Increasing your energy capacity is the best way to get more work done faster and better
Businesses hoping to survive over the long term will have to remake themselves into better competitors at least once along the way. These efforts have gone under many banners: total quality management, reengineering, rightsizing, restructuring, cultural change, and turnarounds, to name a few. In almost every case, the goal has been to cope with a new, more challenging market by changing the way business is conducted. A few of these endeavors have been very successful.
This edition features four great business articles. In our first article, we'll find out the difference between having what it takes to be considered for a CEO position, and actually getting it. Also, we'll find out what turns smart, ambitious people into underachievers, as well as how the right autobiographical story can help you in your personal life and your career. Plus, you'll learn how to critically re-assess your priorities before an unforeseen crisis forces you to.
In this endlessly fascinating book, New Yorker columnist James Surowiecki explores a deceptively simple idea that has profound implications: large groups of people are smarter than an elite few, no matter how brilliant. Groups are better at solving problems, fostering innovation, coming to wise decisions, even predicting the future.
"All of us are smarter than any of us"
Just as we were getting used to the Information Age, Daniel Pink tells us that it is ending. With it goes our focus on charts, statistics, and linear thinking. Traditional "left-brain" activities, like logic, analysis, and repetitive production, are being turned over to robots, computers, and offshore labor. The valued skills of the 21st Century will be those of the right brain: empathy, design, synthesis, and contextual thinking.
When some managers take over a new job, they hit the ground running. They learn the ropes, get along with their bosses and subordinates, gain credibility, and ultimately master the situation. Others, however, don't do so well. What accounts for the difference? In this article, first published in 1985, Harvard Business School professor John J. Gabarro relates the findings of two sets of field studies he conducted, covering 14 management successions.
Guhan Subramanian, the Joseph Flom Professor of Law and Business at Harvard Law School, writes about how we need to return to first principles rather than meander toward "best practices."
"Three-Way Race", by Simon Schama; "Hef's Peak", by Dana Goodyear; "Make My Day", by Tad Friend; "Incident in Dodge City", by Calvin Trillin; "The Last Babylift", by John Seabrook; and "Fighting Form", by Anthony Lane.
Seeing What's Next is a framework for predicting industry winners and losers. Every day, individuals take action based on how they believe innovation will change industries. Yet these beliefs are largely based on guesswork and incomplete data, and can lead to costly errors in judgment. Internationally renowned innovation expert Clayton M. Christensen and his research partners, Scott D. Anthony and Erik A. Roth, present this guide for predicting outcomes in the evolution of any industry.
Albert-Laszlo Barabasi traces the fascinating history of connected systems. Understanding the structure and behavior of networks will forever alter our world, allowing us to design the "perfect" business or stop a disease outbreak before it goes global.
If you want to know why so many organizations sink into chaos, look no further than their leaders' mouths. Over and over, leaders present grand, overarching - yet fuzzy - notions of where they think the company is going.
Donald Trump and Robert Kiyosaki are both concerned. Their concern is that the rich are getting richer, but America is getting poorer. The entitlement mentality is epidemic, creating people who expect their country, employer, or family to take care of them. And like the polar ice caps, the middle class is disappearing. America is becoming a two-class society, and soon you will be either rich or poor. Trump and Kiyosaki want you to be rich.
Linda A. Hill, a professor of Business Administration at Harvard Business School, Greg Brandeau, head of technology at Pixar, Emily Truelove, a researcher and a PhD candidate at the MIT Sloan School of Management, and Kent Lineback, a manager and executive with over 25 years of experience, write about how smart leaders of innovation don't set a vision and motivate others to follow it; they create a community that is both willing and able to innovate.
The knock on most business leaders is that they don't take the long view - that they're fixated on achieving short-term goals to lift they pay. So which global CEOs actually delivered solid results over the long run? Our 2014 list of top performers provides and objective answer.
Seth Godin, one of today's most influential business thinkers, writes best-selling books like Purple Cow and All Marketers Are Liars. And in between those annual books, he delivers a daily stream of ideas on one of the world's most popular blogs.
"Perfect when you need to boost your creativity"
Karan Girotra, a professor of technology and operations management at INSEAD, and Serguei Netessine, a professor of Global Technology and Innovation at INSEAD, write about how the secret to success lies in who makes what decisions when and why.
When corporate leaders or the organizations they represent mess up, they face the difficult decision of whether to apologize publicly. A public apology is a risky move. It's highly political, and every word matters. Refusal to apologize can be smart, or it can be suicidal. Readiness to apologize can be seen as a sign of character or one of weakness. Because the stakes are so high, Barbara Kellerman says, leaders should not extend public apologies often or lightly.
Businesses hoping to survive over the long term will have to remake themselves into better competitors at least once along the way. These efforts have gone under many banners: total quality management, reengineering, rightsizing, restructuring, cultural change, and turnarounds, to name a few. In almost every case, the goal has been to cope with a new, more challenging market by changing the way business is conducted. In this article, John Kotter outlines the eight largest errors that can doom these efforts.
Executives have developed tunnel vision in their pursuit of shareholder value, focusing on short-term performance at the expense of investing in long-term growth. It's time to broaden that perspective and begin shaping business strategies in light of the competitive landscape, not the shareholder list. In this article, Alfred Rappaport offers 10 basic principles to help executives create lasting shareholder value.
The New Yorker's blend of reporting, commentary, criticism, fiction, and cartoons has garnered 36 National Magazine Awards since its debut in 1925 - more than any other publication. Edited by Pulitzer Prize winner David Remnick, the magazine has had only five editors in its 80-year history. Each week, Audible and the editorial staff of The New Yorker work together to select a variety of the issue's best articles from The Talk of the Town, Fiction, The Critics, and more. Each article is read in its entirety. The New Yorker is available in audio exclusively at audible.com.
"The Puzzling Rise in Nearsighted Children" is from the April 21,2015 Life & Culture section of The Wall Street Journal. It was written by Shirley S. Wang and narrated by Ken Borgers.
"The Incredible Raisin Heist" is from the April 21,2015 Opinion section of The Wall Street Journal. It was narrated by Ken Borgers.
"Behind Ginni Rometty's Plan to Reboot IBM" is from the April 21,2015 Business section of The Wall Street Journal. It was written by Monica Langley and narrated by Ken Borgers.
"Morgan Stanley Strikes Wrong Profit Chord" is from the April 21,2015 Markets section of The Wall Street Journal. It was written by John Carney and narrated by Ken Borgers.
It's the perfect listen for your morning commute! In the time it takes you to get to work, you'll hear a digest of the day's top stories, prepared by the editorial staff of The New York Times. Each edition includes articles from the front page, as well as the paper's international, national, business, sports, and editorial sections.
In this issue: "Twinkie's Miracle Comeback: The Untold, Inside Story of a $2 Billion Feast" by Steve Bertoni. "Meet Tanium, The Secret Cybersecurity Weapon of Target, Visa and Amazon" by Brian Solomon. "Innovation Factory: How Parker Hannifin Pumps Out Breakthrough Products" by Dan Alexander. "The Tesla of Scooters Is Driving Asia's Two Wheel Revolution" by Aaron Tilley. "The Great Getty Curse" by Augustino Fontevecchia. "Luxury Lineage: A Brief History of the Lincoln Continental" by Michael Solomon. "The European Union -- Will It Die?" by Steve Forbes.
"Headlines from What's News Business and Finance" is from the April 20, 2015 of The Wall Street Journal. It was narrated by Ken Borgers.
"Size Matters on the Internet" is from the April 20,2015 Opinion section of The Wall Street Journal. It was written by L. Gordon Crovitz and narrated by Ken Borgers.
"Google's Mobile Defense Against European Pressure" is from the April 20,2015 Markets section of The Wall Street Journal. It was written by Dan Gallagher and narrated by Ken Borgers.
"Whatever the Ayatollah Wants" is from the April 20,2015 Opinion section of The Wall Street Journal. It was narrated by Ken Borgers.
"Comcast Strives to Save Merger With Time Warner Cable" is from the April 20,2015 Business section of The Wall Street Journal. It was written by Shalini Ramachandran, Joe Flint and Brent Kendall and narrated by Ken Borgers.
"Latest Hang-Up in San Francisco: Does New Area Code Ring True?" is from the April 20,2015 Life & Culture section of The Wall Street Journal. It was written by Zusha Elinson and narrated by Ken Borgers.