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ID:
016749
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| Publication |
Massachusetts, Harvard Business Review Press, 2010.
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| Description |
265pRes Spine
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| Summary/Abstract |
We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you catalyze your organization's strategy development and execution.
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| Contents |
What is strategy / by Michael E. Porter
The five competitive forces that shape strategy / by Michael E. Porter
Building you company's vision / by James C. Collins and Jerry I. Porras
Reinventing you business model / by Mark W. Johnson, Clayton M. Christensen, and Henning Kagermann
Blue ocean strategy / by W. Chan Kim and Renée Mauborgne
The secrets to successful strategy execution / byGary L. Neilson, Karla L. Martin and Elizabeth Powers
Using the balanced scorecard as a strategic management system / by Robert S. Kaplan and David P. Norton
Transforming corner-office strategy into frontline action / by Orit Gadiesh and James L. Gilbert
Turning great strategy into great performance / by Michael C. Mankins and Richard Steele
Who has the D?: How clear decision roles enhance organizational performance / by Paul Rogers and Marcia Blenko
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9781422157985 Pb.
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Circulation
| Accession# | Call# | Current Location | Status | Policy | Location |
| I00869 | 658.4012/HAR | Main | On Shelf | General | |
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| 2 |
ID:
016750
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| Publication |
Massachusetts, Harvard Business Review Press, 2008.
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| Description |
179pWhite and Red Spine
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| Series |
The HBR Case Studies Series
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| Summary/Abstract |
Companies today are forced to transform faster than ever. How can you create lasting results when the vast majority of change efforts fail? Explore the key issues for yourself through this collection of the most popular Harvard Business Review cases. See how leading experts from across the business spectrum would solve problems like these, then form your own opinion.
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| Contents |
Introduction / Julia Kirby
The best-laid incentive plans / Steven Kerr
Welcome aboard (but don't change a thing) / Eric Mcnulty
Too old to learn? / Diane L. Coutu
The cost center that paid its way / Julia Kirby
Can this merger be saved? / Sarah Cliffe
What's he waiting for? / Robert Galford
About the contributors
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| Standard Number |
9781422114704 Pb.
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Circulation
| Accession# | Call# | Current Location | Status | Policy | Location |
| I00868 | 658.406/HAR | Main | On Shelf | General | |
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| 3 |
ID:
016721
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| Publication |
Massachusetts, Harvard Business Review Press, 2013.
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| Description |
viii, 381pBrown Spine
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| Summary/Abstract |
A banker, investor, and Columbia Business School professor offers an insider's take on what happened to Goldman Sachs, informed by his own experience, interviews with others who worked at or with the firm, and previously unreleased research.
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| Contents |
Prologue A funeral
What happened
Shared principles and values
The structure of partnership
Under pressure, Goldman grows quickly and goes public
Signs of organizational drift
The consequences of going public
From principles to a legal standard
Nagging questions : leadership, crisis, and clients
Why doesn't Goldman see the change?
Conclusion Lessons
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9781422194195 Hb.
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Circulation
| Accession# | Call# | Current Location | Status | Policy | Location |
| I00872 | 332.660973/MAN | Main | On Shelf | General | |
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