Playing to Win, a noted Wall Street Journal and Washington Post best seller, outlines the strategic approach Lafley, in close partnership with strategic adviser Roger Martin, used to double P&G’s sales, quadruple its profits, and increase its market value by more than $100 billion when Lafley was first CEO (he led the company from 2000 to 2009). The book shows leaders in any type of organization how to guide everyday actions with larger strategic goals built around the clear, essential elements that determine business successwhere to play and how to win.

In this perennial best seller, embraced by organizations and industries worldwide, globally preeminent management thinkers W. Chan Kim and Renee Mauborgne challenge everything you thought you knew about the requirements for strategic success. Recognized as one of the most iconic and impactful strategy books ever written, Blue Ocean Strategy, now updated with fresh content from the authors, argues that cutthroat competition results in nothing but a bloody red ocean of rivals fighting over a shrinking profit pool.

How do you gain an edge in the digital age? In this lively, accessible guide, Ram Charan, best-selling author and advisor to some of the world's top CEOs, dissects the changing nature of competitive advantage, illustrating what it takes for companies - old and new alike - to compete against digital giants like Amazon, Alibaba, and Google.

For business leaders and public figures in any arena, The Speed of Trust offers an unprecedented and eminently practical look at exactly how trust functions in our every transaction and relationship - from the most personal to the broadest, most indirect interaction - and how to establish trust immediately so that you and your organization can forego the time - killing, bureaucratic check - and - balance processes so often deployed in lieu of actual trust.

In The Attacker's Advantage, Charan reveals the upside of uncertainty for those leaders who are nimbly positioned to anticipate the catalysts of disruption and embrace change. He updates and adapts the principles of his previous best sellers to address the current turbulent business environment, cutting through the veil of complexity to concentrate on the new customer needs and expectations and providing the tools for corporate leaders to take their companies to a higher level.

Game theory means rigorous strategic thinking. It’s the art of anticipating your opponent’s next moves, knowing full well that your rival is trying to do the same thing to you. Though parts of game theory involve simple common sense, much is counterintuitive, and it can only be mastered by developing a new way of seeing the world. Using a diverse array of rich case studies - from pop culture, TV, movies, sports, politics, and history - the authors show how nearly every business and personal interaction has a game-theory component to it.

Brené Brown has spent the past two decades studying the emotions and experiences that give meaning to our lives, and the past seven years working with transformative leaders and teams spanning the globe. She found that leaders in organizations ranging from small entrepreneurial startups and family-owned businesses to nonprofits, civic organizations, and Fortune 50 companies all ask the same question: How do you cultivate braver, more daring leaders, and how do you embed the value of courage in your culture? This audiobook answers this question.

The essential skill of creating and maintaining new businesses - the art of the entrepreneur - can be summed up in a single word: managing. In High Output Management, Andrew S. Grove, former chairman and CEO (and employee number three) of Intel, shares his perspective on how to build and run a company. Born of Grove’s experiences at one of America’s leading technology companies, this legendary management book is a Silicon Valley staple, equally appropriate for sales managers, accountants, consultants, and teachers, as well as CEOs and start-up founders.

In this book, The Boston Consulting Group's Martin Reeves, Knut Haanæs, and Janmejaya Sinha offer a proven method to determine the strategy approach that is best for your company. They start by helping you assess your business environment—how unpredictable it is, how much power you have to change it, and how harsh it is—a critical component of getting strategy right.

In 1990, IBM had its most profitable year ever. By 1993, the company was on a watch list for extinction, victimized by its own lumbering size, an insular corporate culture, and the PC era IBM had itself helped invent.

A practical four-step methodology for any leader or manager facing a tough choice, and for creating integrative solutions to big, complex, and pressing problems. Stimulating and practical, Creating Great Choices blends storytelling, theory, and hands-on advice to help any leader or manager facing a tough choice.

How do the really exceptional CEOs get more done in less time than everyone else? What is their technique for getting their work done, while still having the time to spend pursuing hobbies and spending quality time with their friends and family? The truth is that great and lazy CEOs know a secret when it comes to time management. Rather than spending a little time on a lot of things, the best CEOs spend most of their time eliminating the single biggest constraint to the growth of their business.

In business, performance is key. In performance, how you organize can be the key to growth. In the past five years, the business world has seen the birth of a new breed of company - the Exponential Organization - that has revolutionized how a company can accelerate its growth by using technology.

Inside Pinnacle, best-selling author, entrepreneur, and leadership team coach Steve Preda, and Pinnacle Business Guides founder Gregory Cleary, will walk you through these principles. Filled with real-life anecdotes and practical approaches, you'll learn how to grow your business, make your team more efficient and productive, and free some time from your schedule.

The myth of innovation is that brilliant ideas leap fully formed from the minds of geniuses. The reality is that most innovations come from a process of rigorous examination through which great ideas are identified and developed before being realized as new offerings and capabilities. This is not a book by designers for designers; this is a book for creative leaders seeking to infuse design thinking into every level of an organization's products or service to drive new alternatives for business and society.

Playing to Win, a noted Wall Street Journal and Washington Post best seller, outlines the strategic approach Lafley, in close partnership with strategic adviser Roger Martin, used to double P&G’s sales, quadruple its profits, and increase its market value by more than $100 billion when Lafley was first CEO (he led the company from 2000 to 2009). The book shows leaders in any type of organization how to guide everyday actions with larger strategic goals built around the clear, essential elements that determine business successwhere to play and how to win.

In The Attacker's Advantage, Charan reveals the upside of uncertainty for those leaders who are nimbly positioned to anticipate the catalysts of disruption and embrace change. He updates and adapts the principles of his previous best sellers to address the current turbulent business environment, cutting through the veil of complexity to concentrate on the new customer needs and expectations and providing the tools for corporate leaders to take their companies to a higher level.

In the past few years, a number of well-known firms have failed; think of Blockbuster, Kodak, or RadioShack. When we hear about their demise, it often seems inevitable - a natural part of "creative destruction." But closer examination reveals a disturbing truth: Companies large and small are shuttering more quickly than ever. What does it take to buck this trend? The simple answer is: ambidexterity. Firms must remain competitive in their core markets, while also winning in new domains.

Based on an acclaimed professor's legendary strategy course at Harvard Business School, The Strategist offers a radically new perspective on a leader's most vital role. "Are you a strategist?" That's the first question Cynthia Montgomery asks the business owners and senior executives from all over the world who participate in her highly regarded executive education course. It's not a question they anticipate, but by the time the program ends, they cannot imagine leading their companies to success without being - and living the role of - a strategist.

“What would Jeff do?” Since leaving Amazon to advise start-ups and corporations, John Rossman has been asked this question countless times by executives who want to know “the secret” behind Amazon’s historic success. In this step-by-step guide, he provides 50½ answers drawn from his experience as an Amazon executive - and shows today’s business leaders how to think like Amazon, strategize like Bezos, and beat the competition like nobody’s business.

Imagine what Atari might have achieved if Steve Jobs had stayed there to develop the first massmarket personal computer. Or what Steve Case might have done for PepsiCo if he hadn't left for a gaming start-up that eventually became AOL. What if Salomon Brothers had kept Michael Bloomberg, or Bear Stearns had exploited the inventive ideas of Stephen Ross? Scores of top-tier entrepreneurs worked for established corporations before they struck out on their own and became self-made billionaires.

Jeanne Liedtka and Tim Ogilvie educate listeners on one of the hottest trends in business development: "design thinking", or the ability to turn abstract ideas into practical applications for maximal business growth. Jeanne Liedtka's recent book, The Catalyst: How YOU Can Lead Extraordinary Growth, was named a Top Innovation and Design Thinking Book by Business Week. Tim Ogilvie has been hailed as a visionary for his pioneering contributions to service innovation, business model innovation, and customer experience design.

In 1990, IBM had its most profitable year ever. By 1993, the company was on a watch list for extinction, victimized by its own lumbering size, an insular corporate culture, and the PC era IBM had itself helped invent.

Courtney and Carter Reum have years of experience in the field, from investing in over 130 companies, including Lyft, Pinterest, Warby Parker, and ClassPass, to driving the success of their own liquor brand, VEEV Spirits. The Reum brothers have learned from every triumph and tribulation and over the years have developed an effective and easy-to-understand guide to help entrepreneurs through the startup journey from inception to sale.

Design-oriented firms such as Apple and IDEO have demonstrated how design thinking can directly affect business results. Yet most managers lack a real sense of how to put this new approach to use for issues other than product development and sales growth. Solving Problems with Design Thinking details 10 real-world examples of managers who successfully applied design methods at 3M, Toyota, IBM, Intuit, and SAP; entrepreneurial start-ups such as MeYou Health; and government and social sector organizations.