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Top 10 HBR Articles: Management Personality Development
Top 10 HBR Articles: Management Personality Development
Key Questions:
• Which countries have the greatest to gain from the migration to a cashless society?
• Which countries are most prepared in terms of their digital readiness?
Learnings : The Countries That Would Profit Most from a
Cashless World
Process:
Analysis across 154 countries:
1. Prioritize countries where the consumer costs of cash are
1. Assess the costs to banks of maintaining ATMs
high, since consumers will be the prime adopters of digital
2. Create a score for the cost of cash to consumers done
alternatives.
considering the actual costs of getting cash (including
2. Focus on those countries that are more digitally ready for
transport to get cash and ATM fees)
a migration to a cashless alternative.
3. Compute the “tax gap” — Tax uncollected due to
unreported and under-reported cash transactions
Large chunk of investments are done by marketers if promoting FB pages, just for getting likes.
It is justified by arguing that attracting social media followers and increasing their exposure to a brand will
ultimately increase sales.
Author did research where he test 4 interactive ways in which Facebook might affect customers’ behavior.
Research concluded that Social media doesn’t work the way many marketers think it does.
The mere act of endorsing a brand does not affect a customer’s behavior or lead to increased purchasing, nor
does it spur purchasing by friends. Supporting endorsements with branded content, however, can have
significant result
Another study suggested that liking a brand on Facebook had no enhancing effect on the purchasing habits of
friends
Learnings: What’s the Value of a Like?
Trend of “Push Marketing” is about to end and rise of “Pull Marketing” can be observed
Conclusion: The research helps explain why marketers are frustrated by social media—they are using it the
wrong way. Amplifying efforts with advertising can provide higher returns on investment while creating an
opportunity to connect with the most-loyal customers.
HBR ARTICLE #3
THE MOST CREATIVE TEAMS HAVE A SPECIFIC TYPE OF
CULTURAL DIVERSITY
Overview: The most creative teams have a specific type of
cultural diversity
Culturally diverse teams, research shows, can help deliver better outcomes in today's organizations.
These teams often suffer from conflicting norms and differing assumptions between members, which can keep
them from reaching their full creative potential.
Cultural brokerage is a key factor that allows multicultural teams to capitalize on the benefits of diversity while
mitigating the pitfalls.
In two studies - an archival study of over 2,000 multicultural teams and an experiment involving 83 multicultural
teams with different cultural compositions – It was found that teams were significantly more creative when they
had one or more members who acted as a cultural broker.
Who are these cultural brokers? They're team members who have relatively more multicultural experience than
others and who act as a bridge between their monocultural teammates.
Overview: The most creative teams have a specific type of
cultural diversity
• In a team with mostly Indian and American team members, a cultural broker could be someone with experience in
both Indian and American cultures.
• The second type of cultural broker is someone with experience in two or more cultures not represented in the team
- say, Australian and Korean.
• In the experimental study, cultural insiders used their dual knowledge of the other cultures on their team to
integrate information and ideas from those cultures.
• Cultural outsiders drew on their position as a neutral third party to elicit information and ideas from the other
cultures represented in the team.
• For teams to unleash their full creative potential, it is critical to have at least one multicultural insider or outsider in
the group.
• In fact cultural outsiders are just as effective as cultural insiders in enhancing team creativity.
• Thus author questions “Why can’t we do more with our existing budget?” wherein the same answer pops out that
my team is telling me that they are already busy with existing workload.
• So author assumes how can the project workload be checked and managed. For that he proposes three things
• The key activities each person performs as their primary job responsibilities
• The amount of time in a given week each person spends on these key activities
• The types of activities that are above and beyond core job functions or special projects
• There are three major things which author found out during his research
• Elimination of work – author was able to invest 20% of the teams’ time in projects that were aligned with new
strategy by eliminating redundant lower value internal projects.
• Reduce workload – He changed the disapproval of the campaign into passive process. Thus reducing the
tedious task and reducing campaign launch time by 48 hours on average.
• Improving productivity – this was done by author by keeping in their daily routine as an example and providing
them the task of automating the process which in turn reduced the time which was utilized for further
productivity.
Overview: The most creative teams have a specific type of
cultural diversity
Why is important?
• It is one of the most commonly seen issues in any project.
• Time and resource management requires more care and regular updating according to the scenario.
• This may be one of the major issue we may face joining any organization.
• It also points out the major issue that always happens that is redundant work or outdated work.
• It also depicts the importance of automation in reduction of workload and increase in productivity.
• It was easy to relate to my work experience and I feel most of the experienced persons will feel the same.
HBR ARTICLE #5
MANAGEMENT TIME: WHO’S GOT THE MONKEY?
Overview: Management time: who’s got the monkey?
• One of the most valuable among the Harvard Business Review articles and is
the publication’s one of the two best-selling reprints ever.
• It talks about a very practical problem that managers face in the organizational
structure, getting burdened by problems of others and suggests ways to recover
from this slumber.
• The management advise thus given, is invaluable for any aspiring manager,
willing to set foot in the corporate world.
• Relevant even after so many years after so many years, thus makes it one of the
most valuables Harvard Business Review articles ever.
HBR ARTICLE #6
WHY CEOS DEVOTE SO MUCH TIME TO THEIR HOBBIES
Overview: Management time: who’s got the monkey?
HBR identified dozens of S&P 500 CEOs who have what is called “Serious Leisure” interests
A few common themes stood out about how their passion helps them:
There we present a simple framework that divides strategy planning into four styles
For these reasons, modern crisis teams are turning from command-and-
controlsystems to more adaptive, agile approaches.
Senior leaders helped clear away obstacles and tracked the teams' results.
• To mitigate such risks, agile turnaround leaders typically take five actions:
• They communicate — even over-communicate — the strategic ambition to a broader range of people. Since leaders
know they will be delegating far more decisions, they ensure that people making those decisions are fully aligned on
what to do and why to do it.
• They serve as coaches, not commanders. In a turnaround, people are afraid to make mistakes, so they bring decisions
to their boss.
• They strengthen lines of communication among the teams. To avoid becoming a bottleneck, they develop tools that
help everyone see what all the teams are doing at any time.
• They accelerate learning loops, emphasizing progress over perfection. They embrace unpredictability and don’t get
slowed by excessive precision. Adequate approximations will do.
• They shift measurement and reward systems to larger teams. One of the biggest problems in a crisis is that people
focus on doing what is best for the individuals they know and trust — which often means people in their own silos.
HBR ARTICLE #9
WHICH DATA SKILLS DO YOU ACTUALLY NEED? THIS 2×2 MATRIX WILL
TELL YOU.
Overview: Which Data Skills Do You Actually Need? This
2×2 Matrix Will Tell You.
• Data skills — the skills to turn data into insight and action — are the driver of modern economies
• Most of the time during yearly budget managers always propose a higher budget.
• Thus author questions “Why can’t we do more with our existing budget?” wherein the same answer pops out that my
team is telling me that they are already busy with existing workload.
• So author assumes how can the project workload be checked and managed. For that he proposes three things
• The key activities each person performs as their primary job responsibilities
• The amount of time in a given week each person spends on these key activities
• The types of activities that are above and beyond core job functions or special projects
• There are three major things which author found out during his research
• Elimination of work – author was able to invest 20% of the teams’ time in projects that were aligned with new
strategy by eliminating redundant lower value internal projects.
• Reduce workload – He changed the disapproval of the campaign into passive process. Thus reducing the tedious
task and reducing campaign launch time by 48 hours on average.
• Improving productivity – this was done by author by keeping in their daily routine as an example and providing
them the task of automating the process which in turn reduced the time which was utilized for further
productivity.
Overview: What to Do If Your Team Is Too Busy to Take On
New Work
Why is it Important?