The New Yorker's blend of reporting, commentary, criticism, fiction, and cartoons has garnered 36 National Magazine Awards since its debut in 1925 - more than any other publication. Edited by Pulitzer Prize winner David Remnick, the magazine has had only five editors in its 80-year history. Each week, Audible and the editorial staff of The New Yorker work together to select a variety of the issue's best articles from The Talk of the Town, Fiction, The Critics, and more. Each article is read in its entirety. The New Yorker is available in audio exclusively at audible.com.
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.
"Misidentified on Amazon"
In this issue: "Corporate VCS are Moving the Goalposts" by the Editors of Harvard Business Review. "Let's Not Kill Performance Evaluations Yet" by Lori Goler, Janelle Gale, and Adam Grant. "The Problem with Legacy Ecosystems" by Maxwell Wessel, Aaron Levie, and Robert Siegel. "Right Tech, Wrong Time" by Ron Adner and Rahul Kapoor.
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.
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"
In this issue: "Can CRISPR Save Ben Dupree?" by Antonio Regalado; "Your Driverless Ride Is Arriving" by Will Knight; "Elon Musk's House of Gigacards" by Peter Burrows; "The One and Only Texas Wind Boom" by Richard Martin; and "Learning to Prosper in a Factory Town" by Nanette Byrnes.
The biggest problem with health care isn’t with insurance or politics – it’s that we’re measuring the wrong things the wrong way.
Increasing your energy capacity is the best way to get more work done faster and better
"Where's the beef"
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!"
In this issue: "How Bad Will Trump Be for Climate Policy?" by David Victor; "Trump's Impact on Clean-Energy Businesses" by Peter Fairley; "Amazon's Next Big Move: Take Over the Mall" by Nicholas Carr; "Mark Zuckerberg Is Funding a Facebook for Human Cells" by Antonio Regalado; "Web Pioneer Tries to Incubate a Second Digital Revolution" by Tom Simonite; "The Decline in Chinese Cyberattacks: The Story Behind the Numbers" by Mara Hvistendahl; "On Patrol with America's Top Bioterror Cop" by Antonio Regalado; "Companies Bet on Designer Bacteria as New Way to Treat Disease" by Antonio Regalado.
In this issue: "Transitions" by Amy Davidson; "Taking Trolls to Court" by Margaret Talbot; "Art Without Walls" by Calvin Tomkins; "The Teacher" by James Wood; and "Wives and Husbands" by Anthony Lane.
Learn how generation gaps are actually just part of a historical pattern - a pattern we can use to forecast market, workplace, and social trends for decades.
"They Missed The Foundation Trilogy Lesson"
In this issue: "Why People Quit Their Jobs" by the Editors of Harvard Business Review; "Why Your Company Needs a Foreign Policy" by John Chipman; "How to Make the Other Side Play Fair" by Max H. Bazerman and Daniel Kahneman; and "Putting Products into Services" by Mohanbir Sawhney.
You'll hear why even the largest and most complex teams can work together effectively if the right conditions are in place. From the November 2007 issue of Harvard Business Review.
The five "discovery skills" that separate true innovators from the rest of us.
Michael E. Porter, the Bishop Lawrence University Professor at Harvard University, and Thomas H. Lee, chief medical officer at Press Ganey and the former network president of Partners HealthCare, write about why providers must lead the way in making value the overarching goal.
"The changing of the Landscape of healthcare"
Hear why "buying to sell" can generate a much higher return on investment than the public company practice of "buying to keep".
"The title had more juice that the recording"
In this issue: "Marketing Luxury Branding Below the Radar" by the Editors of Harvard Business Review. "The Organizational Apology" by Maurice E. Schweitzer, Alison Wood Brooks, and Adam D. Galinsky. "Cybersecurity's Human Factor: Lessons from the Pentagon" by James A. "Sandy" Winnefeld Jr., Christopher Kirchhoff, and David M. Upton. "How Certainty Transforms Persuasion" by Zakary L. Tormala and Derek D. Rucker.
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.