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.
In this issue: "Can Airbnb Unite the World?": After the attacks in Paris, Airbnb CEO Brian Chesky is redoubling his efforts to expand his business—and close the cultural gaps between us. "What's Really Going on Inside Tinder?": Sean Rad is wrestling with the future of his dating-app company—and with his polarizing persona. "How Ipsy Founder Michelle Phan Is Using Influencers to Reinvent the Cosmetics Industry": YouTube star Michelle Phan is changing the marketing playbook for makeup.
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.
"Pretty Good, but could be Great"
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. A few of these endeavors have been very successful.
"Practical and helpful"
"It has been about 5 months into my subscription."
"A great Audible selection"
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.
"Good summary of HBR wish it was unabridged"
"An excellent supplement."
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.
Increasing your energy capacity is the best way to get more work done faster and better
"Some great points too short"
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.
"Everyone Should Read This!"
Daniel Goleman, codirector of the Consortium for Research on Emotional Intelligence in Organizations at Rutgers University, writes about how great leaders have learned to focus their attention in three ways: on themselves, on others, and on the wider world.
"Goldman; Focus and Leaderhip"
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"
In this issue: "How Unicorns Grow" by the Editors of Harvard Business Review. "The Biology of Corporate Survival" by Martin Reeves and George M. Moffett. "The Innovative Power of Criticism" by Roberto Verganti. "Algorithms Need Managers, Too" by Michael Luca, Jon Kleinberg, and Sendhil Mullainathan.
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!
"Variety of Narrators &"
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"
Linda A. Hill, a professor of Business Administration at Harvard Business School, Greg Brandeau, head of technology at Pixar, Emily Truelove, a researcher and a PhD candidate at the MIT Sloan School of Management, and Kent Lineback, a manager and executive with over 25 years of experience, write about how smart leaders of innovation don’t set a vision and motivate others to follow it; they create a community that is both willing and able to innovate.
Laura Cronenberg, the CEO of Tots & Teens, sipped her black tea in the lounge of Shahjalal International Airport and took some time to collect herself before her flight departed. The past few days had been a whirlwind, and she was still trying to make sense of how her work life had transitioned so abruptly from celebration to crisis.
Even for the most gifted individuals, the process of becoming a leader is an arduous, albeit rewarding, journey of continuous learning and self-development. The initial test along the path is so fundamental that we often overlook it: becoming a boss for the first time. That's a shame, because the trials involved in this rite of passage have serious consequences for both the individual and the organization. For a decade and a half, the author has studied people making major career transitions to management.
"Really learned a few Things.."
"Why a Smart Home Starts in the Garage" is from the June 11,2015 Tech section of The Wall Street Journal. It was written by Geoffrey A. Fowler and narrated by Ken Borgers.
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.
The articles in this collection address the factors that lead to resistance to change, including the disconnect between senior executives and employees, the difference in employer and employee view of change, and the breakdown in necessary predictability. The authors all suggest methods for overcoming these obstacles for more successful improvement programs.