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HARVARD BUSINESS REVIEW PRINT MAGAZINE [ AS OF JUNE 2012 ]

• 242,000+ global circulation

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The Power of the Harvard Business Review BrandThe global reach of Harvard Business Review extends the audience for Harvard Business Review Press books—a position unique to most book publishers. Here is a snapshot of the subscribers and fans we reach on a regular basis. They follow our content … and they buy our books!

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hbr.org/books 1

Table of Contents

02 Primal Leadership Daniel Goleman, Richard E. Boyatzis, and

Annie McKee

03 Forget a Mentor, Find a Sponsor Sylvia Ann Hewlett

04 The Solution Revolution William D. Eggers and Paul Macmillan

05 What Happened to Goldman Sachs Steven G. Mandis

06 The Good Struggle Joseph L. Badaracco

07 Stats & Curiosities from Harvard Business Review

08 The Innovator’s Dilemma Clayton M. Christensen

09 The Innovator’s Solution Clayton M. Christensen and Michael E. Raynor

10 Tilt Niraj Dawar

11 Boards That Lead Ram Charan, Dennis Carey, and Michael Useem

12 Everything I Ever Needed to Know About Economics I Learned from Online Dating

Paul Oyer

13 The Moment of Clarity Christian Madsbjerg and Mikkel Rasmussen

14 Can China Lead? Regina Abrami, William Kirby, and

F. Warren McFarlan

15 HBR Guides Series

16 HBR’s 10 Must Reads Series

18 Recently Published

19 Backlist Favorites

20 Contact/Order Information

Harvard Business Review Press | Fall 20132

It’s the book that injected “emotional intelligence” into the business lexicon —and made it a necessary skill for leaders.

In the decade since the bestselling Primal Leadership was first published, managers across the globe have embraced its message and continue to attest to the importance of emotionally intelligent leadership. And the book’s relevance has reached well beyond the business world—Primal Leadership is now used routinely in universities, business and medical schools, other professional training programs, and by a growing legion of leadership coaches.

This refreshed edition of Primal Leadership illustrates why the book is all the more timely today as leaders face ever-increasing pressures—from globalization and the economic roller coaster to the hyper-speed of evolving information technologies and the ratcheting up of competitive forces. This whirlwind of change puts increasing importance on the abilities of a leader to be self-aware and composed, focused and high energy, empathic and motivating, collaborative and compelling. In short, resonant. A host of studies worldwide continue to underscore why—and how—emotionally intelligent leadership gets results, especially in today’s complex world.

Primal LeadershipUnleashing the Power of Emotional Intelligence (With a New Preface by the Author)DA N I E L G O L E M A N , R I C H A R D E . B OYAT Z I S A N D A N N I E M c K E E

Daniel Goleman is an internationally known psychologist and author of the bestselling Emotional Intelligence. [WILLIAMSBURG, MA] Richard Boyatzis is a professor of organizational behavior at Case Western Reserve University, and an expert in the field of emotional intelligence. [CLEVELAND HEIGHTS, OH] Annie McKee is a bestselling author and advisor to top global leaders, from CEOs of Fortune 50 companies to government officials South Africa. [ELKINS PARK, PA]

POINTS OF I N T E R E S T

› The seminal book on leading with emotional intelligence

› More than 500,000 sold worldwide

› Published in 28 languages

AU G U S T 2 0 1 3

G E N E R A L M A N AG E M E N T978-1-4221-6803-5978-1-4221-6804-2 (eISBN)306 pages • 5 1/2" x 8 1/4"US$ 22.00 • PaperbackWorld Rights

M A R K E T I N G P R O G R A MExtensive promotion via Harvard Business Review channel, including print and online advertising • Email marketing • Social media • Leverage author networks ALSO BY R I C H A R D E . B OYAT Z I S AND A N N I E M c K E E

Resonant LeadershipRichard E. Boyatzis978-1-59139-563-8978-1-4221-6348-1(eISBN)US$ 30.00 • Hardcover

Becoming a Resonant LeaderAnnie McKee978-1-4221-1734-7978-1-4221-3104-6 (eISBN)US$ 24.95 • Paperback

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Off-Ramps and On-Ramps978-1-4221-0102-5US$ 29.95 • Hardcover

Winning the War for Talent in Emerging Markets978-1-4221-6-0602978-1-4221-4-2677 (eISBN)US$ 35.00 • Hardcover

Top Talent978-1-4221-4-0420978-1-4221-5-2713 (eISBN)US$ 18.00 • Hardcover

Traditional pathways to career progression have diminished. Mentors used to be the answer—but in today’s world, they aren’t enough to help you advance.

Sylvia Ann Hewlett—economist, prolific author, and originator of such prominent ideas as off-ramping and on-ramping—shows why sponsorship is the new route to success. What makes a sponsor different from a mentor is critical in terms of getting you into the role you covet and deserve.

A sponsor serves as your advocate, offering the powerful backing inside the organization to get you where you want to go. From making important introductions to senior leaders, to expanding the perception of what you can offer the organization, sponsors are your personal brand advocates in the workplace and in your industry at large. They inspire, propel, and protect—to help you progress.

Combining real examples with practical advice, this book shows how to build this important professional relationship, position yourself for leadership, and effectively work with your sponsor to achieve career success.

Forget a Mentor, Find a SponsorThe New Way to Fast-Track Your CareerSY LV I A A N N H E W L E T T


› Real stories and practical advice on how to find and leverage a sponsor for career growth

› Builds on Hewlett’s Harvard Business Review article “The Relationship You Need to Get Right”

› Based on extensive research conducted with Hewlett’s Hidden Brain Drain Task Force—a group of more than 70 global companies and organizations

Sylvia Ann Hewlett is an economist and president and CEO of the Center for Talent Innovation. She also directs the Gender and Policy Program at the School of International and Public Affairs, Columbia University. Hewlett is the author of 10 Harvard Business Review articles, 11 critically acclaimed books—including Off-Ramps and On-Ramps, and Winning the War for Talent in Emerging Markets—and is ranked #11 of the world’s top 50 business thinkers. [NEW YORK, NY]

S E P T E M B E R 2 0 1 3

G E N E R A L M A N AG E M E N T978-1-4221-8716-6978-1-4221-8718-0 (eISBN)224 pages • 5 1/2" x 8 1/4"US$ 20.00 • PaperbackWorld Rights

M A R K E T I N G P R O G R A MGlobal publicity for high-profile author • Paperback promotion • Social media • Extensive author travel and speaking

ALSO BY SY LV I A A N N H E W L E T T


We’re at a critical juncture in our global economy. Gone are the siloed structures of the past where the public and private sectors functioned separately, rarely cross-pollinating to share ideas and models for addressing big problems and creating value. And for good reason.

Deloitte’s William Eggers and Paul Macmillan identify a shift toward a new operating paradigm, in which entrepreneurship and innovation range freely across all the sectors that shape our lives as citizens and consumers. This shift offers a powerful spring of hope for public innovation in an era of financial constraints.

From education to health care to transportation, exciting cross-sector partnerships are changing the game. The authors gather stories from across the globe highlighting the new players, the new currencies, and the disruptive business models that make up this new solution economy.

The stakes are high. The Solution Revolution provides a fascinating preview of our economic future, a system where choice, sustainability, and more adaptive ecosystems offer all of us the ability to collaborate toward better solutions.

The Solution RevolutionHow Business, Government, and Social Enterprises Are Teaming Up to Solve Society’s Toughest ProblemsW I L L I A M D. E G G E R S A N D PAU L M AC M I L L A N

William D. Eggers is one of the country’s best-known authorities on government reform. A prolific author and columnist, he is the global research director for Deloitte’s public sector practice and executive director of its Public Leadership Institute. [AUSTIN, TX] Paul Macmillan is the global industry leader for the public sector practice for Deloitte and serves as the public sector industry leader for Deloitte Canada. Between them, they have written seven books and over a hundred studies, and have more than 50 years’ experience working on the frontiers of government reform. [TORONTO, ON]


› Features examples of people and organizations successfully moving this “hybrid” economy forward

› Includes advice for navigating this new landscape

› Not just U.S. based—also includes stories from India, Europe, and the UK; additional stories include the Gates Foundation, Kahn Academy, and Zipcar

S E P T E M B E R 2 0 1 3

G E N E R A L M A N AG E M E N T978-1-4221-9219-1978-1-4221-9220-7 (eISBN)240 pages • 6 1/8" x 9 1/4"US$ 26.00 • HardcoverWorld Rights

M A R K E T I N G P R O G R A MStrong global publicity campaign • Reviews and high-profile media coverage • Retail visibility and co-op • Print and Web advertising • Extensive social media • Online promotion • Search marketing

If We Can Put a Man on the Moon978-1-4221-6636-9978-1-4221-5-5127 (eISBN)US$ 24.95 • Hardcover

ALSO BY W I L L I A M D. E G G E R S

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This is the story of the evolution of Goldman Sachs—from its first incarnation as an investment bank to the wealthy, with a reputation for putting its clients first, to its current status as a much-maligned yet successful financial behemoth. Author Steven G. Mandis was a senior executive at Goldman for a dozen years before he left and became a competitor. In this book, Mandis uncovers the forces behind what he calls Goldman’s “organizational drift.”

Mandis’s driving question is how this iconic company remains successful even though it bears only a superficial resemblance to the firm that was founded in 1869. Drawing from his own research, experience, and interviews with people who have worked for and with Goldman Sachs, Mandis paints a picture of the drift that led Goldman to take on new practices that violated the very principles that had made the firm so successful.

Combining strong storytelling with rigorous analysis, Mandis has written an enticingly readable book that offers valuable insights to business leaders interested in understanding and preventing organizational drift in their own firms.

What Happened to Goldman SachsAn Insider’s Story of Organizational Drift and Its Unintended ConsequencesS T E V E N G . M A N D I S


› The inside story of what really happened at Goldman Sachs—through fascinating storytelling combined with rigorous analysis

› Includes interviews with current and former employees, clients, and detractors

› Provides analysis of how any organization can depart from its mission through “organizational drift”—and how to avoid it

Steven G. Mandis worked at Goldman Sachs from 1992 to 2004 in its investment banking, private equity, and proprietary trading areas. He assisted Hank Paulson and other senior executives on special projects, and eventually became a portfolio manager in one of the largest and most successful proprietary trading areas at Goldman Sachs. Currently he is an adjunct professor at Columbia Business School and a PhD student in the sociology department at Columbia University. [NEW YORK, NY]

O C TO B E R 2 0 1 3




The question of how to lead, and what constitutes responsible leadership, becomes more stark and important in an increasingly unmanageable world.

Based on decades of teaching, writing, and reflecting on leadership, Harvard Business School professor Joseph Badaracco addresses the question in The Good Struggle: Responsible Leadership in an Unforgiving World. Central to his argument is the idea of struggle and what he calls a “new invisible hand” of pervasive and powerful markets, both of which impact today’s leaders more than they realize.

Badaracco, bestselling author of Leading Quietly, illustrates how our market-driven world has invalidated answers to many of leadership’s enduring questions. The new answers, he says, can be found by watching leaders in dynamic environments—and especially entrepreneurs. The conditions that have always been true for them (intense competition, scarce resources, unforgiving markets) are true now for the rest of us.

The Good Struggle will help you find meaning in your work, stay focused on what matters, and keep you on the path to achieving truly principled and responsible leadership.

The Good StruggleResponsible Leadership in an Unforgiving WorldJ O S E P H L . B A DA R AC C O


› Based on interviews with entrepreneurs, along with the author’s three decades of experience teaching leadership and strategy

› Speaks directly to the feelings of vulnerability and lack of control that many leaders experience today

› For leaders and aspiring leaders alike, especially those in highly complex organizations and uncertain business environments

Joseph L. Badaracco is the John Shad Professor of Business Ethics at Harvard Business School. He serves on the faculty committee of the Harvard Center for Ethics and the Professions, and he is also the faculty chair of the Nomura School of Advanced Management in Tokyo. Badaracco has written several books on leadership, decision making, and responsibility, including Leading Quietly, Defining Moments, and Questions of Character. [BROOKLINE, MA]

O C TO B E R 2 0 1 3


M A R K E T I N G P R O G R A MExtensive promotion via Harvard Business Review channel, including print and online advertising • Email marketing • Social media • Targeted publicity campaign • Leverage author networks

ALSO BY J O S E P H L . B A DA R AC C O

Leading QuietlyJoseph L. Badaracco978-1-5785-1-4878978-1-4221-6-3368 (eISBN)US$ 32.00 • Hardcover

Defining MomentsJoseph L. Badaracco978-0-8758-4-8037978-1-4221-6-0701 (eISBN)US$ 35.00 • Hardcover

Questions of CharacterJoseph L. Badaracco978-1-5913-9-9681US$ 35.00 • Hardcover

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Did you know that job candidates who jokingly ask for high salaries receive better offers than those who don’t? Or that retail salespeople who mimic the way their customers speak and behave end up selling more?

If you like stats like this, are intrigued by ideas, and find connecting the dots to be a critical part of your skill set—this book is for you.

Culled from Harvard Business Review’s popular newsletter The Daily Stat, this book offers a compelling look at insights that both amuse and inform. Covering such managerial topics as teams, marketing, workplace psychology, and leadership, you’ll find a wide range of business statistics and general curiosities and oddities about professional life that will add an element of trivia and humor to your learning (and will make you appear smarter than your colleagues).

Highly quotable and surprisingly useful, Stats & Curiosities from Harvard Business Review will keep you on the front lines of business research—and ahead of the pack at work.

Stats & Curiositiesfrom Harvard Business Review


› All stats pulled from HBR’s popular newsletter “The Daily Stat: Facts and Figures to Stimulate Thought— and Action”

› Harvard Business Review’s Daily Stat has nearly 100,000 subscribers

› For managers and professionals at all levels

Harvard Business Review is the leading destination for smart management thinking. Through its flagship magazine, 12 international licensed editions, books from Harvard Business Review Press, and digital content and tools published on HBR.org, Harvard Business Review provides professionals around the world with rigorous insights and best practices to lead themselves and their organizations more effectively and to make a positive impact.

O C TO B E R 2 0 1 3

G E N E R A L M A N AG E M E N T978-1-4221-9631-1978-1-4221-9747-9 (eISBN)224 pages • 4" x 6"US$ 18.00 • HardcoverWorld Rights

M A R K E T I N G P R O G R A MExtensive retail promotion • High visibility in stores and online • Gift book merchandising • Harvard Business Review channel and Daily Stat promotions

Questions of CharacterJoseph L. Badaracco978-1-5913-9-9681US$ 35.00 • Hardcover

ALSO FROM H A RVA R D B U S I N E S S R E V I E W

Management Tips978-1-4221-5878-4978-1-4221-4235-6 (eISBN)US$ 18.00 • Hardcover


The Bestselling Classic on Disruptive Innovation, by Renowned Author Clayton M. Christensen

His work is cited by the world’s best-known thought leaders, from Steve Jobs to Malcolm Gladwell. In this classic bestseller, now freshly packaged, innovation expert Clay Christensen shows how even the most outstanding companies can do everything right—yet still lose market leadership.

Christensen, author of the award-winning Harvard Business Review article “How Will You Measure Your Life?” explains why most companies miss out on new waves of innovation. No matter the industry, he says a successful company with established products WILL get pushed aside unless managers know how and when to abandon traditional business practices. Offering both successes and failures from leading companies as a guide, The Innovator’s Dilemma gives you a set of rules for capitalizing on the phenomenon of disruptive innovation.

Sharp, cogent, provocative, and one of the most influential business books of all time—The Innovator’s Dilemma is the book no manager or entrepreneur should be without.

The Innovator’s DilemmaWhen New Technologies Cause Great Firms to FailC L AY TO N M . C H R I S T E N S E N


› Considered the “bible” on innovation

› Cited on dozens of best business books lists over the years

› This book mentioned in the bestselling Steve Jobs, by Walter Isaacson, as having had a major influence on Jobs

Clayton M. Christensen is the Kim B. Clark Professor of Business Administration at Harvard Business School. He is the author of eight critically acclaimed books, including the bestsellers How Will You Measure Your Life?, The Innovator’s Dilemma, The Innovator’s Solution, and Disrupting Class. Christensen is the cofounder of Innosight, a management consultancy; Rose Park Advisors, an investment firm; and the Innosight Institute, a nonprofit think tank. [BELMONT, MA]

N OV E M B E R 2 0 1 3


M A R K E T I N G P R O G R A MExtensive promotion via Harvard Business Review channel including print and online advertising • Email marketing • Social media • Targeted publicity campaign • Leverage author networks

ALSO BY C L AY TO N M . C H R I S T E N S E N

The Innovator’s DNA978-1-4221-3-4818978-1-4221-4-2714 (eISBN)US$ 29.95 • Hardcover

Seeing What’s Next978-1-5913-9-1852978-1-4221-5-4649 (eISBN)US$ 32.95 • Hardcover

HBR 10 Must Reads on Managing Yourself978-1-4221-5799-2 978-1-4221-7203-2 (eISBN)US$ 24.95 • Paperback

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Another Seminal Work by Bestselling Author Clayton M. Christensen

In this follow-up to Christensen’s bestselling The Innovator’s Dilemma, Christensen and coauthor Michael Raynor take the idea of disruption one step further—explaining how companies can and should become disruptors themselves.

This refreshed, newly packaged edition shows just how timely and relevant these ideas continue to be in today’s hyper-accelerated business environment. Christensen and Raynor give advice on the business decisions crucial to achieving truly disruptive growth and propose guidelines for developing your own disruptive growth engine.

Citing in-depth research and theories tested in hundreds of companies across many industries, The Innovator’s Solution is an important addition to any innovation library and an essential read for entrepreneurs and business builders worldwide.

The Innovator’s SolutionCreating and Sustaining Successful GrowthC L AY TO N M . C H R I S T E N S E N A N D M I C H A E L E . R AY N O R

Clayton M. Christensen is the Kim B. Clark Professor of Business Administration at Harvard Business School. [BELMONT, MA] Michael E. Raynor is a director with Deloitte Consulting LLP. He works with senior executives in the world’s leading corporations across a wide range of industries. He is the author of three critically acclaimed books: The Innovator’s Solution, coauthored with Clayton M. Christensen, The Strategy Paradox, and The Innovator’s Manifesto. Raynor publishes regularly in leading magazines and scholarly journals. [MISSISSAUGA, ON]


› A business classic

› Christensen is the father of disruptive innovation; his work continues to be at the center of innovation

› Audience for the book is senior managers and business leaders responsible for innovation, as well as their teams

N OV E M B E R 2 0 1 3


M A R K E T I N G P R O G R A MGlobal publicity campaign • Reviews in business publications • Online and blog media coverage • Social media • Advertising/co-op • HBR.org promotion

HBR 10 Must Reads on Managing Yourself978-1-4221-5799-2 978-1-4221-7203-2 (eISBN)US$ 24.95 • Paperback


You run your own business, or maybe you work in a large firm. You keep an eye on your competitors. You think you know what your customers want. So would it come as a surprise to know that you’re actually losing ground when it comes to holding on to your competitive advantage?

The truth, says marketing professor Niraj Dawar, is that most companies are still looking for competitive advantage where it used to be—in activities related to creating new products. Today, it’s all about interacting with the customer.

Two major trends have caused this change: globalization, which allows competitors worldwide to produce and market similar and competitive products; and the rapid dissemination of information, which offers those competitors a constant stream of data and feedback on YOUR products—that they can then turn around and use against you.

The power today has shifted “downstream”—to where your company interacts with your customers. Dawar explains why you need to understand this new dynamic, and then helps you think about reorienting your strategy and company so that you’re living into this shift.

TiltShifting Your Strategy from Products to CustomersN I R A J DAWA R

Niraj Dawar is the Barford Professor of Marketing at the Ivey Business School, Canada, and has recently (2010) been visiting professor at INSEAD in Fontainebleau, France, and visiting professor at the Vlerick School in Belgium. [LONDON, ON]


› Offers a compelling look at the big shift from products to customers as the source of competitive advantage

› Companies featured include BMW AG, Cadbury, HSBC, L’Oréal, Microsoft, Telus, and many other global firms

› Based on solid research by a respected scholar

N OV E M B E R 2 0 1 3



hbr.org/books 11

This book, from three leading experts in the field, serves as a guide to help take advantage of board oversight while avoiding the pitfalls.

Increased regulation, investor pressures, and corporate governance reforms have served to strengthen the board’s oversight function. But as boards have become better monitors and better led, they’ve expanded their role—sometimes reaching in and practically running a company. Boardroom veterans Ram Charan, Dennis Carey, and Michael Useem describe this emerging trend and argue that its overall impact on business performance will be positive. But CEOs and senior executives need to balance this oversight while maintaining the day-to-day operations of the firm. And directors need a new road map—for when to lead, when to partner, and when to stay out of the way.

Based on work with and study of board leaders and chief executives of Fortune 500 firms across the globe, Boards That Lead is that new road map, showing what this new partnership model of leadership looks like—and how to make it work.

Boards That LeadWhen to Take Charge, When to Partner, and When to Stay Out of the WayR A M C H A R A N , D E N N I S C A R E Y, A N D M I C H A E L U S E E M


› Outlines the most recent trends in the boardroom—explained by the top gurus in the field

› Strong company examples from across the globe include Boeing, Infosys, Lenovo, Ford, Delphi, Blackstone, Kraft, and Bharti Airtel

› Also includes “Director’s Checklists” for putting the book’s ideas into action

Ram Charan is a business advisor who has worked with executives and directors of some of the world’s leading companies. He has authored several books, including Execution (with Larry Bossidy), What the CEO Wants You to Know, and Boards That Deliver. [DALLAS, TX] Dennis Carey is vice chairman of Korn/Ferry International and specializes in the recruitment of CEOs and corporate directors. His books include CEO Succession and How to Run a Company. [SCOTTSDALE, AZ] Michael Useem is professor of management and director of the Center for Leadership and Change Management at the Wharton School. He is the author or coauthor of eight books, including The India Way, Leading Up, and The Leadership Moment. [MERION STATION, PA]

D E C E M B E R 2 0 1 3



The India WayMichael Useem978-1-4221-4759-7978-1-4221-5784-8 (eISBN)US$ 29.95 • Hardcover

ALSO BY M I C H A E L U S E E M


In the tradition of Naked Economics and The Undercover Economist, Stanford economist Paul Oyer offers a provocative, informative, and entertaining view of modern microeconomics—using the lens of online dating.

Oyer argues that dating is all economics, having come to this conclusion once he turned his economist’s eye to online dating after his own marriage ended. Oyer uses his own experiences and those of other users of dating sites to show just how modern economics works. In fact, he says, the behaviors driving online dating mimic those driving any other market—and so should be central to how business people at every level analyze their critical interactions. Oyer’s take on everything from search, signaling, and cheap talk to statistical discrimination and thick markets are informative and will help anyone understand the intricacies of economics and the role they play in everyday actions.

Everything I Ever Needed to Know About Economics I Learned from Online DatingPAU L OY E R

Paul Oyer is the Fred H. Merrill Professor of Economics at the Stanford University Graduate School of Business. A former professor at Northwestern University’s Kellogg School of Management, he is the editor-in-chief of the Journal of Labor Economics. Discussions of his research into how microeconomics affects our everyday lives have appeared in The New York Times, The Wall Street Journal, The Economist, Slate, and many other print and online publications. [STANFORD, CA]


› A walk through microeconomics using the entertaining lens of online dating

› Oyer is a well-known Stanford economist

› Includes stories from popular dating sites, including Match.com, eHarmony, and OkCupid

JA N UA RY 2 0 1 4



hbr.org/books 13

Christian Madsjberg and Mikkel Rasmussen, principals at ReD Associates, argue for the role of a new set of tools to understand the “soft” factors that we see impacting the way people buy and consume ideas and products. These factors include cultural changes, new social behaviors, changes in the logic of markets, signs of irrational consumer behavior, new patterns in how people use technologies, new aesthetic ideals and changes in perception and language—the very things that can inadvertently trip up established companies. This book is dedicated to introducing these “soft skills” of understanding people—and then explaining how to use this intelligence to move your business forward.

You’ll learn how to look at people holistically in their environments—how they live, what they think and do all day, what their habits are, and how they understand the world—and then use this understanding to cut through the fog of business and proceed strategically. Drawn from the authors’ work with companies such as Lego, Samsung, Adidas, Intel, IBM, and Coke, this book is for brand fanatics and business leaders alike.

The Moment of ClarityUsing the Human Sciences to Solve Your Toughest Business ProblemsC H R I S T I A N M A D S B J E R G A N D M I K K E L R A S M U S S E N


› Based on creative work and case studies from innovation and strategy consultancy ReD Associates

› Audience includes those responsible for strategy, marketing, and innovation—and for brand fanatics of companies such as LEGO, Coke, and Adidas

› A practical guide to decision making based on innovative research in the social sciences

Christian Madsbjerg, the director of ReD’s New York office, has been leading projects and client programs since ReD’s foundation. He writes, teaches, and speaks about the kinds of methods and reasoning needed for fact-based investigations of human activity, emotions, and decision-making processes and is the author of books on social theory, discourse analysis, and politics. [NEW YORK, NY] Mikkel B. Rasmussen, a specialist in innovation strategy, is the director of ReD’s European division. He has spent his career focused on driving innovation in both private and public sector businesses. He has written numerous articles about creativity and innovation in organizations and has delivered hundreds of keynotes around the world. [COPENHAGEN, DENMARK]

F E B R UA RY 2 0 1 4


M A R K E T I N G P R O G R A MExtensive promotion via Harvard Business Review channel, including print and online advertising • Email marketing • Social media • Targeted publicity campaign • Leverage author networks


In this “third generation” book on doing business in China, three of the field’s foremost experts, all Harvard Business School professors, explain the rapidly changing context and challenges of doing business there.

Based on their combined experience, the authors—Regina Abrami, William Kirby and F. Warren McFarlan—argue that China is at an inflection point, with changes in its economic path that will play out in the coming decades. Dismantling persistent myths, the authors describe the rapidly changing context in China and the new challenges shaping business there, and examine whether companies should rethink their growth aspirations and strategies in the region. The book draws from more than 30 case studies by the authors on Chinese firms and other companies doing business there.

A provocative and necessary addition to the global conversation, this book offers a radical reassessment of China’s capabilities that flies in the face of conventional wisdom.

Can China Lead?Reaching the Limits of Power and GrowthR E G I N A M . A B R A M I , W I L L I A M C . K I R BY, A N D F . WA R R E N M c FA R L A N

Regina M. Abrami is a senior fellow at Harvard Business School and faculty chair of the HBS Immersion Experience Program. She is on the executive committee of Harvard’s Fairbank Center for Chinese Studies. She is a political economist with special expertise in Vietnam and China. [SOMERVILLE, MA] William C. Kirby is the Spangler Family Professor of Business Administration, Harvard Business School. He is the director of the Fairbank Center for Chinese Studies and Chairman of the Harvard China Fund. He is an honorary visiting professor at Peking University, Nanjing University, Chongqing University, East China Normal University, Fudan University, and the Shanghai Academy of Social Sciences. [LEXINGTON, MA] F. Warren McFarlan is the Albert H. Gordon Professor of Business Administration, Emeritus, Harvard Business School. He is currently guest professor at Tsinghua University and co-director of Tsinghua’s Case Development Center. [BELMONT, MA]


› Anyone doing business in China should be reading this book

› Showcases more than 30 Harvard Business School cases on the subject

› Provides an historic context for understanding the updated economic and political trends in the region

F E B R UA RY 2 0 1 4



Connecting the Dots978-1-5785-1-8777US$ 37.50 • Hardcover

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Packed with concise, practical tips from leading experts—and examples that make them easy to apply—HBR Guides provide smart answers to your most pressing work challenges. Arm yourself with the advice you need to succeed on the job, from the most trusted brand in business.

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978-1-4221-9601-4978-1-4221-9750-9 (eISBN)180 pages

HBR Guide to Persuasive Presentations978-1-4221-8710-4978-1-4221-8715-9 (eISBN)

HBR Guide to Finance Basics for Managers978-1-4221-8730-2978-1-4221-8732-6 (eISBN)

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A L L T I T L E S :5 1/2" x 8 1/4" US$ 24.95 • Paperback and EbookWorld Rights

HBR’s 10 Must Reads The Essentials978-1-4221-3344-6 978-1-4221-7201-8 (eISBN)

HBR’s 10 Must Reads on Leadership978-1-4221-5797-8 978-1-4221-7202-5 (eISBN)

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Blue Ocean StrategyHow to Create Uncontested Market Space and Make the Competition Irrelevant

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A Sense of UrgencyJohn P. Kotter978-1-4221-7971-0978-1-4221-6317-7 (eISBN)

The Ultimate Question 2.0, Revised and Expanded EditionHow Net Promoter Companies Thrive in a Customer-Driven World

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What to Ask the Person in the MirrorCritical Questions for Becoming a More Effective Leader and Reaching Your Potential

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Being the BossThe 3 Imperatives for Becoming a Great Leader

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Uncommon ServiceHow to Win by Putting Customers at the Core of Your Business

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Understanding Michael PorterThe Essential Guide to Competition and Strategy

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Reverse InnovationCreate Far From Home, Win Everywhere

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The Progress PrincipleUsing Small Wins to Ignite Joy, Engagement, and Creativity at Work

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Management TipsFrom Harvard Business Review

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