HBR'S 10 Must Reads 在线下载 pdf mobi 2025 epub 电子版

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

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.

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书籍介绍

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

• 作者：络绎很无聊地 发布时间：2017-04-22 22:04:09

  喜欢managing yourself那篇

• 作者：Rddo 发布时间：2019-05-20 22:25:07

  虽然这十篇文章都是十几年甚至二十几年前写的，但观点都很经得住时间的考验，有几篇现在读起来还是很震撼。

• 作者：不如唱 发布时间：2019-02-16 10:04:44

  一般吧

• 作者：izzy 发布时间：2012-07-03 23:34:42

  Bought at Chicago Ohio International Airport

  这一系列的书应该不错，但又很贵，所以其实把介绍的目录搜出来，网上搜索阅读吧！

• 作者：ww 发布时间：2015-08-12 09:58:57

  有管理经验了来看会能看出东西一些。。

• 作者：卜平 发布时间：2012-05-17 21:16:48

  highly practical

• 本书十篇文章在HBR官网上的具体网址

  作者：追随我心1802 发布时间：2014-01-16 21:05:25

  本书十篇文章在HBR官网上的具体网址：

  1) Meeting the Challenge of Disruptive Change

  by Clayton M. Christensen and Michael Overdorf, March 2000

  http://hbr.org/2000/03/meeting-the-challenge-of-disruptive-change/ar/1

  2) Competing on Analytics

  by Thomas H. Davenport, January 2006

  http://hbr.org/2006/01/competing-on-analytics/ar/1

  3) Managing Oneself

  by Peter F. Drucker, January 2005

  http://hbr.org/2005/01/managing-oneself/ar/1

  4) What Makes a Leader?

  by Daniel Goleman, January 2004

  http://hbr.org/2004/01/what-makes-a-leader/ar/1

  5) Putting the Balanced Scorecard to Work

  by Robert S. Kaplan and David P. Norton, September 1993

  http://hbr.org/1993/09/putting-the-balanced-scorecard-to-work/ar/1

  6) Innovation: The Classic Traps

  by Rosabeth Moss Kanter, November 2006

  http://hbr.org/2006/11/innovation-the-classic-traps/ar/1

  7) Leading Change: Why Transformation Efforts Fail

  by John P. Kotter, January 2007

  http://hbr.org/2007/01/leading-change-why-transformation-efforts-fail/ar/1

  8) Marketing Myopia

  by Theodore Levitt, July 2004

  http://hbr.org/2004/07/marketing-myopia/ar/1

  9) What Is Strategy?

  by Michael E. Porter, November 1996

  http://hbr.org/1996/11/what-is-strategy/ar/1

  10) The Core Competence of the Corporation

  by C.K. Prahalad and Gary Hamel, May 1990

  http://hbr.org/1990/05/the-core-competence-of-the-corporation/ar/1

• 思想是人类最伟大的发明

  作者：书生秋桐 发布时间：2022-10-04 00:02:55

  书的作者有彼得·德鲁克、迈克尔·波特、《情商》的作者丹尼尔·戈尔曼以及《创新者的窘境》作者克里斯坦森等，它们是曾经发表在《哈佛商业评论》的公认经典文章。

  克里斯坦森对创新的解读，一直影响着现代的商业世界。管理者缺乏的是一种思维习惯:像思考个人能力一样，思考组织的能力。三大因素影响着组织能力:资源、流程和价值标准。

  彼得.德鲁克，从自我管理的角度告诉我们，要创造卓越的人生，你得先问自己下面五个问题:我的优势是什么？我是怎样工作的？我的价值观是什么？我归属何方？我能贡献什么？

  在《是什么造就了领导者》里，丹尼尔·戈尔曼在文章中表述，成为卓越领导者的关键在于“情商”，包括自我认知、自我调控、内驱力、同理心、社交技能。

  其他几篇写的也很有前瞻性——关于数据对现代企业的重要性、创新常见的陷阱、变革的阻碍、战略和运营的关系，以及最后一篇关于核心竞争力的表述，其中里面有提到日本80年代的崛起，除了全面质量管理和持续改善的能力之外，更重要的是和佳能、NEC等公司对于核心竞争力的打造。

  正如钱颖一所说，这些文章饱含了超越时代的管理智慧，称之为“管理圣经”也不为过。