs that create the most wealth. Based on two decades of academic research and experience working with hundreds of executives, The Differentiated Workforce gives you the tools to translate your talent into strategic impact and will show you how to: rise above talent management “best practice” and create a differentiated workforce that can’t be easily copied by competitors; differentiate those capabilities in your company that are truly strategic; identify your wealth-creating “A” positions; create a new relationship between HR and line managers and articulate the role each plays in a differentiated workforce strategy; and develop the right measures for your organization. Brian E. Becker is Professor of Human Resources in the School of Management at SUNY Buffalo. Mark A. Huselid and Richard W. Beatty are Professors of Human Resource Management in the School of Management and Labor Relations at Rutgers University. The three are authors of Workforce Scorecard (HBP, 2005) and Becker and Huselid are also authors of HR Scorecard (HBP, 2001). Rights sold:

Simplified Chinese: Cheers Publishing Co. Indonesian: PPM Publisher Estonian: Hermes Publishers Portuguese: Elsevier Editora

Negotiation • May 2009

Lawrence Susskind & Hallam Movius

256 pages

Built to Win Creating a World-Class Negotiating Organization

Companies that consistently negotiate more valuable agreements in ways that protect key relationships enjoy an important but often overlooked competitive advantage. Until now, most companies have sought to improve their negotiation outcomes by sending individuals to training workshops. But this new groundbreaking book, using realworld examples from leading companies, shows a more powerful and less expensive way to achieve this. In Built to Win, authors Susskind and Movius argue that negotiation must be a strategic core competency. Drawing on their decades of training and consulting work, as well as a robust theory of negotiation, the authors provide a model for building organizational competence. They show why the approach of “training and more training” is a weak strategy. The authors also describe the organizational barriers that so often plague even experienced negotiators and recommend ways of overcoming them. Built to Win explains the crucial role that leaders must play in setting goals, aligning incentives, pinpointing metrics, and supporting learning platforms to promote long-term success. A final chapter provides practical “how-to” tools to help you start your own organizational improvement process. This book will be invaluable to CEOs, senior-level managers, HR business leaders and professionals, sales and purchasing managers, and others who negotiate regularly. Lawrence Susskind is Ford Professor of Urban and Environmental Planning at MIT, Director of the Public Disputes Program at Harvard Law School, and founder of the Consensus Building Institute. Hallam Movius is a Principal at the Consensus Building Institute and is in charge of the Assessment, Coaching and Training services; he also teaches the Program on Technology Negotiation at Harvard Law School. Rights sold:

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Complex Chinese: InStars Multimedia Simplified Chinese: Cheers Publishing Co.

Portuguese: Elsevier Editora Slovak: Eastone Publishing



Richard M. Bohmer Designing Care Aligning the Nature and Management of Health Care

Healthcare • June 2009 256 pages

Today’s health-care providers face growing criticism—from policy makers and patients alike. As costs continue to spiral upward and concerns about quality of care escalate, the debate has focused on how to finance health care. Yet funding solutions can’t address the underlying questions: Why have costs risen in the first place? And how can we improve the quality and affordability of care? In Designing Care, Harvard Business School professor Richard Bohmer argues that these fundamental questions must be answered. A medical doctor himself, Bohmer explains that healthcare professionals are tasked with providing two very different types of care: sequential and iterative. With sequential care, a patient can be quickly diagnosed and given predictable, reliable, and low-cost care. But in the case of iterative care, a patient’s condition is unknown and tremendous resources may be required for diagnosis and treatment, often with uncertain outcomes. Bohmer shows that to reduce costs and manage care effectively, sequential and iterative care situations require different management systems. Through stories and cases drawn from years in the field, he reveals how health-care providers can successfully manage both modes. To do so, they must reevaluate traditional roles and embrace continuous learning across the organization. And what are the benefits of this operational redesign? The predictable, responsive, and lower-cost care today’s health-care leaders—and patients—seek. Richard Bohmer is a physician and the MBA Class of 1973 Senior Lecturer of Business Administration at the Harvard Business School in the Technology and Operations (TOM) unit. Rights sold:

Portuguese: Artmed Editora


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INTERNATIONAL CO-AGENTS BULGARIAN Anthea Agency Ms. Katalina Sabeva 62 G.M. Dimitrov Blvd PO Box 16 Sofia 1172, Bulgaria P 350.2.986.35.81 F 350.2.986.18.66 [email protected] COMPLEX CHINESE Bardon-Chinese Media Agency Ms. Annie Chen 3F, No. 150, Roosevelt Road, Section 2 Taipei 100, Taiwan P 886.2.23644995 F 886.2.23641967 [email protected] ITALIAN Berla & Griffini Rights Agency Ms. Erica Berla Via Stampa 4 20123 Milan, Italy P 39.02.80504179 F 39.02.89010646 [email protected] JAPANESE Tuttle-Mori Agency Ms. Manami Tamaoki Fuji Building 8F Kanda Jimbocho 2-15 Chiyoda-ku, Tokyo 101-0051, Japan P 81.3.3230.4081 F 81.3.3234.5249 [email protected]

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POLISH, EAST. EU Graal Ltd. Mr. Zbigniew Kanski Mr. Lukasz Wrobel Pruszkowska 29, s. 252 Warszawa 02-119, Poland P 48.22.895.2000 F 48.22.828.0880 [email protected] [email protected] ROMANIAN Livia Stoia Literary Agency Ms. Livia Stoia Str. Garlei 58, Sector 1 013 724 Bucharest, Romania P/F 40.21.232.99.09 [email protected]

TURKISH Akcali Copyright Agency Mr. Kezban Akcali Mr. Atilla Turgut Bahariye Gaddesi 8/6 81300 Kadikoy Istanbul, Turkey P 90.216.338.87.71 F 90.216.349.07.78 [email protected] ALL OTHER LANGUAGES Harvard Business Press Ms. Audra Longert 60 Harvard Way Boston, MA 02163 USA P 617.783.7650 F 617.783.7489 [email protected]

RUSSIAN A.K. Agency, Inc. Mr. Alexander Korzhenevski 7th Parkovaya 28-100 Moscow 105264, Russia P/F 7.095.463.4412 [email protected]

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London Book Fair 2011

London Book Fair 2011

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