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The Power of Pull, written by John Hagel III, John Seely Brown, and Lang Davison, all of the Deloitte Center for the Edge, is a seven-chapter book published by Basic Books/Perseus Books Group. The subtitle is: How Smart Moves, Smartly Made, Can Set Big Things in Motion. Roughly the first half of the book discusses the concept of pull: the ability to harness the power of networks, drawing out people and resources as needed to address opportunities, and participating actively in a flow of knowledge rather than simply possessing knowledge. Pull helps access people and resources when required, attract people and resources that are relevant and valuable, and achieve personal potential more effectively by pulling from within the qualities of performance that success demands. The second part of the book explores how pull can be put into practice at the individual, institutional, and societal levels. Chapter 6 discusses how institutions can implement the power of pull. Institutions must redefine the trajectory for change, leverage passionate individuals from both inside and outside of the institution, and accelerate the pace of change by removing institutional barriers -- by embracing, for example, the power that social networking websites can have on the job.

The Power of Pull, written by John Hagel III, John Seely Brown, and Lang Davison, all of the Deloitte Center for the Edge, is a seven-chapter book published by Basic Books/Perseus Books Group. The subtitle is: How Smart Moves, Smartly Made, Can Set Big Things in Motion. Roughly the first half of the book discusses the concept of pull: the ability to harness the power of networks, drawing out people and resources as needed to address opportunities, and participating actively in a flow of knowledge rather than simply possessing knowledge. Pull helps access people and resources when required, attract people and resources that are relevant and valuable, and achieve personal potential more effectively by pulling from within the qualities of performance that success demands. The second part of the book explores how pull can be put into practice at the individual, institutional, and societal levels. Chapter 5 discusses how individuals can put the levels of pull into practice, as well as the elements of change (trajectory, leverage, and pace) needed to galvanize change within an institution. To fully utilize pull, individuals must do three things: make their passion their profession (trajectory), harness their ecosystems (leverage), and maximize their return on attention - the value they get for the time and effort invested in focusing on someone or something (pace).

The Power of Pull, written by John Hagel III, John Seely Brown, and Lang Davison, all of the Deloitte Center for the Edge, is a seven-chapter book published by Basic Books/Perseus Books Group. The subtitle is: How Smart Moves, Smartly Made, Can Set Big Things in Motion. Roughly the first half of the book discusses the concept of pull: the ability to harness the power of networks, drawing out people and resources as needed to address opportunities, and participating actively in a flow of knowledge rather than simply possessing knowledge. Pull helps access people and resources when required, attract people and resources that are relevant and valuable, and achieve personal potential more effectively by pulling from within the qualities of performance that success demands. The second part of the book explores how pull can be put into practice at the individual, institutional, and societal levels. Chapter 4 discusses the third and final level of pull: achieve. Achieving allows large numbers of participants to come together, through "creation spaces," to test and refine the practices required to exploiting their potential more efficiently. The authors challenge the concept of the "experience curve," offering their own "collaboration curve" that forms across institutions, yielding more diverse participants; this curve , unlike the experience curve, does not focus on learning, but is designed to drive more rapid performance improvement with learning as a byproduct.

The Power of Pull, written by John Hagel III, John Seely Brown, and Lang Davison, all of the Deloitte Center for the Edge, is a seven-chapter book published by Basic Books/Perseus Books Group. The subtitle is: How Smart Moves, Smartly Made, Can Set Big Things in Motion. Roughly the first half of the book discusses the concept of pull: the ability to harness the power of networks, drawing out people and resources as needed to address opportunities, and participating actively in a flow of knowledge rather than simply possessing knowledge. Pull helps access people and resources when required, attract people and resources that are relevant and valuable, and achieve personal potential more effectively by pulling from within the qualities of performance that success demands. The second part of the book explores how pull can be put into practice at the individual, institutional, and societal levels. Chapter 3 discusses the second level of pull: attract. Due to the proliferation of information, accessing specific resources now depends more on serendipity than on searching. To increase the probability and quality of these chance encounters, access to not only digital social networks, but to the informational "edges" - areas of knowledge creation and economic growth where unmet needs and unexploited capabilities are found - of our interests is paramount.

The Power of Pull, written by John Hagel III, John Seely Brown, and Lang Davison, all of the Deloitte Center for the Edge, is a seven-chapter book published by Basic Books/Perseus Books Group. The subtitle is: How Smart Moves, Smartly Made, Can Set Big Things in Motion. Roughly the first half of the book discusses the concept of pull: the ability to harness the power of networks, drawing out people and resources as needed to address opportunities, and participating actively in a flow of knowledge rather than simply possessing knowledge. Pull helps access people and resources when required, attract people and resources that are relevant and valuable, and achieve personal potential more effectively by pulling from within the qualities of performance that success demands. The second part of the book explores how pull can be put into practice at the individual, institutional, and societal levels. Chapter 2 discusses the first level of the concept of pull: access. Access involves the ability to find, learn about, and connect with resources on an as-needed basis to address unanticipated needs. In the past, access to resources was dependent upon "stocks" of knowledge - information known at a point in time. However, an ever-increasing amount of information makes these "stocks" more difficult to keep current and therefore less valuable. Access now requires a different approach utilizing "flows" of knowledge, or interactions that create knowledge or transfer it across individuals.

The Power of Pull, written by John Hagel III, John Seely Brown, and Lang Davison, all of the Deloitte Center for the Edge, is a seven-chapter book published by Basic Books/Perseus Books Group. The subtitle is: How Smart Moves, Smartly Made, Can Set Big Things in Motion. Roughly the first half of the book discusses the concept of pull: the ability to harness the power of networks, drawing out people and resources as needed to address opportunities, and participating actively in a flow of knowledge rather than simply possessing knowledge. Pull helps access people and resources when required, attract people and resources that are relevant and valuable, and achieve personal potential more effectively by pulling from within the qualities of performance that success demands. The second part of the book explores how pull can be put into practice at the individual, institutional, and societal levels. Chapter 1 discusses what the authors call the "Big Shift" in organizational behavior from a "push" to a "pull" methodology. The ongoing catalysts for the Big Shift are the constant creation of new digital infrastructure; the easier flow of capital, talent, and knowledge; and the institutional innovations that the first two engender.

Warren Bennis's classic book On Becoming a Leader examines the differences between leaders and followers and explains how leaders emerge and sustain themselves. The 2009 edition, published by Basic Books (a member of the Perseus Books group) is substantially updated from the original. In this chapter, Bennis says true leaders are not born but made, and usually self-made. He studies examples from recent US history; goes on to distinguish leadership from management; and explores the critical process of self-invention (including self-reinvention).

Warren Bennis's classic book On Becoming a Leader examines the differences between leaders and followers and explains how leaders emerge and sustain themselves. The 2009 edition, published by Basic Books (a member of the Perseus Books group), is substantially updated from the original. In this chapter, Bennis explores the importance of learning to leaders, and distinguishes among three types of learning: shock, maintenance, and innovative. He goes on to demonstrate the value of (1) looking back at your childhood and adolescence and using your experiences to make things happen in the present; (2) consciously seeking the kinds of experiences that will improve and enlarge you; (3) taking risks as a matter of course, with the knowledge that failure is as vital as it is inevitable; (4) seeing the future as an opportunity to do things that need to be done, rather than as a trial or a test.

Warren Bennis's classic book On Becoming a Leader examines the differences between leaders and followers and explains how leaders emerge and sustain themselves. The 2009 edition, published by Basic Books (a member of the Perseus Books group), is substantially updated from the original. In this chapter, Bennis asserts that: in order to lead you must win people's trust; the characteristic essential to winning trust is integrity; and the foundation of integrity is adherence to a strong and clearly defined ethical code. Bennis also says that leaders must be committed to proactively stimulating and orchestrating change.

The book A Primer on Corporate Governance was written by Cornelis A. DeKluyver, Dean of the Lundquist College of Business at the University of Oregon, and published by Business Expert Press. The book discusses corporate governance from both a macro- and micro-perspective. Historical data and examples including the recent scandals that have torn the fabric of capitalism pave a pathway to the principal challenges facing today's boards, and how to successfully manage them. The epilogue looks at the future and deals with subjects that are just beginning to appear on corporate agendas. It analyzes the emerging global convergence of governance systems, requirements, and practices; it looks at the prospects of further U.S. governance reform; and it discusses the changing relationship between business and society and its likely impact in the boardroom.

Built to Love: Creating Products That Captivate Customers is a 10-chapter book published in 2010 by Berrett-Koehler Publishers, Inc. and written by Peter Boatwright, Associate Professor of Marketing at the Tepper School of Business, and Jonathan Cagan, the George Tallman and Florence Barrett Ladd Professor in the Department of Mechanical Engineering at Carnegie Mellon University. The authors explain how and why evoking an emotional connection with the customer enables certain products to enjoy market success. They explore key concepts around high-emotion products and present research that proves the value of emotion in product success. Drawing on numerous real-world examples, including an extended case study of Navistar, they outline a model for creating high-emotion products in three phases: identify emotional opportunity, develop a product strategy, and transfer strategy into product features. They provide practical guidance and insight for managers. In Chapter 1, Product Emotions (16 pages), the authors consider the relationship between the customer and a product. The authors differentiate between using emotions to encourage the purchase of a product versus developing a product experience that produces an emotion, with the latter as the desired goal. They also explain how branding plays a significant role in product emotions because it forms the basis for the relationship between product and company. The authors argue that an emotional exchange must be genuine and lasting to be effective and that the goal of creating product emotions must be integrated into the company's overall strategy and mission, based on extensive research and careful development.

Built to Love: Creating Products That Captivate Customers is a 10-chapter book published in 2010 by Berrett-Koehler Publishers, Inc. and written by Peter Boatwright, Associate Professor of Marketing at the Tepper School of Business, and Jonathan Cagan, the George Tallman and Florence Barrett Ladd Professor in the Department of Mechanical Engineering at Carnegie Mellon University. The authors explain how and why evoking an emotional connection with the customer enables certain products to enjoy market success. They explore key concepts around high-emotion products and present research that proves the value of emotion in product success. Drawing on numerous real-world examples, including an extended case study of Navistar, they outline a model for creating high-emotion products in three phases: identify emotional opportunity, develop a product strategy, and transfer strategy into product features. They provide practical guidance and insight for managers. Chapter 2, Profitability of Emotions (8 pages), shows that creating product features that engender high emotion often costs little to implement, even for products that are strong revenue sources. The authors consider examples from McDonald's, Black and Decker, and Starbucks to illustrate how low-cost product features such as hamburger wrappers or a different brand name can evoke emotions. They also consider factors that are essential in identifying and developing the right product features, including workforce training and hiring appropriate staff.

Built to Love: Creating Products That Captivate Customers is a 10-chapter book published in 2010 by Berrett-Koehler Publishers, Inc. and written by Peter Boatwright, Associate Professor of Marketing at the Tepper School of Business, and Jonathan Cagan, the George Tallman and Florence Barrett Ladd Professor in the Department of Mechanical Engineering at Carnegie Mellon University. The authors explain how and why evoking an emotional connection with the customer enables certain products to enjoy market success. They explore key concepts around high-emotion products and present research that proves the value of emotion in product success. Drawing on numerous real-world examples, including an extended case study of Navistar, they outline a model for creating high-emotion products in three phases: identify emotional opportunity, develop a product strategy, and transfer strategy into product features. They provide practical guidance and insight for managers. In Chapter 3, The High-Emotion Index: Stock Market Gains from Emotion (11 pages), the authors present their research on the profitability of product emotions. They describe the methodology used to determine if the financial gain from product emotion mitigates the costs of creating that emotion. Extending their model from individual products to the market capitalization of companies, they explain that higher-emotion stocks will outperform lower-emotion stocks, and they provide insight on what this means for managers.

Built to Love: Creating Products That Captivate Customers is a 10-chapter book published in 2010 by Berrett-Koehler Publishers, Inc. and written by Peter Boatwright, Associate Professor of Marketing at the Tepper School of Business, and Jonathan Cagan, the George Tallman and Florence Barrett Ladd Professor in the Department of Mechanical Engineering at Carnegie Mellon University. The authors explain how and why evoking an emotional connection with the customer enables certain products to enjoy market success. They explore key concepts around high-emotion products and present research that proves the value of emotion in product success. Drawing on numerous real-world examples, including an extended case study of Navistar, they outline a model for creating high-emotion products in three phases: identify emotional opportunity, develop a product strategy, and transfer strategy into product features. They provide practical guidance and insight for managers. In Chapter 4, The Paths to Emotion (20 pages), the authors outline two approaches to creating product emotion, through associated emotions or supported emotions. Associated emotions are external to the product and communicated to the customer through messaging, usually advertising. Supported emotions derive from the use of the product or service itself. The authors say that supported emotions are used less frequently and offer more powerful opportunities for managers. They illustrate each path through examples, but focus mainly on associated emotions in the chapter. They consider their own studies and other scientific research that demonstrates how associated emotion can have a positive impact on customers' perceptions of product value.

Built to Love: Creating Products That Captivate Customers is a 10-chapter book published in 2010 by Berrett-Koehler Publishers, Inc. and written by Peter Boatwright, Associate Professor of Marketing at the Tepper School of Business, and Jonathan Cagan, the George Tallman and Florence Barrett Ladd Professor in the Department of Mechanical Engineering at Carnegie Mellon University. The authors explain how and why evoking an emotional connection with the customer enables certain products to enjoy market success. They explore key concepts around high-emotion products and present research that proves the value of emotion in product success. Drawing on numerous real-world examples, including an extended case study of Navistar, they outline a model for creating high-emotion products in three phases: identify emotional opportunity, develop a product strategy, and transfer strategy into product features. They provide practical guidance and insight for managers. Chapter 5, Supported Emotions: The Key to Today's Leading Products (15 pages), delves more deeply into developing an actual product that delivers a high-emotion experience. The authors analyze Apple to illustrate the benefits of successfully supported emotions throughout a product experience. They present research on product packaging to show how every product detail can be used to provide customer value, and they further explore the benefit of supported emotions in business-to-business marketing, services marketing, and in higher education. The authors conclude that successful high-emotion products meet customer needs via both emotion and functionality.

Built to Love: Creating Products That Captivate Customers is a 10-chapter book published in 2010 by Berrett-Koehler Publishers, Inc. and written by Peter Boatwright, Associate Professor of Marketing at the Tepper School of Business, and Jonathan Cagan, the George Tallman and Florence Barrett Ladd Professor in the Department of Mechanical Engineering at Carnegie Mellon University. The authors explain how and why evoking an emotional connection with the customer enables certain products to enjoy market success. They explore key concepts around high-emotion products and present research that proves the value of emotion in product success. Drawing on numerous real-world examples, including an extended case study of Navistar, they outline a model for creating high-emotion products in three phases: identify emotional opportunity, develop a product strategy, and transfer strategy into product features. They provide practical guidance and insight for managers. In Chapter 6, Product Emotion Strategy (20 pages), the authors present a three-step model for creating high-emotion products. The first step is to determine the emotions that the product can produce. The second step is to develop a strategy to produce those emotions. The third step is to take that strategy and make it a reality through the production process. The authors outline 16 core categories of positive emotions that motivate customers and show why a successful strategy requires a solid understanding of the customer. They also explain "eMap" as a tool for creating an emotion strategy in a five-step process, with real world examples from Navistar Corporation, DesignAdvance Systems, and RedZone Robotics.

Built to Love: Creating Products That Captivate Customers is a 10-chapter book published in 2010 by Berrett-Koehler Publishers, Inc. and written by Peter Boatwright, Associate Professor of Marketing at the Tepper School of Business, and Jonathan Cagan, the George Tallman and Florence Barrett Ladd Professor in the Department of Mechanical Engineering at Carnegie Mellon University. The authors explain how and why evoking an emotional connection with the customer enables certain products to enjoy market success. They explore key concepts around high-emotion products and present research that proves the value of emotion in product success. Drawing on numerous real-world examples, including an extended case study of Navistar, they outline a model for creating high-emotion products in three phases: identify emotional opportunity, develop a product strategy, and transfer strategy into product features. They provide practical guidance and insight for managers. In Chapter 7, The Emotion of Form and Touchpoints to Create It (24 pages), the authors focus on using a product's visual form to evoke emotions. They emphasize the importance of creating a "visual brand language" to link the product form and product emotion strategy. They show how Harley Davidson and Buick used consistent visual brand languages to successfully create multiple products under one brand. They explain how an effective visual brand language can drive both product development and market differentiation, drawing from Whirlpool Corporation as an example. They explain a four-step process for turning strategy into touchpoints, or points of customer interaction: identification of attributes, integration into design, product testing, and production and evolution.

Built to Love: Creating Products That Captivate Customers is a 10-chapter book published in 2010 by Berrett-Koehler Publishers, Inc. and written by Peter Boatwright, Associate Professor of Marketing at the Tepper School of Business, and Jonathan Cagan, the George Tallman and Florence Barrett Ladd Professor in the Department of Mechanical Engineering at Carnegie Mellon University. The authors explain how and why evoking an emotional connection with the customer enables certain products to enjoy market success. They explore key concepts around high-emotion products and present research that proves the value of emotion in product success. Drawing on numerous real-world examples, including an extended case study of Navistar, they outline a model for creating high-emotion products in three phases: identify emotional opportunity, develop a product strategy, and transfer strategy into product features. They provide practical guidance and insight for managers. Chapter 8, Meeting Societal Needs: Positive Roles for Emotion (14 pages), explores opportunities for developing high-emotion products that address issues of sustainability, health for the aging, social action, and globalization. The authors consider efforts by companies that target an environmental problem, address a specific population group, take social action, or localize a product. They explain the benefits for companies to consider the emotions of societal issues in product and brand strategy.

Built to Love: Creating Products That Captivate Customers is a 10-chapter book published in 2010 by Berrett-Koehler Publishers, Inc. and written by Peter Boatwright, Associate Professor of Marketing at the Tepper School of Business, and Jonathan Cagan, the George Tallman and Florence Barrett Ladd Professor in the Department of Mechanical Engineering at Carnegie Mellon University. The authors explain how and why evoking an emotional connection with the customer enables certain products to enjoy market success. They explore key concepts around high-emotion products and present research that proves the value of emotion in product success. Drawing on numerous real-world examples, including an extended case study of Navistar, they outline a model for creating high-emotion products in three phases: identify emotional opportunity, develop a product strategy, and transfer strategy into product features. They provide practical guidance and insight for managers. In Chapter 9, Emotion's Role in Technology Products (10 pages), the authors consider how the value of emotion extends into markets typically regarded as non-emotional. They consider the potential for high-emotion products in the fields of nanotechnology, medical products and healthcare, space systems, and robotics. They explain why most technology and healthcare companies have not yet explored emotion in their product development and why it is increasingly important for this pattern to change. They also explore the power of aesthetically-pleasing designs and the emerging field of socially assistive robotics.

Built to Love: Creating Products That Captivate Customers is a 10-chapter book published in 2010 by Berrett-Koehler Publishers, Inc. and written by Peter Boatwright, Associate Professor of Marketing at the Tepper School of Business, and Jonathan Cagan, the George Tallman and Florence Barrett Ladd Professor in the Department of Mechanical Engineering at Carnegie Mellon University. The authors explain how and why evoking an emotional connection with the customer enables certain products to enjoy market success. They explore key concepts around high-emotion products and present research that proves the value of emotion in product success. Drawing on numerous real-world examples, including an extended case study of Navistar, they outline a model for creating high-emotion products in three phases: identify emotional opportunity, develop a product strategy, and transfer strategy into product features. They provide practical guidance and insight for managers. Chapter 10, Taking Action: Transform Your Products and Brands to Captivate Customers (5 pages), provides a brief practical review of the authors model for creating high-emotion products. The authors outline two strategic approaches for product emotions and outline the risks and benefits of each approach. In the first, they advise managers to "take the plunge" and move quickly in assessing a product portfolio and provide guidance on crafting a product emotion strategy. The second approach-"slow and steady"-allows managers to focus on a single product with a more conservative product development effort. They also consider the tradeoffs between the two approaches.