Michael Useem

An intriguing study of leadership in action focuses on nine real-life accounts of leaders who faced a moment of crisis and what they did to succeed or fail and includes the stories of Eugene Kranz and Apollo 13, Arlene Blum and the first women's expedition to the Himalayas, and others. Reprint. 17,500 first printing.

Nine True Stories of Triumph and Disaster and Their Lessons for Us All

The Leadership Moment

Large Corporations and the Rise of Business Political Activity in the U.S. and U.K.

The Inner Circle

The author shares the secret to "leading up" or gently moving a superior to work at his or her own potential. 25,000 first printing.

How to Lead Your Boss So You Both Win

Leading Up

Peter Cappelli

Harbir Singh

Liang Neng

Fortune Makers analyzes and brings to light the distinctive practices of business leaders who are the future of the Chinese economy. These leaders oversee not the old state-owned enterprises, but private companies that have had to invent their way forward out of the wreckage of an economy in tatters following the Cultural Revolution. Outside of brand names such as Alibaba and Lenovo, little is known, even by the Chinese themselves, about the people present at the creation of these innovative businesses. Fortune Makers provides sharp insights into their unique styles -- a distinctive blend of the entrepreneur, the street fighter, and practices developed by the Communist Party -- and their distinctive ways of leading and managing their organizations that are unlike anything the West is familiar with. When Peter Drucker published Concept of the Corporation in 1946, he revealed what made large American corporations tick. Similarly, when Japanese companies emerged as a global force in the 1980s, insightful analysts explained the practices that brought Japan's economy out of the ashes -- and what managers elsewhere could learn to compete with them. Now, based on unprecedented access, Fortune Makers allows business leaders in the United States and the rest of the West to understand the essential character and style of Chinese corporate life and its dominant players, whose businesses are the foundation of the domestic Chinese market and are now making their mark globally.

The Leaders Creating China's Great Global Companies

Fortune Makers

Jitendra Singh

Exploding growth. Soaring investment. Incoming talent waves. India's top companies are scoring remarkable successes on these fronts - and more. How? Instead of adopting management practices that dominate Western businesses, they're applying fresh practices of their ownin strategy, leadership, talent, and organizational culture. In The India Way, the Wharton School India Team unveils these companies' secrets. Drawing on interviews with leaders of India's largest firms - including Mukesh Ambani of Reliance Industries, Narayana Murthy of Infosys Technologies, and Vineet Nayar of HCL Technologies - the authors identify what Indian managers do differently, including: Looking beyond stockholders' interests to public mission and national purpose Drawing on improvisation, adaptation, and resilience to overcome endless hurdles Identifying products and services of compelling value to customers Investing in talent and building a stirring culture The authors explain how these innovations work within Indian companies, identifying those likely to remain indigenous and those that can be adapted to the Western context. With its in-depth analysis and research, The India Way offers valuable insights for all managers seeking to strengthen their organization's performance.

How India's Top Business Leaders Are Revolutionizing Management

The India Way

An introduction to the art of effective decision making utilizes a group of sample stories about leaders from a variety of fields to illuminate the importance of timely action and to demonstrate how they made their choices in the face of potential repercussions, explaining how readers can develop these same skills to get ahead in the business world. 30,000 first printing.

When It's Time to Decide : Knowing what to Do and when to Do it

The Go Point

"The Strategic Leader's Roadmap provides an essential playbook for combining business strategy with great leadership."—William P. Lauder, Executive Chairman, The Estée Lauder Companies Inc. In The Strategic Leader's Roadmap, Updated and Revised Edition: 6 Steps for Integrating Leadership and Strategy, Wharton management professors Harbir Singh and Michael Useem offer a six-point checklist for today's leaders to follow. They explain how leading strategically will help managers strengthen their capacity to develop strategy and to lead its execution. Drawing on one-on-one interviews with CEOs, in-depth research, and their experience teaching today's executives and tomorrow's leaders, Singh and Useem take readers into the offices—and mindsets—of some of today's foremost strategic leaders. In this fully updated and revised edition, Singh and Useem explore: How Indra Nooyi rose to become CEO of PepsiCo and led its successful strategic redirection; How Jack Ma consistently pivoted and outflanked competition to position Alibaba to become a global behemoth; How John Chambers, executive chairman of Cisco Systems, changed his and other company leaders' leadership to stay ahead of disruption; How Lawrence Culp Jr., the CEO of General Electric, has increased efficiency by up to 900% by undertaking a thorough examination of process and strategy. Fast-reading and actionable, The Strategic Leader's Roadmap will enable leaders at all levels to master the abilities necessary to keep their companies ahead of the competition.

6 Steps for Integrating Leadership and Strategy

The Strategic Leader's Roadmap, Revised and Updated Edition

Howard Kunreuther

A profound and insightful look at how companies prepare for and respond to crises that threaten catastrophic disruption to their operations and even their existence.

How Companies are Coping with Disruption

Mastering Catastrophic Risk

In The Leader's Checklist, 10th Anniversary Edition: 16 Mission-Critical Principles, world-renowned leadership expert and Wharton professor Michael Useem shows you how to lead through any challenge--for those moments when leadership really matters.

16 Mission-Critical Principles

The Leader's Checklist,10th Anniversary Edition

In The Strategic Leader's Roadmap, Updated and Revised Edition: 6 Steps for Integrating Leadership and Strategy, Wharton management professors Harbir Singh and Michael Useem offer a six-point checklist for today's leaders to follow. They explain how leading strategically will help managers strengthen their capacity to develop strategy and to lead its execution.

The Wharton School and Department of Sociology Michael Useem

Documents the struggles among institutional investors that have changed the way in which the business world of the 1990s operates, from boardrooms to proxy battles, to the shift in corporate power

How Money Managers Are Rewriting The Rules Of Corporate America

Investor Capitalism

Ten vivid you-are-there accounts of chief executive officers who are reinventing leadership, providing insight and tools crucial for moving forward in a world turned upside-down. The tumultuous changes in the marketplace, the impatience of a new generation, the specter of inequality, and, most recently, the simultaneous challenges of a pandemic, economic collapse, and racial crisis all cry out for new thinking to confront a radically changed world. Michael Useem has integrated himself into the life and work of CEOs of major companies-- including Bill McNabb of Vanguard, Jeffrey Lurie of the Philadelphia Eagles, and Tricia Griffith of Progressive--and chronicles their "moments of truth," those turning points when chief executives confronted the hard realities of a new, harsher world and faced the fact that what they were doing was no longer working. He explores how they approached fateful decisions on management, retention, hiring, and the bottom line, and provides unprecedented insight into how company leaders reached their most critical decisions. Useem provides a new roadmap for how to reach decisions in any organization as we face the decade ahead--one in which massive disruptions are likely to emerge yet again-- and how to lead when an executive needs to be a 24/7 communicator, crisis leader, and an emphatic voice inside and outside the organization, dealing with employees, customers, officials, non-profits, governing boards, Wall Street, the media, and investors.

How Ten CEOs Learned to Lead--And the Lessons for Us All

The Edge

Benedict Carey

Ram Charan

De tudo o que se segue, eis o ponto mais importante: os CEOs devem dirigir a empresa, mas os conselheiros também são encarregados de liderar a organização nas questões mais cruciais. O monitoramento continua sendo importante. A governança ainda é relevante. Mas chegou a hora de os conselhos de administração reequilibrarem suas responsabilidades. Os conselheiros precisam saber quando assumir o comando, quando atuar em parceria e quando ficar fora do caminho. Reguladores, investidores e colaboradores estão pressionando os conselhos a cumprir suas responsabilidades e garantir os resultados da empresa. Isso requer várias decisões que só o conselho pode tomar: a decisão de selecionar, reter ou afastar o CEO; de estabelecer uma cultura de ética e integridade; de definir metas e incentivos para a equipe executiva; e de avaliar a ideia central da empresa, seu apetite para o risco e sua estrutura de capital. Por que a liderança do conselho é importante? Porque, com muita frequência, o destino de empresas, colaboradores e acionistas depende disso. Apresentamos relatos da Ford Motor Company americana, da BHP Billiton australiana, do Grupo RBS brasileiro, da GlaxoSmithKline britânica, da Bharti Airtel indiana, da Lenovo chinesa, entre outras organizações, nos quais você encontrará exemplos de conselheiros que mudaram o destino da empresa. Para ver como alguns conselhos também podem deixar a empresa e seus stakeholders à deriva, analisaremos empresas que fracassaram, incluindo várias que caíram no abismo. A liderança de um conselho de administração pode criar valor e sua ausência pode destruir o valor. Com base em práticas que estão surgindo em uma série de empresas, este livro oferece recomendações práticas para conselhos que ambicionam fazer uma grande diferença na liderança.

As Vantagens de uma Liderança Compartilhada entre Conselheiros e Executivos

Governança Ativa

15 guiding principles to help leaders develop their ability to make good and timely decisions in unpredictable and stressful environments.

15 Mission-Critical Principles

The Leader's Checklist, Expanded Edition

Brian Dumaine

Dennis Carey

Rodney Zemmel

800-CEO-READ BESTSELLER Featured in Fortune, Harvard Business Review, and Entrepreneur, Go Long is “mandatory reading for the CEOs and boards of all public companies,” according to David M. Rubenstein, co-founder and co-executive chairman of The Carlyle Group. The lifespans of companies are growing shorter each day. Why do some companies thrive and grow, while others fail? Inspired by the CEO Academy, the annual off-the-record gathering of chief executives organized by the authors, reveals how some of the world’s most prominent business leaders resisted short-term pressures to successfully manage their organizations for the long term, and in turn, aim to create more jobs, more satisfied customers, and more shareholder wealth. In Go Long, authors Dennis Carey, Brian Dumaine, Michael Useem, and Rodney Zemmel take you behind the scenes to witness the business decisions that are enabling leading organizations to outsmart and outlast the competition. Why did CEO Larry Merlo allow CVS to take a $2 billion hit—on purpose? How did former CEO Alan Mulally maneuver Ford’s $48 billion turnaround? How did director Maggie Wilderotter and her fellow board members engage top management to embark on an unusual exercise to help Hewlett Packard Enterprise build a long-term strategy? Why did former CEO Paul Polman turn back to Unilever’s original mission of leading with a purpose to fuel profits? How did former Verizon CEO Ivan Seidenberg convince his investors and board to allow him to make a $150 billion bet? How did former CEO George Buckley find a way to address investor calls for 3M to spend less on research and development while still finding a way to innovate? These leaders argue that a short-term mindset might satisfy investors for this quarter or next, but there’s a heavy price to be paid. Instead, they argue, long-term thinking is your best short-term strategy. “Considering the enormous harm that short-term investing has done not only to companies, but to countries as well, this book should be required reading in boardrooms everywhere. A concise, powerful call for responsible, long-term business practices.” —Kirkus Reviews “A must-read. If you’re looking to build or lead a company that grows consistently not just from quarter to quarter, but year to year ... this book is for you.” —Indra Nooyi, Board of Directors, Amazon; former Chairman and CEO, PepsiCo, Inc.

Why Long-Term Thinking Is Your Best Short-Term Strategy

Go Long

In Go Long, authors Dennis Carey, Brian Dumaine, Michael Useem, and Rodney Zemmel take you behind the scenes to witness the business decisions that are enabling leading organizations to outsmart and outlast the competition.

Are you ready for the leadership moment? “Gripping adventure and actionable advice.”—Fast Company Merck’s Roy Vagelos commits millions of dollars to develop a drug needed only by people who can’t afford it • Eugene Kranz struggles to bring the Apollo 13 astronauts home after an explosion rips through their spacecraft • Arlene Blum organizes the first women's ascent of one of the world's most dangerous mountains • Joshua Lawrence Chamberlain leads his tattered troops into a pivotal Civil War battle at Little Round Top • John Gutfreund loses Salomon Brothers when his inattention to a trading scandal almost topples the Wall Street giant • Clifton Wharton restructures a $50 billion pension system direly out of touch with its customers • Alfredo Cristiani transforms El Salvador’s decade-long civil war into a negotiated settlement • Nancy Barry leads Women's World Banking in the fight against Third World poverty • Wagner Dodge faces the decision of a lifetime as a fast-moving forest fire overtakes his firefighting crew.

Mike Olson

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