PM - 10 Must-Read Articles from HBR

하버드 비즈니스 리뷰에서 꼭 읽어봐야 할 10가지 아티클이라는 제목의 글입니다.
최근에 시간이 없어서 많이 못 읽었더니 이런 제목의 글이 눈에 띄는군요.
9월 중에 10개 아티클 모두 다 읽겠다고 다짐했습니다.

새삼 가장 무서운 적은 내 자신이라는 말이 실감납니다.
왜 이리도 게으르고, 왜 이리도 쉽게 지치는지...
스스로 부끄러울 따름입니다.
오늘도 열심히 살아봐야죠.^^

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

HBR Article Collections save you time by synthesizing and distilling the essence of selected Harvard Business Review articles that, together, help you meet a specific management challenge. One-page overviews draw out the main points. Annotated bibliographies point you to related resources. Includes original HBR articles.

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.
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.