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10 Must-Read Articles From HBR - Harvard Business Review

10 Must-Read Articles From HBR - Harvard Business Review

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10 Must-Read Articles from HBR
by Clayton M. Christensen, Michael Overdorf, Thomas H. Davenport, Peter F. Drucker, Daniel Goleman, Robert S. Kaplan, David P. Norton, Rosabeth Moss Kanter, John P. Kotter, Theodore Levitt, Michael E. Porter, C.K. Prahalad, Gary Hamel 151 pages. Publication date: Mar 20, 2009. Prod. #: 13292-PDF-ENG HBR Article Collections save you time by synthesizing and distilling the essence of selected Harvard Business Review articles that, together, help you meet a specific management challenge. One-page overviews draw out the main points. Annotated bibliographies point you to related resources. Includes original HBR articles. If you read nothing else, read these 10 articles from HBR's most influential authors: 1) "Meeting the Challenge of Disruptive Change," by Clayton M. Christensen and Michael Overdorf, explains why so few established companies innovate successfully. 2) "Competing on Analytics," by Thomas H. Davenport, explains how to use data-collection technology and analysis to discern what your customers want, how much they're willing to pay, and what keeps them loyal. 3) "Managing Oneself," by Peter F. Drucker, encourages us to carve our own paths by asking questions such as, "What are my strengths?" and "Where do I belong?" 4) "What Makes a Leader?" Not IQ or technical skills, says Daniel Goleman, but emotional intelligence. 5) "Putting the Balanced Scorecard to Work," by Robert S. Kaplan and David P. Norton, includes practical steps and examples from companies that use the balanced scorecard to measure performance and set strategy. 6) "Innovation: The Classic Traps," by Rosabeth Moss Kanter, advocates applying lessons from past failures to your innovation efforts. She explores four problems and offers remedies for each. 7) "Leading Change: Why Transformation Efforts Fail," by John P. Kotter, argues that transformation is a process, not an event. It takes years, not weeks, and you can't skip any steps. 8) "Marketing Myopia," by Theodore Levitt, introduces the quintessential strategy question, "What business are you really in?" 9) "What Is Strategy?" by Michael E. Porter, argues that rivals can easily copy your operational effectiveness, but they can't copy your strategic positioning--what distinguishes you from all the rest. 10) "The Core Competence of the Corporation," by C.K. Prahalad and Gary Hamel, argues that a diversified company is like a tree: the trunk and major limbs its core products, branches its business units, leaves and fruit its end products. Nourishing and stabilizing everything is the root system: its core competencies. « Hide Quantity


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hbr.org/product/…/13292-PDF-ENG 2/2 .23/01/2010 10 Must-Read Articles from HBR . Harvard Business Publishing is an affiliate of Harvard Business School.… Search HBR.org Topics Change Management Competition Innovation Leadership Strategy Today on HBR Blogs Books Authors RSS Feed Email New sletters HBR on Tw itter HBR on Facebook HBR on YouTube Podcasts: Audio and Video Harvard Business Mobile Contact Us Advertise w ith Us New sroom Guidelines for Authors: Magazine Guidelines for Authors: Books Information for Booksellers/Retailers Current Issue Skills Emotional Intelligence Managing Yourself Measuring Business Performance Project Management Strategic Thinking Subscriber Help Products and Website Help Industries Finance & Insurance Health Care Services Manufacturing Media & Telecommunications Professional Services Subscribe International Editions Guidelines for Authors Harvard Business School HBR Article Reprints Case Studies Books and Chapters CDs and Audio Special Collections Conferences Balanced Scorecard Report About Us Careers Higher Education Corporate Learning HBS Executive Education About Us Privacy Policy Copyright Information Harvard Business Publishing: Higher Education | Trademark Policy Corporate Learning | Harvard Business Review Copyright © 2009 Harvard Business School Publishing. All rights reserved.

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