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"
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."
Technology Review, the award winning magazine from MIT, is the only publication you need to keep up with what's happening in every area of emerging technology. Audible Technology Review incorporates key feature stories from the magazine and is published ten times each year. Get the latest issue or subscribe!
"In-depth and well-rounded"
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.
If you want to know why so many organizations sink into chaos, look no further than their leaders' mouths. Over and over, leaders present grand, overarching - yet fuzzy - notions of where they think the company is going. The result is often sloppy behavior and misalignment that can cost a company dearly. Effective communication is a leader's most critical tool for doing the essential job of leadership.
"Great insight, right to the point"
"Good summary of HBR wish it was unabridged"
A four-part process for defining problems in a way that invites innovative solutions.
"Must read for professionals"
Claudio Fernandez-Araoz, Boris Groysberg, and Nitin Nohria, offer a strategy to help you win the war for talent once the recession lifts.
What you can do when a rival offers a free version of a product that’s similar to yours.
The acting president and CEO of Harvard Management Company writes that fulfillment doesn�t come from clearing hurdles others set for you; it comes from clearing those you set for yourself.
"Manage Your Team’s Collective Time" by Leslie Perlow. "21st Century Talent Spotting" by Claudio Fernandez-Araoz. "Mastering the Intermediaries " by Benjamin Edelman. "Collective Genius" by Linda A. Hill, Greg Brandeau, Emily Truelove, and Kent Lineback.
This issue includes four complete articles, all on the theme of this month's issue: leadership. In "Becoming the Boss", Linda Hill offers some tips from common mistakes first time managers make. In "Firing Back", Jeffrey Sonnenfeld and Andrew Ward talk to leaders about their career disasters and how they bounced back.
In this issue, you’ll learn why the disparity between the rich and everyone else is larger than ever in the United States and increasing in much of Europe. You’ll hear whether an aging corporation’s adventures in fundamental physics can open an era of unimaginably powerful computers. You’ll learn how China will dominate the future of genetically modified food—despite the resistance of its population. And you’ll hear how letting go of an obsession with net neutrality could free technologists to make online services even better.
"Putting Sales at the Center of Strategy" by Frank Cespedes. "The Rise (and Likely Fall) of the Talent Economy" by Roger L. Martin. "Capture More Value" by Stefan Michel. "Profits at the Bottom of the Pyramid" by Erik Simanis.
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.
"Practical advice for any leader"
One of the secrets to maintaining a thriving business � being able to recognize when it needs a fundamental change.
For organizations like General Electric, Proctor & Gamble, and Visa, management innovation is the secret to success. But what is management innovation? Why is it so important? And how can other companies learn to become management innovators?
With passion, humor, and a rare insight into what motivates all of us to do our best, Culbert offers all of us a chance to be better managers, better employees and, indeed, better people. Culbert has long said his goal is to make the world of work fit for human consumption. Get Rid of the Performance Review!shows us how to do just that.
"Managing Change, One Day at a Time" by Keith Ferrazzi. "The Crisis in Retirement Planning" by Robert Merton. "Sustainability in the Boardroom" by Lynn S. Paine. "Four Paths to Business Model Innovation" by Karan Girotra and Serguei Netessine.