Strategic Intent—C. K. Prahalad & Gary Hamel, HBR, 1989
This classic article examines how Japanese companies approach strategy differently from Western ones, and conveys keen insights for those interested in defining business strategy.
Teaching Smart People to Learn—Chris Argyris, HBR, 1991
For any company that aspires to succeed business, success in the marketplace increasingly depends on learning, yet most people don’t know how to learn. This article highlights the challenges “smart people” face in creating a learning organization.
Leading Change: Why Transformation Efforts Fail—John Kotter, HBR, 1995
No business survives over the long term if it can’t reinvent itself, yet fundamental change is often resisted by the people it affects the most. Leading change is both absolutely essential and incredibly difficult. This article offers eight key steps for leading transformational change.
Building Your Company’s Vision—Jim Collins and Jerry Porras, HBR 1996
Companies that enjoy enduring success have core values and a core purpose that remain fixed while their business strategies and practices endlessly adapt to a changing world. This article provides a powerful framework for defining the components of a Vision and the cultural elements needed to achieve it.
When did you realize you had the right stuff to lead? The answer depends, of course, on what you consider the right stuff to be. This article conveys insights from leaders on what they believe are the most important leadership qualities and how they’ve personally been tested.
Managing Oneself—Peter Drucker, HBR, 1999
Companies today aren’t managing their workers’ careers. That means it’s up to you to carve out your place in the world and know when to change course. And it’s up to you to keep yourself engaged and productive during a career that may span some 50 years. In “Managing Oneself,” Peter Drucker explains how to do it.
Discovering Your Authentic Leadership—Bill George, Peter Sims, Andrew N. McLean, and Diana Mayer, HBR, 2007
No one can be authentic by trying to imitate someone else. You can learn from others’ experiences, but there is no way you can be successful when you are trying to be like them. People trust you when you are genuine and authentic, not a replica of someone else. This article conveys the practices that define “authentic leaders.”