検索キーワード： 予測・戦略的計画

読売新聞「本よみうり」堂（2026年5月24）にて、東京大学教授・佐橋亮氏も絶賛！ 孫正義の未来構想力を間近で見続けてきた著者が、その後のビジネスや東京都政での経験を経て体系立てた「未来思考」とは？ 孫社長は、何よりも未来の方向性の本質をつかむ天才でした。

If you listen to nothing else on innovation, listen to this book. We've chosen a new selection of current and classic Harvard Business Review articles that will help you invest in your best innovation bets, learn from setbacks, and bring bold new offerings to market. This book will inspire you to know your customers' "jobs to be done;" harness the benefits of design thinking; bring AI into the innovation process; keep bureaucracy and structure from stifling creativity; build a culture of experimentation; and become the disrupter in your industry.

If you read (or listen to) nothing else on leading digital transformation, listen to this book. We've chosen a new selection of current and classic Harvard Business Review articles that will help you set ambitious milestones for your transformation, anticipate and avoid common mistakes, and...

New and updated 2026 edition. The difference between growing your business and going out of business is your ability to think strategically. The problem is, most leaders are stuck in the operational weeds, struggling to find the time to make better strategic decisions. This challenge is only...

Innovation doesn't just happen. You need to lead it. Discover the three critical roles leaders must play in driving—and scaling—innovation. Constant tech disruption. Unrelenting economic volatility. Radically shifting demographics and work norms. More than ever, we need to innovate amid...

In their bestselling first book, Prediction Machines, eminent economists Ajay Agrawal, Joshua Gans, and Avi Goldfarb explained the simple yet game-changing economics of AI. Now, in Power and Prediction, they go deeper, examining the most basic unit of analysis: the decision. The authors explain that the two key decision-making ingredients are prediction and judgment, and we perform both together in our minds, often without realizing it.

Everyone would benefit from seeing further into the future, whether buying stocks, crafting policy, launching a new product, or simply planning the week's meals. Unfortunately, people tend to be terrible forecasters. As Wharton professor Philip Tetlock showed in a landmark 2005 study, even experts' predictions are only slightly better than chance. However, an important and underreported conclusion of that study was that some experts do have real foresight.

Brought to you by Penguin. THE OUTRAGEOUS NO.1 INTERNATIONAL BESTSELLER, NOW AN OSCAR- AND BAFTA-WINNING FILM From the jungles of the trading floor to the casinos of Las Vegas, The Big Short, Michael Lewis's No.1 bestseller, tells the story of the misfits, renegades and visionaries who saw that...

THE HUGE INTERNATIONAL BESTSELLER A former FBI hostage negotiator offers a new, field-tested approach to negotiating - effective in any situation. After a stint policing the rough streets of Kansas City, Missouri, Chris Voss joined the FBI, where his career as a kidnapping negotiator brought him...

How to stay ahead in a world transformed by AI. If you read (or listen to) nothing else on AI, listen to this book. We've chosen a new selection of current and classic Harvard Business Review articles that will help you make sense of the shifting landscape, anticipate opportunities and threats...

Playing to Win, a noted Wall Street Journal and Washington Post best seller, outlines the strategic approach Lafley, in close partnership with strategic adviser Roger Martin, used to double P&G’s sales, quadruple its profits, and increase its market value by more than $100 billion when Lafley was first CEO (he led the company from 2000 to 2009). The book shows leaders in any type of organization how to guide everyday actions with larger strategic goals built around the clear, essential elements that determine business successwhere to play and how to win.

WHAT VALUABLE COMPANY IS NOBODY BUILDING? The next Bill Gates will not build an operating system. The next Larry Page or Sergey Brin won’t make a search engine. If you are copying these guys, you aren’t learning from them. It’s easier to copy a model than to make something new: doing what...

Legendary venture capitalist John Doerr reveals how the goal-setting system of Objectives and Key Results (OKRs) has helped tech giants from Intel to Google achieve explosive growth--and how it can help any organization thrive. In the fall of 1999, John Doerr met with the founders of a start-up...

Paul Jarvis left the corporate world when he realized that working in a high-pressure, high profile world was not his idea of success. In Company of One, Jarvis explains how you can find the right pathway to do the same, including planning how to set up your shop, determining your desired revenues, dealing with unexpected crises, keeping your key clients happy, and of course, doing all of this on your own. Company of One is a refreshingly new approach centered on staying small and avoiding growth, for any size business.

Brought to you by Penguin. From a former President of Tesla comes The Algorithm—the first book written by any of Elon Musk’s direct reports—a transformative guide for leaders, entrepreneurs, and innovators who want to emulate the paradigm-shattering approach Musk used to launch Tesla and...

Brought to you by Penguin. FROM THE INTERNATIONALLY BESTSELLING AUTHOR OF ESSENTIALISM COMES A GUIDE TO MAKING THE MOST IMPORTANT TASKS EFFORTLESS The intricacy of modern life has created a false dichotomy between things that are 'hard and important,' and those that are 'easy and trivial.'...

In the past few years, a number of well-known firms have failed; think of Blockbuster, Kodak, or RadioShack. When we hear about their demise, it often seems inevitable - a natural part of "creative destruction." But closer examination reveals a disturbing truth: Companies large and small are shuttering more quickly than ever. What does it take to buck this trend? The simple answer is: ambidexterity. Firms must remain competitive in their core markets, while also winning in new domains.

More than 20 years ago, Robert S. Kaplan and David P. Norton introduced the balanced scorecard, a revolutionary performance measurement system that allowed organizations to quantify intangible assets such as people, information, and customer relationships. Then, in The Strategy-Focused Organization, Kaplan and Norton showed how organizations achieved breakthrough performance with a management system that put the balanced scorecard into action.

マイケル・ポーター、ジェイ・バーニー以降の経営戦略論はどこへ向かうのか。本書は、経営戦略論の悠久の系譜を紀元前からたどり、外部環境分析と内部環境分析の理論的発展を経て、2010年代以降に台頭した４つの新潮流までを１本の流れとして描き出す。

7 Powers breaks fresh ground by constructing a comprehensive strategy toolset that is easy for you to learn, communicate, and quickly apply. Drawing on his decades of experience as a business strategy adviser, active equity investor and Stanford University teacher Hamilton Helmer develops from first principles a practical theory of strategy rooted in the notion of power, those conditions which create the potential for persistent differential returns. Using rich real-world examples, Helmer rigorously characterizes exactly what your business must achieve to create power.