{"title":"Harvard Business Press","description":null,"products":[{"product_id":"9781422130025","title":"Collective Genius","description":"\u003cp\u003e\u003cb\u003eNamed one of \"10 Management Classics for 2022\" by Thinkers50\u003c\/b\u003e\u003c\/p\u003e\u003cp\u003e\u003cb\u003e\u003ci\u003eWhy can some organizations innovate time and again, while most cannot?\u003c\/i\u003e\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003eYou might think the key to innovation is attracting exceptional creative talent. Or making the right investments. Or breaking down organizational silos. All of these things may help—but there’s only one way to ensure sustained innovation: you need to \u003ci\u003elead\u003c\/i\u003e it—and with a special kind of leadership. \u003ci\u003eCollective Genius\u003c\/i\u003e shows you how. \u003cbr\u003e\u003cbr\u003ePreeminent leadership scholar Linda Hill, along with former Pixar tech wizard Greg Brandeau, MIT researcher Emily Truelove, and \u003ci\u003eBeing the Boss\u003c\/i\u003e coauthor Kent Lineback, found among leaders a widely shared, and mistaken, assumption: that a “good” leader in all other respects would also be an effective leader of innovation. The truth is, leading innovation takes a distinctive kind of leadership, one that unleashes and harnesses the “collective genius” of the people in the organization.\u003cbr\u003e\u003cbr\u003eUsing vivid stories of individual leaders at companies like Volkswagen, Google, eBay, and Pfizer, as well as nonprofits and international government agencies, the authors show how successful leaders of innovation don’t create a vision and try to make innovation happen themselves. Rather, they create and sustain a culture where innovation is allowed to happen again and again—an environment where people are both \u003ci\u003ewilling\u003c\/i\u003e and \u003ci\u003eable\u003c\/i\u003e to do the hard work that innovative problem solving requires.\u003cbr\u003e\u003cbr\u003e\u003ci\u003eCollective Genius\u003c\/i\u003e will not only inspire you; it will give you the concrete, practical guidance you need to build innovation into the fabric of your business.\u003c\/p\u003e","brand":"Gardners","offers":[{"title":"Default Title","offer_id":56299540545909,"sku":"9781422130025","price":23.0,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0612\/7193\/3106\/files\/9781422130025_c11b9346-4a24-4199-8b18-59f2006c17c8.jpg?v=1786019876"},{"product_id":"9781422190555","title":"Six Simple Rules","description":"\u003cp\u003e\u003cb\u003eNew tools for managing complexity\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003eDoes your organization manage complexity by making things \u003ci\u003emore\u003c\/i\u003e complicated? If so, you are not alone.\u003cbr\u003e\u003cbr\u003eAccording to The Boston Consulting Group's fascinating Complexity Index, business complexity has increased sixfold during the past sixty years. And, all the while, organizational complicatedness—that is, the number of structures, processes, committees, decision-making forums, and systems—has increased by a whopping factor of thirty-five. In their attempt to respond to the increasingly complex performance requirements they face, company leaders have created an organizational labyrinth that makes it more and more difficult to improve productivity and to pursue innovation. It also disengages and demotivates the workforce.\u003cbr\u003e\u003cbr\u003eClearly it’s time for leaders to stop trying to manage complexity with their traditional tools and instead better leverage employees' intelligence. This book shows you how and explains the implications for designing and leading organizations.\u003cbr\u003e\u003cbr\u003eThe way to manage complexity, the authors argue, is neither with the hard solutions of another era nor with the soft solutions—such as team building and feel-good “people initiatives\"—that often follow in their wake. Based on social sciences (notably economics, game theory, and organizational sociology) and The Boston Consulting Group’s work with more than five hundred companies in more than forty countries and in various industries, authors Yves Morieux and Peter Tollman recommend six simple rules to manage complexity without getting complicated.\u003cbr\u003e\u003cbr\u003eShowing why the rules work and how to put them into practice, Morieux and Tollman give managers a much-needed tool to reinvigorate people in the face of seemingly endless complexity. Included are detailed examples from companies that have achieved a multiplicative effect on performance by using them.\u003cbr\u003e\u003cbr\u003eIt’s time to manage complexity better. Employ these six simple rules to foster autonomy and cooperation and to effectively handle business complexity. As a result, you will improve productivity, innovate more, reengage your workforce, and seize opportunities to create competitive advantage.\u003c\/p\u003e","brand":"Gardners","offers":[{"title":"Default Title","offer_id":56299678499189,"sku":"9781422190555","price":25.0,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0612\/7193\/3106\/files\/9781422190555_4d4493f0-7425-4be6-8661-ce89c6aede48.jpg?v=1786019915"}],"url":"https:\/\/backstory.london\/collections\/publisher-harvard-business-press.oembed","provider":"Backstory","version":"1.0","type":"link"}