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| Harvard Business Review, January 2008
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 Harvard Business Review, January 2008PDF | English | 19.2 MB
Putting Leadership Back into Strategy
We have lost sight of the fact that strategy is not just a plan or idea; it is a company's way of life. As strategy's arbiter and steward, the CEO is choosing the company's future.
Mastering the Management System
Great strategy won't succeed without strong operations -- and vice versa. A blueprint for linking the two can help you balance the tension between them.
The Five Competitive Forces That Shape Strategy
Perhaps no framework has been as extensively field-tested as the "five forces" analysis of the factors that determine the long-run profitability of all industries, introduced in these pages in 1979. Now, with the benefit of almost 30 years of research and application, its author returns to reaffirm -- and extend -- his classic work.
Innovation Killers: How Financial Tools Destroy Your Capacity to Do New Things
What's stifling innovation in your company and many others? Suspects abound, but three common financial tools are key accomplices.
---------- For countries, US, DE, ES, GB, FR, IT, CA, PT, NL, BE, RU, download hereFor other countries, download here
Related NewsHarvard Business Review - January/February 2011Harvard Business Review, April 2008Harvard Business Review - March 2011Harvard Business Review 2011Harvard Business Review - May 2011 |
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Author: tomkien 5 January 2008 Comments (0) |
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