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Most companies know very little about the way their customers and employees think and behave. Sears is different. Its executives are learning not only to measure such attitudes but also to run the company on the basis of them. Learn more about the employee-customer-profit chain at Sears in this article by Anthony J. Rucci, Steven P. Kirn, and Richard T. Quinn. This article, which originally appeared in the January-February 1998 Harvard Business Review, is offered in audio form exclusively through Audible.

New and improved! Beginning this month, Audible's audio edition of Harvard Business Review features commentary by Senior Editor Gardiner Morse. Plus, Audible and HBR have selected a better mix of content, to help you take away more learning and wisdom from each issue.

As protectionist barriers crumble in emerging markets around the world, multinational companies are rushing in to find new opportunities for growth. To local businesses this can seem like a death sentence. This article from Harvard Business Review explains how they can overcome - and even take advantage of - their differences.

From the pages of Harvard Business Review hear Ram Charan, adviser to top executives at companies like GE and Ford, on "Conquering a Culture of Indecision"; Leonard L. Berry, founder of Texas A&M's Center for Retailing Studies, on "The Old Pillars of New Retailing"; and more. These articles, which originally appeared in the April 2001 issue of Harvard Business Review, are offered in audio form exclusively through Audible.

This article from Harvard Business Review analyzes how successful companies understand that profit share is often more important than market share. The authors discuss turbulent industries, give examples of when growth isn't good, explain how to create and manage a profit pool, and more. This article, which originally appeared in the May-June 1998 Harvard Business Review, is offered in audio form exclusively through Audible.

Managers are bombarded with advice about pay. Unfortunately, much of that advice is wrong, according to Stanford Business School Professor Jeffrey Pfeffer. The author describes what he calls "The Six Dangerous Myths About Compensation," and provides some advice and reality. This article, which originally appeared in the May-June 1998 Harvard Business Review, is offered in audio form exclusively through Audible.

Under current compensation schemes, senior managers are rewarded even when their companies underperform. But there's a way for boards to align executive pay with shareholder expectations. Alfred Rappaport will demonstrate the ways in which boards of directors can push through changes in executive compensation practices and adopt reforms at all levels of the organization. This article, which originally appeared in the March-April 1999 Harvard Business Review, is offered in audio form exclusively through Audible.

This article from Harvard Business Review asks whether you know where the money's being made in your industry. The authors provide a 4-step process for mapping a profit pool, discuss applying the process, and more. This article, which originally appeared in the May-June 1998 Harvard Business Review, is offered in audio form exclusively through Audible.

From the pages of Harvard Business Review hear former AlliedSignal CEO Larry Bossidy on "The Job No CEO Should Delegate," Harvard Med School Dean Paul F. Levy on "The Nut Island Effect: When Good Teams Go Wrong," and more.

How do you bring your organization's focus back to the customer? What role does employee loyalty play in building customer loyalty? This collection from Harvard Business Review addresses these questions and offers advice to executives on implementing new strategies.

The articles in this collection address the factors that lead to resistance to change, including the disconnect between senior executives and employees, the difference in employer and employee view of change, and the breakdown in necessary predictability. The authors all suggest methods for overcoming these obstacles for more successful improvement programs.

These articles from Harvard Business Review ask: Where does an effective corporate renewal begin? Why do transformation efforts often fail? How do you balance all the components of a change plan? The 3 articles in this selection discuss the delicate art of change management. These articles originally appeared in print in Harvard Business Review and are now available in audio format exclusively through Audible.

Look beneath the surface of most companies, and you'll actually find 3 kinds of businesses: customer relationship management, product innovation, and infrastructure management. The authors provide a roadmap for unbundling these core processes and rebundling them into a more efficient - or an entirely different - organization. This article, which originally appeared in the March-April 1999 Harvard Business Review, is offered in audio form exclusively through Audible.

In today's competitive environment, every company has an action plan. However, the processes used to create those plans don't always work and many companies have a tendency to benchmark practices from corporations known to be outstanding planners. Andrew Campbell, director of the Ashridge Strategic Management Centre, explains why companies need to stop chasing best-in-class models for their corporate planning processes and play to their own strengths instead. This article, which originally appeared in the March-April 1999 Harvard Business Review, is offered in audio form exclusively...

Management practices that work well in one phase may bring on a crisis in another. Professor Larry E. Greiner's article originally appeared in the July-August 1972 issue of Harvard Business Review. This version, offered in audio form exclusively through Audible, was modified and reprinted in the May-June 1998 edition. It includes new commentary by Greiner called "Revolution is Still Inevitable."

Competition on the Internet is breaking down industry barriers and creating fierce battles between industry giants and small-scale start-ups. The Netscape-Microsoft battles show how start-ups can avoid those conflicts by moving quickly to uncontested ground and, when that's no longer possible, by turning the strengths of dominant players against them. This article, which originally appeared in the January-February 1999 Harvard Business Review, is offered in audio form exclusively through Audible.

Head-to-head competition can only get you a larger piece of an existing pie. To break free from the pack and stake out new ground requires a different competitive mind-set and a systematic way of looking for opportunities. This article, which originally appeared in the January-February 1999 Harvard Business Review, is offered in audio form exclusively through Audible.

This July/August 2006 special double issue of The Harvard Business Review on the theme of sales, includes two complete articles: "Better Sales Networks" by Tuba Ustuner and David Godes; and "Ending The War Between Sales & Marketing" by Philip Kotler, Neil Rackham, and Suj Krishnaswamy. Plus, you'll hear OnPoint summaries of two articles: "How Right Should the Customer Be" by Erin Anderson and Vincent Onyemah, and "The Sales Learning Curve" by Mark Leslie and Charles A. Holloway.

Peter F. Drucker, author of Management Challenges for the 21st Century, explains that success in the knowledge economy comes to those who know themselves - their strengths, their values, and how they best perform.

This month's issue includes two complete articles: "The Five Messages Leaders Must Manage" and "Mapping Your Innovation Strategy". Plus, you'll hear OnPoint summaries of three articles: "Why Innovation in Healthcare is So Hard", "Are Leaders Portable?", and "Winning in the Aftermarket". Finally, there are Executive Summaries of four additional articles, along with special commentary from HBR Senior Editor Gardiner Morse.