| This specially priced collection includes: |
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| Meeting the Challenge of Disruptive Change |
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| by Clayton M. Christensen and Michael Overdorf |
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| Explains why so few established companies innovate successfully. |
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| Competing on Analytics |
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| by Thomas H. Davenport |
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Explains how to use data-collection technology and analysis to discern what
your customers want, how much they're willing to pay, and what keeps them loyal. |
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| Managing Oneself |
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| by Peter F. Drucker |
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Encourages us to carve our own paths by asking questions such as,
"What are my strengths?" and "Where do I belong?" |
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| What Makes a Leader? |
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| by Daniel Goleman |
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| Not IQ or technical skills, but emotional intelligence. |
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| Putting the Balanced Scorecard to Work |
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| by Robert S. Kaplan and David P. Norton |
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Includes practical steps and examples from companies that use the
Balanced Scorecard to measure performance and set strategy. |
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| Innovation: The Classic Traps |
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| by Rosabeth Moss Kanter |
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Advocates applying lessons from past failures to your innovation efforts.
She explores four problems and offers remedies for each. |
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| Leading Change: Why Transformation Efforts Fail |
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| by John P. Kotter |
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Argues that transformation is a process, not an event. It takes years,
not weeks, and you can't skip any steps. |
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| Marketing Myopia |
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| by Theodore Levitt |
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This classic article introduces the quintessential strategy question,
"What business are you really in?" |
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| What Is Strategy? |
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| by Michael E. Porter |
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Argues that rivals can easily copy your operational effectiveness, but they
can't copy your strategic positioning — what distinguishes you. |
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| The Core Competence of the Corporation |
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| by C.K. Prahalad and Gary Hamel |
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| Argues that a diversified company is like a tree: the trunk and major limbs its core products, branches its business units, leaves and fruit its end products. Nourishing and stabilizing everything is the root system — its core competencies. |
