Harvard Business Review Must-reads: The Essentials

Product #13292 The Essentials The Essentials If you read nothing else on management, read these definitive articles from Harvard Business Review. www.hbr.org www.hbr.org HBR’s 10 Must Reads: The Essentials Included with this collection: 2 Meeting the Challenge of Disruptive Change by Clayton M. Christensen and Michael Overdorf 16 Competing on Analytics by Thomas H. Davenport 28 Managing Oneself by Peter F. Drucker 41 What Makes a Leader? by Daniel Goleman 53 Putting the Balanced Scorecard to Work by Robert S. Kaplan and David P. Norton 71 Innovation: The Classic Traps by Rosabeth Moss Kanter 85 Leading Change: Why Transformation Efforts Fail by John P. Kotter 96 Marketing Myopia by Theodore Levitt 113 What Is Strategy? by Michael E. Porter 135 The Core Competence of the Corporation by C.K. Prahalad and Gary Hamel www.hbr.org It’s no wonder that innovation is so difficult for established firms. They employ highly capable people—and then set them to work within processes and business models that doom them to failure. But there are ways out of this dilemma. Meeting the Challenge of Disruptive Change by Clayton M. Christensen and Michael Overdorf Included with this full-text Harvard Business Review article: 3 Article Summary The Idea in Brief—the core idea The Idea in Practice—putting the idea to work 4 Meeting the Challenge of Disruptive Change 14 Further Reading A list of related materials, with annotations to guide further exploration of the article’s ideas and applications Reprint R00202 Meeting the Challenge of Disruptive Change The Idea in Brief The Idea in Practice Why do so few established companies innovate successfully? Of hundreds of department stores, for instance, only Dayton Hudson became a discount-retailing leader. And not one minicomputer company succeeded in the personal-computer business. SELECTING THE RIGHT STRUCTURE FOR YOUR INNOVATION What’s going on? After all, most established firms boast deep pockets and talented people. But when a new venture captures their imagination, they get their people working on it within organizational structures (such as functional teams) designed to surmount old challenges—not ones that the new venture is facing. To avoid this mistake, ask: COPYRIGHT © 2005 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. • “Does my organization have the right resources to support this innovation?” Resources supporting business-asusual—people, technologies, product designs, brands, customer and supplier relationships—rarely match those required for new ventures. • “Does my organization have the right processes to innovate?” Processes supporting your established business—decisionmaking protocols, coordination patterns— may hamstring your new venture. If your innovation . . . Select this type of team . . . To operate . . . Fits well with your existing values and processes Within your existFunctional teams who work sequentially on issues, ing organization or lightweight teams— ad hoc cross-functional teams who work simultaneously on multiple issues Because . . . Owing to the good fit with existing processes and values, no new capabilities or organizational structures are called for. Fits well with existing Heavyweight team values but poorly with dedicated exclusively to the innovation project, existing processes with complete responsibility for its success Within your existing organization The poor fit with existing processes requires new types of coordination among groups and individuals. Fits poorly with exist- Heavyweight team dedicated excl