NEW YORK TIMES BESTSELLER #1 WALL STREET JOURNAL BESTSELLER Blue Ocean Shift is the essential follow up to Blue Ocean Strategy, the classic and over 4 million copy global bestseller by world-renowned professors W. Chan Kim and Renee Mauborgne. Drawing on more than a decade of new work, Kim and Mauborgne show you how to move beyond competing, inspire your people's confidence, and seize new growth, guiding you step-by-step through how to take your organization from a red ocean crowded with competition to a blue ocean of uncontested market space. By combining the insights of human psychology with practical market-creating tools and real-world guidance, Kim and Mauborgne deliver the definitive guide to shift yourself, your team, or your organization to new heights of confidence, market creation, and growth. They show why nondisruptive creation is as important as disruption in seizing new growth. Blue Ocean Shift is packed with all-new research and examples of how leaders in diverse industries and organizations made the shift and created new markets by applying the process and tools outlined in the book. Whether you are a cash-strapped startup or a large, established company, nonprofit or national government, you will learn how to move from red to blue oceans in a way that builds your people's confidence so that they own and drive the process. With battle-tested lessons learned from successes and failures in the field, Blue Ocean Shift is critical reading for leaders, managers, and entrepreneurs alike. You'll learn what works, what doesn't, and how to avoid the pitfalls along the way. This book will empower you to succeed as you embark on your own blue ocean journey. Blue Ocean Shift is indispensable for anyone committed to building a compelling future.

Ten years ago, world-renowned professors W. Chan Kim and Renee Mauborgne broke ground by introducing "blue ocean strategy," a new model for discovering uncontested markets that are ripe for growth. In this bound version of their bestselling Harvard Business Review classic article, they apply their concepts and tools to what is perhaps the greatest challenge of leadership: closing the gulf between the potential and the realized talent and energy of employees. Research indicates that this gulf is vast: According to Gallup, 70% of workers are disengaged from their jobs. If companies could find a way to convert them into engaged employees, the results could be transformative. The trouble is, managers lack a clear understanding of what changes they could make to bring out the best in everyone. In this article, Kim and Mauborgne offer a solution to that problem: a systematic approach to uncovering, at each level of the organization, which leadership acts and activities will inspire employees to give their all, and a process for getting managers throughout the company to start doing them. Blue ocean leadership works because the managers' "customers"--that is, the people managers oversee and report to--are involved in identifying what's effective and what isn't. Moreover, the approach doesn't require leaders to alter who they are, just to undertake a different set of tasks. And that kind of change is much easier to implement and track than changes to values and mind-sets. The Harvard Business Review Classics series offers you the opportunity to make seminal Harvard Business Review articles a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world--and will have a direct impact on you today and for years to come.

As established markets become less profitable, companies increasingly need to find ways to create and capture new markets. Despite much investment and commitment, most firms struggle to do this. What, exactly, is getting in their way? World-renowned professors W. Chan Kim and Renee Mauborgne, the authors of the best-selling book Blue Ocean Strategy have spent over a decade exploring that question. They have seen that the trouble lies in managers' mental models--ingrained assumptions and theories about the way the world works. Though these models may work perfectly well in mature markets, they undermine executives' attempts to discover uncontested new spaces with ample potential (blue oceans) and keep companies firmly anchored in existing spaces where competition is bloody (red oceans). In this bound version of their bestselling Harvard Business Review classic article, they describe how to break free of these red ocean traps. To do that, managers need to: (1) Focus on attracting new customers, not pleasing current customers; (2) Worry less about segmentation and more about what different segments have in common; (3) Understand that market creation is not synonymous with either technological innovation or creative destruction; and (3) Stop focusing on premium versus low-cost strategies. The Harvard Business Review Classics series offers you the opportunity to make seminal Harvard Business Review articles a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world--and will have a direct impact on you today and for years to come.

Argues against common competitive practices while outlining recommendations based on the creation of untapped market spaces with growth potential.

The collection you need to create more blue oceans. W. Chan Kim and Renee Mauborgne changed the field of strategy and the language of business with their pathbreaking "blue ocean strategy," a model for creating uncontested markets that unlock new demand and new opportunities for growth. This book brings together three of their classic blue ocean strategy articles, all first published in Harvard Business Review. "Blue Ocean Strategy" highlights the distinct differences between market-competing (red ocean) and market-creating (blue ocean) strategy and what it takes to create the new markets of tomorrow. In "Red Ocean Traps," Kim and Mauborgne reveal the faulty assumptions that keep managers tethered to existing overcrowded markets (red oceans). "Blue Ocean Leadership" applies the concepts and analytic frameworks of blue ocean strategy to an innovative leadership approach that releases employees' untapped talent and energy while conserving their most precious resource--time. This collection is the ideal start, or refresher, for creating more blue oceans.

The best of W. Chan Kim and Renée Mauborgne’s articles on blue ocean strategy, all in one place. The seminal book Blue Ocean Strategy has sold over 4 million copies globally and is in print in 49 languages. But much of W. Chan Kim and Renée Mauborgne’s work on creating new market spaces was originally published in the pages of Harvard Business Review. This book brings the best of those articles together all in one place. Piece by piece, these articles explain the process of creating “blue oceans”––uncontested market spaces, untainted by competition. Kim and Mauborgne introduce tools for exploring and exploiting these markets, such as the Value Curve, the Strategy Canvas, the Price Corridor of the Mass, and the Business Model Guide—tools that have come to make up the blue ocean strategy framework. This collection also features the authors’ latest Harvard Business Review article, “Red Ocean Traps.” Whether or not you’re familiar with blue ocean strategy, this book will give you a new perspective on this important framework—and help you implement it in your organization. This volume includes the articles “Value Innovation: The Strategic Logic of High Growth,” “Fair Process: Managing in the Knowledge Economy,” “Creating New Maket Space,” “Knowing a Winning Business Idea When You See One,” “Charting Your Company’s Future,” “Tipping Point Leadership,” “Blue Ocean Strategy,” “How Strategy Shapes Structure,” “Blue Ocean Leadership,” and “Red Ocean Traps: The Mental Models That Undermine Market-Creating Strategies.”

In Blue Ocean Strategy, W. Chan Kim and Renée Mauborgne tackle the central problem facing all businesses: how to perform better than your competitors? Their solution involves taking a creative approach to the normal view of competition. In the normal framework, competition is a zero-sum game: if there are two companies competing for the same market, as one does better, the other has to do worse. The authors’ creative leap is to suggest one can beat the competition by not competing. Companies should avoid confronting competitors in crowded marketplaces, what they call “red oceans,” and instead seek out new markets, or “blue oceans.” Once the blue oceans have been identified, companies can get down to the task of creating unique products which exploit that market. Chan and Mauborgne argue, for example, that a wine company might decide to start appealing to a group previously uninterested in wine. This would be a “blue ocean” market, giving the winemaker a huge advantage, which they could exploit by creating a wine that appealed to the tastes of a beer-drinking demographic. A classic of business writing, Blue Ocean Strategy is creative thinking and problem solving at its best.

Nautilus Book Award Winner: An “engagingly written” behavioral science-based guide to tackling our urgent environmental problems (Robert B. Cialdini, author of Influence: The Psychology of Persuasion). To create a sustainable future and achieve positive, durable change, we must design solutions based directly on how people think, make decisions, and act. From hotels that save water (and money) using simple signage to energy suppliers that boost participation in renewable energy programs through mere enrollment-form tweaks, it’s clear that shifting the behavior of millions for the better is possible. Based on decades of research into what drives behavior change, Making Shift Happen provides a suite of powerful tools to transform the world. It features A-to-Z guidance on how to design a behavior change initiative—from choosing the right audience and uncovering what drives their behavior to designing, prototyping, testing, and implementation. Clear instructions and real-world examples empower you to apply hundreds of behavioral science solutions including: Using social norms to spread positive environmental behaviors Selecting and testing stories, metaphors, and values to frame information for each audience Catalyzing action by aligning your initiative with your audience’s personal and social motivators Breaking bad habits and building positive ones Capturing your audience’s attention and reducing barriers to action Connecting people with nature and building empathy for the environment and its inhabitants Making Shift Happen is a must-have guide for practitioners in non-profits, governments, and businesses looking to design successful campaigns and initiatives that shift behaviors and mindsets toward positive environmental outcomes and a better future for all. “Completely fascinating—we’ve learned a lot about the ways minds work in the last decades and that may help us figure out how to appeal to our better angels more effectively than in the past. Rest assured that people who want to sell us junk are paying attention to these insights—the rest of us better do so too!” —Bill McKibben, author of The End of Nature

Ten years after his New York Times bestselling book Microtrends, Mark Penn identifies the next wave of trends reshaping the future of business, politics, and culture. Mark Penn has boldly argued that the future is not shaped by society’s broad forces, but by quiet changes within narrow slices of the population. Ten years ago, he showed how the behavior of one small group can exert an outsized influence over the whole of America with his bestselling Microtrends, which highlighted dozens of tiny, counterintuitive trends that have since come to fruition, from the explosion of internet dating to the recent split within the Republican Party. Today, the world is in perplexing upheaval, and microtrends are more influential than ever. In this environment, Penn offers a necessary perspective. Microtrends Squared makes sense of what is happening in the world today. Through fifty new microtrends, Penn illuminates the shifts that are coming in the next decade. He pinpoints the unseen hand behind new power relationships that have emerged—as fringe voters and reactionary politics have found their revival, as online influencers overshadow traditional media, and as the gig economy continues to invade new swathes of industry. He speaks to the next wave of developments coming in technology, social movements, and even dating. Offering a clear vision of the future of business, politics, and culture, Microtrends Squared is a must-read for innovators and entrepreneurs, political and business leaders, and for every curious reader looking to understand the wave of the future when it is just a ripple.

Men in hardhats were once the heart of America’s working class; now it is women in scrubs. What does this shift portend for our future? Pittsburgh was once synonymous with steel. But today most of its mills are gone. Like so many places across the United States, a city that was a center of blue-collar manufacturing is now dominated by the service economy—particularly health care, which employs more Americans than any other industry. Gabriel Winant takes us inside the Rust Belt to show how America’s cities have weathered new economic realities. In Pittsburgh’s neighborhoods, he finds that a new working class has emerged in the wake of deindustrialization. As steelworkers and their families grew older, they required more health care. Even as the industrial economy contracted sharply, the care economy thrived. Hospitals and nursing homes went on hiring sprees. But many care jobs bear little resemblance to the manufacturing work the city lost. Unlike their blue-collar predecessors, home health aides and hospital staff work unpredictable hours for low pay. And the new working class disproportionately comprises women and people of color. Today health care workers are on the front lines of our most pressing crises, yet we have been slow to appreciate that they are the face of our twenty-first-century workforce. The Next Shift offers unique insights into how we got here and what could happen next. If health care employees, along with other essential workers, can translate the increasing recognition of their economic value into political power, they may become a major force in the twenty-first century.