{"title":"Series: Harvard Business Review Classics","description":"\u003cp\u003e\u003cstrong\u003eHarvard Business Review Classics\u003c\/strong\u003e offers timeless insights from leading thinkers across \u003cem\u003eBusiness \u0026amp; Entrepreneurship\u003c\/em\u003e, \u003cem\u003eFinance \u0026amp; Investment\u003c\/em\u003e, and \u003cem\u003ePhilosophy \u0026amp; Psychology\u003c\/em\u003e. These essential works provide readers with enduring strategies, innovative ideas, and deep analysis that continue to shape the modern landscape of leadership, management, and economic thought.\u003c\/p\u003e\n\n\u003cp\u003eFrom foundational theories to practical applications, this collection serves as a thoughtful resource for professionals and curious minds alike, bridging the gap between academic rigour and real-world challenges. Embrace a rich tapestry of knowledge that informs decision-making, inspires growth, and explores the complexities of human behaviour in business.\u003c\/p\u003e","products":[{"product_id":"blue-ocean-leadership-harvard-business-review-classics-by-rene-a-mauborgne-9781633692640","title":"Blue Ocean Leadership (Harvard Business Review Classics)","description":"\u003cdiv class=\"book-description\"\u003e\n\u003cp\u003eTen years ago, two INSEAD professors broke ground by introducing \u003cem\u003eblue ocean strategy\u003c\/em\u003e, a new model for discovering uncontested markets that are ripe for growth. In \u003cem\u003eBlue Ocean Leadership (Harvard Business Review Classics)\u003c\/em\u003e, they apply their concepts and tools to what is perhaps the greatest challenge of leadership: closing the gulf between the potential and the realized talent and energy of employees.\u003c\/p\u003e\n\n\u003cp\u003eResearch indicates that this gulf is vast: According to Gallup, 70% of workers are disengaged from their jobs. If companies could find a way to convert them into engaged employees, the results could be transformative. The trouble is, managers lack a clear understanding of what changes they could make to bring out the best in everyone.\u003c\/p\u003e\n\n\u003cp\u003eHere, Kim and Mauborgne offer a solution to that problem: a systematic approach to uncovering, at each level of the organisation, which leadership acts and activities will inspire employees to give their all, and a process for getting managers throughout the company to start doing them. Blue ocean leadership works because the managers' \"customers\"—that is, the people managers oversee and report to—are involved in identifying what's effective and what isn't. Moreover, the approach doesn't require leaders to alter who they are, just to undertake a different set of tasks. And that kind of change is much easier to implement and track than changes to values and mind-sets.\u003c\/p\u003e\n\n\u003cp\u003e\u003cem\u003eThe Harvard Business Review Classics\u003c\/em\u003e series offers you the opportunity to make seminal Harvard Business Review articles a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world—and will have a direct impact on you today and for years to come.\u003c\/p\u003e\n\u003c\/div\u003e","brand":"Hachette Aotearoa New Zealand","offers":[{"title":"Default Title","offer_id":46719116050668,"sku":"9781633692640","price":37.0,"currency_code":"NZD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0705\/7784\/8556\/files\/18173893482769.jpg?v=1754541730"},{"product_id":"red-ocean-traps-harvard-business-review-classics-by-rene-a-mauborgne-9781633692664","title":"Red Ocean Traps (Harvard Business Review Classics)","description":"\u003cdiv class=\"book-description\"\u003e\n\u003cp\u003eAs established markets become less profitable, companies increasingly need to find ways to create and capture new markets. Despite much investment and commitment, most firms struggle to do this. What, exactly, is getting in their way? The authors of the best-selling book \u003ci\u003eBlue Ocean Strategy\u003c\/i\u003e have spent over a decade exploring that question. They have seen that the trouble lies in managers' mental models—ingrained assumptions and theories about the way the world works. Though these models may work perfectly well in mature markets, they undermine executives' attempts to discover uncontested new spaces with ample potential (blue oceans) and keep companies firmly anchored in existing spaces where competition is bloody (red oceans).\u003c\/p\u003e\n\n\u003cp\u003eThis article describes how to break free of these red ocean traps. To do that, managers need to: (1) Focus on attracting new customers, not pleasing current customers; (2) Worry less about segmentation and more about what different segments have in common; (3) Understand that market creation is not synonymous with either technological innovation or creative destruction; and (4) Stop focusing on premium versus low-cost strategies.\u003c\/p\u003e\n\n\u003cp\u003eThe Harvard Business Review Classics series offers you the opportunity to make seminal Harvard Business Review articles a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world—and will have a direct impact on you today and for years to come.\u003c\/p\u003e\n\u003c\/div\u003e","brand":"Hachette Aotearoa New Zealand","offers":[{"title":"Default Title","offer_id":46722530967788,"sku":"9781633692664","price":12.99,"currency_code":"NZD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0705\/7784\/8556\/files\/05a76cd9a1a5f981397de7266a102e1d.jpg?v=1754914591"},{"product_id":"teaching-smart-people-how-to-learn-by-chris-argyris-9781422126004","title":"Teaching Smart People How to Learn","description":"\u003cdiv class=\"book-description\"\u003e\n\u003cp\u003eWhy are your smartest and most successful employees often the worst learners? Likely, they haven't had the opportunities for introspection that failure affords. So when they do fail, instead of critically examining their own behaviour, they cast blame outward—on anyone or anything they can.\u003c\/p\u003e\n\n\u003cp\u003eIn \u003ci\u003eTeaching Smart People How to Learn\u003c\/i\u003e, Chris Argyris sheds light on the forces that prevent highly skilled employees from learning from mistakes and offers suggestions for helping talented employees develop more productive responses.\u003c\/p\u003e\n\n\u003cp\u003eSince 1922, \u003ci\u003eHarvard Business Review\u003c\/i\u003e has been a leading source of breakthrough ideas in management practice—many of which still speak to and influence us today. The HBR Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each volume contains a groundbreaking idea that has shaped best practices and inspired countless managers around the world—and will change how you think about the business world today.\u003c\/p\u003e\n\u003c\/div\u003e","brand":"Hachette Aotearoa New Zealand","offers":[{"title":"Default Title","offer_id":46723299999980,"sku":"9781422126004","price":22.99,"currency_code":"NZD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0705\/7784\/8556\/files\/8941783482694.jpg?v=1754671292"},{"product_id":"the-theory-of-the-business-harvard-business-review-classics-by-peter-f-drucker-9781633692527","title":"The Theory of the Business (Harvard Business Review Classics)","description":"\u003cdiv class=\"book-description\"\u003e\n\u003cp\u003ePeter F. Drucker argues that what underlies the current malaise of so many large and successful organisations worldwide is that their theory of the business no longer works. The story is a familiar one: a company that was a superstar only yesterday finds itself stagnating and frustrated, in trouble and, often, in a seemingly unmanageable crisis.\u003c\/p\u003e\n\n\u003cp\u003eThe root cause of nearly every one of these crises is not that things are being done poorly. It is not even that the wrong things are being done. Indeed, in most cases, the right things are being done—but fruitlessly. What accounts for this apparent paradox? The assumptions on which the organisation has been built and is being run no longer fit reality. These are the assumptions that shape any organisation's behaviour, dictate its decisions about what to do and what not to do, and define what an organisation considers meaningful results. These assumptions are what Drucker calls a company's \u003cem\u003etheory of the business\u003c\/em\u003e.\u003c\/p\u003e\n\n\u003cp\u003eThe Harvard Business Review Classics series offers you the opportunity to make seminal Harvard Business Review articles a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world—and will have a direct impact on you today and for years to come.\u003c\/p\u003e\n\u003c\/div\u003e","brand":"Hachette Aotearoa New Zealand","offers":[{"title":"Default Title","offer_id":46723909550316,"sku":"9781633692527","price":18.99,"currency_code":"NZD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0705\/7784\/8556\/files\/18172763482769.jpg?v=1754700445"},{"product_id":"turning-goals-into-results-harvard-business-review-classics-by-jim-collins-9781633692589","title":"Turning Goals into Results (Harvard Business Review Classics)","description":"\u003cdiv class=\"book-description\"\u003e\n\u003cp\u003eMost executives have a big, hairy, audacious goal. They write vision statements, formalise procedures, and develop complicated incentive programmes—all in pursuit of that goal. In other words, with the best of intentions, they install layers of stultifying bureaucracy.\u003c\/p\u003e\n\n\u003cp\u003eBut it doesn't have to be that way. In \u003cem\u003eTurning Goals into Results (Harvard Business Review Classics)\u003c\/em\u003e, Jim Collins introduces the catalytic mechanism, a simple yet powerful managerial tool that helps translate lofty aspirations into concrete reality. Catalytic mechanisms, the crucial link between objectives and performance, are a galvanising, nonbureaucratic means to turn one into the other.\u003c\/p\u003e\n\n\u003cp\u003eWhat's the difference between catalytic mechanisms and most traditional managerial controls? Catalytic mechanisms share five characteristics: \n\u003c\/p\u003e\n\u003col\u003e\n\u003cli\u003eThey produce desired results in unpredictable ways.\u003c\/li\u003e \n\u003cli\u003eThey distribute power for the benefit of the overall system, often to the discomfort of those who traditionally hold power.\u003c\/li\u003e \n\u003cli\u003eCatalytic mechanisms have teeth.\u003c\/li\u003e \n\u003cli\u003eThey eject \"viruses\"—those people who don't share the company's core values.\u003c\/li\u003e \n\u003cli\u003eThey produce an ongoing effect.\u003c\/li\u003e\n\u003c\/ol\u003e\n\n\n\u003cp\u003eTo illustrate how catalytic mechanisms work, the author draws on examples of individuals and organisations that have relied on such mechanisms to achieve their goals. The same catalytic mechanism that works in one organisation, however, won't necessarily work in another. Catalytic mechanisms must be tailored to specific goals and situations. To help readers get started, Collins offers some general principles that support the process of building catalytic mechanisms effectively.\u003c\/p\u003e\n\u003c\/div\u003e","brand":"Hachette Aotearoa New Zealand","offers":[{"title":"Default Title","offer_id":46724028006636,"sku":"9781633692589","price":18.99,"currency_code":"NZD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0705\/7784\/8556\/files\/18173383482769.jpg?v=1754709200"},{"product_id":"what-makes-a-leader-harvard-business-review-classics-by-daniel-goleman-9781633692602","title":"What Makes a Leader? (Harvard Business Review Classics)","description":"\u003cdiv class=\"book-description\"\u003e\n\u003cp\u003eWhen asked to define the ideal leader, many would emphasise traits such as intelligence, toughness, determination, and vision—the qualities traditionally associated with leadership. Often left off the list are softer, more personal qualities, but they are also essential. Although a certain degree of analytical and technical skill is a minimum requirement for success, studies indicate that emotional intelligence may be the key attribute that distinguishes outstanding performers from those who are merely adequate.\u003c\/p\u003e\n\n\u003cp\u003ePsychologist and author Daniel Goleman first brought the term \"emotional intelligence\" to a wide audience with his 1995 book of the same name, and Goleman first applied the concept to business with a 1998 classic \u003ci\u003eHarvard Business Review\u003c\/i\u003e article. In his research at nearly 200 large, global companies, Goleman found that truly effective leaders are distinguished by a high degree of emotional intelligence. Without it, a person can have first-class training, an incisive mind, and an endless supply of good ideas, but he or she still won't be a great leader. The chief components of emotional intelligence—self-awareness, self-regulation, motivation, empathy, and social skill—can sound unbusinesslike, but Goleman found direct ties between emotional intelligence and measurable business results.\u003c\/p\u003e\n\n\u003cp\u003eThe Harvard Business Review Classics series offers you the opportunity to make seminal \u003ci\u003eHarvard Business Review\u003c\/i\u003e articles a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world—and will have a direct impact on you today and for years to come.\u003c\/p\u003e\n\u003c\/div\u003e","brand":"Hachette Aotearoa New Zealand","offers":[{"title":"Default Title","offer_id":46724165435628,"sku":"9781633692602","price":18.99,"currency_code":"NZD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0705\/7784\/8556\/files\/18173513482769.jpg?v=1754713561"},{"product_id":"how-will-you-measure-your-life-harvard-business-review-classics-by-clayton-m-christensen-9781633692565","title":"How Will You Measure Your Life? (Harvard Business Review Classics)","description":"\u003cdiv class=\"book-description\"\u003e\n\u003cp\u003eHarvard Business School's Clayton M. Christensen teaches aspiring MBAs how to apply management and innovation theories to build stronger companies. However, he also believes that these models can help people lead better lives. In \u003cem\u003eHow Will You Measure Your Life?\u003c\/em\u003e, he explores questions everyone needs to consider: How can I be happy in my career? How can I ensure that my relationship with my family is an enduring source of happiness? How can I live my life with integrity?\u003c\/p\u003e\n\n\u003cp\u003eThe answer to the first question comes from Frederick Herzberg's assertion that the most powerful motivator isn't money; it’s the opportunity to learn, grow in responsibilities, contribute, and be recognized. Management isn't merely about buying, selling, and investing in companies, as many think. The principles of resource allocation can help people attain happiness at home. If not managed masterfully, the outcome of a firm's resource allocation process can be very different from the strategy management intended to follow.\u003c\/p\u003e\n\n\u003cp\u003eThis is true in life too: if you're not guided by a clear sense of purpose, you're likely to fritter away your time and energy on obtaining the most tangible, short-term signs of achievement, not what's really important to you. Just as a focus on marginal costs can lead to bad corporate decisions, it can also lead people astray. The marginal cost of doing something wrong \"just this once\" always seems alluringly low, and you don't see the end result to which that path leads. The key is to define what you stand for and draw the line in a safe place.\u003c\/p\u003e\n\u003c\/div\u003e","brand":"Hachette Aotearoa New Zealand","offers":[{"title":"Default Title","offer_id":46868697317612,"sku":"9781633692565","price":18.99,"currency_code":"NZD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0705\/7784\/8556\/files\/18173143482769.jpg?v=1759765770"},{"product_id":"leadership-that-gets-results-harvard-business-review-classics-by-daniel-goleman-9781633692626","title":"Leadership That Gets Results (Harvard Business Review Classics)","description":"\u003cdiv class=\"book-description\"\u003e\n\u003cp\u003eA leader's singular job is to get results. But even with all the leadership training programs and expert advice available, effective leadership still eludes many people and organisations. One reason, says Daniel Goleman, is that such experts offer advice based on inference, experience, and instinct, not on quantitative data. Now, drawing on research of more than 3,000 executives, Goleman explores which precise leadership behaviours yield positive results.\u003c\/p\u003e\n\n\u003cp\u003eHe outlines six distinct leadership styles, each one springing from different components of emotional intelligence. Each style has a distinct effect on the working atmosphere of a company, division, or team, and, in turn, on its financial performance. Coercive leaders demand immediate compliance. Authoritative leaders mobilise people toward a vision. Affiliative leaders create emotional bonds and harmony. Democratic leaders build consensus through participation. Pacesetting leaders expect excellence and self-direction. And coaching leaders develop people for the future. The research indicates that leaders who get the best results don't rely on just one leadership style; they use most of the styles in any given week.\u003c\/p\u003e\n\n\u003cp\u003e\u003ci\u003eThe Harvard Business Review Classics\u003c\/i\u003e series offers you the opportunity to make seminal Harvard Business Review articles a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world—and will have a direct impact on you today and for years to come.\u003c\/p\u003e\n\u003c\/div\u003e","brand":"Hachette Aotearoa New Zealand","offers":[{"title":"Default Title","offer_id":47424554598636,"sku":"9781633692626","price":18.99,"currency_code":"NZD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0705\/7784\/8556\/files\/9781633692626.jpg?v=1774768360"},{"product_id":"hbr-classics-boxed-set-16-books-by-harvard-business-review-9781633693128","title":"HBR Classics Boxed Set (16 Books)","description":"\u003cdiv class=\"book-description\"\u003e\n\u003cp\u003eThe classic \u003ci\u003eHarvard Business Review\u003c\/i\u003e articles every manager and aspiring leader should read—and share with their teams—from such bestselling \u003ci\u003eHarvard Business Review\u003c\/i\u003e authors as Peter Drucker, Clayton Christensen, John Kotter, Daniel Goleman, Jim Collins, Gary Hamel, W. Chan Kim, Renee Mauborgne, and many more. Each compact book represents the most important ideas on management, leadership, and life. Build your professional library and advance your career with these 14 timeless business classics.\u003c\/p\u003e\n\n\u003cp\u003eThe \u003ci\u003eHBR Classics Boxed Set\u003c\/i\u003e includes:\u003c\/p\u003e\n\n\u003cul\u003e\n    \u003cli\u003ePeter Drucker's bestselling \u003ci\u003eManaging Oneself\u003c\/i\u003e, \u003ci\u003eWhat Makes an Effective Executive\u003c\/i\u003e, and \u003ci\u003eThe Theory of the Business\u003c\/i\u003e\n\u003c\/li\u003e\n    \u003cli\u003eClayton Christensen's inspiring \u003ci\u003eHow Will You Measure Your Life?\u003c\/i\u003e\n\u003c\/li\u003e\n    \u003cli\u003eDaniel Goleman's articles on emotional intelligence—\u003ci\u003eLeadership That Gets Results\u003c\/i\u003e and \u003ci\u003eWhat Makes a Leader?\u003c\/i\u003e\n\u003c\/li\u003e\n    \u003cli\u003eAuthor of \u003ci\u003eGood to Great\u003c\/i\u003e Jim Collins's \u003ci\u003eTurning Goals into Results\u003c\/i\u003e\n\u003c\/li\u003e\n    \u003cli\u003eW. Chan Kim and Renee Mauborgne's \u003ci\u003eBlue Ocean Leadership\u003c\/i\u003e and \u003ci\u003eRed Ocean Traps\u003c\/i\u003e\n\u003c\/li\u003e\n    \u003cli\u003eJohn Kotter's \u003ci\u003eManaging Your Boss\u003c\/i\u003e\n\u003c\/li\u003e\n    \u003cli\u003eJon Katzenbach and Douglas Smith's \u003ci\u003eThe Discipline of Teams\u003c\/i\u003e\n\u003c\/li\u003e\n    \u003cli\u003eGary Hamel's \u003ci\u003eStrategic Intent\u003c\/i\u003e\n\u003c\/li\u003e\n    \u003cli\u003eWilliam A. Sahlman's \u003ci\u003eHow to Write a Great Business Plan\u003c\/i\u003e\n\u003c\/li\u003e\n    \u003cli\u003eChris Argyris's \u003ci\u003eTeaching Smart People How to Learn\u003c\/i\u003e\n\u003c\/li\u003e\n    \u003cli\u003eTheodore Levitt's \u003ci\u003eMarketing Myopia\u003c\/i\u003e\n\u003c\/li\u003e\n    \u003cli\u003eJoseph B. Pine's \u003ci\u003eDo You Want to Keep Your Customers Forever?\u003c\/i\u003e\n\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e","brand":"Hachette Aotearoa New Zealand","offers":[{"title":"Default Title","offer_id":47605978759404,"sku":"9781633693128","price":291.0,"currency_code":"NZD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0705\/7784\/8556\/files\/9781633693128-hbr-classics-boxed-set-16-books.jpg?v=1778144631"}],"url":"https:\/\/bookhero.pro\/collections\/series-harvard-business-review-classics.oembed","provider":"Book Hero","version":"1.0","type":"link"}