Having recently stepped down as chairman and CEO of Best Buy, Hubert Joly shares the leadership principles illustrated by multiple vivid and concrete stories that underpinned the remarkable resurgence of Best Buy and that he believes are at the heart of business: pursue a noble purpose, put people at the center, embrace all stakeholders, and treat profit as an outcome.

Intelligence is usually seen as the ability to think and learn, but in a rapidly changing world, there's another set of cognitive skills that might matter more: the ability to rethink and unlearn. In our daily lives, too many of us favor the comfort of conviction over the discomfort of doubt. We listen to opinions that make us feel good, instead of ideas that make us think hard. We see disagreement as a threat to our egos, rather than an opportunity to learn.

The Fearless Organization offers practical guidance for teams and organizations who are serious about success in the modern economy. With so much riding on innovation, creativity, and spark, it is essential to attract and retain quality talent, but what good does this talent do if no one is able to speak their mind? The traditional culture of "fitting in" and "going along" spells doom in the knowledge economy. Success requires a continuous influx of new ideas, new challenges, and critical thought, and the interpersonal climate must not suppress, silence, ridicule, or intimidate.

Drawing on the experience and insights of CEOs across several industries, as well as lessons from neuroscience, computer science, psychology, and philosophy, BCG's Martin Reeves and Jack Fuller provide a fascinating look into the mechanics of imagination and lay out a six-step process for creating ideas and bringing them to life. The Imagination Machine is the guide you need to demystify and operationalize this powerful human capacity, to inject new life into your company, and to head into unknown territory with the right tools by your side.  

In Better, Simpler Strategy, Harvard Business School professor Felix Oberholzer-Gee provides executives with a simple tool to cut through technological complexity and market uncertainties. The Value Stick, based on proven economic mechanics, is an extraordinarily powerful tool that helps executives decide where to focus their attention and how to deepen their firm's competitive advantage. 

Discover eight radical lessons from 100 of the world’s most inspiring organisations. Today’s workplaces are broken. Badly broken. The good news? There is a better way. And it's not just theory. It's already practiced in pioneering organisations around the globe. Drawing on Minnaar and De Morree’s visits to 100+ of the world’s most progressive organisations, this audiobook gives direct evidence that you can make work enjoyable and rewarding, while boosting performance and success.

Agile, say its enthusiasts, can transform your company, catapulting you to the head of the pack. Not so fast. In this clear-eyed and indispensable audiobook, Sarah Elk and Steve Berez provide a much-needed reality check. They dispel the myths and misconceptions that have accompanied agile's growth - the idea that it can reshape your organization all at once, for instance, or that it should be used in every function and for all types of work. 

Over a stellar career, Roger Martin has advised the CEOs of some of the world's most successful companies. From the beginning, he noted that almost every executive he talked to had a "model"—a framework or way of thinking that guided their strategy and activities. But these models tended to become automatic, so much so that when one didn't work, the typical response was just to apply it again—with greater enthusiasm.

In Measure What Matters, Doerr shares a broad range of first-person, behind-the-scenes case studies, with narrators including Bono and Bill Gates, to demonstrate the focus, agility, and explosive growth that the Objectives and Key Results system has spurred at so many great organizations. This book will help a new generation of leaders capture the same magic.

When fast-scaling startups and global organizations get stuck, they call Aaron Dignan. In this book, he reveals his proven approach for eliminating red tape, dissolving bureaucracy, and doing the best work of your life.

World renowned business sage Gary Hamel argues that organizations need bold management innovation now more than ever. With incisive analysis and vivid illustrations, he explains how to turn your company into a serial management innovator.

Here for the first time, Hastings and Erin Meyer, best-selling author of The Culture Map and one of the world's most influential business thinkers, dive deep into the controversial philosophies at the heart of the Netflix psyche, which have generated results that are the envy of the business world. Drawing on hundreds of interviews with current and past Netflix employees from around the globe and never-before-told stories of trial and error from his own career, No Rules Rules is the full, fascinating, and untold story of a unique company making its mark on the world. 

Continuous improvement, understanding complex systems, and promoting innovation are all part of the landscape of learning challenges today's companies face. Amy Edmondson shows that organizations thrive, or fail to thrive, based on how well the small groups within those organizations work. In most organizations, the work that produces value for customers is carried out by teams, and increasingly, by flexible team-like entities.

What if a company did everything in its power to create a culture in which everyone could overcome their own internal barriers to change and use errors and vulnerabilities as prime opportunities for personal and company growth? Robert Kegan and Lisa Laskow Lahey have found and studied such companies - deliberately developmental organizations. A DDO is organized around the conviction that organizations will best prosper when they are more deeply aligned with people's strongest motive, which is to grow.

We've all had experiences with two dramatically different types of leaders. The first type drain intelligence, energy, and capability from the people around them and always need to be the smartest people in the room. These are the idea killers, the energy sappers, the diminishers of talent and commitment. On the other side of the spectrum are leaders who use their intelligence to amplify the smarts and capabilities of the people around them.