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Take advantage of our experience and delve into this list of useful articles by Graham Kenny on strategy, strategic planning, performance measurement, executive compensation, corporate diversification and pricing.

Strategy

Find new ideas and classic advice on business topics, for global leaders from the world's best management experts. Guide to Managing Up and Across tner with our boss ade our P eers ti P le bosses i uence y www.hbr.org Product #11126 Purchased by Cheryl Breukelman (cheryl@epiphanycoaches.com) on June 28, 2012.

Repositioning Is Not a New Business Model at Harvard Business Review.

A List of Goals Is Not a Strategy at Harvard Business Review.

Customers Are Better Strategists Than Managers at Harvard Business Review.

Dialing Up the Volume on Strategic Innovation at Harvard Business Review.

The Stakeholder or the Firm? Balancing the Strategic Framework in Journal of Business Strategy

Strategy Burnout in Management

Strategic Factors: Develop a Winning Strategy in Leadership Excellence

Stakeholders and Strategic Management Presentation at the US Academy of Management Conference in Atlanta

Qantas Talking Business – Interview by Peter Switzer

Defining Strategy Key To Making It Work by Vicki Jayne appears in The New Zealand Herald

Taking a New Look At Competitive Advantage in Company Director

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Strategic Planning

Demographic Dilemma: Implications for Strategic Planning of Declining Global Birth Rates in Company Director

Your Corporate Purpose Will Ring Hollow If the Company’s Actions Don’t Back It Up at Harvard Business Review.

6 Steps to Make Your Strategic Plan Really Strategic at Harvard Business Review.

Your Strategic Plans Probably Aren’t Strategic, or Even Plans at Harvard Business Review.

Make Sure Your Employees Have Enough Interesting Work to Do at Harvard Business Review.

Thinking Clearly About Your Company’s Purpose at Harvard Business Review.

Strategic Plans Are Less Important than Strategic Planning at Harvard Business Review

Build an Organization That’s Less Busy and More Strategic at Harvard Business Review

Your Company’s Purpose Is Not Its Vision, Mission, or Values at Harvard Business Review.

Five Questions to Identify Key Stakeholders at Harvard Business Review

Is Gobbledegook Harming Your Organisation’s Performance? at Management Today

A Board’s Role in Strategic Planning in Public Accountant

Strategic Planning and Directors’ Liability in Company Director

Strategic Liability in Management

Keeping Up With The Jones in HR Monthly

The Underperformance Review in Charter

Performance Measurement

Boards Rethinking Annual Employee Reviews at Company Director

Why Have Some of the Best Companies Killed the Performance Review? at HRM(Human Resource Management)

Fixing Performance Appraisal Is About More than Ditching Annual Reviews at Harvard Business Review

The False Promise of the Single Metric at Harvard Business Review

What’s Missing from Annual Reports at Harvard Business Review

Performance Measures in Focus in National Accountant

Designing Measurable Objectives in Journal of Business Strategy

Ditching the Balanced Scorecard in National Accountant – the official magazine of the National Institute of Accountants

Strategy Scorecard: Stay Focused on the Right Things in Leadership Excellence

Stakeholder-Focused Metrics: A Straightforward Approach To Choosing KPIs in Business Performance Management

A New Perspective in HR Monthly – the official journal of the Australian Human Resources Institute.

Balanced Scorecard: Why It Isn’t Working in Management – the official magazine of the New Zealand Institute of Management. (Also published in Business Performance Measurement, Le Magnus University, India)

Executive Compensation

Australia’s Experiment in Restraining Executive Bonuses at Harvard Business Review

Should a CEO’s Bonus Be Based on Financial Performance Alone? at Harvard Business Review

Making (a Little) Progress on CEO Pay at Harvard Business Review

How Boards Can Rein in CEO Pay at Harvard Business Review

Corporate Diversification

Diversification: Best Practices of the Leading Companies in Journal of Business Strategy. Republished in Crafting & Executing Strategy: Concepts & Readings by Thompson, Peteraf, Gamble and Strickland

Making Diversification a Winner for Your Business in Mortgage Professional Australia

Myth Versus Reality in National Accountant

The Case For Diversification in Management Today

How Good is Warren Buffett? in Charter

Growing Pains in Charter

Growth Strategies: What and How to Choose in Management

Pricing

Commodity-Price Trap in Commodities & Trade to Asia

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Commodity-Price Trap in Marketing

Genre: Business & Economics
Author: Harvard Business Review

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Release: 2020-03-24

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Format Book: PDF, ePUB & Audiobooks
Pages: 192

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ISBN-10: 9781633699113

Stay on top of your leadership game. Leadership isn't something you're born with or gifted as a reward for an abundance of charisma; true leadership stems from core skills that can be learned. Get more of the leadership ideas you want, from the authors you trust, with HBR's 10 Must Reads on Leadership (Vol. 2). We’ve combed through hundreds of Harvard Business Review articles and selected the most important ones to help you maximize your own and your organization's performance. With insights from leading experts including Michael D. Watkins, Herminia Ibarra, and Michael E. Porter, this book will inspire you to: Identify areas for personal growth Build trust with and among your employees Develop a more dynamic and sophisticated communication style Try out different leadership styles and behaviors to find the right approach for you--and your organization Transform yourself from a problem solver to an agenda setter Harness the power of connections Become an adaptive and strategic leader This collection of articles includes 'Leadership Is a Conversation,' by Boris Groysberg and Michael Slind; 'How Managers Become Leaders: The Seven Seismic Shifts of Perspective and Responsibility,' by Michael D. Watkins; 'Strategic Leadership: The Essential Skills,' by Paul J.H. Schoemaker, Steve Krupp, and Samantha Howland; 'The Authenticity Paradox,' by Herminia Ibarra; 'Both/And' Leadership,' by Wendy K. Smith, Marianne W. Lewis, and Michael L. Tushman; 'Are You a Collaborative Leader?' by Herminia Ibarra and Morten T. Hansen; 'Cross-Silo Leadership,' by Tiziana Casciaro, Amy C. Edmondson, and Sujin Jang; 'How CEOs Manage Time,' by Michael E. Win 94 serial number. Porter and Nitin Nohria; 'The Best Leaders Are Great Teachers,' by Sydney Finkelstein; 'Nimble Leadership,' by Deborah Ancona, Elaine Backman, and Kate Isaacs; and 'The Focused Leader,' by Daniel Goleman.