What They Don't Teach You at Harvard Business School fills the gaps between a business school education and the street knowledge that comes from the day-to-day experience of running a business and managing people. Written in the same no-nonsense, hard-hitting manner that McCormack brings to his own fast-paced business and management style, this is mandatory reading for executives on every rung of the corporate ladder. Philip Delves Broughton's witty and informative memoir is a revelatory account of what the financial elite learn within the hallowed walls of the exclusive Harvard Business School.
The must-read summary of Mark H. Learn how to make a good first impression by challenging preconceptions, grasp the value of timing in sales, use feelings of discomfort to motivate your efforts, and more. Note: This audiobook summary was produced by Blinkist. Jam-packed with advice, insider tips, and anecdotes, this book is an invaluable tool for executive travelers who want to get the little-known "extras" when staying at hotels, avoid waiting in line at airport terminals, plan the best You get the main summary along with all of the benefits and lessons the actual book has to offer.
This is a summary that is not intended to be used without reference to the original book. Mark H. Published in , the book It was a best seller. Larry Chiang follows up his mentors book 26 years later in a book of parallel format.
Beyond Harvard is both an affectionate testament to the man who invented the sports marketing industry and a worthy successor to the original Harvard book, offering a new generation of street smarts to anyone looking to improve their He encounters issues that go beyond his educational training as he attempts to relate the issues to cases and other material from his MBA course work. It can be read at several levels. For example, it could be read by someone with little or knowledge about business; it could be read by someone contemplating earning an MBA; it could be read by a practitioner, a recent graduate, or a professor.
Throughout his assignment, Justin encounters strong senior managers and senior consultants who have significant experience and vested interests in the outcome of the project. He interviews the CFO who has six different financial analyses and who does not know which one is right. He meets a senior operating manager who has done a complete five-forces analysis concluding that the product under study is not viable, only to realize that this analysis may be examining the wrong industry.
He learns to understand what a real core competency and competitive advantage are. He learns that he needs to ask the right questions and challenge assumptions that are being used. He learns the value of a team as he works with the other consultants on the project.
He learns to deal with criticism from his superiors. At the conclusion of each chapter, the authors provide a series of reflection questions for the reader.
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