Book Description
The Harvard Business Review Paperback Series is designed to bring today's managers and professionals the fundamental information they need to stay competitive in a fast-moving world. From the preeminent thinkers whose work has defined an entire field to the rising stars who will redefine the way we think about business, here are the leading minds and landmark ideas that have established the Harvard Business Review as required reading for ambitious businesspeople in organizations around the globe.
Harvard Business Review on Decision Making will help people at all levels understand the fundamental theories and practices of effective decision making so that they can make better decisions in their personal and professional lives.
Customer Reviews:
First, decide which decisions are most important rather than merely urgent........2007-05-14
Much of the contextual material in this volume is out-of-date, given the fact that the eight articles originally appeared in the Harvard Business Review years ago (1965-2001). However, I think the core concepts remain sound and provide a valuable frame-of-reference for understanding the advances in decision making that have occurred during the last five years. For example, Peter Drucker suggests a sequence of six steps: classify the problem, define it, identify possible answers, determine which is "right" rather than acceptable, build into the decision the action(s) necessary to implement it, and then test the decision's validity and effectiveness. Yes, these are obvious steps. However, but the number of well-publicized bad decisions that have been made in recent years (e.g. Adelphia Communications, Arthur Andersen, Enron, Kmart, and Tyco) suggests the implications and consequences when decision-makers ignore one or more of these steps.
No brief commentary such as this can do full justice to the rigor and substance of the eight articles. It remains for each reader to examine the list to identify which subjects are of greatest interest to her or him. My own opinion is that all of the articles are first-rate. One of this volume's greatest benefits is derived from the fact that a variety of perspectives are provided by a number of different authorities on the same general subject. In this instance, "advances [to date] in strategy"
Readers will especially appreciate the provision of an executive summary that precedes each article. They facilitate, indeed expedite frequent review of key points which - presumably - careful readers either underline or highlight. Also of interest is the "About the Contributors" section that includes suggestions of other sources to consult. Here are questions that suggest key issues to which the authors of these articles respond:
How to make and then measure an "effective" decision? (Peter Drucker)
Comment: Effective executives do not make a great many decisions. They concentrate on what is most important.
What is a rational method for making trade-offs? (John S. Hammond, Ralph L. Keeney, and Howard Raiffa)
Comment: Making wise trade-offs is one of the most important and difficult challenges in decision making. Needless to say, the more alternatives you are considering and the more objectives you're pursuing, the more trade-offs you'll need to make.
Why is humility essential to effective decision-making? (Amitai Etzioni)
Comment: Only fools make rigid decisions and decisions with no sense of overarching purpose, whereas the most able executives practice more humble decision making that offers the benefits of flexibility, caution, and the capacity to proceed with partial knowledge.
What are the most common interpersonal barriers to decision making and how to overcome them? (Chris Argyris)
Comment: One of the most common observations in company studies is that executives lack awareness of their own behavioral patterns as well as the negative impact of their behavior on others.
How to analyze the nature and extent of the given problem? (Perrin Stryker)
Comment: Even veteran managers are likely to be very unsystematic when dealing with problems and decisions, and their hit-or-miss methods often produce bad decisions based on erroneous conclusions.
What are the hidden traps in decision making? (John S. Hammond, Ralph L. Keeney, and Howard Raiffa)
Comment: Bad decisions can often be traced back to the way the decisions were made - the alternatives that were not clearly defined, the right information was not collected, and the costs and benefits were not accurately weighed.
When to "trust your gut"? (Alden M. Hayshi)
Comment: Our emotions and feelings might not only be important in our intuitive ability to make good decisions but may actually be essential because they can help us to filter various options quickly.
Those who share my high regard for this volume are urged to check out the recently published Harvard Business Review on Making Smarter Decisions as well as other titles in the Harvard Business Review Paperback Series such as those on Becoming a High-Performance Manager, Change, Corporate Strategy, Decision Making, Effective Communication, the Innovative Enterprise, Leadership, Leadership at the Top, and Measuring Corporate Performance.
Best Decision I've ever made.......2005-07-23
Don't let the title mislead you, this book won't make decisions for you. I will however, give you the ability to make use of your most powerful business tool: a convincing guess. Many times I would stumble blindly through the veil of uncertainty, only to arrive on the otherside; lost, confused, naked, and too sore to sit down. But, now, after digesting these powerful articles, I can make my way through uncertain times; clothed in conviction and sitting on a soft pillow of apathy.
Effective Decisions.......2004-10-08
Being an effective manager requires being a good-decision maker too, having ability of using factual and quantitative information to analyze what is the most efficient decision to reach a well-defined objective. Making good decision by applied management science approach is the benefits that managers expect to learn combining with past experience to decide on what should be done. However, in the real-reality (as opposed to virtual reality, as a model), many decisions can be made under the highest-level conceptual understanding. In addition, a better understanding of decision making can be broken down into six sequential steps according to Drucker (pp. 2-19)
1. Classifying the problem in order to tell if it should be solved based on either principles or pragmatic concept. The problem can be categorized in three groups. The first group is the generic problems; for example, in a manufacturing organization, it may happen the situation like total amount of products decreasing. At this stage, the product control or engineering group will look at what is going on in a production line. To illustrate, the coupling in the pipe carrying steam or hot liquids, rather than the problem of production processing. This kind of problems frequently happens. The second group is a unique problem for the individual institution. The third group is a truly unique problem which happens out of exception. The truly unique events are rare and have to be treated individually. Unlike truly unique events, the other two groups require a generic solution. They require a rule, a policy, or a principle. Once the right principle has been developed, all manifestations of the same generic situation can be handled pragmatically by adjusting the rules to each specific case.
2. Defining the problem. After classifying the problem is generic or unique, it is quite easy to define what the problem is about that we are dealing with. However, it is the most important part of the whole decision process because sometimes the definition of the problem seems plausible but incomplete. In order to avoid this kind of carelessness, Peter F. Drucker suggested all of the decision makers check this process, defining the problem, again and again against all the observable facts and discard a definition the moment it fails to encompass any of them.
3. Specifying the answer to the problem to see if the decision is on the boundary conditions or not. A decision that does not satisfy the boundary condition is worse than the wrong definition of the problem. Therefore, before picking up the optimal solution, a decision maker has to deeply think about a question, "what are the objectives the decision has to reach?" Clearly thinking about the boundary conditions will help decision makers identify all of the possible decisions which can satisfy the needs.
4. Deciding what is right, rather than what is acceptable, in order to meet the boundary conditions. It means before paying attention on making decision acceptable by the compromise, adaptations, and concessions, we have to let the solution fully satisfy the specifications. However, if a decision maker does not know what will meet the boundary conditions, the manager cannot distinguish the difference between the right and wrong compromise. As the right and wrong compromise, Peter F. Drucker had an interesting description. The right compromise is like an old saying, "Half a loaf is better than no bread." In the contrast, the wrong compromise is like, "half a baby is worse than no baby at all." From this interesting description, it is easy to realize that deciding the right decision is more important than choosing the acceptable one.
5. Building into the decision the action to carry it out. Converting the decision into action is the most time-consuming steps in the decision-making process. It is true that we will not know the decision is the most efficient or not if we put the decision into practice. There are several questions that have to be answered before committing the decision, "Who has to know this decision?", "What action has to be taken?", "Who is to take it?", "What does the action have to be so that the people who have to do it can do it?" From those questions, it is obviously that an appropriate person who carries out the decision must have enough capabilities of adjusting his/her behavior, habits or attitudes once a decision becomes effective.
6. Testing the validity and effectiveness of the decision against the actual course of events. The feedback of decision action is the important information for a decision maker in order to realize the result of the decision model also for the future model building. However, information should be built on the direct exposure to reality, rather on decision makers themselves. Above all, six steps of decision process are the stepping stones for decision making. Although a good decision may be made under the decision-making process, sometimes the decision will still fail because of the mind of decision makers. The way the human brain works can destroy the choice we make. In the article, "The Hidden Traps in Decision Making, (pp. 143-67)" John Hammond, Ralph Keeney, and Howard Raiffa list nine psychological traps that may affect a way that a decision maker makes business decision.
1. The anchoring trap makes people give inappropriate weigh to the first information we receive. In business, for example, although it seems the decision that a manager predict how much product need to be produced by taking the former sales reports as a reference is reasonable, the old sales numbers become anchors because it may let a manager put too much attention on past event but not give enough weigh to other factors. Under this situation, it can lead to a poor forecast.
2. The status-quo trap means people may have biases on the situation we feel comfortable with so that we will not choose other alternatives even they are better. In order to make decisions rationally and objectively, a decision maker always have to keep in mind that the decision will be acted under the status quo and never consider status quo as the only alternative.
3. The sunk-cost trap is another serious biases. People always believe that successfully past decision even though it does not work anymore at the present. In order to put the suck cost away, a decision maker can listen other people's viewpoints and those people must to be those who did not experience the earlier decisions.
4. The confirming-evidence trap makes people find out the information to support an existing predilection, rather than to conflict it. On the other hand, people will try to discount the opposing information. In order to avoid the confirming-evidence trap, a decision maker can set up a clincher, let other people argue it, and listen people's advice.
5. The framing trap happens at the beginning of the decision process. When it occurs, the decision goes wrong because a decision maker has already misstated the problem.
6. The Estimating and Forecasting Traps have three minor traps,
a. The overconfidence trap makes people overestimate the accuracy of the forecasts.
b. The prudence trap causes people to be overcautious when people make decision under uncertain or risky situation.
c. The recall ability trap leads people to give incorrect weigh to recent, dramatic events.
The book rightly emphasizes the facts that a good decision not only relies on clearly defining the alternatives, collecting the correct information, and so on during the decision-making process, but also relate to the benefits and costs which are weighed accurately. Furthermore, the background, the experience of a decision maker will be one of the factors which affect the decision making. Except the factors of individuals, the economic circumstances will influence the decision and its action too.
Theory and Practice - advice from the leading minds........2003-08-12
There are several books from the Harvard Business Review that follow this simple format - essays on critical topics by the leading minds in the field compiled into a short book of around 200 pages. One of these critical topics is Decision Making. That topic is the focus of this book.
There are hundreds of books on management, strategy, leadership, etc. but not many are purely dedicated to treating the subject of Decision Making from a theoretical and abstract perspective. This book contains 8 short essays presenting different theories by people by Peter Drucker.
The first chapter starts off with an impressive treatment of The Effective Decision. It is impressive because of the wisdom packed into these few pages and the aptness of the title. The author (Peter Drucker) dispels the myths about the most effective decision makers being the ones that can think fast and manipulate a large number of variables in their heads. Instead he explains that the best decision makers are the ones who focus on impact instead of technique. He then systematically explains a simple process to follow to achieve the same results as the highly successful executives.
The book then moves on to topics dealing with how to make trade-offs, humble decision making (which is nothing but accepting that your first impressions may be wrong and be open to changing the direction of your thoughts as more information becomes available), interpersonal barriers, hidden traps, when to trust your gut, and analyzing problems. The essay on interpersonal barriers was very familiar to me as I had experienced the situations described several times in my own career.
The book is simple - it has no pictures, just some tables once in a while and some blank paper at the end of the book to takes notes. The size is small like a novel but very potent! When I first saw this book at a bookstore, I didn't think much of it. But I picked it up because of the Harvard Business Review name on the front cover. I couldn't put it down once I started reading the first chapter and immediately purchased a few books in this series.
These books and especially this one can be described in only one word - potent. They are like text books or Ph.D papers except they are very practical. These are some of my favorite management/business books but they are difficult to digest. Since they are abstract in nature, one has to read them very slowly and read them with total concentration. The authors don't spend time painting a picture in detail and trying to get you excited. They get straight to the point and finish it in less than 20 pages. If you read these books like you would read other books, you are likely to miss the point.
This book in particular is very unique as there aren't that many books dedicated to just Decision Making. Enjoy learning from the masters! Good luck!
Book Description
Leading Minds and Landmark Ideas In An Easily Accessible Format
From the preeminent thinkers whose work has defined an entire field to the rising stars who will redefine the way we think about business, The Harvard Business Review Paperback Series delivers the fundamental information today's professionals need to stay competitive in a fast-moving world.
Managers at every level, and in every industry, must balance various working styles, build efficient management teams, and develop sharp negotiation skills to remain competitive.
Harvard Business Review on Negotiation and Conflict Resolution offers a selection of the best thinking on negotiation practice and managing conflict in organizational settings. A Harvard Business Review Paperback.
Customer Reviews:
Useful supplement to Harvard Negotiation Program's new book..........2005-12-24
This book offers articles on negotiation and conflict resolution, but has no overarching theory to it. The individual chapters are all well-written, however. I especially liked "5 ways to keep disputes out of court" and "the team that wasn't." These kinds of chapters make the book poignant and show how groups operate under conditions of conflict and high-intensity emotion.
THis book is a useful supplement to the groundbreaking new negotiation bestseller "Beyond Reason: USing Emotions as You NEgotiate" (written by Roger Fisher, who is probably the most influential thinker in the field of negotiation and conflict resolution).
A must!.......2000-06-16
The Harvard Business Review has done it again. A very useful tool for negotiation.
Book Description
Managers at all levels strive to develop effective teams while avoiding the pitfalls so common in team management. This invaluable collection of articles explores teamwork from a variety of angles, including emotional intelligence, creativity, and decision making. Every reader will gain insight on how to create and manage teams that work efficiently, effectively, and collaboratively.
Customer Reviews:
Excellent content reinforced with real life examples.......2007-01-11
I read this book as part of an organization leadership class for a master's degree program. I found it to be a engaging read packed with solid recommendations and real-life examples to illustrate the point. Cover to cover, this compilation of authors on team related topics is a great read at a bargain price. I highly recommend it.
Book Description
Leading Minds and Landmark Ideas In An Easily Accessible Format
From the preeminent thinkers whose work has defined an entire field to the rising stars who will redefine the way we think about business, The Harvard Business Review Paperback Series delivers the fundamental information today's professionals need to stay competitive in a fast-moving world.
This essential reference is for readers who need to stay up-to-date on the new rules and evolving ideas that are shaping today's corporate strategies. A Harvard Business Review Paperback.
Customer Reviews:
Good for corporations, too heavy for small business.......2004-08-20
Some of the theories were tough to get through, although I'm sure some people will love this. I prefer it more practical, so the part where it talks about what makes for good corporate strategy was good. The book shows five tests to determine if a resource can be the basis for an effective strategy. So many corporations need this!
Theories on Strategy backed by real life examples........2003-08-12
This is another excellent collection of essays from Harvard Business Review and the topic is Corporate Strategy. 8 essays in a little less than 250 pages address various corporate strategies that can be useful if you are in a similar situation.
These are very interesting theories and it is fascinating to read them with all the real life examples. If you don't enjoy pure strategy, some of the material may feel dull though. This book goes into the guts of what makes for good corporate strategy. It starts out with a chapter on Creating Corporate Advantage where you are exposed to examples of companies that leveraged their multibusiness capabilities extremely well to create a serious corporate advantage (the companies are Tyco International, Sharp, The Newell Company, and Saatchi and Saatchi).
The book then moves on to the strategy in the 1990s with a focus on competing on resources. Five tests are put forward that should help determine if a resource can qualify to be the basis for an effective strategy.
The rest of the book addresses topics such as Synergy, Strategies for a Sustainable World, Emerging Markets, Competing on Capabilities, Parenting Advantage (the kind of businesses a company should own), etc.
Overall, the book has some very serious discussions on Corporate Strategies. Some of these may not be as relevant to the particular situation you are in, but most would be if you work in a large organization. I picked up the book to see what I could learn on strategy for small businesses but this isn't the book for that. Though these lessons could be applied when the small business starts transforming into a large business. Bottom line - this book is an interesting read especially if you are in an MBA program or are part of the upper management of a large corporation. Enjoy!
First mover advantage on corporate strategy research?.......2000-12-14
Many scholors have been researching in corporate strategy so far.And now this theme seems to be coming back.Too much emphasis on competitive strategy and business strategy of business units are likely criticized indeed. Mulibusiness corporations really need the optimal fit between corporate strategy and business strategy.This book is the one of challenging and quick respoce to that trend. The faster The better..... I don't know.But difinitely it is worth while reading for practitioner and researchers in this field. Including A.D.Chandler's discussion, outstanding papers of harvard business review are contained. Probably you will find new standpoint of academic field.
Book Description
Leading Minds and Landmark Ideas In An Easily Accessible Format
From the preeminent thinkers whose work has defined an entire field to the rising stars who will redefine the way we think about business, The Harvard Business Review Paperback Series delivers the fundamental information today's professionals need to stay competitive in a fast-moving world.
Harvard Business Review on Managing Uncertainty presents leading-edge ideas to help managers make strategic decisions in an increasingly uncertain world. Includes the landmark piece "Competing for the Future" by Gary Hamel and C.K. Prahalad. A Harvard Business Review Paperback.
Download Description
When making strategic decisions under volatile conditions, managers look to the Harvard Business Review for both expert guidance and new ideas. This collection draws from the Review's best pieces on managing uncertainty, including the landmark article "Competing for the Future" by Gary Hamel and C.K. Prahalad. The Harvard Business Review Paperback Series is designed to bring today's managers and professionals the fundamental information they need to stay competitive in a fast-moving world. Here are the landmark ideas that have established the Harvard Business Review as required reading for ambitious business people in organizations around the globe. Articles include: Strategy Under Uncertainty by Hugh Courtney, Jane Kirkland, and Patrick Viguerie; Competing for the Future by Gary Hamel and C.K. Prahalad; Planning as Learning by Arie P. De Geus; The Right Game: Use Game Theory to Shape Strategy by Adam Brandenburger and Barry J. Nalebuff; Discovery-Driven Planning by Rita Gunther McGrath and Ian C. MacMillan; Decision-Making: Going Forward in Reverse by Hillel J. Einhorn and Robin M. Hogarth; Disruptive Technologies: Catching the Wave by Joseph L. Bower and Clayton M. Christensen; and Time Pacing: Competing in Markets That Won't Stand Still by Kathleen M. Eisenhardt and Shona L. Brown.
Customer Reviews:
An useful survey on strategies under uncertainty.......1999-12-04
Why shoudn't we read the original books on the subject, the uncertainty ? If we are managers under pressure and without sufficient time, a similar collection is really useful. Of course, some auctors should be considered in total(Hamel & Prahalad), but this book offers a good insight on the matter. And some explications about companies strategies (competition based on the innovation rythm, for instance, in the last article)
Book Description
Decisions are the coin of the realm in business. Every success, every mishap, every opportunity seized or missed stems from a decision someone made—or failed to make. Brimming with potent suggestions from esteemed experts—including Jeffrey Pfeffer, Robert Sutton, Ram Charan, Thomas Davenport, and John Hammond—this handy volume offers a wealth of tools and practices to guide you through your most difficult choices.
Customer Reviews:
You want better results? Make smarter decisions........2007-08-20
This is one in a series of several dozen volumes that comprise the Harvard Business Review Paperback Series. Each offers direct, convenient, and inexpensive access to the best thinking ("ideas with impact") about the given subject in articles originally published by the Harvard Business School Review. I strongly recommend all of the volumes in the series. The individual titles are listed at this Web site: www.hbsp.harvard.edu. The authors of various articles are among the world's most highly regarded experts on the given subject. Each volume has been carefully edited. Supplementary commentaries are also provided in most of the volumes, as is an "About the Contributors" section that usually includes suggestions of other sources that some readers may wish to explore. In this volume, the reader is provided with eight articles whose authors provide a variety of perspectives on how to maker smarter decisions. All but one of the articles first appeared in the HBR in 2006. Here are brief excerpts from four of the articles:
"Related to the desire for `new' is the desire for `big' - the big idea, the big study, the big innovation. Unfortunately, `big' rarely happens. Close examination of so-called breakthroughs nearly always reveals that they're preceded by the painstaking, incremental work of others...the tiny, excruciating steps they took over the years to develop their ideas and hesitate to declare breakthroughs, while - like snake oil salesmen - one business guru after another claims to have developed a brand-new cure all." Evidence-Based Management, Jeffrey Pfeffer and Robert I. Sutton
Note: Pfeffer and Sutton later published a book developed from this article, Hard Facts, Dangerous Half-Truths And Total Nonsense: Profiting From Evidence-Based Management.
"Companies questing for killer apps generally focus all of their firepower on the one area that promises to create the greatest competitive advantage. But a new breed of company is upping the stakes. Organizations such as Amazon, Harrah's, Capital One, and the Boston Red Sox have dominated their friends by deploring industrial-strength analytics across a wide variety of activities. In essence, they are transforming their organizations into armies of killer apps and crunching their way to victory." Competing on Analytics, Thomas H. Davenport
Note: With Jeanne Harris, Davenport later developed a book, Competing on Analytics: The New Science of Winning, based on this article.
"Ultimately, changing a culture of indecision is a matter of leadership. It's a matter of asking hard questions: How effective and robust are our social operating mechanisms? How well are they linked? Do they have the right people and the right frequency? Do they have a rhythm and operate consistently? Is follow-through built in? Are rewards and sanctions linked to the outcomes of the decisive dialogue? Most important, how productive is the dialogue within these mechanisms? Is our dialogue marked by openness, candor, informality, and closure?" Conquering a Culture of Indecision, Ram Charan
"So where do bad decisions come from? In many cases, they can be traced back to the way the decisions were made - the alternatives were not clearly defined, the right information was not collected, the costs and benefits were not accurately weighed. But sometimes the fault lies not in the decision-making process but rather in the mind of the decision maker. The way the human brain works can sabotage our decisions." The Hidden Traps in Decision Making, John S. Hammond, Ralph L. Keeney, and Howard Raiffa.
These brief excerpts are representative of the thrust and flavor of all of the material provided in this volume. Once proper decisions have been made, it will probably be necessary to persuade others to support them. For cutting-edge thinking on that, I highly recommend HBR on Business Communication as well as Power, Influence, and Persuasion: Sell Your Ideas and Make Things Happen (Harvard Business Essentials). Also Stephen Denning's The Leader's Guide to Storytelling: Mastering the Art and Discipline of Business Narrative, Howard Gardner's Five Minds for the Future, and Robert B. Cialdini's Influence: The Psychology of Persuasion.
Average customer rating:
- Helps Readers Make Sense of the New Economy
- Heavy on Managing, Light on New Economy
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Managing in the New Economy (Harvard Business Review Book Series.)
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Book Description
As the Harvard Business Review's strategy editor, Joan Magretta has helped readers to see beyond the hype that surrounds the much-discussed but frequently misunderstood "new economy." Her work with the world's most influential business thinkers and executives has shaped our understanding of the practical issues of leadership, organization, and strategy that every manager must confront in this emerging era. Now, Magretta selects some of the most perceptive articles and interviews from the Review in a collection that will help readers make sense of the new managerial agenda.
With its balanced coverage,
Managing in the New Economy helps us sort out what is truly new about the new economy and what endures from the old. The articles are organized around important managerial issues, revealing how the dynamics shaping the new economy are changing both managers' priorities and the tools they use to make decisions. Part I addresses the principal issues of strategy, analysis, and competition. In Part II, Magretta turns our attention to the new realities of leadership and organization. Part III brings these issues to life as three CEOs describe how their organizations are tackling the challenges of managing in the new economy.
With renowned contributors--from writers such as Michael Porter, C.K. Prahalad, and Peter Drucker to business leaders such as Michael Dell--this invaluable collection explores the new mind-set executives in every industry must embrace in order to keep pace with the trends in technology, networks, knowledge, and globalization that are shaping the new economy. A Harvard Business Review Book.
Customer Reviews:
Helps Readers Make Sense of the New Economy.......2000-01-12
As the Harvard Business Review's strategy editor, Joan Magretta helped readers to see beyond the hype that surrounds the much discussed but frequently misunderstood "new economy". Her work with the world's most influential business thinkers and executives has shaped our understanding of the practical issues of leadership, organization, and strategy that every manager must confront in this emerging era. Now, Magretta selects some of the most perceptive articles and interviews from the Review in a collection that will help readers make sense of the new managerial agenda.
With its balance coverage, Managing in the New Economy helps us sort out what is truly new about the new economy and what endures from the old. The articles are organized around important managerial issues, revealing how the dynamics shaping the new economy are changing both manager's priorities and the tools they use to make decisions. Part 1 addresses the principal issues of strategy, analysis and competition. In Part II, Magretta turns our attention to the new realities of leadership and organization. Part III brings these issues to life as three CEO's describe how their organizations are tackling the challenges of managing in the new economy.
With renowned contributors-from writers such as Michael Porter, C.K Prahalad, and Peter Drucker to business leaders such as Michael Dell-this invaluable collection explores the new mind-set executives in every industry must embrace in order to keep pace with the trends in technology, networks, knowledge, and globalization that are shaping the new economy.
Joan Magretta is a writer and consultant based in Cambridge, Massachusetts. She was the Harvard Business Review's strategy editor from 1995-1999, and the winner of the 1998 McKinsey award for the best HBR article of the year. Prior to joining HBR, she was a partner at the management consulting firm of Bain & Co.
Reviewed by Azlan Adnan. Formerly Business Development Manager with KPMG, Azlan is currently Managing Partner of Azlan & Koh Knowledge and Professional Management Group, an education and management consulting practice based in Kota Kinabalu, Malaysian Borneo. He holds a Master's degree in International Business and Management from the Westminster Business School in London.
Heavy on Managing, Light on New Economy.......1999-12-29
While the title, Managing in the New Economy, portends an insight into New Economy thinking, the book does not deliver. It is basically divided into 3 parts: Competition and Strategy, Leadership and Organization, and Ideas at Work. There are several excellent articles that will help any business person in their day-to-day dealings with the New Economy: (1) Strategy and the New Economics of Information, (2) The Dawn of the E-Lance Economy, (3) The Power of Virtual Integration and (4) Fast, Global and Entrepreneurial: Supply Chain Management, Hong Kong Style. These articles deal with the issues facing the business world today, focusing on the exhilarating opportunities that have been swept onto the landscape by the New Economy. While the other articles are enlightening (at times), most of them seem out of place (i.e. Global Sustainability? ) in this book. The Peter Drucker article, however, while not linked directly to the New Economy, provides an extremely good assessment of executive leadership for tomorrow. It is an easy read, but disappointing considering the editorial review.
Book Description
When facing a difficult management challenge, wouldn't it be great if you could turn to a panel of experts to help guide you to the right decision? Now you can, with books from the Management Dilemmas series. Drawn from the pages of Harvard Business Review, these interactive, solutions-oriented guides allow readers to access the wisdom of leading experts as they tackle familiar and perplexing business situations. These engagingly written books will help managers improve problem-solving skills and make better judgment calls under fire. Every strategy has a shelf life. The trick is to recognize signs of strategic decay before they erode your company’s competitiveness. In this book, managers will immerse themselves in a range of dilemmas—Is it time to “go global?” Is cross-selling the answer, or a new problem? Should we stick to the core, or look for growth beyond it?—that managers in every company face as they seek to keep their companies growing profitably.
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Book Description
A collection of Harvard Business Review articles on strategic management and planning — an area in which HBR has made a major contribution to American management thinking. Presents authoritative, timely writing on methods and techniques of strategic management, formulating and implementing successful strategies, the strategy role of top management, and more.
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Recommended Books
- The Inner Game of Work: Focus, Learning, Pleasure, and Mobility in the Workplace
- Nurture by Nature: How to Raise Happy, Healthy, Responsible Children Through the Insights of Persona
- Hard Bop Academy
- Internet Business Models and Strategies: Text and Cases
- How to Do Everything with Microsoft Office PowerPoint 2003
- Shinsengumi: The Shogun's Last Samurai Corps
- Lonely Planet Ecuador & the Galapagos Islands
- Mod 3, Chpt 19-30, Century 21 Accounting
- IR: The New World of International Relations
- My Dying Breath
Harvard Business Review on Effective Communication (Harvard Business Review Paperback Series)
Wharton on Making Decisions
Harvard Business Review on Leadership (Harvard Business Review Paperback Series)
Harvard Business Review on Negotiation and Conflict Resolution (A Harvard Business Review Paperback)
Smart Choices: A Practical Guide to Making Better Decisions
