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Your Favorite HBR Articles of 2023

Harvard Business Review

They called out articles ranging from a 2001 classic article about managing your energy as a worker to a recent magazine piece on storytelling for leaders. And how specifically did it change the way you operate? We heard from readers in a variety of different industries, writing in from various corners of the world.

Industry 111
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Summaries of the 50 Best Business Books

Destination Innovation

by Brian Tracy – 2001 Mindset by Carol Dweck – 2006 Go-Giver by Bob Burg and John David Mann – 2007 Thinking Fast and Slow by Daniel Kahneman – 2011 Thrive by Arianna Huffington – 2014 Atomic Habits by James Clear – 2018 The post Summaries of the 50 Best Business Books appeared first on Destination Innovation.

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The Next Supply-Chain Challenge Isn’t a Shortage — It’s Inventory Glut

Harvard Business Review

Electronics littered shelves in 2001 after the dot-com bubble burst. Inventory challenges aren’t new. In 2009, the financial crash left manufacturers with excess inventory when consumer buying power suddenly dropped. And now, the high-tech industry is feeling the weight of a volatile market that has led to excess component inventory.

Industry 132
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Five product manager best practices to help survive a recession

Sopheon

It's not everything you need to think about or do.

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The Rise of Product Management

Moves the Needle

From its foundational beginnings in early brand management to high tech software program management, product management has emerged as its own collective of product-focused best practices. Product Management is a vital component of organizations undergoing digital transformation.

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Confirmation bias: Looking for information to prove you are right

Idea to Value

A 2001 study also showed that people who have already made a decision (so have a set view or opinion on a subject) will seek out information which confirms this view. Many previously great companies have fallen because management did not want to hear bad news.

Data 229
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How to “Manage” A Blue Lobster

Mills-Scofield

He never yelled at me again (though he did keep yelling at the rest of the team), and became one of three manager-mentors that shaped my career at Bell Labs and AT&T — and taught me to manage others and myself. My manager-mentors made it clear that I mattered not just for what I could do, but also for who I was.