HBR'S 10 Must Reads

书名：HBR'S 10 Must ReadsTheEssentials
作者：HarvardBusinessSchoolPress
译者：
ISBN：9781422133446
出版社：HarvardBusinessSchoolPress
出版时间：2010-10-1
格式：epub/mobi/azw3/pdf
页数：240
豆瓣评分： 8.8

书籍简介：

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

作者简介：

彼得• 德鲁克（Peter Drucker，1909年—2005年），被誉为“现代管理学之父”与“管理大师中的大师”。德鲁克以他建立于广泛实践基础之上的30余部著作，奠定了其现代管理学开创者的地位。他在《哈佛商业评论》发表了近30篇文章，本书收录的《自我管理》是《哈佛商业评论》创刊以来重印次数最多的文章之一。

克莱顿•克里斯坦森（Clayton Christensen），哈佛商学院教授，“颠覆性创新”理念的首创者。代表作为《创新者的窘境》和《创新者的解答》。

迈克尔•波特（Michael Porter），哈佛商学院战略与竞争力研究院负责人。

约翰• 科特（John P. Kotter），哈佛商学院教授。

罗伯特•卡普兰（Robert S. Kaplan），哈佛商学院贝克基金会教席教授。

C•K•普拉哈拉德（C.K. Prahalad），美国密歇根大学罗斯商学院教授。

加里• 哈默尔（Gary Hamel），伦敦商学院战略与国际商务客座教授。

托马斯• 达文波特（Thomas H. Davenport），Babson College信息技术及管理学教授。

丹尼尔•戈尔曼（Daniel Goleman），领导力情商大师，著有《情商》。

罗萨贝思•莫斯•坎特（Rosabeth Moss Kanter），哈佛商学院教授。

书友短评：

@ 卜平 highly practical @ 络绎很无聊地 喜欢managing yourself那篇 @ izzy 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！ @ ww 有管理经验了来看会能看出东西一些。。 @ Rddo 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。 @ 老吉姆 我认为这本书是所有商科学生必读的一本书，其中的marketing myopia和what is strategy 是非常有价值的文章 @ Marin 要提升和反思leadership这些软实力 @ Rddo 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。 @ 络绎很无聊地 喜欢managing yourself那篇 @ zmy 经典管理理论读物

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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