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2017-06-14 05:17 | 作者:Joni黄琼妮 | 点击:277次

篇一 : 《哈佛商业评论》十大经典文章

《哈佛商业评论》十大经典文章

2009-12-28 10:29:41

10 Must-Read Articles from HBR

by Clayton M. Christensen, Michael Overdorf, Thomas H. Davenport, Peter F. Drucker, Daniel Goleman, Robert S. Kaplan, David P. Norton, Rosabeth Moss Kanter, John P. Kotter, Theodore Levitt, Michael E. Porter, C.K. Prahalad, Gary Hamel

151 pages. Publication date: Mar 20, 2009. Prod. #: 13292-PDF-ENG

If you read nothing else, read these 10 articles from HBR's most influential authors:

1) "Meeting the Challenge of Disruptive Change," by Clayton M. Christensen and Michael Overdorf, explains why so few established companies innovate successfully.

2) "Competing on Analytics," by Thomas H. Davenport, explains how to use data-collection technology and analysis to discern what your customers want, how much they're willing to pay, and what keeps them loyal.

3) "Managing Oneself," by Peter F. Drucker, encourages us to carve our own paths by asking questions such as, "What are my strengths?" and "Where do I belong?"

4) "What Makes a Leader?" Not IQ or technical skills, says Daniel Goleman, but emotional intelligence.

5) "Putting the Balanced Scorecard to Work," by Robert S. Kaplan and David P. Norton, includes practical steps and examples from companies that use the balanced scorecard to measure performance and set strategy.

6) "Innovation: The Classic Traps," by Rosabeth Moss Kanter, advocates applying lessons from past failures to your innovation efforts. She explores four problems and offers remedies for each.

7) "Leading Change: Why Transformation Efforts Fail," by John P. Kotter, argues that

transformation is a process, not an event. It takes years, not weeks, and you can't skip any steps.

经典评论文章 《哈佛商业评论》十大经典文章

8) "Marketing Myopia," by Theodore Levitt, introduces the quintessential strategy question, "What business are you really in?"

9) "What Is Strategy?" by Michael E. Porter, argues that rivals can easily copy your operational effectiveness, but they can't copy your strategic positioning--what distinguishes you from all the rest.

10) "The Core Competence of the Corporation," by C.K. Prahalad and Gary Hamel, argues that a diversified company is like a tree: the trunk and major limbs its core products, branches its business units, leaves and fruit its end products. Nourishing and stabilizing everything is the root system: its core competencies.

扩展：哈佛商业评论经典文章 / 哈佛商业评论 / 哈佛商业评论中文版

篇二 : 对中文版《哈佛商业评论》APP的建议

欣闻新的中文版《哈佛商业评论》马上就要上市，同时也会在移动终端上出现相应的应用，这些都将有利于我们这些老读者。

作为商业领域权威的杂志《哈佛商业评论》，一直以专业、深度的水平在商业界无可替代。然而面对当下丰富媒体的传播方式下，如何保持水平，并有更多的读者，更有价值的反响，一定会成为你们考虑的大主题，当然也是所有传统媒体人共同思考的主题。

作为长期跟踪社会化媒体的我，在去年3月一文《传统媒体的方向》（）中曾经指出：

上帝指着这些图说：其实你们并不是看不到这个趋势，你们真的缺的是面视与改变的勇气，想用IPAD逃避？不，它救不了你们。

这段假借上帝之言无非是想说明：当下传统媒体的生存不在于穿着一套新衣混世界，而是要改变“生活方式”。

我在新浪微博上已充分感受到您们对新的社会化媒体的拥抱欲望，贵刊的@哈佛商业评论已开始正式运营，同时长期在网上与兄照面，因此在此提一些建议，供参考。

虽然我说简单的内容发布式的APP救不了传统媒体，但融入社会化元素会使其注入用户参与的新生命！

简单的思路描述：

1.在微博平台上注册 哈佛商业评论文粹 账号；

2.在新刊发行之前，由哈佛商业评论文粹 账号把重要的文章（也可以是全部的文章）简单介绍分别发布在微博上；

3.将相应文章简单介绍的微博加评论功能直接引至APP每篇文章中，于是每篇文章就有活的评论内容

4.APP用户可以直接在这本电子杂志中评论、转发，并同步到微博上、

5.哈佛商业评论文粹 的账号编辑可以管理评论的内容

如此结构，就使：

1.简单的APP由内容发布，变为读者交互平台，是一本活的“杂志”，人们购买杂志不仅仅是看一家之言，俄罗斯物流 ，如果经营得好，那是大家之言，因而杂志的价值发生了变异；