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HBR's 10 must reads for CEOs.

Contributor(s): Material type: TextTextLanguage: English Series: HBR's 10 must reads seriesPublisher: Boston, Massachusetts : Harvard Business Review Press, 2019Description: viii, 246 pages ; 21 cmContent type:
  • text
Media type:
  • unmediated
Carrier type:
  • volume
ISBN:
  • 9781633697157 (pbk.)
  • 1633697150 (pbk.)
Other title:
  • HBR's ten must reads for CEOs
  • Harvard business review's 10 must reads for CEOs
  • for CEOs
Subject(s): DDC classification:
  • 658.4/2
LOC classification:
  • HD 38.2 H431 2019
Contents:
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
Summary: 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.-- Provided by publisher
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Holdings
Item type Current library Home library Collection Shelving location Call number Copy number Status Date due Barcode
Libro Libro Biblioteca Juan Bosch Biblioteca Juan Bosch Ciencias Sociales Ciencias Sociales (3er. Piso) HD 38.2 H431 2019 (Browse shelf(Opens below)) 1 Available 00000163807

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.-- Provided by publisher

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