HBR ’s 10 Must-Reads: The Essentials | by Harvard Business Review Press | 2011 | ISBN: 9781422133446. Business Management Ebook. The Core Competence of the Corporation. Sustaining Versus Disruptive Innovation. Why Transformation Efforts Fail
May 30th, 2011 | by kutenk |HBR ’s 10 Must-Reads: The Essentials
by Harvard Business Review Press
2011 (276 pages)
ISBN:9781422133446
Featuring ten seminal articles by management’s most influential experts, this collection discusses 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.
HBR’s 10 Must Reads—The Essentials
Meeting the Challenge of Disruptive Change
Overview
Where Capabilities Reside
The Migration of Capabilities
Sustaining Versus Disruptive Innovation
Creating Capabilities to Cope with Change
Notes
Competing on Analytics
Overview
Anatomy of an Analytics Competitor
Their Sources of Strength
The Long Road Ahead
Managing Oneself
What Are My Strengths?
How Do I Perform?
What Are My Values?
Where Do I Belong?
What Should I Contribute?
Responsibility for Relationships
The Second Half of Your Life
What Makes a Leader?
Overview
Evaluating Emotional Intelligence
Self-Awareness
Self-Regulation
Motivation
Empathy
Social Skill
Putting the Balanced Scorecard to Work
Overview
Rockwater: Responding to a Changing Industry
Apple Computer: Adjusting Long-Term Performance
Advanced Micro Devices: Consolidating Strategic Information
Driving the Process of Change
Implementing the Balanced Scorecard at FMC Corporation: An Interview with Larry D. Brady
Innovation—The Classic Traps
Overview
Strategy Mistakes: Hurdles Too High, Scope Too Narrow
Process Mistakes: Controls Too Tight
Structure Mistakes: Connections Too Loose, Separations Too Sharp
Skills Mistakes: Leadership Too Weak, Communication Too Poor
Innovation Remedies
Leading Change—Why Transformation Efforts Fail
Overview
Error 1: Not Establishing a Great Enough Sense of Urgency
Error 2: Not Creating a Powerful Enough Guiding Coalition
Error 3: Lacking a Vision
Error 4: Undercommunicating the Vision by a Factor of Ten
Error 5: Not Removing Obstacles to the New Vision
Error 6: Not Systematically Planning for, and Creating, Short-Term Wins
Error 7: Declaring Victory Too Soon
Error 8: Not Anchoring Changes in the Corporation’s Culture
Marketing Myopia
Fateful Purposes
Shadow of Obsolescence
Population Myth
Production Pressures
Dangers of R&D
Notes
What Is Strategy?
I. Operational Effectiveness Is Not Strategy
II. Strategy Rests on Unique Activities
III. A Sustainable Strategic Position Requires Trade-offs
IV. Fit Drives Both Competitive Advantage and Sustainability
V. Rediscovering Strategy
Notes
The Core Competence of the Corporation
Overview
Rethinking the Corporation
The Roots of Competitive Advantage
How Not to Think of Competence
Identifying Core Competencies—And Losing Them
From Core Competencies to Core Products
The Tyranny of the SBU
Developing Strategic Architecture
Redeploying to Exploit Competencies
Notes
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