Harvard Business Review (HBR) - Personal Effectiveness

- Why publish a magazine about the rules of conduct big business where business exists contrary to the rules?

First, even where a business exists contrary to the rules, it has to compete, which means it must find ways to be more effective than its rival. And sometimes you have to compete not with home-grown companies, but with world champions. Yandex in Russia competes with Google, while Vkontakte is fighting Facebook and is not losing ground yet. Secondly, the rules for managing a large business are essentially not very different from the rules for managing a medium-sized business - the scale is not the same, but the principles are often identical. Thirdly, a large resource business - in fact, the engine of all processes taking place in the country - is slowly entering world stock exchanges, and the value of a share depends on the quality of management. Rating agencies they punish companies with dense management by downgrading their ratings, and this affects the value of assets. When our oligarchs begin to grow poor before our very eyes, they have to, by will, not by will, through "I can not" master modern management approaches. And fourthly, when you hear the statements of the country's top leaders, you understand how poorly they understand the theory of governance, why wonder that the country is slowly and surely turning into an uncontrollable structure. Just for the sake of educating this category of readers, it would be worth making a magazine. ** - Do you feel that the magazine influences the way things are done in Russia? That is, a conventional businessman, having read about the rules of negotiation, begins to follow them? **

We make a magazine, as they say, for the avant-garde russian business, - for the most civilized, the most advanced. There are few of them, and their influence on the situation as a whole is still very small. As for special cases, yes, people say that they use our articles - it's stupid not to use it if these are advice from the best experts in the world. Another thing is that we do not give universal advice. We are making a magazine for the smart, and the smart does not need a diagram - do it once, do it twice - but an understanding of what are the drivers of certain processes and how they work. And then people see for themselves how it can be used in a specific situation. ** - What are the three main differences between the Russian edition and the world one? **

The main difference is that about a third of our magazine is materials that are made by the Russian editorial staff, this is how much we are allowed by the terms of the contract. We have sections that are not in the English-language edition, for example, "Conversation with a Scientist." Well, even in the Russian edition, as you can see, chief Editor a woman, and in American - a man. Interestingly, in a family of a couple of dozen multi-lingual HBR, there are only three chief editors - women, and all in the BRIC countries - Russia, China and Brazil.

What do you want to do with the magazine, but for some reason does not work? By what?

I would like more materials that are written based on case studies and research russian companies... Unfortunately, such studies are very few and often of very questionable quality. This is very bad, but there is nothing we can do about it yet. ** - Why is the magazine so expensive? Is this some kind of filter that cuts out unnecessary consumers? **

On the one hand, this is the HBR tradition: developed countries almost 70% of the magazine's income comes from the sale of circulation and individual articles, and only 30% - advertising. In developing countries, advertising accounts for more than half of the income, the Russian edition is no exception, we have not yet been able to even equalize the income from advertising sales and circulation, despite all our efforts. On the other hand, we are making a magazine for business intellectuals; they can afford to buy a magazine at such a price. In the end, the business model of the magazine is quite stable, we easily withstood the crisis, and not only continued to make a profit, but also exceeded the plan. So we are not yet sure if this model needs to be changed. Although, when I see the price of 1200 rubles per room in some stores, it seems to me that this is too much. But this is a retail decision. ** - Do you feel the crisis of the print media, about which they talk so much? Falling advertising revenue? Do you believe in the institution of subscription, or is it completely dead for Russia? **

We still feel the consequences of the economic crisis, and not some special crisis of the print media. Many companies still have not recovered their pre-crisis advertising budgets and did not return the subscription for employees. Oddly enough, the consequences of the earthquake in Japan were quite tangible for us, when suppliers of cars and audio-video equipment significantly cut their advertising budgets. As for the so-called media crisis, in my opinion, it is more likely to hit general publications. I think that now there is a crisis of overproduction of general interest magazines and newspapers, which were often launched not because the founders had a special concept, or they knew how to cover the lack of information, but simply because there were undeveloped advertising budgets on the market. If you look at the press showcase, you will see many titles that look the same without a unique advantage. Readers will not pay for such content, and advertising budgets are shrinking, it's true.

How is the content that goes to the magazine and the website divided? Where do advertisers want to be placed more?

We open audiences on the site only one or two articles and also make some materials specifically for the site. Advertising revenues from the website are now very modest for all publications, we do not indulge ourselves here. But other amazing processes are taking place - for example, our subscription to the electronic version of the magazine is growing at a tremendous pace, and in the near future we will start selling via iPad. This is interesting and, perhaps, new opportunities will open up here. ** - And yet, is media a product (users are interested in the content) or is it already a service (users are more interested in the process of receiving - they can read on the phone, listen in the car)? If this is content, then how long will it be on sale, when, it would seem, any information can be found for free? If this is a service, then what problems have not yet been resolved: technical or economic (by what model to monetize: by subscription, by (http://en.wikipedia.org/wiki/Freemium )?** **

(http://en.wikipedia.org/wiki/Freemium)** is a service model when it offers basic services for free, and improved, premium services for a fee.

I'm only interested in those media, the essence of which is unique content. If you are used to reading books, you have time for 2-3 newspapers and magazines. For example, I have enough energy and time for 5 editions, and then I am not able to read them in a row - I look through Vedomosti, Novaya Gazeta, buy every issue of Afisha (understand why), from time to time read Rules Life ”in Esquire magazine and subscribed to New Yorker. I also look at "Snob", but I do not always have time to read it, although they are excellent at promoting materials on the website, I usually fall for their mailing list. But this is all unique content, and I'm ready to pay for it. I find out the usual news on the radio while I am driving to work, I will not pay for it, as well as for the next interview with another star or for advice on how to lose weight for the beach season. ** - Do you agree that there is so much information that a normal person is almost ready to pay money not for information, but for the service of its selection, classification? Do search engines cope with this? Or maybe the blogosphere / Facebook friends became such editors? Can one magazine a priori please the entire audience? **

There is no more information, sometimes there is no news at all, - see what information portals take out as five major events days! Follow this up for a few days! You will see that nothing meaningful happens for weeks. But if you have a newspaper, you have to fill the pages with news, even if you have to suck them out of your finger. Therefore, many media outlets are filled not with information, but with information rubbish. And people want to protect themselves from this. For example, I do not need someone to select information for me on the Internet, I can somehow cope with this. Friends on Facebook are definitely a great help to navigate. On Twitter, you can customize the feed so that it filters everything into the best... As for the monthly magazines, I don't think they should please everyone, the magazine should focus on its audience (it's another matter that then there will be no large circulation, especially with such a state of infrastructure as in Russia) and create content specifically for them. Our Harvard academics argue that we have entered an age of overspecialization.

Do you want to go to the regions? Don't you think HBR is the Garden Ring magazine?

70% of our subscribers live outside of Moscow. Several years ago, the ratio of Moscow to the regions was 50-50, in recent years the share of regional readers has been growing. By the way, this may be explained by the fact that Moscow is one of the most unfavorable regions for doing business.

Will HBR Russia introduce paid access to single articles rather than the entire library? What do you plan to receive from closed articles and what do you get?

We do not sell articles separately - mainly due to technical difficulties: a lot of effort must be made to make it all work as it should, and the return, according to our feelings, will still be scanty, while there are more important things to do. From time to time, we selectively open old articles on the site, but we do this solely to attract people. And yes, we are very interested for a person to come and buy a subscription.

In what ways are you trying to reach the consumer? Master classes, lectures, meetings with authors? Who comes to these events?

We are very passionate about creating platforms for communication - for example, during the crisis, we launched thematic business breakfasts with Accenture, their feature was that we created platforms for communication. And we learned how to make people get involved in the discussion and it turns out very interesting. These are breakfasts for a narrow circle of fairly high-ranking participants who really have valuable information. We are also very active in working with students - contests and so on. We educate potential readers.

How can a reader of Theory and Practice become a hero of your magazine?

Call and talk about how he handled an inhumanly difficult business challenge, or how an out of the ordinary event influenced his leadership style. Let's say in the January issue we had an article about a top manager from Microsoft who changed his gender and went from Michael to Megan. According to his colleagues and subordinates, his management style has changed in better side... But this is, of course, exotic. If the stories are more mundane - a person went through a prison, survived a car accident, etc. True, we must remember that the hero of our magazine can only be a leader of a very high rank.

Harvard Business Review (HBR)

Personal effectiveness

Project Manager M. Shalunova

Corrector N. Vitko

Computer layout K. Svishchev

Cover design Yu. Buga

Published by arrangement with Harvard Business Review Press (USA) via Alexander Korzhenevski Agency (Russia)

All rights reserved. The work is intended solely for private use. No part of an electronic copy of this book can be reproduced in any form or by any means, including posting on the Internet and in corporate networks, for public or collective use without written permission from the copyright holder. For copyright infringement, the law provides for the payment of compensation to the copyright holder in the amount of up to 5 million rubles (Article 49 of the ZOAP), as well as criminal liability in the form of imprisonment for up to 6 years (Article 146 of the Criminal Code of the Russian Federation).

* * *

How can life be measured?

Clayton Christensen

Even before my exit In The Innovator's Dilemma, I got a call from Andrew Grove, the then chairman of Intel. He read one of my early articles on disruptive technology and wanted me to speak to his direct reports and present my research and its possible applicability to Intel. I happily flew to Silicon Valley and showed up to Grove exactly at the appointed time - just to hear: “You know, something happened here. We have no more than ten minutes for you. Tell us how your disruptive technology model makes sense for Intel. ” I replied that I could not - I needed all thirty minutes to explain the model in detail, because any specific considerations about Intel would only make sense in this case. After ten minutes of my explanation, Grove interrupted me: “Okay, I understand the model. Now just tell me what this means for Intel. "

I kept insisting that I needed another ten minutes to explain the process of disruption with an example from a completely different industry - steel. I described how Nucor and other mini steel mills began by attacking the lowest end of the market - steel rebar - and then gradually moved upward, driving down prices and undermining the position of larger enterprises.

When I finished the story, Grove said, "Okay, I got it. For Intel, that means ..." - and voiced the prospects new strategy downstream companies to launch the Celeron processor.

Since then, I've thought about it a million times. If I tried to explain to Andy Grove how he should imagine the production and sale of microprocessors, I would simply be killed. But instead of telling him what he should think, I taught him how to think - and then he was able to make the right decision on his own.

This story influenced me a lot. When someone asks me what I think they should do, I rarely answer the question directly. Instead, I view the issue through the lens of one of my models. I am describing how things work in some other industry. After that, as a rule, they tell me: “Yes, yes, I understood everything,” and they themselves answer their own question better than I could have answered.

My course at Harvard Business School is designed to help students understand theory. good governance and what it is built on. To this skeleton, I attach various models or theories that help students understand all kinds of aspects of the work of a director of innovation and growth. In each lesson, we look at one company through the prism of these theories, using them to explain how the company got in this situation and try to understand what management actions should give the desired result.

On the last day of class, I ask my students to look at themselves in the same way and answer three questions. First, how do you ensure you enjoy your career? Second, how can you make your relationship with your spouse and family a constant source of happiness? And thirdly, what to do in order not to go to jail? This last question may sound funny, but it really isn't. Two of the 32 people in our Oxford Rhodes Fellows Group ended up behind bars. Jeff Skilling from Enron studied with me at HBS. They were good guys - but one day something made them go the wrong way.

The idea at a glance

Christensen teaches Harvard Business School students to use management and innovation theories to build strong companies... But he also believes that these models can help people improve their lives. In this article, he explains his idea by exploring questions that everyone should ask themselves. How to be happy with your career? How can you make your family life a constant source of happiness? And how to live your life honestly? The answer to the first question comes from Frederick Herzberg's assertion that money is not the most powerful incentive. The main thing is learning opportunities, professional growth, contributing to a common cause and gaining recognition. This is why the job of a manager, if done well, can be the noblest of occupations; no other activity offers so many ways to find these opportunities. Management is not buying, selling and investing, as many believe. Resource allocation principles can help a person achieve happiness in their personal life. If the process of allocating resources in the company is poorly managed, the result will be completely different from what was assumed by the management strategy. The same is true in human life: if you do not have a clear understanding of the goal, then most likely you will spend time and energy on achieving the most visible and short-term signs of success, and not on what really matters to you. And, just as over-focusing on marginal costs can lead to bad corporate decisions, it can also lead people astray. The marginal cost of doing something "one-time" wrong can seem deceptively low. But you don't know where this path might lead you. You must clearly articulate your own principles and not risk your life and the lives of those close to you by violating these principles.

When students start discussing the answers to these questions, I give them an example of my own life, showing them how the theories from our course can be used to make life-changing decisions.

One of the theories that helps to find the answer to the first question - about getting pleasure from a career - belongs to Frederick Herzberg, who argues that the most powerful stimulus in our life is not money; these are opportunities for learning, professional growth, helping others and recognizing achievements. I describe to students pictures from my past when I was running a company. I imagine one of my managers driving to work in the morning with enough high self-esteem... And then - like ten hours later, she drives back home, feeling disappointed, underestimated, not recognized and humiliated. I can imagine how her low self-esteem affects her interactions with children. Then my inner gaze focuses on another day, when the same employee goes home with higher self-esteem - with the feeling that she has learned a lot, that her achievements are recognized and that she has played. important role in some useful initiatives for the company. It is easy to imagine that such a mood would positively affect her as a spouse and parent. Conclusion: Management is the noblest profession if you do it right. No other activity offers so many opportunities to help others grow and learn, take responsibility and be recognized for their achievements, and contribute to the success of the team. More and more people seeking an MBA come to study thinking that a business career is about buying, selling and investing. Alas. Making deals doesn't give you the deep sense of satisfaction you get when you help other people to be better.

I strive to ensure that my students leave the classroom knowing this.

Develop a life strategy

A theory that can help answer the second question - how can I make my relationship with my family a constant source of happiness for me? - based on the definition of a strategy and its application in practice. Its essence lies in the fact that the company's strategy is determined by the types of innovations in which the management is ready to invest. If it is not enough to professionally manage the process of allocating the company's resources, its results may not be as expected. The decision-making system in companies often works in such a way that the main investments are directed to those initiatives that give the most tangible and quick results, while those related to long-term strategies are deprived of the necessary support.

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In the early years of the institute, I re-read a bunch of literature from a business guru. But over time, I had questions for all Napoleon Hills, Brian Tracy and Tony Robbins (). Especially after the statistics course. I know for sure that the experience of one person cannot be generalized. Success can depend on various factors - and.

So now if I hear or see “you need to do this”, I want to check what this statement is based on. And if on a study - then what the study looked like and what specific results there are. It could be otherwise, as with an article by university strategy teacher Steve Martin in the respected Harvard Business Review.

What qualities and behavior did he consider decisive?

People who are successful in sales are motivated by earnings and measure their success by how much they earn. It is also extremely important for them to respect colleagues and be recognized as the best among them.

They see themselves as people who know how to please and create an atmosphere of comfort for customers, reliable and know how to set priorities. They consider the ability to please them to be their strongest feature in comparison with competitors.

The best salespeople constantly set goals, think about them, and focus on achieving results.

Sometimes salespeople need to be provocative and point out what the client is doing incorrectly and claim that the king is naked.

At first glance, it roughly confirms expectations, nothing surprising, many books have been written about this. Now let's try to visualize the characteristics that Martin included in the portrait using the response percentages from his article. Dark blue - the percentage and characteristics from the article, blue - the sum of all those who answered somehow differently.

That is, one in three highly successful salespeople do not measure their success in terms of money. The next diagram looks more powerful.

But here too - 160 successful people do not consider it important for themselves to be better than colleagues and do not expect recognition from them. Not so little.

Let me remind you - in blue what Steve Martin passes off as a "portrait line" of successful selling people. So what does this study actually tell us if we look at the numbers? What a bullshit these explanations. That there is no one way to success in sales. And don't rely on these " character traits". Steve Martin is partly good, because he does mention it here and there. But only here and there.

Humanly it can be understood. Organizing interviews with 1000 successful people with the given characteristics is still a job. And when at the exit you get “you can do it this way, but you can do it differently”, it's awkward and insulting. Maybe you asked the wrong questions? Maybe you should have asked at least the zodiac sign, or the year of birth according to the Chinese horoscope, or, say, are they vegetarians? Because from the data obtained, as we can see, a single picture is not built.

And the second hitch. It's good for me to argue here and mock. And Steve Martin makes money teaching. And what will he teach if there is no recipe for success and it is possible this way, and this way, and this also happens? :)

Morality? And you are right. In terms of, if you don't like and don't like the massively suggested sales methods - find your way. So it is possible. If you like and fit - and you may well succeed. However, do not place too high hopes on the techniques. And then suddenly it's all about the horoscope? Or diet? :)

Posted on Mar. 20th, 2017 | | | |

Magazine Harvard Business Reviewis the most famous and influential management publication in the world. Illuminates the most topical issues business management, providing executives of companies with invaluable assistance in making the most effective and balanced decisions.

Thanks to the publication Harvard Business Review the reader has the opportunity to keep abreast of the latest Western business strategies, for them this magazine is the most important source of extraordinary new ideas and knowledge.

By the authors of the articles of the publication Harvard Business Review are representatives of the largest Western companies and world-renowned management specialists, professors of the world's leading business schools, experts and consultants.

80% of published materials are translations of original articles, 20% are prepared by Russian and European business experts.

Magazine Harvard Business Review- analytical edition. Much of the content is devoted to describing the world and russian experience on the theory and practice of management and the search for new business models and strategies. Contains articles, reviews, forecasts, surveys related to the field of business, economics and finance.

On the pages of the publication - an interview with cEOs the largest foreign companieswho express their point of view on the problematic issues of doing business. Stories of how to succeed, save competitive advantage and leadership positions; how to find and retain valuable personnel.

One of the main topics of the magazine Harvard Business Review is devoted information technology... How to get the necessary knowledge and skillfully use them. How to effectively implement innovative developments in various areas of business, competently organize training for the company's specialists.

Articles on the art of negotiating and resolving conflict situations, as one of the key aspects of companies' competitiveness, are also in demand among the reader. And also materials on following topics: modern concepts transformation and improvement of business; corporate culture and corporate governance; the role of leaders in the modern business environment; creative thinking in business; how to balance work and personal life and much more.

On the pages of the magazine Harvard Business Review - basic ideas and recommendations for getting out of difficult, crisis situations; tips on how to build a successful career, secrets effective management company; the results of long-term strategic research on business issues and how to implement them.

Magazine Harvard Business Review published since 1922 by the Harvard Business School. It has been published in our country since 2004. The Russian version is based on the best materials of the original version HBR... The edition contains a lot practical advice and recommendations designed to help company leaders in their daily work.

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