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The Power of the Harvard Business Review BrandThe global reach of Harvard Business Review extends the audience for Harvard Business Review Press books—a position unique to most book publishers. Here is a snapshot of the subscribers and fans we reach on a regular basis. They follow our content… and they buy our books!

HARVARD BUSINESS REVIEW PRINT AND IPAD EDITIONS

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HARVARD BUSINESS REVIEW PRESS

Harvard Business Review Press 9781422185094 Pub Date: 3/17/15 Ship Date: 2/24/15 $28.00/$35.00 Can./£18.99 UK Hardcover

224 Pages Business & Economics / Entrepreneurship BUS025000

Changing Your Company from the Inside Out A Guide for Social Intrapreneurs Gerald F. Davis, Christopher J. White

MAKE YOUR COMPANY A FORCE FOR GOOD You’re ambitious. You’re not afraid to take risks. You want to bring about positive social change. And while your peers have left a trail of failed startups in their wake, you want to initiate change from within an established company, where you can have a more farreaching, even global impact. Welcome to the club—you’re a social intrapreneur. But even with your enviable skill set, your unwavering social conscience, and your determination to change the world, your path to success is filled with challenges. So how do you get started and maintain your momentum? Changing Your Company from the Inside Out provides the tools to empower you to jumpstart initiatives that matter to you—and that should matter to your company. Drawing on lessons from social movements as well as on the work of successful intrapreneurs, Gerald Davis and Christopher White provide you with a guide for creating positive social change from within your own organization. You’ll learn how to answer four key questions: • When is the right time for change? Learn how to read your organization...

Summary

Gerald F. Davis is the Wilbur K. Pierpont Collegiate Professor of Management at the Ross School of Business and Contributor Bio

Professor of Sociology at the University of Michigan. His most recent book is Managed by the Markets: How Finance ReShaped America, which won the Academy of Management’s George R. Terry Book Award for Outstanding Contribution to Management Knowledge in 2010. Christopher J. White is Managing Director of the Center for Positive Organizations and adjunct faculty in Management & Organizations at the University of Michigan’s Ross School of Business. Chris has been leading and consulting to purposedriven organizations spanning the corporate, nonprofit, and philanthropic sectors for more than fifteen years.


272 Pages Business & Economics / Leadership BUS071000

Return on Character The Real Reason Leaders and Their Companies Win Fred Kiel

Does the character of our leaders matter? You may think this question was answered long ago. Countless business authors and analysts have assured us that great leadership demands great character. Time and again, we’ve seen that truth play out, as oncethriving organizations falter and fail under the guidance of leaders behaving badly. Why, then, do so many executives remain skeptical about the true value of leadership character? A winning strategy and a sound business model are what really matter, they argue; character is just the icing on the cake. What’s been missing from this debate is hard evidence: data that shows not only that leadership character matters for organizational success, but how it matters; and concrete evidence that it leads to better business results. Now, in this groundbreaking book, respected leadership researcher, adviser, and author Fred Kiel offers that evidence—solid data that demonstrates the connection between character, leadership excellence, and organizational results. After seven years of rigorous research based on a landmark study of more than 100 CEOs an...

Summary

Fred Kiel, PhD, is a founding partner of the leadership development and strategic analytics firm KRW International and a pioneer in the field of executive coaching. For more than thirty years, he has helped Fortune 500 CEOs and senior executives build organizational effectiveness through leadership excellence and mission alignment. His rigorous data gathering and customized development process provide executives with transformative feedback. To learn more, visit returnoncharacter.com

Contributor Bio

Harvard Business Review Press Spring 2015 Authored Books March 2015 Page 1


Harvard Business Review Press 9781625274120 Pub Date: 4/14/15 Ship Date: 3/24/15 $22.00/$27.50 Can./£14.99 UK Trade Paperback

224 Pages Business & Economics / Motivational BUS046000

No One Understands You and What to Do About It Heidi Grant Halvorson

Have you ever felt you’re not getting through to the person you’re talking to, or not coming across the way you intend? You’re not alone. That’s the bad news. But there is something we can do about it. Heidi Grant Halvorson, social psychologist and bestselling author, explains why we’re often misunderstood and how we can fix that. Most of us assume that other people see us as we see ourselves, and that they see us as we truly are. But neither is true. Our everyday interactions are colored by subtle biases that distort how others see us—and also shape our perceptions of them. You can learn to clarify the message you’re sending once you understand the lenses that shape perception: • Trust. Are you friend or foe? • Power. How much influence do you have over me? • Ego. Do you make me feel insecure? Based on decades of research in psychology and social science, Halvorson explains how these lenses affect our interactions—and how to manage them. Once you understand the science of perception, you’ll communicate more clearly, send the messages you intend to send, and improve your personal relationshi...

Summary

Heidi Grant Halvorson, PhD, is a social psychologist and Associate Director of the Motivation Science Center Contributor Bio

at Columbia Business School. She is the author of four bestselling books, including Nine Things Successful People Do Differently, as well as a regular contributor to leading publications, including Harvard Business Review, Fast Company, WSJ.com, and Psychology Today.


204 Pages Business & Economics / ECommerce BUS090000

Disrupting Digital Business Create an Authentic Experience in the PeertoPeer Economy R "Ray" Wang

We are no longer an economy of products and services. The digital transformation demands that we focus our attention on experiences and outcomes. Business leaders and their organizations must shift to keeping promises—no matter how their customers interact with them. But organizations no longer control the conversation. In this era of social and mobile technology, customers, employees, suppliers, and partners are in direct communication with one another. Those personal networks and the brands they’re passionate about influence their decision making and their spending. The workforce has changed too. Employees expect to be able to determine when and how they will work, the technology they’ll use, and the values their company will espouse. Organizations can take part in this conversation only if they recognize how and where it’s happening. Resisting these changes will leave executives, managers, and their companies powerless. Organizations must pivot with and ahead of these social, organizational, and technological shifts or risk being left behind. Technology guru Ray Wang shows how organiz...

Summary

R “Ray” Wang is the Principal Analyst and CEO at Silicon Valley–based Constellation Research and author of the popular business strategy and enterprise software blog, A Software Insider’s Point of View. Ray, who worked previously at Altimeter, Forrester, Oracle, Ernst & Young, and Deloitte, is a prominent keynote speaker and research analyst working with clients on digital transformation, innovation, customer experience, and decision management. He advises Global 2000 companies on business strategy and technology selection.

Contributor Bio




256 Pages Business & Economics / Workplace Culture BUS097000

The Open Organization Igniting Passion and Performance Jim Whitehurst, Gary Hamel

This is a story of reinvention. Jim Whitehurst, celebrated president and CEO of one of the world’s most revolutionary software companies, tells firsthand his journey from traditional manager (Delta Air Lines, Boston Consulting Group) and “chief” problem solver to CEO of one of the most open organizational environments he’d ever encountered. This challenging transition, and what Whitehurst learned in the interim, has paved the way for a new way of managing—one this modern leader sees as the only way companies will successfully function in the future. Whitehurst says beyond embracing the technology that has so far disrupted entire industries, companies must now adapt their management and organizational design to better fit the Information Age. His mantra? “Adapt or die.” Indeed, the successful company Whitehurst leads—the open source giant Red Hat—has become the organizational poster child for how to reboot, redesign, and reinvent an organization for a decentralized, digital age. Based on open source principles of transparency, participation, and collaboration, “open management” challen...

Summary

Jim Whitehurst is the president and CEO of Red Hat, the largest open source software company in the world. Before joining Red Hat, he held various positions at Delta Air Lines, most recently as chief operating officer, responsible for operations, sales and customer service, network and revenue management, marketing and corporate strategy. Prior to joining Delta, Whitehurst served as a partner at The Boston Consulting Group (BCG) and held various leadership roles in its Chicago, Hong Kong, Shanghai, and Atlanta offices.

Contributor Bio


272 Pages Business & Economics / Strategic Planning BUS063000

Your Strategy Needs a Strategy How to Choose and Execute the Right Approach Martin Reeves, Knut Haanaes, Janmejaya Sinha

What approach does your company use to develop and execute its strategy? We are confronted with a plethora of different approaches and frameworks which purport to answer this question—from the classic Michael Porter approach to Kim and Mauborgne’s blue ocean strategy to Steve Jobs’ “build it and they will come” philosophy. The answer? There is no one approach that works for everyone—but there is a best approach for your specific context. And it has never been more important to choose the right one: not only has the number of different approaches proliferated tenfold over the past 40 years, but the environments in which executives must formulate and execute strategy have become increasingly diverse and complex. The difference between winning and losing has never been greater. And using the right approach pays off: firms that successfully match their approach to their environment realize significantly better returns than those who don’t. And, they avoid the common frustrations stemming from lack of perceived relevance and engagement around on the strategy process. How you choose and exec...

Summary

Martin Reeves is a senior partner in the New York office of The Boston Consulting Group (BCG). He is a BCG Fellow and Director of the BCG Strategy Institute. Knut Haanaes is a senior partner in the Geneva office of BCG and the global leader of BCG's Strategy Practice. Janmejaya Sinha is a senior partner in the Mumbai office of BCG, chairman of BCG Asia and a member of BCG's executive committee.

Contributor Bio


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