HBR's 10 Must Reads 2019

BONUS ARTICLE

"Now What?" Managing #MeToo By Joan C. Williams and Suzanne Lebsock

The definitive management ideas of the year from Harvard Business Review.

2019

HBR'S

10 MUST

READS

The definitive management ideas of the year from Harvard Business Review.

2019

HBR's 10 Must Reads series is the definitive collection of ideas and best practices for aspiring and experienced leaders alike. These books offer essential reading selected from the pages of Harvard 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 2018 HBR's 10 Must Reads 2019 HBR's 10 Must Reads for New Managers 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 Entrepreneurship and Startups HBR's 10 Must Reads on Innovation HBR's 10 Must Reads on Leadership HBR's 10 Must Reads on Leadership for Healthcare HBR's 10 Must Reads on Leadership Lessons from Sports 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 Mental Toughness HBR's 10 Must Reads on Sales HBR's 10 Must Reads on Strategic Marketing HBR's 10 Must Reads on Strategy HBR's 10 Must Reads on Strategy for Healthcare HBR's 10 Must Reads on Teams HBR's 10 Must Reads: The Essentials

HBR'S 10

MUST

READS

The definitive management ideas of the year from Harvard Business Review.

2019

HARVARD BUSINESS REVIEW PRESS Boston, Massachusetts

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Copyright 2019 Harvard Business School Publishing Corporation All rights reserved

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eISBN: 9781633696433

Contents

Editors' Note vii

The Overcommitted Organization 1 by Mark Mortensen and Heidi K. Gardner

Why Do We Undervalue Competent Management? 19 by Raffaella Sadun, Nicholas Bloom, and John Van Reenen

"Numbers Take Us Only So Far" 37 by Maxine Williams

The New CEO Activists 47 by Aaron K. Chatterji and Michael W. Toffel

Artificial Intelligence for the Real World 67 by Thomas H. Davenport and Rajeev Ronanki

Why Every Organization Needs an Augmented Reality Strategy 85 by Michael E. Porter and James E. Heppelmann

Thriving in the Gig Economy 109 by Gianpiero Petriglieri, Susan Ashford, and Amy Wrzesniewski

Managing Our Hub Economy 117 by Marco Iansiti and Karim R. Lakhani

The Leader's Guide to Corporate Culture 133 by Boris Groysberg, Jeremiah Lee, Jesse Price, and J. Yo-Jud Cheng

The Error at the Heart of Corporate Leadership 165 by Joseph L. Bower and Lynn S. Paine

Now What? 207 by Joan C. Williams and Suzanne Lebsock

About the Contributors 239 Index 243

Editors' Note

It's never easy to whittle down a year's worth of Harvard Business Review's research, ideas, and advice to the few articles gathered in this volume, but this past year was particularly tough. In addition to staple HBR topics such as leadership and strategy, the complex and difficult issues we were turning over in our minds and discussing in boardrooms and on social media also filled the pages of HBR. Recurring themes included machine learning, the place of business in society, and the implications of intersectionality--where harassment and discrimination can affect any one of the multiple layers of our identity. The standout articles of the year covered an array of topics, from integrating cognitive technology with human work to speaking up--whether as a CEO activist or as a manager amid the #MeToo movement. Our authors gave you new lenses through which to view the evolving context in which we work. This collection of articles showcases these and other critical themes from the past year of Harvard Business Review.

We've all been working in teams for years. The challenge today is how to manage work and communication when you and everyone you work with are all on a half-dozen other teams too. "The Overcommitted Organization" affirms that some standard advice for working on teams still applies while also providing new strategies for managing this growing modern-day dilemma, from mapping overlap to sharing insights across projects to helping teams maintain progress when key members are yanked for "all hands on deck" emergencies. Authors Mark Mortensen and Heidi K. Gardner conduct research, teach, and consult on collaboration and leadership issues. They have identified several ways in which both team and organizational leaders can reduce the negative aspects of overlap and take advantage of the benefits, including skill sharing across teams, better time management, and opportunities to learn.

MBA students are taught that companies can't expect to compete on the basis of management competencies--they're too easy for rivals to copy, so they won't sustain competitive advantage over time. However, a decade-long research project undertaken by authors Raffaella Sadun, Nicholas Bloom, and John Van Reenen reveals that the conventional wisdom is flawed, raising the question "Why Do

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