5 years of Must Reads from HBR. HBR’S 10 Must Reads

1129 Pages·2021·14.576 MB·English

by  Harvard Business Review

5 years of Must Reads from HBR: 2021 Edition

Contents

HBR’s 10 Must Reads 2017

HBR’s 10 Must Reads 2018

HBR’s 10 Must Reads 2019

HBR’s 10 Must Reads 2020

HBR’s 10 Must Reads 2021

Harvard Business Review Press
Boston, Massachusetts

eISBN: 9781647820213
BONUS ARTICLE

“ What Is Disruptive
Innovation?”
By Clayton M. Christensen,
Michael Raynor, and
Rory McDonald
The definitive
management ideas
of the year from
Harvard Business Review.
2017
HBR’S
10

MUST

READS

The defi nitive
management ideas
of the year from
Harvard Business Review.
2017
HBR’s 10 Must Reads series is the defi nitive collection of ideas
and best practices for aspiring and experienced leaders alike.
These books off er essential reading selected from the pages
of H arvard Business Review on topics critical to the success of
every manager.
Titles include:
HBR’s 10 Must Reads 2015
HBR’s 10 Must Reads 2016
HBR’s 10 Must Reads 2017
HBR’s 10 Must Reads on Change Management
HBR’s 10 Must Reads on Collaboration
HBR’s 10 Must Reads on Communication
HBR’s 10 Must Reads on Emotional Intelligence
HBR’s 10 Must Reads on Innovation
HBR’s 10 Must Reads on Leadership
HBR’s 10 Must Reads on Making Smart Decisions
HBR’s 10 Must Reads on Managing Across Cultures
HBR’s 10 Must Reads on Managing People
HBR’s 10 Must Reads on Managing Yourself
HBR’s 10 Must Reads on Strategic Marketing
HBR’s 10 Must Reads on Strategy
HBR’s 10 Must Reads on Teams
HBR’s 10 Must Reads: The Essentials
HBR’S
10

MUST

READS

The defi nitive
management ideas
of the year from
Harvard Business Review.
2017

HARVARD BUSINESS REVIEW PRESS
Boston, Massachusetts
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book’s publication but may be subject to change.
Cataloging-in-Publication data is forthcoming.
ISBN: 978-1-63369-209-1
eISBN: 978-1-63369-210-7
Find more digital content or join the discussion on www.hbr.org.
Contents
Editors’ Note vii
Collaborative Overload 1
by Rob Cross, Reb Rebele, and Adam Grant
Algorithms Need Managers, Too 11
by Michael Luca, Jon Kleinberg, and Sendhil Mullainathan
Pipelines, Platforms, and the New Rules of Strategy 21
by Marshall W. Van Alstyne, Geoff rey G. Parker, and Sangeet Paul Choudary
What Is Disruptive Innovation? 35
by Clayton M. Christensen, Michael Raynor, and Rory McDonald
How Indra Nooyi Turned Design Thinking into Strategy 51
An interview with Indra Nooyi by Adi Ignatius
Engineering Reverse Innovations 63
by Amos Winter and Vijay Govindarajan
The Employer-Led Health Care Revolution 81
by Patricia A. McDonald, Robert S. Mecklenburg, MD, and Lindsay A. Martin
Getting to S í , Ja , Oui , Hai , and Da 105
by Erin Meyer
The Limits of Empathy 117
by Adam Waytz
People Before Strategy: A New Role for the CHRO 125
by Ram Charan, Dominic Barton, and Dennis Carey
Beyond Automation 143
by Thomas H. Davenport and Julia Kirby
About the Contributors 157
Index 161
v

Editors’ Note
“People are the ultimate source of sustainable competitive diff er-
entiation,” write Ram Charan, Dominic Barton, and Dennis Carey in
their article “People Before Strategy: A New Role for the CHRO.” But
it may not always be so. Take the growing tension between man and
machine: To what extent will knowledge workers’ jobs be replaced
by smart products? What is the role of a human professional in a
world of big data and predictive algorithms?
In this volume we showcase this and other critical themes high-
lighted by our authors from the past year of H arvard Business Re-
view . Many of these articles stress the continued need to elevate
employees’ work to new levels and unleash their innovative energy.
Our authors explore big trends in business—like the increased focus
on collaboration and empathy—that emphasize distinctly human
skills. Executives and academics alike reengage with design think-
ing, explaining how to build products, processes, and platforms
around users’ experiences. Other authors highlight the need to re-
tool models and metrics for a world where human interactions have
become the major source of value. All these ideas highlight that
even as technology marches forward, human knowledge and exper-
tise remain critical to strategy and performance.
We begin this collection with a piece that studies how individu-
als work together. Collaboration has become a hot topic in recent
years, and indeed it off ers organizations a host of benefi ts. But it also
poses risks: The most productive contributors often burn out from
carrying the weight of their teams. In “Collaborative Overload,”
professors and researchers Rob Cross, Reb Rebele, and Adam Grant
present practical ways to manage collaboration eff ectively—by re-
distributing work evenly and rewarding effi cient eff orts—for high
performance without exhaustion.
Like collaboration, big data provides organizations with tre-
mendous opportunity—but also has its limitations. In “Algorithms
Need Managers, Too,” professors Michael Luca, Jon Kleinberg, and
Sendhil Mullainathan explain what questions algorithms can—and
can’t—answer, so companies will be able to use them more eff ec-
tively. While algorithms can identify patterns in data and generate
insights at incredible speed and scale, the authors illustrate, through
vii