Leading minds and landmark ideas in an easily accessible format from the preeminent thinkers whose work has defined an entire field to the rising stars and who will redefine the way we think about business, "The Harvard Business Review Paperback Series" delivers the fundamental information today's professionals need to stay competitive in a fast-moving world. With the increasing globalization of brands, effective brand management in differentiating products has become even more essential. "Harvard Business Review on Brand Management" provides the latest strategies for maximizing the value of your brands and products. It is a "Harvard Business Review" paperback.

The Relationship Edge shows you exactly how to build valuable business relationships with people you don't naturally connect with. It presents a straightforward, three-step process that is easy to apply to your work and business. Jerry Acuff provides real-world principles for developing strong and lasting personal relationships with the key people in your business life, helping you become more effective and persuasive while maintaining meaningful, truthful dialogues with those around you. Acuff shows how the more truthful and direct you are with customers and colleagues, the more truthful they'll be with you-and the more likely you are to find meaningful solutions to the business challenges you share. This revised edition includes new information on building and leveraging healthy business relationships, especially how to maintain them over the long term. With real case studies and step-by-step guidance, The Relationship Edge offers the tools and advice you need to develop strong, rewarding relationshi

The first edition of "Performance Consulting" introduced a concept which has since become a cornerstone of the human resource, learning and organizational development fields: training and HR solutions must be tied to an organization's business goals. Performance consulting is a process in which a client and consultant partner to achieve business goals by optimizing workgroup performance. In this updated edition, Dana and Jim Robinson pre both a robust conceptual framework and improved tools and techniques to help the reader move from the traditional role to that of a Performance Consultant. They show readers how to work with management to identify the performance required to achieve business goals and assist management in taking actions needed for performance to change. This revised and updated edition features dozens of new tools, techniques and illustrative exercises, and two completely new chapters.

If you're like most business leaders, innovation now tops yourcorporate agenda. But despite all the talk and excitement about theimportance of innovation, managers have so far found scant help forinnovating in a systematic way that fuels consistent growth andsustained success. In Innovation to the Core, Strategos CEO Peter Skarzynski andbusiness strategist Rowan Gibson change all that. They share theaccumulated wisdom from Strategos--the consulting firm Skarzynskico-founded with Gary Hamel that helps clients instill innovationinto their very core. Drawing on a wealth of stories and examples,the book shows how companies of every stripe have overcome thebarriers to successful, profitable innovation. You'll find partsdevoted to crucial topics--such as how to organize the discoveryprocess, generate strategic insights, enlarge your innovationpipeline, and maximize your return on innovation. Frequent hands-ontools--frameworks, checklists, probing questions--help you put thebook's ideas into action. Cra

Most leaders feel the inevitable interruptions in theirjam-packed days are troublesome. But in TouchPoints ,Conant and Norgaard argue that these—and every point of contactwith other people—are overlooked opportunities for leaders toincrease their impact and promote their organization's strategy andvalues. Through previously untold stories from Conant's tenure asCEO of Campbell Soup Company and Norgaard's vast consultingexperience, the authors show that a leader's impact and legacy arebuilt through hundreds, even thousands, of interactive moments intime. The good news is that anyone can develop "TouchPoint" masteryby focusing on three essential components: head, heart, andhands.

Services requiring parts has become a $1.5 trillion business annually worldwide，creating a tremendous incentive to manage the logistics of these parts efficiently by making planning and operational decisions in a rational and rigorous manner。This book provides a broad overview of modeling approaches and solution methodologies for addressing service parts inventory problems found in high-powered technology and aerospace applications。The focus in this work is on the management of high cost，low demand rate service parts found in multi-echelon settings。The text may be used in a variety of courses for first-year graduate students or senior undergraduates，as well as for practitioners，requiring only a background in stochastic processes and optimization。It will serve as an excellent reference for key mathematical concepts and a guide to modeling a variety of multi-echelon service parts planning and operational problems。

The greatest managers in the world seem to have little in common.They differ in sex, age and race. They employ vastly different styles and focus on different goals. Yet despite their differences, great managers share one common trait: they do not hesitate to break virtually every rule held sacred by conventional wisdom. They do not believe, that with enough training, a person can achieve anything he sets his mind to. They do not try to help people overcome their weaknesses. They consistently disregard the goldenrule. And, yes, they even play favourites. This amazing book explains why.

Since it was first published in 1986, Growing Pains has become a classic resource for understanding how start-ups can make the transition to become large, professionally-managed organizations that maintain the special spark that launched them. In the fourth edition of Growing Pains, authors Eric Flamholtz and Yvonne Randle have thoroughly revised and updated the book to include new ideas and concepts including information about strategic planning, Sarbanes-Oxley, family businesses, and overcoming growing pains, as well as new examples and cases of companies. 作者简介： Eric G. Flamholtz is a professor of management at the Anderson Graduate School of Management, University of California at Los Angeles. He is president and cofounder of Management Systems Consulting Corporation.

Bazerman and Watkins, faculty at the Harvard Business School, define predictable surprises as "an event or set of events that take an individual or group by surprise, despite prior awareness of all of the information necessary to anticipate the events and their consequences." They cite as examples the tragedy of 9/11 and Enron's collapse. Insisting theirs is not 20/20 hindsight, they explain how many disasters are preceded by clear warning signals that leaders miss or ignore. Characteristics of predictable surprises include when leaders know a problem exists and that problem does not solve itself and gets worse, the human tendency to maintain the status quo, and the reality of a small vocal minority (special interests) that benefit from inaction. Future predictable surprises include government subsidies, global warming, government's ignoring future financial obligations in medical costs and retirement commitments, and the large obligations airlines have in frequent flyer miles. This is an excellent book for l