Here's a creative way to make the best use of your morning commute: listen to The Wall Street Journal. Each morning, you'll get the must-hear stories from the Journal's front page, as well as the most popular columns and briefings from Marketplace, Money & Investing, and more. And, every Friday, you'll get a bonus delivery: features, columns, and reviews from the Weekend Journal.
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Businesses hoping to survive over the long term will have to remake themselves into better competitors at least once along the way. These efforts have gone under many banners: total quality management, reengineering, rightsizing, restructuring, cultural change, and turnarounds, to name a few. In almost every case, the goal has been to cope with a new, more challenging market by changing the way business is conducted. In this article, John Kotter outlines the eight largest errors that can doom these efforts.
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Increasing your energy capacity is the best way to get more work done faster and better. From the October 2007 issue of Harvard Business Review.
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Fast Company is a "workstyle" magazine, a new breed of business journalism that understands a powerful new truth: Work is personal. Fast Company connects with an authentic voice, inspires with a revolutionary style, and instructs with personal tools to serve as a manifesto for change. Get the latest issue or subscribe!
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Harvard Business Review's managerial wisdom and cutting-edge insights are must-reads in boardrooms and offices around the world. That's why Audible's exclusive audio edition is a must-hear! Each edition offers a great mix of full-length articles selected by Audible in close cooperation with HBR's editorial staff.
"An excellent supplement."
In this issue: "Creative Job Titles Can Energize Workers" by the Editors of Harvard Business Review. "Embracing Agile" by Darrell K. Rigby, Jeff Sutherland, and Hirotaka Takeuchi. "Increase Your Return on Failure" by Julian Birkinshaw and Martine Haas. "Planned Opportunism" by Vijay Govindarajan.
"Good summary of HBR wish it was unabridged"
The CEO and president of IDEO writes that when designers are involved from the very beginning of the innovation process, startling new ideas can result - as a U.S. health care provider, a Japanese bicycle components manufacturer, and a system of Indian eye hospitals learned.
Peter F. Drucker, author of Management Challenges for the 21st Century, explains that success in the knowledge economy comes to those who know themselves - their strengths, their values, and how they best perform.
"An area for a misunderstanding"
Roger L. Martin, a professor and the former dean at the University of Toronto’s Rotman School of Management, writes about how a detailed plan may be comforting, but it’s not a strategy.
Roger Martin looks beyond the actions of great leaders. He says the lessons we really need to learn come from what goes on in their heads - particularly the way they creatively build on the tensions among conflicting ideas.
"A waste of time"
Scholars are deeply gratified when their ideas catch on. And they are even more gratified when their ideas make a difference - improving motivation, innovation, or productivity, for example. But popularity has a price: people sometimes distort ideas, and therefore fail to reap their benefits. This has started to happen with my research on “growth” versus “fixed” mindsets among individuals and within organizations.
In America, the name Forbes is synonymous with business magazine. Now the hard-hitting journalism that you have come to expect from Forbes is available in audio exclusively at audible.com. This unique offering brings you the best of every issue, from new investment opportunities, to trends in business and management, to smart ways to cut your taxes, protect your estate, and increase your wealth.
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A four-step process that will help you become a better public speaker by creating a true emotional connection with your audience.
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"Microsoft’s Azure Partners With R3 Blockchain Consortium" is from the April 04, 2016 Tech section of The Wall Street Journal. It was written by Paul Vigna and narrated by Alexander Quincy.
This edition features four great business articles. In our first article, we'll find out the difference between having what it takes to be considered for a CEO position, and actually getting it. Also, we'll find out what turns smart, ambitious people into underachievers, as well as how the right autobiographical story can help you in your personal life and your career. Plus, you'll learn how to critically re-assess your priorities before an unforeseen crisis forces you to.
"Excellent special issue"
Perhaps you heard recently about a new algorithm that can drive a car? Or invent a recipe? Or scan a picture and find your face in a crowd? It seems as though every week companies are finding new uses for algorithms that adapt as they encounter new data. Last year Wired quoted an ex-Google employee as saying that “Everything in the company is really driven by machine learning.”
In this issue: "Revolutionizing Customer Service" by the Editors of Harvard Business Review. "Making Exit Interviews Count" by Everett Spain and Boris Groysberg. "Culture Is Not the Culprit" by Jay W. Lorsch and Emily McTague. "Pipelines, Platforms, and the New Rules of Strategy" by Marshall W. Van Alstyne, Geoffrey G. Parker, and Sangeet Paul Choudary.
"Paul Ryden still shamelessly promoting himself"