Collection of Harvard Business Review in the First Half of 2021: Comprehensive Remodeling of Business and People in the Post epidemic Era (6 volumes in total)

The package includes six volumes, namely, the Law of Competition and Cooperation, the Epidemic Reshapes Working Parents, the Senior Sales Law, Persuading Stubborn Leaders, Building a Mixed Working System, and Airborne Executives Are Unreliable.

The iconic magazine of Harvard Business School! Committed to improving management practices!

[Magazine Introduction and Features of Chinese Version]

Founded in 1922, Harvard Business Review (HBR for short) is the landmark magazine of Harvard Business School. At the beginning of its establishment, its mission was to improve management practices. After 90 years of development, HBR has become the birthplace of advanced management concepts, committed to providing meticulous management insights and best management practices to professionals around the world, and has a positive impact on them and their institutions.

Since July 2012, the newly launched simplified Chinese version of Harvard Business Review has been published simultaneously with the English version. Chinese readers can read the main contents of Harvard Business Review at the first time and share the world's latest management ideas and business experience. We have a senior translation and editing team, who not only have rich management knowledge and experience, but also can translate articles in an exquisite manner close to the language requirements of local readers. On the basis of maintaining the original presentation of world-class management ideas, it will also provide Chinese readers with a good reading experience, which is more suitable for Chinese readers to read quickly and conveniently.

Chinese version of Harvard Business Review More than 60% of the content is from the English version of Harvard Business Review, about More than 30% of the content comes from the case industry research, management teaching and other achievements of Chinese local companies. The increase of more local content is more suitable for guiding China's business management practices and meeting the needs of Chinese readers.

The Chinese version of Harvard Business Review will collect local business management content in China according to the standards of Harvard Business Review, and provide it to the English magazine and website of Harvard Business Review in reverse, so as to promote the internationalization of Chinese enterprise management practice and research.

[Introduction]

Concurrence rule
In the past 40 years, whether the model of listed companies is suitable has been in dispute. Critics believe that today's capital market transactions are more frequent than ever before, and this model will encourage executives to increasingly focus on short-term interests, become narrow-minded, focus on their own stock compensation, and fear radical hedge funds. This model does have problems. What is the new structure that can replace listed companies as the mainstream business model? In this spotlight article, Roger Martin, former dean of the Rotman School of Business at the University of Toronto, examines the decline of listed companies and points out that we need a model that truly focuses on long-term development. In the article, the author suggested that the ownership model of employee stock ownership plan plus one or more pension funds could be adopted to focus on corporate governance to ensure long-term interests and not pay too much attention to short-term stock price fluctuations. This model can meet the main needs of retired investors and knowledge-based employees, while retaining the benefits of the structure of listed companies. Long term enterprises can not only guide the flow of pension funds to investment and generate high returns 20 to 30 years later, but also encourage employees in dynamic knowledge intensive industries to actively create the value necessary to generate returns.

Epidemic reshapes working parents
Even before the epidemic, working parents were a huge pressure group. Daisy Dowling, founder and CEO of Workparent, a professional counseling and consulting company for working parents, pointed out that "bad, guilty, failed, lonely" is the adjective she has heard most often in providing one-on-one counseling services for working parents for many years. Since the outbreak of the epidemic, these feelings of working parents have increased: on the one hand, they are worried that their children feel that their parents are always working, which affects the parent-child relationship; On the other hand, they are worried that the childcare work that has nowhere to hide will affect their professional image, become the preferred target of being laid off, and the disadvantage of re applying for jobs. What's worse, this anxiety affects the children and families who live together day and night, and even leads to tragedy. The survey shows that during the epidemic, the number of alarm calls for domestic violence has increased 2-3 times, and the news of teenagers' suicide has repeatedly occupied the headlines in the media... We must face up to the pressure of working parents, not only their own problems, but also the problems that need the participation of the whole society to solve. The spotlight of this issue is a group of articles that try to discuss how to solve the pressure of working parents from multiple perspectives: from the perspective of self-management, give advice to parents on how to get rid of the trap of negative emotions; From the organizational level, specific solutions are proposed for the company's policies and the support that managers can give; At the level of public policy, it points out the defects of the current system and the room for improvement. Being a parent is not easy, and working parents are even more difficult. Fortunately, they are seen, understood and supported, which is the progress of management academia and society.

High level sales method
In the spotlight of this issue, Noel Capone, chair professor of international marketing discipline of Columbia Business School, director of Strategic Customer Management Association, and Christophe Sen, part-time professor of marketing at European School of Business Administration and one of the principals of marketing and excellent sales projects, discussed the impact of senior managers' intervention in B2B. He pointed out that the style of communication between leaders and strategic customers can be divided into five types according to the importance they attach to building relationships and obtaining profits: laissez faire type, self assertive type, social type, transactional type and growth fighter type. Senior executives should first consider the specific circumstances, and then decide how to act according to the behavior of each customer, the importance of customers and suppliers to each other, and customer characteristics. Account managers and their teams should be responsible for managing customers' wallet shares, while executives should win customers' hearts. The company should keep in mind that not every senior manager can do a good job in customer communication.

Persuade stubborn leaders
In the cover article of this issue, Adam Grant, professor of Wharton Business School, took Jobs as an example to introduce in detail how to communicate with leaders of the "know it all" type. Grant wrote in the article, "Many leaders are too confident in themselves, refuse to accept other people's good suggestions, and will not give up their bad ideas. Fortunately, even the most arrogant, stubborn, narcissistic, and annoying people are likely to open their hearts." The article is excerpted from Grant's latest book, Think More, and provides four strategies for reference. In a world with deep-rooted differences, trying to express different opinions is an important skill that goes beyond management. It is hoped that leaders around the world can put Grant's suggestions into practice.

Build mixed working system
An important consequence of the protracted COVID-19 epidemic is that most employees prefer flexible office or home office; Because they think this way is more efficient. Therefore, it is certainly unrealistic to force all employees to return to the working mode before the epidemic. This mode of office work cannot and will not be restored. But can we implement flexible working system "one size fits all"? The answer is more complicated. This cover article tries to give a correct answer to this question. The author of this article is Linda Glaghton, who is the director of the "Future Ways of Working Alliance". The alliance gathers more than 100 companies to study the trend of working methods. According to her observation, since the epidemic, companies have popularized teleworking technology at an alarming rate, and most employees are unwilling to restore their previous working methods. Therefore, she believes that now is the best time to popularize the mixed office system. If handled properly, the mixed working system will make our work and life more meaningful, effective, agile and flexible.

Airborne executives are unreliable
There is a Chinese saying that "foreign monks will chant scriptures", which seems to be still established in the context of the company's choice of CEO succession. Many companies tend to look for a successor CEO from outside. The reason is simple. These "airborne soldiers" have bright resumes, and companies should reasonably believe that they will create new achievements in new jobs. But this is not the case. Some researchers compared the CEOs of S&P 500 companies several times and found that 70% of them performed better in the first experience. Another study shows that the turnover rate of externally employed CEOs is 84% higher than that of internally promoted CEOs in the first three years, often due to poor performance. Moreover, the preference for external CEO recruitment will also increase many costs for enterprises, such as the employment of unqualified external CEOs, the weak performance of enterprises' stocks, and the loss of human capital of C-level management of the original company after the CEO leaves. So, how should the company find a successor CEO?

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