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1) "Meeting the Challenge of Disruptive Change," by Clayton M. Christensenand Michael Overdorf, explains why so few established companies innovate
successfully.
2) "Competing on Analytics," by Thomas H. Davenport, explains how to use
data-collection technology and analysis to discern what your customers want, how
much they're willing to pay, and what keeps them loyal.
3) "Managing Oneself," by Peter F. Drucker, encourages us to carve our
own paths by asking questions such as, "What are my strengths?" and "Where do I
belong?"
4) "What Makes a Leader?" Not IQ or technical skills, says Daniel
Goleman, but emotional intelligence.
5) "Putting the Balanced Scorecard to Work," by Robert S. Kaplan and David P.
Norton, includes practical steps and examples from companies that use the
balanced scorecard to measure performance and set strategy.
6) "Innovation: The Classic Traps," by Rosabeth Moss Kanter, advocates
applying lessons from past failures to your innovation efforts. She explores
four problems and offers remedies for each.
7) "Leading Change: Why Transformation Efforts Fail," by John P. Kotter,
argues that transformation is a process, not an event. It takes years, not
weeks, and you can't skip any steps.
8) "Marketing Myopia," by Theodore Levitt, introduces the quintessential
strategy question, "What business are you really in?"
9) "What Is Strategy?" by Michael E. Porter, argues that rivals can
easily copy your operational effectiveness, but they can't copy your strategic
positioning--what distinguishes you from all the rest.
10) "The Core Competence of the Corporation," by C.K. Prahalad and Gary
Hamel, argues that a diversified company is like a tree: the trunk and major
limbs its core products, branches its business units, leaves and fruit its end
products. Nourishing and stabilizing everything is the root system: its core
competencies.
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