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Búsqueda de Editorial : HARVARD BUSINESS SCHOOL PRESS 59 resultados

  • HBR GUIDE TO GETTING THE MENTORING YOU NEED
    HBR GUIDE TO GETTING THE MENTORING YOU NEED
    HARVARD BUSINESS REVIEW
    Find the right person to help supercharge your career.Whether you’re eyeing a specific leadership role, hoping to advance your skills, or simply looking to broaden your professional network, you need to find someone who can help. Wait for a senior manager to come looking for you—and you’ll probably be waiting forever.Instead, you need to find the mentoring that will help you ac...
    Disponible

    Q. 160

  • THE FIRST 90 DAYS
    THE FIRST 90 DAYS
    MICHAEL WATKINS
    Since its original release, The First 90 Days has become the bestselling globally acknowledged bible of leadership and career transitions. In this updated and expanded 10th anniversary edition, internationally known leadership transition expert Michael D. Watkins gives you the keys to successfully negotiating your next move—whether you’re onboarding into a new company, being pr...
    Disponible

    Q. 310

  • THE COPAN SCULPTURE MUSEUM
    THE COPAN SCULPTURE MUSEUM
    FASH, BARBARA W.
    Opened in 1996, the Copan Sculpture Museum was initiated as an international collaboration to preserve Copan’s original stone monuments. Its exhibits represent the best-known examples of building façades and sculptural achievements from the ancient kingdom of Copan. The creation of this on-site museum involved people from all walks of life: archaeologists, artists, architects, ...
    Disponible

    Q. 210

  • HBR'S 10 MUST READS ON LEADERSHIP
    HBR'S 10 MUST READS ON LEADERSHIP
    HARVARD BUSINESS REVIEW
    How can you transform yourself from a good manager into an extraordinary leader? We've combed through hundreds of Harvard Business Review articles on leadership and selected the most important ones to help you maximize your own and your organization's performance.This collection includes these best-selling HBR articles: featured article "What Makes an Effective Executive" by Pe...
    Único ejemplar, sujeto
    a disponibilidad

    Q. 255

  • THE COPAN SCULPTURE MUSEUM
    THE COPAN SCULPTURE MUSEUM
    FASH, BARBARA W.
    The Copan Sculpture Museum in western Honduras features the extraordinary stone carvings of the ancient Maya city known as Copan. The city’s sculptors produced some of the finest and most animated buildings and temples in the Maya area, in addition to stunning monolithic statues and altars. The ruins of Copan were named a UNESCO World Heritage site in 1980, and more than 150,00...
    Disponible

    Q. 210

  • HOW TO WRITE A GREAT BUSINESS PLAN -50%
    HOW TO WRITE A GREAT BUSINESS PLAN
    WILLIAM A. SAHLMAN
    Judging by all the hoopla surrounding business plans, you'd think the only things standing between would-be entrepreneurs and spectacular success are glossy five-color charts, bundles of meticulous-looking spreadsheets, and decades of month-by-month financial projections. Yet nothing could be further from the truth. In fact, often the more elaborately crafted a business plan, t...
    Único ejemplar, sujeto
    a disponibilidad

    Q. 105Q. 53

  • HBR'S 10 MUST READS ON COMMUNICATION
    HBR'S 10 MUST READS ON COMMUNICATION
    HARVARD BUSINESS REVIEW
    New from the best-selling HBR’s 10 Must Reads series.Express your ideas clearly and with impact—no matter what the situation. These ten definitive Harvard Business Review articles on communication will help you connect with even the toughest crowds, gain influence and credibility, and neutralize stressful conversations.Leading global experts including Deborah Tannen, Jay Conger...
    Disponible

    Q. 255

  • THE OUTSIDERS
    THE OUTSIDERS
    WILLIAM N. THORNDIKE, JR
    This title includes the stories of eight extraordinary CEOs, who ignored or defied the conventional wisdom of their time and applied a common set of principles to achieve remarkable and enduring success. It's time to redefine the CEO success story. Ask most people what describes an effective CEO, and you'll get a pretty consistent answer-"a seasoned manager with deep industry e...
    Disponible

    Q. 330

  • INNOVATION TO THE CORE
    INNOVATION TO THE CORE
    PETER SKARZYNSKI / ROWAN GIBSON
    If you're like most business leaders, innovation now tops your corporate agenda. But despite all the talk and excitement about the importance of innovation, managers have so far found scant help for innovating in a systematic way that fuels consistent growth and sustained success. In Innovation to the Core, Strategos CEO Peter Skarzynski and business strategist Rowan Gibson cha...
    No disponible

    Q. 350

  • MANAGING ONESELF
    MANAGING ONESELF
    HARVARD BUSINESS REVIEW
    We live in an age of unprecedented opportunity: with ambition, drive, and talent, you can rise to the top of your chosen profession regardless of where you started out. But with opportunity comes responsibility. Companies today aren't managing their knowledge workers careers. Instead, you must be your own chief executive officer. That means it's up to you to carve out your plac...
    No disponible

    Q. 100

  • THE EXPERIENCE ECONOMY, UPDATED EDITION
    THE EXPERIENCE ECONOMY, UPDATED EDITION
    PINE, B. JOSEPH
    No disponible

    Q. 290

  • COLLECTIVE GENIUS: THE ART AND PRACTICE OF LEADING INNOVATION
    COLLECTIVE GENIUS: THE ART AND PRACTICE OF LEADING INNOVATION
    LINDA HILL / BRANDEAU GREG
    Unleashing the Collective Genius in Your OrganizationWhat is the relationship between leadership and innovation? How can some companies innovate again and again - continuously producing products and services that customers want-while most other firms cannot? How do you unleash consistent creativity in those around you?In this important new book, a team of preeminent thinkers - ...
    No disponible

    Q. 330

  • ALIGNING STRATEGY AND SALES
    ALIGNING STRATEGY AND SALES
    CESPEDES, FRANK V.
    Most firms face a wide gap between their strategic goals and their sales and other go-to-market efforts. Aligning these activities is—or should be—an important component of competitive advantage for entrepreneurs and established companies. Yet for most, it isn’t.This book will help readers close the gap. It is not another book about strategy formulation or another selling skill...
    No disponible

    Q. 320

  • FINANCIAL INTELLIGENCE, REVISED EDITION
    FINANCIAL INTELLIGENCE, REVISED EDITION
    VARIOS AUTORES / KAREN BERMAN / Joe Knight / JOHN CASE
    Inc. magazine calls it one of the best, clearest guides to the numbers on the market. Readers agree, saying it's exactly what I need to know and calling it a must-read for decision makers without expertise in finance.Since its release in 2006, Financial Intelligence has become a favorite among managers who need a guided tour through the numbers--helping them to understand not o...
    No disponible

    Q. 360

  • CONSCIOUS CAPITALISM:
    CONSCIOUS CAPITALISM:
    MACKEY, JOHN / SISODIA, RAJ
    u003cbu003eAs seen on Oprah's Super Soul Sundayu003c/bu003eu003cbru003eu003cbru003eu003cbu003eA u003ciu003eNew York Timesu003c/iu003e and u003ciu003eWall Street Journalu003c/iu003e Bestselleru003c/bu003eu003cbru003eu003cbru003eIn this book, Whole Foods Market cofounder John Mackey and professor and Conscious Capitalism, Inc. cofounder Raj Sisodia argue for the inherent good of ...
    No disponible

    Q. 325

  • DISCIPLINE OF TEAMS (HARVARD BUSINESS REVIEW CLASSICS)
    DISCIPLINE OF TEAMS (HARVARD BUSINESS REVIEW CLASSICS)
    JON R. KATZENBACH / JONATHAN KATZENBACH
    In The Discipline of Teams, Jon Katzenbach and Douglas Smith explore the often counter-intuitive features that make up high-performing teams--such as selecting team members for skill, not compatibility--and explain how managers can set specific goals to foster team development. The result is improved productivity and teams that can be counted on to deliver more than just the su...
    No disponible

    Q. 105

  • HOW BRANDS BECOME ICONS
    HOW BRANDS BECOME ICONS
    DOUGLAS B. HOLT
    Coca-Cola. Harley-Davidson. Nike. Budweiser. Valued by customers more for what they symbolize than for what they do, products like these are more than brands--they are cultural icons. How do managers create brands that resonate so powerfully with consumers? Based on extensive historical analyses of some of America's most successful iconic brands, including ESPN, Mountain Dew, V...
    No disponible

    Q. 230

  • MANAGING YOUR BOSS ( HARVARD BUSINESS REVIEW CLASSICS )
    MANAGING YOUR BOSS ( HARVARD BUSINESS REVIEW CLASSICS )
    JOHN P. KOTTER
    Managing your boss: Isn't that merely manipulation? Corporate cozying up? Not according to John Gabarro and John Kotter. In this handy guidebook, the authors contend that you manage your boss for a very good reason: to do your best on the job--and thereby benefit not only yourself but also your supervisor and your entire company. ...
    No disponible

    Q. 105

  • MARKETING MYOPIA
    MARKETING MYOPIA
    THEORDORE LEVITT
    What business is your company really in? That's a question all executives should all ask before demand for their firm's products or services dwindles.In Marketing Myopia, Theodore Levitt offers examples of companies that became obsolete because they misunderstood what business they were in and thus what their customers wanted. He identifies the four widespread myths that put co...
    No disponible

    Q. 100

  • TEACHING SMART PEOPLE HOW TO LEARN
    TEACHING SMART PEOPLE HOW TO LEARN
    CHRIS ARGYRIS
    Why are your smartest and most successful employees often the worst learners? Likely, they haven't had the opportunities for introspection that failure affords. So when they do fail, instead of critically examining their own behavior, they cast blame outward—on anyone or anything they can. In Teaching Smart People How to Learn, Chris Argyris sheds light on the forces that preve...
    No disponible

    Q. 100

  • THE SUCCESS EQUATION: UNTANGLING SKILL AND LUCK IN BUSINESS, SPORTS, AND INVESTING
    THE SUCCESS EQUATION: UNTANGLING SKILL AND LUCK IN BUSINESS, SPORTS, AND INVESTING
    MICHAEL J. MAUBOUSSIN
    "Much of what we experience in life results from a combination of skill and luck." -- From the IntroductionThe trick, of course, is figuring out just how many of our successes (and failures) can be attributed to each--and how we can learn to tell the difference ahead of time.In most domains of life, skill and luck seem hopelessly entangled. Different levels of skill and varying...
    No disponible

    Q. 350

  • THE ESSENTIAL ADVANTAGE: HOW TO WIN WITH A CAPABILITIES
    THE ESSENTIAL ADVANTAGE: HOW TO WIN WITH A CAPABILITIES
    LEINWAND, PAUL
    No disponible

    Q. 320

  • THE DESIGN OF BUSINESS: WHY DESIGN THINKING IS THE NEXT COMPETITIVE ADVANTAGE
    THE DESIGN OF BUSINESS: WHY DESIGN THINKING IS THE NEXT COMPETITIVE ADVANTAGE
    ROGER MARTIN
    No disponible

    Q. 350

  • DESIGN DRIVEN INNOVATION
    DESIGN DRIVEN INNOVATION
    ROBERTO VERGANTI
    No disponible

    Q. 380

  • COMPETING FOR THE FUTURE
    COMPETING FOR THE FUTURE
    GARY HAMEL
    No disponible

    Q. 250

  • THE LOYALTY EFFECT
    THE LOYALTY EFFECT
    FREDERICK F. REICHHELD
    No disponible

    Q. 200

  • COMPETING ON ANALYTICS: THE NEW SCIENCE OF WINNING
    COMPETING ON ANALYTICS: THE NEW SCIENCE OF WINNING
    THOMAS H. DAVENPORT / JEANNE HARRIS
    "Davenport (information technology and management, Babson College) and researcher/consultant Harris show that a firm's techniques and standards of analytics can create and maintain the competitive edge in their descriptions of what makes an analytical competitor and how analytics relate to business performance. They show how to compete with internal and external processes and h...
    No disponible

    Q. 320

  • THE EXECUTION PREMIUM
    THE EXECUTION PREMIUM
    ROBERT S. KAPLAN, DAVID P. NORTON
    In a world of stiffening competition, business strategy is more crucial than ever. Yet most organizations struggle in this area--not with formulating strategy but with executing it, or putting their strategy into action. Owing to execution failures, companies realize just a fraction of the financial performance promised in their strategic plans.It doesn't have to be that way, m...
    No disponible

    Q. 455

  • THE ULTIMATE QUESTION 2.0
    THE ULTIMATE QUESTION 2.0
    FRED REICHHELD
    No disponible

    Q. 355

  • ANALYTICS AT WORK: SMARTER DECISIONS, BETTER RESULTS
    ANALYTICS AT WORK: SMARTER DECISIONS, BETTER RESULTS
    THOMAS H. DAVENPORT
    Most companies have massive amounts of data at their disposal, yet fail to utilize it in any meaningful way. But a powerful new business tool - analytics - is enabling many firms to aggressively leverage their data in key business decisions and processes, with impressive results.In their previous book, Competing on Analytics, Thomas Davenport and Jeanne Harris showed how pionee...
    No disponible

    Q. 350