how will you measure your life? - harvard business...

How Will You Measure Your Life? - Harvard Business Review

http://hbr.org/2010/07/how-will-you-measure-your-life/ar/1[20/10/2010 7:30:13 AM]

Buy-In: Saving YourGood Idea fromGetting Shot Downby Lorne Whitehead,John Kotter$22.00Buy it now

Teaching and theCase Method, 3rdEdition (Hardcover)by C. Christensen, AbbyHansen, Louis Barnes$39.95Buy it now

Guide toPersuasivePresentationsby John Clayton, JohnDaly, Isa Engleberg, etal.$19.95

Buy it now

FEATURED PRODUCTS

Email

Tweet This

Post to Facebook

Share on LinkedIn

Print

JulyAugust 2010Buy Reprint Idea in Brief

How Will You Measure Your Life?by Clayton M. Christensen

Editors Note: When the members of the class of 2010entered business school, the economy was strong and their

post-graduation ambitions could be limitless. Just a few weeks

later, the economy went into a tailspin. Theyve spent the past

two years recalibrating their worldview and their definition of

success.

The students seem highly aware of how the world has changed

(as the sampling of views in this article shows). In the spring,

Harvard Business Schools graduating class asked HBS

professor Clay Christensen to address thembut not on how

to apply his principles and thinking to their post-HBS careers.

The students wanted to know how to apply them to their

personal lives. He shared with them a set of guidelines that

have helped him find meaning in his own life. Though

Christensens thinking comes from his deep religious faith, we

believe that these are strategies anyone can use. And so we

asked him to share them with the readers of HBR. To learn

more about Christensens work, visit his HBR Author Page.

Before I published The Innovators Dilemma, I got a call from

Andrew Grove, then the chairman of Intel. He had read one of

my early papers about disruptive technology, and he asked if I

could talk to his direct reports and explain my research and

what it implied for Intel. Excited, I flew to Silicon Valley and

showed up at the appointed time, only to have Grove say,

Look, stuff has happened. We have only 10 minutes for you.

Tell us what your model of disruption means for Intel. I said

that I couldntthat I needed a full 30 minutes to explain the

model, because only with it as context would any comments

about Intel make sense. Ten minutes into my explanation, Grove interrupted: Look, Ive got your

model. Just tell us what it means for Intel.

Subscription Help

FEATUREWinning in the Green Frenzy

COLUMNWealth and Jobs: The BrokenLink

SYNTHESISFrom Lone Hero to a Cultureof Leadership

THE GLOBEHow to Conquer New Marketswith Old Skills

November 2010

Table of Contents

TODAY ON HBR

MANAGING YOURSELFHow Much Are You Worth?

CHINAHow the U.S. Should Fight Its Trade War with China

LEADERSHIPWhich of These People Is Your Future CEO?

ENTREPRENEURSHIPDon't Give Cash Performance Bonuses in a Loss-Making Company

Latest Blog Posts

Cart

My Account

Downloads

Gino Bondi Sign out

javascript:void(0);http://hbr.org/http://blogs.hbr.org/http://hbr.org/magazinehttp://hbr.org/bookshttp://hbr.org/authorshttp://store.hbr.org/http://www.hbs.edu/http://hbr.org/email-article/2010/07/how-will-you-measure-your-life/ar/1http://www.addthis.com/bookmark.php?v=250&winname=addthis&pub=harvardbusiness&source=tbx-250&lng=en-ca&s=facebook&url=http%3A%2F%2Fhbr.org%2F2010%2F07%2Fhow-will-you-measure-your-life%2Far%2F1&title=How%20Will%20You%20Measure%20Your%20Life%3F%20-%20Harvard%20Business%20Review&ate=AT-harvardbusiness/-/-/4cbefb8e6e5aed58/1&CXNID=2000001.5215456080540439074NXC&pre=http%3A%2F%2Fhbr.org%2Farchive-toc%2FBR1007&tt=0http://www.addthis.com/bookmark.php?v=250&winname=addthis&pub=harvardbusiness&source=tbx-250&lng=en-ca&s=linkedin&url=http%3A%2F%2Fhbr.org%2F2010%2F07%2Fhow-will-you-measure-your-life%2Far%2F1&title=How%20Will%20You%20Measure%20Your%20Life%3F%20-%20Harvard%20Business%20Review&ate=AT-harvardbusiness/-/-/4cbefb8e6e5aed58/2&CXNID=2000001.5215456080540439074NXC&pre=http%3A%2F%2Fhbr.org%2Farchive-toc%2FBR1007&tt=0http://hbr.org/2010/07/how-will-you-measure-your-life/ar/prhttp://hbr.org/product/baynote/an/12703-HBK-ENG?referral=00505&cm_sp=baynote-_-featured_products-_-12703-HBK-ENGhttp://hbr.org/product/baynote/an/12703-HBK-ENG?referral=00505&cm_sp=baynote-_-featured_products-_-12703-HBK-ENGhttp://hbr.org/product/baynote/an/12703-HBK-ENG?referral=00505&cm_sp=baynote-_-featured_products-_-12703-HBK-ENGhttp://hbr.org/product/baynote/an/12703-HBK-ENG?referral=00505&cm_sp=baynote-_-featured_products-_-12703-HBK-ENGhttp://hbr.org/product/baynote/an/12703-HBK-ENG?referral=00505&cm_sp=baynote-_-featured_products-_-12703-HBK-ENGhttp://hbr.org/product/baynote/an/4030-HBK-ENG?referral=00505&cm_sp=baynote-_-featured_products-_-4030-HBK-ENGhttp://hbr.org/product/baynote/an/4030-HBK-ENG?referral=00505&cm_sp=baynote-_-featured_products-_-4030-HBK-ENGhttp://hbr.org/product/baynote/an/4030-HBK-ENG?referral=00505&cm_sp=baynote-_-featured_products-_-4030-HBK-ENGhttp://hbr.org/product/baynote/an/4030-HBK-ENG?referral=00505&cm_sp=baynote-_-featured_products-_-4030-HBK-ENGhttp://hbr.org/product/baynote/an/4030-HBK-ENG?referral=00505&cm_sp=baynote-_-featured_products-_-4030-HBK-ENGhttp://hbr.org/product/baynote/an/12795-PDF-ENG?referral=00505&cm_sp=baynote-_-featured_products-_-12795-PDF-ENGhttp://hbr.org/product/baynote/an/12795-PDF-ENG?referral=00505&cm_sp=baynote-_-featured_products-_-12795-PDF-ENGhttp://hbr.org/product/baynote/an/12795-PDF-ENG?referral=00505&cm_sp=baynote-_-featured_products-_-12795-PDF-ENGhttp://hbr.org/product/baynote/an/12795-PDF-ENG?referral=00505&cm_sp=baynote-_-featured_products-_-12795-PDF-ENGhttp://hbr.org/product/baynote/an/12795-PDF-ENG?referral=00505&cm_sp=baynote-_-featured_products-_-12795-PDF-ENGhttp://hbr.org/email-article/2010/07/how-will-you-measure-your-life/ar/1http://www.addthis.com/bookmark.php?v=250&winname=addthis&pub=harvardbusiness&source=tbx-250&lng=en-ca&s=facebook&url=http%3A%2F%2Fhbr.org%2F2010%2F07%2Fhow-will-you-measure-your-life%2Far%2F1&title=How%20Will%20You%20Measure%20Your%20Life%3F%20-%20Harvard%20Business%20Review&ate=AT-harvardbusiness/-/-/4cbefb8e6e5aed58/1&CXNID=2000001.5215456080540439074NXC&pre=http%3A%2F%2Fhbr.org%2Farchive-toc%2FBR1007&tt=0http://www.addthis.com/bookmark.php?v=250&winname=addthis&pub=harvardbusiness&source=tbx-250&lng=en-ca&s=linkedin&url=http%3A%2F%2Fhbr.org%2F2010%2F07%2Fhow-will-you-measure-your-life%2Far%2F1&title=How%20Will%20You%20Measure%20Your%20Life%3F%20-%20Harvard%20Business%20Review&ate=AT-harvardbusiness/-/-/4cbefb8e6e5aed58/2&CXNID=2000001.5215456080540439074NXC&pre=http%3A%2F%2Fhbr.org%2Farchive-toc%2FBR1007&tt=0http://hbr.org/2010/07/how-will-you-measure-your-life/ar/prhttp://harvardbusiness.org/product/how-will-you-measure-your-life/an/R1007B-PDF-ENGhttp://hbr.org/2010/07/how-will-you-measure-your-life/eshttp://hbr.org/search/Clayton+M.+Christensen/0/authorhttp://hbr.org/authors/christensenhttp://hbr.org/product/innovator-s-dilemma-when-new-technologies-cause-gr/an/5851-HBK-ENGhttp://subscribe.hbr.org/?listid=homemaghttp://hbr.org/subscriberserviceshttp://hbr.org/2010/11/winning-in-the-green-frenzy/ar/1http://hbr.org/2010/11/column-wealth-and-jobs-the-broken-link/ar/1http://hbr.org/2010/11/column-wealth-and-jobs-the-broken-link/ar/1http://hbr.org/2010/11/synthesis-from-lone-hero-to-a-culture-of-leadership/ar/1http://hbr.org/2010/11/synthesis-from-lone-hero-to-a-culture-of-leadership/ar/1http://hbr.org/2010/11/the-globe-how-to-conquer-new-markets-with-old-skills/ar/1http://hbr.org/2010/11/the-globe-how-to-conquer-new-markets-with-old-skills/ar/1http://subscribe.hbr.org?listid=invc/http://hbr.org/archive-toc/BR1011http://blogs.hbr.org/schwartz/2010/10/how-much-are-you-worth.htmlhttp://blogs.hbr.org/schwartz/2010/10/how-much-are-you-worth.htmlhttp://blogs.hbr.org/hbr/hbreditors/2010/10/how_the_us_should_fight_its_tr.htmlhttp://hbr.org/2010/11/which-of-these-people-is-your-future-ceo/ar/1http://blogs.hbr.org/cs/2010/10/dont_give_cash_performance_bon.htmlhttp://blogs.hbr.org/cs/2010/10/dont_give_cash_performance_bon.htmlhttp://blogs.harvardbusiness.org/http://hbr.org/buy-in?referral=00491http://hbr.org/shopping-carthttp://hbr.org/shopping-carthttp://hbr.org/my-accounthttp://hbr.org/my-libraryhttp://hbr.org/logout?request_url=/2010/07/how-will-you-measure-your-life/ar/1http://hbr.org/



1 2 3 4 5 Next Page

I insisted that I needed 10 more minutes to describe how the process of disruption had worked its

way through a very different industry, steel, so that he and his team could understand how

disruption worked. I told the story of how Nucor and other steel minimills had begun by attacking

the lowest end of the marketsteel reinforcing bars, or rebarand later moved up toward the

high end, undercutting the traditional steel mills.

When I finished the minimill story, Grove said, OK, I get it. What it means for Intel is..., and then

went on to articulate what would become the companys strategy for going to the bottom of the

market to launch the Celeron processor.

Ive thought about that a million times since. If I had been suckered into telling Andy Grove what

he should think about the microprocessor business, Id have been killed. But instead of telling him

what to think, I taught him how to thinkand then he reached what I felt was the correct decision

on his own.

That experience had a profound influence on me. When people ask what I think they should do, I

rarely answer their question directly. Instead, I run the question aloud through one of my models.

Ill describe how the process in the model worked its way through an industry quite different from

their own. And then, more often than not, theyll say, OK, I get it. And theyll answer their own

question more insightfully than I could have.

My class at HBS is structured to help my students understand what good management theory is

and how it is built. To that backbone I attach different models or theories that help students think

about the various dimensions of a general managers job in stimulating innovation and growth. In

each session we look at one company through the lenses of those theoriesusing them to explain

how the company got into its situation and to examine what managerial actions will yield the

needed results.

On the last day of class, I ask my students to turn those theoretical lenses on themselves, to find

cogent answers to three questions: First, how can I be sure that Ill be happy in my career?

Second, how can I be sure that my relationships with my spouse and my family become an

enduring source of happiness? Third, how can I be sure Ill stay out of jail? Though the last

question sounds lighthearted, its not. Two of the 32 people in my Rhodes scholar class spent time

in jail. Jeff Skilling of Enron fame was a classmate of mine at HBS. These were good guysbut

something in their lives sent them off in the wrong direction.

The Class of 2010

As the students discuss the answers to these questions, I open my own life to them as a case

study of sorts, to illustrate how they can use the theories from our course to guide their life

decisions.

Clayton M. Christensen ([email protected]) is the Robert and Jane Cizik Professor of BusinessAdministration at Harvard Business School.

COMMENTS

Posting Guidelines

We hope the conversations that take place on HBR.org will be energetic, constructive, free-wheeling, and

Facebook Twitter RSS iPhone

1. The Michelle Obama Effect

2. Vision Statement: How This First Lady MovesMarkets

3. What Not to Spend Your Time On

4. The Four Capacities Every Great LeaderNeeds (And Very Few Have)

5. How Much Are You Worth?

6. Why Is it So Hard to Be Kind?

7. How Will You Measure Your Life?

8. Six Keys to Being Excellent at Anything

9. Six Extras that Build Power and Leadership

10. Is Your Culture Too Nice?

STAY CONNECTED TO HBR

http://hbr.org/2010/07/how-will-you-measure-your-life/ar/2http://hbr.org/2010/07/how-will-you-measure-your-life/ar/3http://hbr.org/2010/07/how-will-you-measure-your-life/ar/4http://hbr.org/2010/07/how-will-you-measure-your-life/ar/5http://hbr.org/2010/07/how-will-you-measure-your-life/ar/2http://hbr.org/2010/07/how-will-you-measure-your-life/sb1mailto:[email protected]://www.facebook.com/HBRhttp://www.facebook.com/HBRhttp://twitter.com/HarvardBizhttp://twitter.com/HarvardBizhttp://feeds.harvardbusiness.org/harvardbusinesshttp://feeds.harvardbusiness.org/harvardbusinesshttp://hbr.org/web/extras/michelle-obama-effect/1-slidehttp://hbr.org/2010/11/vision-statement-how-this-first-lady-moves-markets/ar/1http://hbr.org/2010/11/vision-statement-how-this-first-lady-moves-markets/ar/1http://blogs.hbr.org/cs/2010/10/what_not_to_spend_your_time_on.htmlhttp://blogs.hbr.org/schwartz/2010/10/the-four-capacities-every-grea.htmlhttp://blogs.hbr.org/schwartz/2010/10/the-four-capacities-every-grea.htmlhttp://blogs.hbr.org/schwartz/2010/10/how-much-are-you-worth.htmlhttp://blogs.hbr.org/taylor/2010/10/why_is_it_so_hard_to_be_kind.htmlhttp://blogs.hbr.org/schwartz/2010/08/six-keys-to-being-excellent-at.htmlhttp://blogs.hbr.org/kanter/2010/10/six-extras-that-build-power-an.htmlhttp://blogs.hbr.org/ashkenas/2010/08/is-your-culture-too-nice.htmlhttp://xads.zedo.com//ads2/c?a=822818;x=10781;g=27,0;c=675000511,675000511;i=0;n=675;s=5;i=0;u=scg9gwoBADQAAHeuCkoAAACC~071510;1=2;2=1;e=i;s=5;g=27;w=2;m=5;z=0.831473094964218;k=http://clk.pointroll.com/bc/?a=1377523&c=1&i=0D930400-C52B-0674-0308-D52002C00100&clickurl=http://www.kellogg.northwestern.edu/execed/index.htmhttp://xads.zedo.com//ads2/c?a=761168;x=10781;g=27,0;c=675000512,675000512;i=0;n=675;s=5;i=0;u=scg9gwoBADQAAHeuCkoAAACC~071510;1=2;2=1;e=i;s=5;g=27;w=2;m=5;z=0.4254609050812879;k=http://www.accelacomm.com/jaw/source/72/50938873/



About Us Privacy Policy Copyright Information Trademark Policy Harvard Business Publishing: Higher Education | Corporate Learning | Harvard Business Review

Looking for the best ideas in business?Now there's an app for that. HBR blog posts, podcasts, videos,and more. Download HBR Today for your iPhone or iPod touch

CFO Perspectives: Making Smart Decisions in DifficultTimesCFOs rely on credible information to make confident decisionsabout strategies to bring competitive advantage in difficult times.

Management Magnified: Getting Ahead in a RecessionAnalytic decision making is why these organizations are notintimidated by troubled times. Click here for Economist Intelligencereport.

TopicsChange ManagementCompetitionInnovationLeadershipStrategy

SkillsEmotional IntelligenceManaging YourselfMeasuring Business PerformanceProject ManagementStrategy Execution

IndustriesFinance & InsuranceHealth Care ServicesManufacturingMedia & TelecommunicationsProfessional Services

Today on HBRBlogsBooksAuthorsGuidelines for Authors

Current IssueSubscribeInternational EditionsGuidelines for Authors

Subscriber HelpProducts and Website HelpReturn Policy

RSS FeedEmail NewslettersHBR on TwitterHBR on FacebookHBR on YouTubePodcasts: Audio and VideoHarvard Business MobileWebinars

HBR Article ReprintsCase StudiesBooksBook ChaptersCDs and AudioSpecial CollectionsBalanced Scorecard Report

Contact UsAdvertise with UsNewsroomGuidelines for Authors: MagazineGuidelines for Authors: BooksGuidelines for Authors: WebInformation for Booksellers/Retailers

Harvard Business SchoolHBS Executive Education

About UsCareersHigher EducationCorporate Learning

provocative. To make sure we all stay on-topic, all posts will be reviewed by our editors and may be editedfor clarity, length, and relevance.

We ask that you adhere to the following guidelines.

1. No selling of products or services. Let's keep this an ad-free zone.

2. No ad hominem attacks. These are conversations in which we debate ideas. Criticize ideas, not thepeople behind them.

3. No multimedia. If you want us to know about outside sources, please link to them, Don't paste them in.

All postings become the property of Harvard Business School Publishing

The editors

Newsletters LinkedIn YouTube Google

http://harvardbusiness.org/http://harvardbusiness.org/abouthttp://harvardbusiness.org/about/privacy-policyhttp://harvardbusiness.org/about/copyright-informationhttp://www.trademark.harvard.edu/trademark_protection/notice.phphttp://harvardbusiness.org/http://hbsp.harvard.edu/http://ww3.harvardbusiness.org/corporate/http://hbr.org/http://xads.zedo.com/ads2/c?a=840334;x=10781;g=27,0;c=675000513,675000513;i=0;n=675;s=5;i=1;u=scg9gwoBADQAAHeuCkoAAACC~071510;1=2;2=1;e=i;s=5;g=27;w=2;m=5;z=0.9002000782701391;k=http://www.krm.com/hbr/ValueChainBNhttp://xads.zedo.com//ads2/c?a=817643;x=10781;g=27,0;c=675000514,675000514;i=0;n=675;s=5;i=2;u=scg9gwoBADQAAHeuCkoAAACC~071510;1=2;2=1;e=i;s=5;g=27;w=2;m=5;z=0.6978745304234846;k=http://ccf.org/innovations/summit/redirects/HBR.htmhttp://xads.zedo.com//ads2/c%3Fa=747841%3Bx=3840%3Bg=0,0%3Bc=675000515,675000515%3Bi=0%3Bn=675%3Bs=5%3Bs=5%3Bg=27%3Bm=5%3Bw=2%3Bi=2%3Bu=scg9gwoBADQAAHeuCkoAAACC~071510%3Bk=http://s.hbr.org/hbrtodayhttp://xads.zedo.com//ads2/c%3Fa=747841%3Bx=3840%3Bg=0,0%3Bc=675000515,675000515%3Bi=0%3Bn=675%3Bs=5%3Bs=5%3Bg=27%3Bm=5%3Bw=2%3Bi=2%3Bu=scg9gwoBADQAAHeuCkoAAACC~071510%3Bk=http://s.hbr.org/hbrtodayhttp://xads.zedo.com//ads2/c%3Fa=747841%3Bx=3840%3Bg=0,0%3Bc=675000515,675000515%3Bi=0%3Bn=675%3Bs=5%3Bs=5%3Bg=27%3Bm=5%3Bw=2%3Bi=2%3Bu=scg9gwoBADQAAHeuCkoAAACC~071510%3Bk=http://s.hbr.org/hbrtodayhttp://xads.zedo.com//ads2/c%3Fa=747841%3Bx=3840%3Bg=0,0%3Bc=675000515,675000515%3Bi=0%3Bn=675%3Bs=5%3Bs=5%3Bg=27%3Bm=5%3Bw=2%3Bi=2%3Bu=scg9gwoBADQAAHeuCkoAAACC~071510%3Bk=http://s.hbr.org/hbrtodayhttp://xads.zedo.com/ads2/c%3Fa=836496%3Bx=3840%3Bg=0,0%3Bc=675000516,675000516%3Bi=0%3Bn=675%3Bs=5%3Bs=5%3Bg=27%3Bm=5%3Bw=2%3Bi=2%3Bu=scg9gwoBADQAAHeuCkoAAACC~071510%3Bk=http://www.crowehorwath.com/crowe/lp/rockstar/cfo_hbr.cfm?refsource=hbrbanner3http://xads.zedo.com/ads2/c%3Fa=836496%3Bx=3840%3Bg=0,0%3Bc=675000516,675000516%3Bi=0%3Bn=675%3Bs=5%3Bs=5%3Bg=27%3Bm=5%3Bw=2%3Bi=2%3Bu=scg9gwoBADQAAHeuCkoAAACC~071510%3Bk=http://www.crowehorwath.com/crowe/lp/rockstar/cfo_hbr.cfm?refsource=hbrbanner3http://xads.zedo.com//ads2/c%3Fa=741396%3Bx=3840%3Bg=0,0%3Bc=675000517,675000517%3Bi=0%3Bn=675%3Bs=5%3Bs=5%3Bg=27%3Bm=5%3Bw=2%3Bi=2%3Bu=scg9gwoBADQAAHeuCkoAAACC~071510%3Bk=http://www.accelacomm.com/jaw/52394/72/50704841/http://xads.zedo.com//ads2/c%3Fa=741396%3Bx=3840%3Bg=0,0%3Bc=675000517,675000517%3Bi=0%3Bn=675%3Bs=5%3Bs=5%3Bg=27%3Bm=5%3Bw=2%3Bi=2%3Bu=scg9gwoBADQAAHeuCkoAAACC~071510%3Bk=http://www.accelacomm.com/jaw/52394/72/50704841/http://hbr.org/topic/change+managementhttp://hbr.org/search/Competitionhttp://hbr.org/topic/innovationhttp://hbr.org/topic/leadershiphttp://hbr.org/topic/strategyhttp://hbr.org/search/Emotional+Intelligencehttp://hbr.org/search/Managing+Yourselfhttp://hbr.org/topic/measuring+business+performancehttp://hbr.org/search/Project+Managementhttp://web.hbr.org/se/index.phphttp://hbr.org/topic/finance+and+insurancehttp://hbr.org/topic/health+care+serviceshttp://hbr.org/topic/manufacturinghttp://hbr.org/search/Media+Telecommunicationshttp://hbr.org/search/Professional+Serviceshttp://hbr.org/http://blogs.hbr.org/http://hbr.org/bookshttp://hbr.org/authorshttp://hbr.org/guidelines-for-authors-webhttp://hbr.org/magazinehttps://secure.customersvc.com/servlet/Show?WESPAGE=OrderPages/harvard/ho/0912/order_1701.jsp&MSRSMAG=HR&MSCCMPLX=footerhttp://hbr.org/hbr-other-languageshttp://hbr.org/guidelines-for-authors-hbrhttp://hbr.org/subscriberserviceshttp://hbr.org/help-customer-service-homehttp://hbr.org/help-customer-service-home#returnshttp://feeds.harvardbusiness.org/harvardbusinesshttp://enewsletters.hbr.org/http://twitter.com/HarvardBizhttp://www.facebook.com/HBRhttp://www.youtube.com/HarvardBusinesshttp://phobos.apple.com/WebObjects/MZStore.woa/wa/viewPodcast?id=152022135http://phobos.apple.com/WebObjects/MZStore.woa/wa/viewPodcast?id=280272386http://hbr.org/mobilehttp://blogs.hbr.org/eventshttp://hbr.org/search//4294841677/http://hbr.org/search//4294958507/http://hbr.org/search//4294841678/http://hbr.org/search//4294841675/http://hbr.org/search//4294933968/http://hbr.org/search//4294958484/http://web.hbr.org/ep/subscribe.htmlhttp://hbr.org/contact-ushttp://hbr.org/hbr-advertising-saleshttp://harvardbusiness.org/newsroomhttp://hbr.org/guidelines-for-authors-hbrhttp://hbr.org/guidelines-for-authors-hbshttp://hbr.org/guidelines-for-authors-webhttp://hbr.org/booksellers-retailershttp://www.hbs.edu/http://www.exed.hbs.edu/http://harvardbusiness.org/abouthttp://harvardbusiness.org/careershttp://hbsp.harvard.edu/http://ww3.harvardbusiness.org/corporate/http://www.linkedin.com/groups?gid=3044917http://www.linkedin.com/groups?gid=3044917http://www.youtube.com/HarvardBusinesshttp://www.youtube.com/HarvardBusinesshttp://www.google.com/profiles/HarvardBizBuzzhttp://www.google.com/profiles/HarvardBizBuzz



Copyright 2010 Harvard Business School Publishing. All rights reserved. Harvard Business Publishing is an affiliate of Harvard Business School.

hbr.orgHow Will You Measure Your Life? - Harvard Business Review

Vhc3VyZS15b3VyLWxpZmUvYXIvMQA=: form1: input0: input2: input0_(1): Search HBR.orginput2_(1):

how will you measure your life? - harvard business...

Documents