HBR's 10 must reads for CEOs.
HBR's 10 must reads for CEOs.
HBR's ten must reads for CEOs. Harvard business review's 10 must reads for CEOs for CEOs
- viii, 246 pages ; 21 cm
- HBR's 10 must reads .
- HBR's 10 must reads series .
Includes index.
Bonus article: Your strategy needs a strategy / by Martin Reeves, Claire Love, and Philipp Tillmanns
Managing your innovation portfolio / by Bansi Nagji and Geoff Tuff
Leading change / by John P. Kotter
Reinventing your business model / by Mark W. Johnson, Clayton M. Christensen, and Henning Kagermann
Leadership is a conversation / by Boris Groysberg and Michael Slind
Strategic intent / by Gary Hamel and C.K. Prahalad
When growth stalls / by Matthew S. Olson, Derek van Bever, and Seth Verry
The secrets to successful strategy execution / by Gary L. Neilson, Karla L. Martin, and Elizabeth Powers
The focused leader / by Daniel Goleman
Managing risks: a new framework / by Robert S. Kaplan and Anette Mikes
21st-century talent spotting / by Claudio Fernández-Aráoz
Bonus article from hbr.org: How CEOs can work with an active board / by Ken Banta and Stephen D. Garrow
As CEO, you set the tone for your organization. You establish priorities, anticipate and address challenges, champion and lead change efforts, set people up for success, and manage risk. You look at issues and trends to see how they'll affect your company internally, but also externally--in the larger context of your industry, your country, and your company's place in the global marketplace. You maintain a long-term view while simultaneously paying attention to short-term concerns. And though you may have a great senior executive team and a top-flight board, ultimately the responsibility rests on your shoulders.--
9781633697157 (pbk.) 1633697150 (pbk.)
2018054311
Chief executive officers.
Ejecutivos
Industrial management.
Administración industrial
Strategic planning.
Política mundial --Siglo XXI
HD 38.2 / H431 2019
658.4/2
Includes index.
Bonus article: Your strategy needs a strategy / by Martin Reeves, Claire Love, and Philipp Tillmanns
Managing your innovation portfolio / by Bansi Nagji and Geoff Tuff
Leading change / by John P. Kotter
Reinventing your business model / by Mark W. Johnson, Clayton M. Christensen, and Henning Kagermann
Leadership is a conversation / by Boris Groysberg and Michael Slind
Strategic intent / by Gary Hamel and C.K. Prahalad
When growth stalls / by Matthew S. Olson, Derek van Bever, and Seth Verry
The secrets to successful strategy execution / by Gary L. Neilson, Karla L. Martin, and Elizabeth Powers
The focused leader / by Daniel Goleman
Managing risks: a new framework / by Robert S. Kaplan and Anette Mikes
21st-century talent spotting / by Claudio Fernández-Aráoz
Bonus article from hbr.org: How CEOs can work with an active board / by Ken Banta and Stephen D. Garrow
As CEO, you set the tone for your organization. You establish priorities, anticipate and address challenges, champion and lead change efforts, set people up for success, and manage risk. You look at issues and trends to see how they'll affect your company internally, but also externally--in the larger context of your industry, your country, and your company's place in the global marketplace. You maintain a long-term view while simultaneously paying attention to short-term concerns. And though you may have a great senior executive team and a top-flight board, ultimately the responsibility rests on your shoulders.--
9781633697157 (pbk.) 1633697150 (pbk.)
2018054311
Chief executive officers.
Ejecutivos
Industrial management.
Administración industrial
Strategic planning.
Política mundial --Siglo XXI
HD 38.2 / H431 2019
658.4/2