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HBR'S 10 Must Reads: The Essentials Paperback – November 8, 2010
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About the Author
HBR's 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever-changing business environment.
Classic ideas, enduring advice, the best thinkers: HBR's 10 Must Reads.
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Top Customer Reviews
More specifically, how to meet the challenges of disruptive change, compete on analytics, manage one's self, understand what all effective leaders share in common, put the balanced scorecard to work, what innovation's "classic traps" are and how to avoid or escape from them, why most transformations fail, what "marketing myopia" is and how/why it limits (if not prevents) success, what strategy is (and isn't) and what it does (and doesn't) do, and how/why the core competencies of the corporation determine the nature and extent of its success or failure.
Each article includes two invaluable reader-friendly devices, "Idea in Brief" and "Idea in Practice" sections, that facilitate, indeed expedite review of key points. Some articles also include mini-essays on even more specific subjects such as "Fitting the Tool to the Task" (Clayton M. Christensen and Michael Overdorf), "Going to Bat for the Stats" and "You Know You Compete on Analytics When" (Thomas H. Davenport), "Can Emotional Intelligence Be Learned?" (Daniel Goleman), "Building a Balanced Scorecard" (Robert S. Kaplan and David P. Norton), "The Lessons of Innovation" (Rosabeth Moss Kanter), "Japanese Companies Rarely Have Strategies" (Michael Porter), and "Vickers Learns the Value of Strategic Architecture" (C.K. Prahalad and Gary Hamel).Read more ›
The collection of articles contains pertinent case studies and references of notable companies, both current and now-obsolete, that have employed various strategies in their continuous growth or lack of. Many industries, such as the petroleum industry, are presented and little-known facts are included that help you form your own opinions and value-systems with a global view.
One reviewer had stated that the information is "hardly groundbreaking", but that is just the point. It requires/ allows you to create your own future using the wisdom and research of the past and current.
Three factors affect what an organization can/can't do - its resources (people, equipment, technologies, cash, product designs, information, brands, relationships with suppliers, distributors, and customers), processes (interaction, coordination, communication, product development, manufacturing, budgeting), and values (eg. achieve gross margins of 40%, how big an opportunity must be to be interesting - magnified when M&A suddenly makes it much larger).
Successful companies are good at responding to evolutionary changes in their markets - the problem comes with handling or initiating revolutionary changes. Sustaining innovations are nearly always developed and introduced by established industry leaders, but they never introduce or cope well with disruptive innovations. Disruptive innovations occur so infrequently that no company has a routine process for handling them; they also nearly also promise lower profit margins and are not attractive to the company's best customers. While start-ups lack resources, their values embrace small markets and their cost structures can accommodate low margins.
Christensen suggests that when an organization pursues disruptive innovations it spin out an independent organization and develop within it the new processes and values required. Some organizations create the new capabilities internally - eg.Read more ›
Most Recent Customer Reviews
not what I expected and 8 of the 10 were not "must reads at all"Published 17 months ago by robert goulette
A great balanced collection of HBRs articles. Some of these can be found on the HBR website and elsewhere online if you look. Read morePublished 18 months ago by Robert Steers