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Managing Yourself (HBR Article Collection)

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HBR ONPOINT COLLECTION

10 Must-Read Articles from HBRby Clayton M. Christensen, Michael Overdorf, Thomas H. Davenport, Peter F.

Drucker, Daniel Goleman, Robert S. Kaplan, David P. Norton, Rosabeth Moss

Kanter, John P. Kotter, Theodore Levitt, Michael E. Porter, C.K. Prahalad, Gary Hamel

151 pages. Publication date: Mar 20, 2009. Prod. #: 13292-PDF-ENG

HBR Article Collections save you time by synthesizing and distilling the essence of

selected Harvard Business Review articles that, together, help you meet a specific

management challenge. One-page overviews draw out the main points. Annotated

bibliographies point you to related resources. Includes original HBR articles.

If you read nothing else, read these 10 articles from HBR's most influential authors:

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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