It's one thing to develop strategic thinking skills. Demonstrating them to your company is its own challenge.
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Harvard Business Review is the leading destination for smart management thinking. Through its flagship magazine, international licensed editions, books from Harvard Business Review Press, and digital content and tools published on HBR.org, Harvard Business Review provides professionals around the world with rigorous insights and best practices to lead themselves and their organizations more effectively and to make a positive impact. We are grateful for our HBR community and are glad you’ve joined us. We encourage comments, critiques, questions, and suggestions on our social media posts. We expect our communities to be a safe space for respectful, constructive, and thought-provoking discussion. We reserve the right to remove or turn off comments at our moderators’ 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 pornography. We may also remove content that is overly promotional or off topic. HBR Group is a division of Harvard Business Publishing (HBP), a not-for-profit, independent corporation that is an affiliate of Harvard Business School. With over 600 employees located in Boston (HQ), New York City, Australia, France, India, Mexico, the Netherlands, Singapore, the United Arab Emirates, and the United Kingdom, we serve as a bridge between academia and enterprises around the globe.
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https://www.hbr.org
Harvard Business Review的外部链接
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地点
Harvard Business Review员工
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Liz O'Donnell
Founder, Working Daughter. Chief Content Officer, Double Forte. Author. Speaker.
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Jeremy Kahn
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Luca Sambucci
AI Security Innovator | 30+ Years in Cybersecurity | Protecting the Future of AI
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Touraj Parang
Technology Executive & Advisor | Serial Entrepreneur and Investor with $2B+ in Exits | Strategic Advisor to High Growth Startups & VC Funds | Amazon…
动态
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The more you prepare for your next big presentation, the less you'll panic.
How to Rehearse for an Important Presentation
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The question, “So, tell me about yourself” only seems simple — there are a million ways you can answer it. And some responses are far more effective than others.
How to Respond to “So, Tell Me About Yourself” in a Job Interview
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When used to obtain customer input, multiple choice surveys are shallow and derivative at best — and at their worst they can be annoying and counterproductive.
Customer Surveys Are No Substitute for Actually Talking to Customers
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Strategy has its myths — half truths and half understood assumptions that eventually lead to mistakes and even disasters.
5 Myths About Strategy
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Have you ever offered a great idea to your boss, but it went nowhere? Here’s what may have happened.
Research: Why Managers Ignore Employees' Ideas
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Great leaders question their assumptions and don’t respond impulsively when they’re challenged.
Great Leaders Are Thoughtful and Deliberate, Not Impulsive and Reactive
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If a task isn’t satisfying, focus on the aspects of it that are.
How to Keep Working When You're Just Not Feeling It
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A biweekly newsletter for new grads, young professionals, and emerging leaders trying to make sense of work, life, and everything in between. Sign up for Early Career! https://s.hbr.org/3UTX22h
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Instead of workaholism, what if you tried giving 80%?
In Praise of Extreme Moderation
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