Harbir Singh

Discover how Japan's new leadership model has transformed its top companies and created a new paradigm for business success In Resolute Japan, Waseda University's Jusuke J. J. Ikegami and the Wharton School's Harbir Singh and Michael Useem reveal a new leadership model that has led Japan's corporations to make a stunning comeback. In the process, they share what they have learned from interviews with more than 100 CEOs and top executives of Japan's largest and most influential companies, including Hitachi, Honda, Mitsubishi, Nissan, NTT, and Panasonic. In this book, you will discover: + How Japan's new leadership model has led to superior performance in the stock market and beyond; + The core principles and practices that characterize Japan's new leadership model and how they differ from the old models; + How Japan's new leadership model enables companies to balance multiple and often conflicting objectives, such as shareholder value and social responsibility, short-term results and long-term growth, and agility and stability; + How Japan's new leadership model fosters innovation, resilience, and competitiveness in a rapidly changing global environment; + Why, even in an environment of macroeconomic stagnation due to economic policies at the national level, individual companies can achieve sustainable development through this new leadership model; and + How Japan's new leadership model can inspire and inform business leaders in the West and elsewhere who are facing similar challenges and opportunities. Resolute Japan offers a rare and insightful perspective on the new corporate fabric of Japan, one that is sure to both challenge and enlighten leaders around the world.

Discover how Japan's new leadership model has transformed its top companies and created a new paradigm for business success In Resolute Japan, Waseda University's Jusuke J. J. Ikegami and the Wharton School's Harbir Singh and Michael Useem reveal a new leadership model that has led Japan's corporations to make a stunning comeback. In the process, they share what they have learned from interviews with more than 100 CEOs and top executives of Japan's largest and most influential companies, including Hitachi, Honda, Mitsubishi, Nissan, NTT, and Panasonic. In this book, you will discover: + How Japan's new leadership model has led to superior performance in the stock market and beyond; + The core principles and practices that characterize Japan's new leadership model and how they differ from the old models; + How Japan's new leadership model enables companies to balance multiple and often conflicting objectives, such as shareholder value and social responsibility, short-term results and long-term growth, and agility and stability; + How Japan's new leadership model fosters innovation, resilience, and competitiveness in a rapidly changing global environment; + Why, even in an environment of macroeconomic stagnation due to economic policies at the national level, individual companies can achieve sustainable development through this new leadership model; and + How Japan's new leadership model can inspire and inform business leaders in the West and elsewhere who are facing similar challenges and opportunities. Resolute Japan offers a rare and insightful perspective on the new corporate fabric of Japan, one that is sure to both challenge and enlighten leaders around the world.

"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.

"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.

When Peter Drucker wrote Concept of the Corporation in 1946, he revealed what made the large American corporation tick. Similarly, The Art of Japanese Management by Richard Pascale in 1981 explained the unique practices developed by the Japanese to bring that country's economy out of the ashes. The emerging Chinese juggernauts-the Alibabas, Lenovos, and Haiers-need similar revelation since they are a different breed in their own right. Little is understood about them, how they work, and what makes them such potentially imposing competitors.Now, based on unprecedented access to the people who have created and grown the great private companies of China-the "General Electrics and Sonys" of that country, Michael Useem, Harbir Singh, Peter Cappelli and Neng Liang bring to life the distinctive practices of Chinese business leaders as they invent their own way forward to create world-class companies, and provide a comprehensive look at the leaders and businesses that are the future of the Chinese economy-and major competition to Western companies.Chinese companies are emerging on the global stage as never before, and their leadership lessons are invaluable in understanding and coping with their growing commercial presence worldwide. Company managers everywhere will want to understand China's distinct way of doing business if they are to compete against the companies that already dominate the domestic Chinese market and are coming to the fore in foreign markets, including the U.S.

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.

Creating, adapting to, and exploiting change is inherently entrepreneurial. To survive and prosper under conditions of change, firms must develop the “dynamic capabilities” to create, extend, and modify the ways in which they operate. The capacity of an organization to create, extend, or modify its resource base is vital. Since the concept of dynamic capabilities was first introduced, much research has elaborated the initial idea. This important book by Constance Helfat and her team of leading scholars provides a timely focus on in-depth examples of corporate dynamic capabilities. Examining these in the different contexts of alliances, acquisitions, and management, the book gives students and researchers a succinct, up-to-date definition of dynamic capabilities and the strategic management theories around them.

Creating, adapting to, and exploiting change is inherently entrepreneurial. To survive and prosper under conditions of change, firms must develop the “dynamic capabilities” to create, extend, and modify the ways in which they operate. The capacity of an organization to create, extend, or modify its resource base is vital. Since the concept of dynamic capabilities was first introduced, much research has elaborated the initial idea. This important book by Constance Helfat and her team of leading scholars provides a timely focus on in-depth examples of corporate dynamic capabilities. Examining these in the different contexts of alliances, acquisitions, and management, the book gives students and researchers a succinct, up-to-date definition of dynamic capabilities and the strategic management theories around them.

Presenting cross-cultural research on a wide range of organizational topics, this book ranges from the individual to the macro level. Among the issues examined are: organizational trust in international settings, HRM issues in international joint ventures, developing strategic advantage across borders, and social partnerships for sustainable growth.

Presenting cross-cultural research on a wide range of organizational topics, this book ranges from the individual to the macro level. Among the issues examined are: organizational trust in international settings, HRM issues in international joint ventures, developing strategic advantage across borders, and social partnerships for sustainable growth.