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Mid-level managers may have absolutely no clue where to begin in the quest for growth; or they may have some ideas but not a shred of data to prove that any of them will move the revenue needle. And these managers face not only stretch goals but also, paradoxically, the many obstacles to achieving them-such as inflexible processes and a passion for data and analysis-that are common in large organizations. The most valuable lessons for these managers come straight from their peers: the managers within mature, established corporations who have the talent and skill for driving organic growth. Like chemical catalysts, they make things happen quickly that wouldn't without them, mostly by virtue of their ability to navigate between two worlds: the corporate world, designed for stability and control, and the entrepreneurial world, which is defined by uncertainty. It is the stories of these growth leaders that the authors tell in The Catalyst.

Part of the Batten Entrepreneurship Series, this edited volume explores the theoretical implications of entrepreneurship cases from varied emerging market settings across the globe, from the Western Balkans to Brazil, from the border traders of Laos and Thailand to venture capital formation in Ireland, to family enterprises in Indonesia. Seen as evidence for developing a theory of entrepreneurship for emerging markets, the region-specific cases are grouped thematically into four main areas of inquiry: (1) institutional determinants of entrepreneurship in emerging regions ; (2) government and non-governmental organization influences on entrepreneurship in emerging regions; (3) emergence of venture capital in entrepreneurial economies in emerging regions; and (4) firm-level responses to entrepreneurial opportunities in emerging regions.

"Most start-ups face the same challenges," finds Edward Hess, Batten Executive-in-Residence and Professor of Business Administration at the Darden School of Business. In his latest book, So, You Want to Start a Business? 8 Steps to Take Before Making the Leap, Professor Hess offers highly practical advice that will apply to anyone considering starting their own business. The book (in paperback) is co-authored with Charles Goetz, a serial entrepreneur who lectures in entrepreneurship at Emory University. In So, You Want to Start a Business? the authors outline helpful do's and dont's of running a start-up; they give how-to advice for "penciling" a business and for steering clear of the eight mistakes that most often cause new business owners to fail.

In Effectuation, Saras Sarasvathy demonstrates how effectual logic [in contrast to causal reasoning] can be found in stories of the founding of such businesses as CarMax and RealNetworks. She also explores the implications of effectuation for current scholarship in strategic management, how the philosophy of pragmatism relates to effectuation, methods for teaching effectuation, and how other researchers are building on her work. Perhaps most compelling, she writes of the potential for applying effectual logic to markets for social goods and services, which could address human suffering. Entrepreneurs who create such "markets in human hope" could eliminate the artificial divide between for-profit and nonprofit ventures and unleash entrepreneurial creativity to help solve social problems.

This book aimed at practitioners shares the stories of innovation portfolio directors and other industry leaders who have experienced the challenges and rewards of new product development. Along with practical examples from varied corporate settings, the authors present a set of key principles that are integral to success when managing the new product portfolio. Case studies from Walt Disney to Mars, Inc., Whirlpool, UTC, and IBM help illustrate in practical ways what it takes to successful lead product development starting with idea generation and extending through process design and architecture all the way to the creation and management of innovative partnerships.

A rigorous two-year study of the top 800 value-creating public companies found that growth generated internally through a commitment to customer satisfaction, employee engagement, and profitability resulted in consistent employee retention, stock value improvements, and better returns on investment. In The Road to Organic Growth, Edward Hess shares the full results of his breakthrough study, providing fresh, and often-surprising perspectives on what it really takes to foster organic growth. Using instructive examples from leading companies such as SYSCO, Best Buy, Tiffany & Company, Outback Steakhouse, and Stryker Corporation, Hess reveals the strategies these trailblazers used to achieve long-term growth from within.

To remain successful, companies must respond to the challenge of achieving continual internal or core growth. But how is this done, and why do some strategies work better than others? In The Search for Organic Growth, leading writers on business strategy and organization offer authoritative analysis and practical guidance on implementing a strategy for organic growth. All businesses go through life cycles, and momentum can be created in many ways from new products and market extensions, to add-ons and enhancements. The book also answers crucial questions such as how to keep customers happy during periods of change, how to foster an entrepreneurial environment and satisfy individual potentials, and how to turn the immense short-term revenue pressures of a push towards growth to your advantage. A lively resource for business school faculty, MBAs and executives, this book is ideal for any reader interested in connections between latest business thought and practice.

Values-based leadership is based upon honesty, respect, trust and dignity, and it regards every employee within a company as a valued human being. This book describes the characteristics of leaders who focus on positivity and virtues to create and sustain highly successful organizations such as Synovus Financial Corporation, HomeBanc Mortgage Company, and the United States Marine Corps. It also addresses leader mistakes and forgiveness, and how difficulties and challenges can be overcome to achieve spectacular results. This inspiring book offers practical advice that can be applied to individual leadership styles and roles. As society tries to rebound from the recent scandals involving fraud, financial improprieties, and unethical behavior among its leadership, the fundamental message of Leading with Values is clear: acting ethically and virtuously, and treating all stakeholders with respect and dignity, can create extraordinary outcomes without sacrificing performance and profits.

The U.S. health care system is in crisis. At stake are the quality of care for millions of Americans and the financial well-being of individuals and employers squeezed by skyrocketing premiums-not to mention the stability of state and federal government budgets. In Redefining Health Care, internationally renowned strategy expert Michael Porter and innovation expert Elizabeth Teisberg reveal the underlying-and largely overlooked-causes of the problem, and provide a powerful prescription for change. The authors argue that participants in the health care system have competed to shift costs, accumulate bargaining power, and restrict services, rather than create value for patients. This zero-sum competition takes place at the wrong level-among health plans, networks, and hospitals-rather than where it matters most, in the diagnosis, treatment, and prevention of specific health conditions. Redefining Health Care lays out a breakthrough framework for redefining health care competition based on patient value. With specific recommendations for hospitals, doctors, health plans, employers, and policy makers, this book shows how to move to a positive-sum competition that will unleash stunning improvements in quality and efficiency.

Edward Hess, who has researched and served as a consultant to family businesses for over 20 years, argues that the business and the family are distinct overlapping living organisms, constantly changing and influencing each other. In order for both to thrive, each family business must establish a proactive process for defining roles, articulating goals, and communicating them constantly. Drawing from numerous in-depth examples (both positive and negative) and presenting templates and other practical resources, Hess offers a fascinating glimpse into the dynamics of family business management and specific strategies to promote the health of the enterprise--involving family business leaders and members, non-family employees, board members, and shareholders. Hess concludes with a series of operating rules that apply to every family business and a listing of practical references and resources. The result is a book that will help anyone involved in a family business to develop successful practices that both maximize the value of the business and enhance family relationships.

Investment flows into emerging markets are material: According to the World Bank, during 2000, portfolio and foreign direct investment flows into the approximately 30 markets classified as ''emerging'' topped $250 billion. This monograph, published by the Research Foundation of AIMR (CFA Institute), offers a concise explanation of characteristics of emerging markets; diversification, return, and volatility in these 30 or so markets; efficiency in emerging markets; market integration and country versus sector factors to consider; and valuation. The work concludes with appendices outlining a mechanism for measuring total risk attributed to the overall market movements, as well as a country-versus-industry regression model.

The Innovation Journey presents the results of a major longitudinal study that examined the process of innovation from concept to implementation of new technologies, products, processes, and administrative arrangements. Its findings call into question most of the explanations of the innovation process that have been proposed in the past. The Minnesota Innovation Research Program, on which this book is based, involved over 30 researchers who undertook longitudinal studies that tracked the development of 14 diverse innovations in real time and in their natural field settings. Studying its results, the authors find that the innovation journey is neither sequential and orderly, nor is it a matter of random trial and error; rather it is best characterized as a nonlinear dynamic system.