Clayton Christensen,Harvard Business Review,Adam Grant,Vijay Govindarajan,Thomas H. Davenport

HBR's 10 Must Reads 2017

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    Bergdís Ester Gísladóttirhas quoted3 years ago
    most productive contributors often burn out from carrying the weight of their teams.
    Сашаhas quoted3 years ago
    One of them, Gary Joyal, makes a good living (if his Rolls-Royce is any indication) by connecting buyers and sellers of Dunkin’ Donuts franchises.
    Сашаhas quoted3 years ago
    Some knowledge workers will step up to even higher levels of cognition; others will step aside and draw on forms of intelligence that machines lack. Some will step in, monitoring and adjusting computers’ decision making; others will step narrowly into highly specialized realms of expertise. Inevitably, some will step forward by creating next-generation machines and finding new ways for them to augment human strengths.
    Сашаhas quoted3 years ago
    Unless we find as many tasks to give humans as we find to take away from them, all the social and psychological ills of joblessness will grow, from economic recession to youth unemployment to individual crises of identity.
    Сашаhas quoted3 years ago
    We conduct deep dives into the organization’s financial performance through quarterly operational reviews, and we conduct quarterly talent reviews, where we focus on the
    Сашаhas quoted3 years ago
    For example, the transactional and administrative work of HR, including managing benefits, could be cordoned off and reassigned, as some companies have begun to do. One option is to give those responsibilities to the CFO.
    Сашаhas quoted3 years ago
    People should be paid according to how much value they contribute to the company—some combination of the importance of the job and how they handle it.
    Сашаhas quoted3 years ago
    Many HR processes tend to treat all employees the same way, but in our observation, 2% of the people in a business drive 98% of the impact.
    Сашаhas quoted3 years ago
    Here are three activities we think are critical: predicting outcomes, diagnosing problems, and prescribing actions on the people side that will add value to the business.
    Сашаhas quoted3 years ago
    The chief executive must have a clear view of the tremendous contribution the CHRO could be making and spell out those expectations in clear, specific language.
    Сашаhas quoted3 years ago
    Just as the CFO helps the CEO lead the business by raising and allocating financial resources, the CHRO should help the CEO by building and assigning talent, especially key people, and working to unleash the organization’s energy
    Heri Heryadihas quoted3 years ago
    Platforms create value by facilitating interactions between external producers and consumers.
    Heri Heryadihas quoted3 years ago
    Platforms create value by facilitating interactions between external producers and consumers.
    Heri Heryadihas quoted3 years ago
    Platforms create value by facilitating interactions between external producers and consumers
    Heri Heryadihas quoted3 years ago
    The resource-based view of competition holds that firms gain advantage by controlling scarce and valuable—ideally, inimitable—assets
    Heri Heryadihas quoted3 years ago
    With platforms, the assets that are hard to copy are the community and the resources its members own and contribute, be they rooms or cars or ideas and information. In other words, the network of producers and consumers is the chief asset
    Heri Heryadihas quoted3 years ago
    The engine of the industrial economy was, and remains, supply-side economies of scale
    Heri Heryadihas quoted3 years ago
    As Apple demonstrates, firms needn’t be only a pipeline or a platform; they can be both
    Heri Heryadihas quoted3 years ago
    Traditional businesses that fail to create platforms and to learn the new rules of strategy will struggle.
    Heri Heryadihas quoted3 years ago
    Though they come in many varieties, platforms all have an ecosystem with the same basic structure, comprising four types of players. The owners of platforms control their intellectual property and governance. Providers serve as the platforms’ interface with users. Producers create their offerings, and consumers use those offerings. (See the exhibit “The players in a platform ecosystem.”)
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