If you listen to nothing else on inspiring and executing innovation, listen to these 10 articles. We've combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you innovate effectively.
"loaded with great ideas"
This marvelous collection features stories from some of America’s finest and most respected writers about every outdoorsman’s favorite and most loyal hunting partner: his dog. For the first time, the stories of acclaimed writers such as Richard Ford, Tom Brokaw, Howell Raines, Rick Bass, Sydney Lea, Jim Harrison, Tom McGuane, Phil Caputo, and Chris Camuto come together in one collection. Hunters and non-hunters alike will recognize in these poignant tales the universal aspects of owning dogs.
"Fair Story, Narration Lacks"
Microsoft entered the 21st century as the dominant software provider for anyone who interacted with a computing device. Sixteen years later, that dominance is looking threadbare. The reason is failed leadership, and Apple – currently the dominant tech firm for the mobile era – is at risk of making the same mistakes.
In Searches & Seizures, Elkin tells the story of the criminal, the lovelorn, and the grieving, each searching desperately for fulfillment - while on the verge of receiving much more than they bargained for. Infused with Elkin's signature wit and richly drawn characters, "The Bailbondsman," "The Making of Ashenden," and "The Condominium" are the creations of a literary virtuoso at the pinnacle of his craft.
"a truly subpar reading"
You accept your first job as a manager in a fast growth tech company, thinking: “How much different could this be from my former company - a financial services firm? Management is management, right?"
The strength of a nation’s economy and the vitality of its society depend on the quality of its schools. So why does the UK still lag behind its peers, despite investing more than them? The 2012 OECD Program for International Student Assessment (PISA) study showed the UK invested the 8th largest amount out of 34 OECD countries, but only came 19th in mathematics, 14th in science and 16th in reading.
They call Mickey Donovan "the Wraith". A sometimes-rogue NYPD deputy inspector who knows the city top to bottom, he clashes against the police brass and the mayor's office as he haunts the streets searching for his heroin-addicted daughter, Dillon. But now a truly bizarre serial killer is forcing Donovan's mind back into the cop game. A very efficient murderer has been targeting the umpires and referees of a variety of sports, both pro and amateur, whose only crimes seem to be questionable calls.
Last year my wife and I moved our sole TV into our dark, unfinished basement and got a bookshelf installed on the wall beside our front door. Now we see it, walk by it, and touch it dozens of times a day. And the TV sits dormant unless the Toronto Blue Jays are in the playoffs or Netflix drops a new season of House of Cards.
Autonomy may be the single most important element for creating engagement in a company. How can anyone feel engaged, let alone inspired, if she feels that some supervisor is always looking over her shoulder? But autonomy is a double-edged sword.
Communication involves the exchange of viewpoints, sometimes opposing positions. Unless you open your mind to another’s perspective, common ground can be tough to find. And finding common ground requires us to listen in order to really consider someone’s position.
President Trump entered the White House with the lowest approval ratings any president has had when taking office, and they aren’t likely to go up for a sustained period of time. Even if Trump doesn’t believe the polls, as he has avowed, such low approval ratings are likely to have real consequences for him.
And yet the solution is surprisingly simple: If you want to motivate employees, stop following your instincts and adopt a data-driven approach. In other words, approach motivation as a science rather than as an art, not least because very few individuals, including managers, are naturally good at motivating people.
Most of us don’t like to be told no. We consider it a rejection of our ideas and of ourselves. It’s a sign that our projects aren’t valued and our careers are stalling out. But, as Mike’s employees learned, hearing “no” can help boost us toward our goals.
Getting employees to voice concerns is hard enough. Most of us don’t want to get branded as a “snitch” or a “troublemaker.” And most rank-and-file employees don’t want to be noticed for the wrong reasons. So employees who do escalate unethical behavior to senior management should be taken seriously.
Most professionals build their network over time through proximity - people from your business school study group, or colleagues from your current company or past jobs. You may have a few outliers in the mix, but unless you’ve been deliberate about your networking, the vast majority of people you know probably work in the same field or industry as you. It may seem innocuous, but that inadvertent myopia can put you at serious professional risk.
You have an ambitious team member who’s asking to be promoted to manager. He’s great at his job, but is he really ready to lead? How do you judge his skills and experience? What’s the best way to measure his potential?
As a professional speaker and facilitator for over 20 years, I’ve been introduced more than a thousand times, by countless meeting planners, conference organizers, and team leaders. Nevertheless, most of the introductions have fallen into one of four categories.
It all started innocently enough in New York’s Gramercy Park district. Archie Gamble, a Gemini, is writing a TV special on astrology under the expert but irritating tutelage of Anna Muckermann. The show’s success depends on Archie’s finding a set of astro-twins - two persons born at the same moment in approximately the same vicinity. So far, no luck and no astro-twins. The studio deadline is scorching Archie’s neck, and, as Ms. Muckermann kindly explains to his wife, the fault is in Archie’s stars. His signs are bad. Nothing but trouble can be anticipated.