HBR's 10 Must Reads: The Essentials: HBR's 10 Must Reads Series

  • 9h 48m 29s
  • Clayton M. Christensen, Daniel Goleman, Harvard Business Review Press, Michael E. Porter, Peter F. Drucker
  • Gildan Media
  • 2022

An introduction to the most enduring ideas on management from Harvard Business Review

Change is the one constant in business, and we must adapt or face obsolescence. Yet certain challenges never go away. These are the ten seminal articles by management's most influential experts, on topics of perennial concern to ambitious managers and leaders hungry for inspiration—and ready to run with big ideas to accelerate their own and their companies' success.

Includes articles by: Michael Porter on creating competitive advantage and distinguishing your company from rivals; John Kotter on leading change through eight critical stages; Daniel Goleman on using emotional intelligence to maximize performance; Peter Drucker on managing your career by evaluating your own strengths and weaknesses; Clay Christensen on orchestrating innovation within established organizations; Tom Davenport on using analytics to determine how to keep your customers loyal; Robert Kaplan and David Norton on measuring your company's strategy with the Balanced Scorecard; Rosabeth Moss Kanter on avoiding common mistakes when pushing innovation forward; Ted Levitt on understanding who your customers are and what they really want; and C. K. Prahalad and Gary Hamel on identifying the unique, integrated systems that support your strategy.

About the Author

Harvard Business Review is the leading destination for smart management thinking. Through its flagship magazine, 11 international licensed editions, books from Harvard Business Review Press, and digital content and tools published on HBR.org, Harvard Business Review provides professionals around the world with rigorous insights and best practices to lead themselves and their organizations more effectively and to make a positive impact.

In this Audiobook

  • Chapter 1 - Meeting the Challenge of Disruptive Change Clayton M. Christensen and Michael Overdorf
  • Chapter 2 - Competing on Analytics Thomas H. Davenport
  • Chapter 3 - Managing Oneself Peter F. Drucker
  • Chapter 4 - What Makes a Leader? Daniel Goleman
  • Chapter 5 - Putting the Balanced Scorecard to Work Robert S. Kaplan and David P. Norton
  • Chapter 6 - Innovation: The Classic Traps Rosabeth Moss Kanter
  • Chapter 7 - Leading Change: Why Transformation Efforts Fail John P. Kotter
  • Chapter 8 - Marketing Myopia Theodore Levitt
  • Chapter 9 - What Is Strategy? Michael E. Porter
  • Chapter 10 - The Core Competence of the Corporation C.K. Prahalad and Gary Hamel

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