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Change is the one constant in business, and we must adapt or face obsolescence. Yet certain challenges never go away. That's what makes this book "must read." These are the 10 seminal articles by management's most influential experts, on topics of perennial concern to ambitious managers and leaders hungry for inspiration―and ready to run with big ideas to accelerate their own and their companies' success.
If you read nothing else―full stop―read:
Michael Porter on creating competitive advantage and distinguishing your company from rivals
John Kotter on leading change through eight critical stages
Daniel Goleman on using emotional intelligence to maximize performance
Peter Drucker on managing your career by evaluating your own strengths and weaknesses
Clay Christensen on orchestrating innovation within established organizations
Tom Davenport on using analytics to determine how to keep your customers loyal
Robert Kaplan and David Norton on measuring your company's strategy with the Balanced Scorecard
Rosabeth Moss Kanter on avoiding common mistakes when pushing innovation forward
Ted Levitt on understanding who your customers are and what they really want
C. K. Prahalad and Gary Hamel on identifying the unique, integrated systems that support your strategy
- Sales Rank: #981261 in Books
- Published on: 2016-08-09
- Released on: 2016-08-09
- Formats: Audiobook, MP3 Audio, Unabridged
- Original language: English
- Number of items: 1
- Dimensions: 6.75" h x .50" w x 5.25" l,
- Running time: 10 Hours
- Binding: MP3 CD
About the Author
For over 30 years, Bob has worked with Senior Executive Teams and Boards on their most vital strategic and organizational challenges, both as a consultant and a corporate executive. He is considered one of the world's leading strategic facilitators, having designed and conducted offsites in sixteen countries with companies ranging from Fortune 10 multinationals to German mittelstand family businesses.�
Bob is the author of four Harvard Business Review articles: Off-Sites That Work (June 2006, co-authored with Logan Chandler), When Teams Can't Decide (November 2008), Who Really Makes The Big Decisions in Your Company? (December 2011), and Leadership Summits That Work (March 2015, co-authored with Cary Greene). HBR named When Teams Can't Decide one of ten 'must read' articles on teams
The late PETER F. DRUCKER (1909–2005), known worldwide as the “Father of Modern Management,” was a professor, management consultant, and writer. Drucker directly influenced a huge number of leaders from a wide range of organizations across all sectors of society. Among them: General Electric, IBM, Intel, Procter & Gamble, Girl Scouts of the USA, The Salvation Army, Red Cross, United Farm Workers, and several presidential administrations.
CLAYTON M. CHRISTIENSEN is an associate professor of business administration at the Harvard Business School. Prior to joining the Harvard faculty, he was chairman and president of Ceramics Process Systems Corporation. He holds degrees from Brigham Young University and Oxford University, where he studied as a Rhodes scholar. He lives in Belmont, Massachusetts.
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Most helpful customer reviews
32 of 33 people found the following review helpful.
Very Insightful
By B. Figares
As an engineer, and most engineers can relate probably, I am very curious about how other branches of knowledge organize and work through their particular problems, both because engineering benefits greatly from understanding several problem domains, making you more versatile as a problem solver, and partly because you can translate understanding and knowledge from other areas to your own. This set comprises six books, each focused on a particular topic, but all from the point of view of a business owner or manager. There are a lot of mini processes embedded throughout the essays (each book has 11 essays iirc, the 10 must read and one 'extra'), with several case studies illustrating them - or whatever point the authors are trying to make, which will give you a better understanding of how this are used in real life.
Of course, this is a book and a lot of subtleties will be removed from the case studies, either because the authors took the liberty to simplify the case to make it more palatable to the intended audience, or because they actually haven't been extremely familiar throughout the whole development (ie, sometimes they use as example CEO transitions and say, since the new CEO applies this principle - or viceversa, since the new CEO ignores it - this or that happens... but this is in a period of maybe 8-10 years).
So far i haven't had the time to go through the whole series, i've read about half of it fully and have had the chance to discuss some of the books with friends, and we all agree that they possess great insights (we're all engineers, so your mileage might vary)
76 of 79 people found the following review helpful.
Useful introduction to the ideas of leading strategy experts
By John Gibbs
There are plenty of books available on strategy, but most business leaders do not have a lot of time to read them. Where can you go to get a reasonably-priced introduction to the ideas of some of the leading experts on business strategy? This book provides one possible answer. It includes essays on strategy and the five competitive forces by Michael Porter, building a vision by Collins and Porras, blue ocean strategy by Kim and Mauborgne, and the balanced scorecard by Kaplan and Norton.
Although I found the essays by each of the above-mentioned authors less inspiring and enlightening than their books on the same subjects, this compilation does give a good introduction to their ideas, and will help the reader discern whether to take the next step and read the authors' books. Each essay contains sidebars including an "Idea in Brief" sidebar which will help the busy reader further; however, in the Kindle version the sidebars simply appear in the main text, which interrupts the flow and can lead to confusion.
Not all strategic advice is good advice. In my view the advice given in the essay "Transforming Corner-Office Strategy into Frontline Action" leaves something to be desired. The idea of distilling a company's entire strategy into "one pithy, memorable and descriptive phrase" may appeal to some, but I really struggle to see its value. Examples include AOL ("Consumer Connectivity first - anytime, anywhere"), GE ("Be number one or number two in every industry in which we compete, or get out"), Dell ("Be direct"), and eBay ("Focus on trading communities"). Do any of these actually communicate useful strategies, or are they meaningless mantras?
On the other hand, I found the other essays on essentially the same topic (turning strategy into action) quite useful. "The Secrets to Successful Strategy Execution" by Neilson, Martin and Powers and "Turning Great Strategy into Great Performance" by Mankins and Steele gave some very practical steps which a leadership team can take to make a strategy actually happen. All up, I recommend this book as a valuable introduction to strategy.
5 of 5 people found the following review helpful.
Worth its weight in gold.
By kelpster
This set is worth its weight in gold. As a recent MBA grad & super-commuter, this set allows me to continue to learn about a myriad of people-oriented management topics while on the train. Each book has served as a potent refresher on fascinating coursework, containing classic thought leadership as put forth by true pioneers of modern business management.
Avoiding formulaic truisms, these books act as a pragmatic guide toward the sustainable prosperity of companies, families, and self. "HBR's 10 Must Reads" is fully deserving of the highest praise.
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