Harvard Business Review

HBR
  • 0.0（0）
  • キャリア
  • アップデート：毎日

At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. We try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We encourage comments, critiques, and questions. We expect our community to be a safe space for respectful, constructive, and thought-provoking discussion. We reserve the right to remove or turn off comments at our discretion. We do not tolerate bullying, name-calling, or abusive language related to identity, including race, gender, ethnicity, religion, sexuality, age, or region; spam; copyright violation; extreme profanity; or p*rnography.

  1. 1時間前

    Is Entrepreneurship a Good Fit for Me? | New Here | S1E10

    Is Entrepreneurship Right for Me? | New Here | S1E10 27 Dec 2023 --- Is Entrepreneurship Right for Me? So you’re thinking quitting your full-time job and working for yourself. Or maybe you’ve already decided that the corporate life isn’t for you and you have a passion project that could become a full-fledged business. What do you need to consider before you walk away from your corporate career? Have you thought about the financial risks, how you’ll find community or mentorship, or what your future would look like with less of a roadmap? This week on New Here, we follow Jemma Sbeg as she leaves her successful consulting career to pursue her passion project—her now-hit podcast, The Psychology of your 20s. Host Elainy Mata interviews Jemma on her first day of working for herself—to learn how she made the decision to leave her full-time job and what her hopes and fears are for her new work life. Then Elainy and Jemma have a second conversation after Jemma’s been working on her own for five months. You’ll learn which of Jemma’s fears were warranted, how she battled loneliness, managed her money, and whether or not she is actually happier working for herself. Have a career question? Let us know at NewHere@HBR.org. Key topics include: entrepreneurship, career transitions, managing yourself, careers. More Resources: • Should you quit your 9-5? (The Psychology of your 20s): https://open.spotify.com/episode/0Mo4ghoYoiRVm8lGfrhlTH • Should You Quit Your Job? (Holly Bauer Forsyth): https://hbr.org/2023/03/should-you-quit-your-job • Are You Cut Out to Be an Entrepreneur? (Shirish Nadkarni): https://hbr.org/2021/09/are-you-cut-out-to-be-an-entrepreneur • The Right Way to Make a Big Career Transition (Utkarsh Amitabh): https://hbr.org/2021/07/the-right-way-to-make-a-big-career-transition • How to Quit Your Job with No Regrets (Christine vs. Work): https://hbr.org/2021/09/christine-vs-work-how-to-quit-your-job-with-no-regrets You can also listen to this episode on HBR.org, and wherever you listen to podcasts: - HBR.org (transcript available here): https://hbr.org/podcast/2023/11/is-entrepreneurship-right-for-me - Apple Podcasts: https://podcasts.apple.com/us/podcast/new-here/id1705031803?i=1000634912135 - Spotify: https://open.spotify.com/episode/3JBYpcYCRbpUM5D3Htoyla?si=d8ca824f2ca64e5b Series Description: The young professional’s guide to work — and how to make it work for you. About Harvard Business Review: Harvard Business Review is the leading destination for smart management thinking. Through its flagship magazine, books, and digital content and tools published on HBR.org, Harvard Business Review aims to provide professionals around the world with rigorous insights and best practices to help lead themselves and their organizations more effectively and to make a positive impact. Learn more at www.hbr.org. Chapters: 00:00 – Intro 3:37 – Interview with Jemma Sbeg: Part 1 15:27 – Interview with Jemma Sbeg: Part 2 34:56 – Takeaways / Outro Follow Harvard Business Review: https://hbr.org/ https://www.linkedin.com/company/harvard-business-review/mycompany/ https://www.facebook.com/HBR/ https://twitter.com/HarvardBiz https://www.instagram.com/harvard_business_review/ Sign up for Newsletters: https://hbr.org/email-newsletters #HarvardBusinessReview #business #careers #workadvice Copyright © 2022 Harvard Business School Publishing. All rights reserved. Learn more about your ad choices. Visit megaphone.fm/adchoices

    Is Entrepreneurship a Good Fit for Me? | New Here | S1E10

  2. 1時間前

    Should Your Company License Content to Machine Learning?

    Should Your Company License Content to AI? 23 Sep 2025 --- The AI data-licensing market is exploding—from $75M to nearly $20B in just two years. Could your company’s own data be the next big opportunity? To learn more, subscribe to HBR Executive: https://s.hbr.org/4kbybkB ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ Learn more about your ad choices. Visit megaphone.fm/adchoices

    Should Your Company License Content to Machine Learning?

  3. 2時間前

    The Explainer: Cerulean Ocean Strategy

    The Explainer: Blue Ocean Strategy 16 Jul 2019 --- When you break the bounds of existing industries, competition becomes irrelevant. The business universe consists of two distinct kinds of space, which we think of as red and blue oceans. Red oceans represent all the industries in existence today—the known market space. In red oceans, industry boundaries are defined and accepted, and the competitive rules of the game are well understood. Here, companies try to outperform their rivals in order to grab a greater share of existing demand. As the space gets more and more crowded, prospects for profits and growth are reduced. Products turn into commodities, and increasing competition turns the water bloody. Blue oceans denote all the industries not in existence today—the unknown market space, untainted by competition. In blue oceans, demand is created rather than fought over. There is ample opportunity for growth that is both profitable and rapid. There are two ways to create blue oceans. In a few cases, companies can give rise to completely new industries, as eBay did with the online auction industry. But in most cases, a blue ocean is created from within a red ocean when a company alters the boundaries of an existing industry. This is what Cirque du Soleil did. In breaking through the boundary traditionally separating circus and theater, it made a new and profitable blue ocean from within the red ocean of the circus industry. --------------------------------------------------------------------- At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: https://hbr.org/email-newsletters Follow us: https://hbr.org/ https://www.linkedin.com/company/harvard-business-review https://www.facebook.com/HBR/ https://twitter.com/HarvardBiz https://www.instagram.com/harvard_business_review ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ Learn more about your ad choices. Visit megaphone.fm/adchoices

    The Explainer: Cerulean Ocean Strategy

  4. 2時間前

    What is Web3?

    What is Web3? 12 May 2022 --- Web3 promises to make the internet more decentralized and democratic — but there are lots of unknowns that could cloud that utopian vision. 00:00 The future of the Internet is here! Or ... it might be? 00:10 Web 1.0 was read-only. 00:23 Web 2.0 was read/write. 00:52 Web3 promises to be read/write/own. 01:20 Examples 02:15 Web3 isn't inevitable, however. And there are some red flags. Read more about Web3 at HBR.org: https://hbr.org/2022/05/what-is-web3 Web3 is being touted as the future of the internet. The vision for this new, blockchain-based web includes cryptocurrencies, NFTs, DAOs, decentralized finance, and more. It offers a read/write/own version of the web, in which users have a financial stake in and more control over the web communities they belong to. Web3 promises to transform the experience of being online as dramatically as PCs and smartphones did. It is not, however, without risk. Some companies have entered the space only to face a backlash over the environmental impact and financial speculation (and potential for fraud) that comes with Web3 projects. And while blockchain is offered as a solution to privacy, centralization, and financial exclusion concerns, it has created new versions of many of these problems. Companies need to consider both the risks and the benefits before diving in. Script by Tom Stackpole and Kelsey Gripenstraw Design and animation by Alex Belser Art direction by Karen Player Voiceover by Christine Wilder Co-produced by Scott LaPierre and Gretchen Gavett Follow Harvard Business Review: https://hbr.org/ https://www.linkedin.com/company/harvard-business-review/ https://www.facebook.com/HBR/ https://twitter.com/HarvardBiz https://www.instagram.com/harvard_business_review Sign up for Newsletters: https://hbr.org/email-newsletters #HarvardBusinessReview #Explainer #Web3 Copyright © 2022 Harvard Business School Publishing. All rights reserved. ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ Learn more about your ad choices. Visit megaphone.fm/adchoices

    What is Web3?

  5. 3時間前

    What Having a "Growth Mindset" Actually Means

    What Having a "Growth Mindset" Actually Means 9 Feb 2022 --- Individuals who believe their talents can be developed through hard work, good strategies, and input from others tend to achieve more than those who believe their talents are innate gifts. 00:00 The meaning of "growth mindset" has become distorted 00:59 Misconception 1: "I already have it, and I always have" 01:27 Misconception 2: A growth mindset is just about praising and rewarding effort 01:54 Misconception 3: Just espouse a growth mindset, and good things will happen 02:16 Here are some traits of companies that encourage growth mindset 02:50 But, we all have our own fixed-mindset triggers to overcome This is because they worry less about looking smart and they put more energy into learning. When entire companies embrace a growth mindset, their employees report feeling far more empowered and committed; they also receive far greater organizational support for collaboration and innovation. In contrast, people at primarily fixed-mindset companies report more of only one thing: cheating and deception among employees, presumably to gain an advantage in the talent race. Based on the HBR article by Carol Dweck: What Having a “Growth Mindset” Actually Means (https://hbr.org/2016/01/what-having-a-growth-mindset-actually-means). This video is co-produced with @EMERITUS. You can find more co-productions from HBR and Emeritus on the Emeritus app: https://emrt.us/HarvardBusinessReview Follow HBR: https://hbr.org/ https://www.linkedin.com/company/harvard-business-review/ https://www.facebook.com/HBR/ https://twitter.com/HarvardBiz https://www.instagram.com/harvard_business_review Sign up for Newsletters: https://hbr.org/email-newsletters #HarvardBusinessReview #Explainer #GrowthMindset Learn more about your ad choices. Visit megaphone.fm/adchoices

  6. 4時間前

    The Explainer: How to Operate as a Disruptor

    The Explainer: How to Be a Disruptor 9 Jul 2019 --- Clay Christensen's landmark theory of disruptive innovation has proved to be a powerful way of thinking about innovation-driven growth. “Disruption” describes a process whereby a smaller company with fewer resources is able to successfully challenge established incumbent businesses. Specifically, as incumbents focus on improving their products and services for their most demanding (and usually most profitable) customers, they exceed the needs of some segments and ignore the needs of others. Entrants that prove disruptive begin by successfully targeting those overlooked segments, gaining a foothold by delivering more-suitable functionality — frequently at a lower price. Incumbents, chasing higher profitability in more-demanding segments, tend not to respond vigorously. Entrants then move upmarket, delivering the performance that incumbents’ mainstream customers require, while preserving the advantages that drove their early success. When mainstream customers start adopting the entrants’ offerings in volume, disruption has occurred. --------------------------------------------------------------------- At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: https://hbr.org/email-newsletters Follow us: https://hbr.org/ https://www.linkedin.com/company/harvard-business-review https://www.facebook.com/HBR/ https://twitter.com/HarvardBiz https://www.instagram.com/harvard_business_review ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ Learn more about your ad choices. Visit megaphone.fm/adchoices

    The Explainer: How to Operate as a Disruptor

  7. 5時間前

    Revisiting "Jobs to Be Done" Clay Christensen | HBR IdeaCast

    Revisiting "Jobs to Be Done" Clay Christensen | HBR IdeaCast 29 Mar 2023 --- In this repeat episode, we honor the legacy of HBS professor Clayton Christensen, who passed away on January 23, 2020. The legendary management thinker was best known for his influential theory of “disruptive innovation,” which inspired a generation of executives and entrepreneurs. This HBR IdeaCast interview was originally published in 2016. This episode originally aired on HBR IdeaCast on January 27, 2020. Listen to more HBR IdeaCast episodes on YouTube: https://www.youtube.com/playlist?list=PLzAU8TPKsJuaxff5Cp0P2DKE_tFyaWOOa You can also listen to this episode on HBR.org, and wherever you listen to podcasts: - HBR.org (transcript available here): https://hbr.org/podcast/2020/01/revisiting-jobs-to-be-done-with-clayton-christensen - Apple Podcasts: https://podcasts.apple.com/us/podcast/revisiting-jobs-to-be-done-with-clayton-christensen/id152022135?i=1000463832487 - Spotify: https://open.spotify.com/episode/1AhYkd0GSTmsngUx02qzyG - Stitcher https://www.stitcher.com/show/hbr-ideacast/episode/revisiting-jobs-to-be-done-with-clayton-christensen-66893396 - Google Podcasts: https://podcasts.google.com/feed/aHR0cDovL2ZlZWRzLmhhcnZhcmRidXNpbmVzcy5vcmcvaGFydmFyZGJ1c2luZXNzL2lkZWFjYXN0/episode/dGFnOmF1ZGlvLmhici5vcmcsMjAwNi0wNS0wODppZGVhY2FzdC4wNzIw?sa=X&ved=0CAgQuIEEahcKEwigg_2vt__9AhUAAAAAHQAAAAAQNQ Series Description: A weekly podcast featuring the leading thinkers in business and management. About Harvard Business Review: Harvard Business Review is the leading destination for smart management thinking. Through its flagship magazine, books, and digital content and tools published on HBR.org, Harvard Business Review aims to provide professionals around the world with rigorous insights and best practices to help lead themselves and their organizations more effectively and to make a positive impact. Learn more at www.hbr.org. Chapters: 00:00 – Intro 1:42 – Hiring a Milkshake 9:27 – Customers Hire Products for Jobs to Be Done 17:08 – Integrating Around a Job (Time Warner-AT&T Merger) 19:11 – Identifying Threats & Opportunities via Jobs to Be Done 25:55- Outro Follow Harvard Business Review: https://hbr.org/ https://www.linkedin.com/company/harvard-business-review/ https://www.facebook.com/HBR/ https://twitter.com/HarvardBiz https://www.instagram.com/harvard_business_review/ Sign up for Newsletters: https://hbr.org/email-newsletters #HarvardBusinessReview #business #management Copyright © 2022 Harvard Business School Publishing. All rights reserved. Learn more about your ad choices. Visit megaphone.fm/adchoices

  8. 6時間前

    5 Ways to Infuse Diversity and Inclusion Into Your Organization

    5 Ways to Infuse Diversity and Inclusion Into Your Organization 28 Jul 2021 --- This is not a side issue: it’s time to adopt a more systematic, coherent approach to D&I. 00:00 Don’t put D&I in the bucket of “special initiatives” 00:47 Strategy 1: The CEO is the top champion for diversity and inclusion efforts 01:51 Strategy 2: Center diversity and inclusion in the business strategy 02:48 Strategy 3: Hold leaders accountable for diversity and inclusion outcomes 03:30 Strategy 4: Mitigate implicit bias at the systemic level 04:08 Strategy 5: Pivot from diversity training to leadership coaching Organizational psychologist Gena Cox and leadership coach David Lancefield offer five strategies for making more progress and creating a more representative, fair, and high-performing workforce. Read more about this here: https://hbr.org/2021/05/5-strategies-to-infuse-di-into-your-organization Follow us: https://hbr.org/ https://www.linkedin.com/company/harvard-business-review/ https://www.facebook.com/HBR/ https://twitter.com/HarvardBiz https://www.instagram.com/harvard_business_review Sign up for Newsletters: https://hbr.org/email-newsletters #DEI #DiversityAndInclusion Learn more about your ad choices. Visit megaphone.fm/adchoices

すべて見る（470）

番組について

At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. We try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We encourage comments, critiques, and questions. We expect our community to be a safe space for respectful, constructive, and thought-provoking discussion. We reserve the right to remove or turn off comments at our discretion. We do not tolerate bullying, name-calling, or abusive language related to identity, including race, gender, ethnicity, religion, sexuality, age, or region; spam; copyright violation; extreme profanity; or p*rnography.

情報

  • クリエイター
    HBR
  • 配信期間
    26年
  • エピソード
    470

その他のおすすめ