Harvard business review magazine subscription. Harvard Business Review (HBR) - Personal Effectiveness
- Why publish a magazine about the rules of doing big business where business exists contrary to the rules?
Firstly, even where a business exists contrary to the rules, it has to compete, which means it must find ways to be more effective than its rival. Moreover, sometimes you have to compete not with home-grown companies, but with world champions. Yandex in Russia competes with Google, and Vkontakte is fighting with Facebook and is not losing ground yet. Secondly, management rules big business in essence, it is not very different from the rules for managing a medium-sized business - the scale is not the same, but the principles most often work identically. Thirdly, the large raw materials business - essentially the engine of all processes taking place in the country - is slowly entering world exchanges, and the value of the share depends on the quality of management. Rating agencies punish companies with poor management by lowering their ratings, and this affects the value of assets. When our oligarchs begin to become poorer before our eyes, they have to, willy-nilly, through “I can’t”, master modern management approaches. Well, fourthly, when you hear the statements of the country's top leaders, you understand how poorly they understand the theory of management, so is it any wonder that the country is slowly and surely turning into an uncontrollable structure. It would be worth making a magazine just to educate this category of readers. ** - Do you feel that the magazine influences the way things are done in Russia? That is, a conventional businessman, having read about the rules of negotiation, begins to follow them?**
We are making a magazine, as they say, for the avant-garde Russian business, - for the most civilized, the most advanced. There are few of them, their influence on the situation as a whole is still very small. As for special cases, yes, people say that they use our articles - it would be stupid not to use them if they are advice from the best specialists in the world. Another thing is that we do not give universal advice. We are making a magazine for smart people, and smart people don’t need a scheme - do it once, do it twice - but an understanding of what the drivers of certain processes are and how they work. And then people see for themselves how it can be used in a specific situation. **- What are the three main differences between the Russian publication and the world one?**
The main difference is that about a third of our magazine is materials made by Russian edition, that’s exactly how much the terms of the contract allow us. We have sections that are not in the English-language publication, for example, “Conversation with a Scientist.” Well, in the Russian edition, as you can see, editor-in-chief a woman, and in American - a man. Interestingly, in a family of a couple dozen multilingual HBRs, only three editors-in-chief are women, and all in the BRIC countries of Russia, China and Brazil.
What do you want to do with the magazine, but for some reason it doesn’t work out? According to what?
I would like more materials that are written based on cases and research Russian companies. Unfortunately, there are very few such studies and they are often of very dubious quality. This is very bad, but we can’t do anything about it yet. **- Why is the magazine so expensive? Is this some kind of filter that cuts off unnecessary consumers?**
On the one hand, this is the HBR tradition: in developed countries Almost 70% of the magazine's income comes from the sale of circulation and individual articles, and only 30% comes from advertising. IN developing countries advertising accounts for more than half of the income, the Russian publication is no exception; we have not yet been able to even equalize the income from the sale of advertising and circulation, despite all our efforts. On the other hand, we are making a magazine for business intellectuals; they can afford to buy the magazine at this price. In the end, the magazine’s business model is quite stable; we easily withstood the crisis, and not only continued to make a profit, but also exceeded the plan. So we are not yet sure that this model needs to be changed. Although, when I see in some stores the price of 1200 rubles per room, it seems to me that this is too much. But this is already a retail decision. **- Do you feel the crisis of the print media, which is talked about so much? Falling advertising revenues? Do you believe in the subscription institution, or is it completely dead for Russia?**
We are still feeling the consequences of the economic crisis, and not some special crisis of the print media. Many companies have still not restored their pre-crisis advertising budgets or returned employee subscriptions. Oddly enough, the consequences of the earthquake in Japan were quite noticeable for us, when suppliers of cars and audio-video equipment significantly cut advertising budgets. As for the so-called media crisis, in my opinion it will most likely hit general publications. I think there is now a crisis of overproduction of general interest magazines and newspapers, which were often launched not because the founders had a special concept, or they knew how to cover the lack of information, but simply because there were underutilized advertising budgets in the market. If you look at a display case with the press, you will see many publications with the same face, without a unique advantage. Readers won’t pay for such content, and advertising budgets are shrinking, it’s true.
How is the content that goes to the magazine and on the website divided? Where do advertisers want to be located more?
We open only one or two articles to the audience on the site and also create some materials specifically for the site. Advertising income from the website is now very modest for all publications, we are not under any illusions here. But other amazing processes are happening - for example, our subscriptions to electronic version magazine, we will soon begin selling via iPad. This is interesting and, perhaps, new opportunities will open up here. ** - And yet, media is a product (users are interested in content) or already a service (users are interested in the process is more interesting receipt - you can read on your phone, you can listen in the car)? If this is content, then how long will it continue to be sold when, it would seem, any information can be found for free? If this is a service, then what problems have not yet been solved: technical or economic (by what model to monetize: by subscription, by (http://en.wikipedia.org/wiki/Freemium)?** **
(http://en.wikipedia.org/wiki/Freemium)** is a service model where it offers basic services for free, and improved, premium services for a fee.
I am only interested in those media whose essence is unique content. If you are used to reading books, you still have time for 2-3 newspapers and magazines. Let's say I have enough energy and time for 5 publications, and even then I am not able to read them in a row - I look through Vedomosti, Novaya Gazeta, buy every issue of Afisha (it’s clear why), and from time to time I read the Rules life" in Esquire magazine and subscribes to New Yorker. I also look through Snob, but I don’t always have time to read it, although they do a great job of promoting materials on their website, and I usually sign up for their newsletter. But this is all unique content, and I’m willing to pay for it. I find out regular news on the radio while I’m on my way to work; I won’t pay for it, just like I won’t pay for another interview with another star or for advice on how to lose weight for the beach season. **- Do you agree that there is so much information that normal person I’m almost ready to pay money not for information, but for the service of selecting and classifying it? Can search engines handle this? Or maybe the blogosphere/Facebook friends have become such editors? Can one magazine a priori please the entire audience?**
There is no more information, sometimes there is no news at all, look what they bring out information portals as five major events day! Follow this for a few days! You will see that nothing significant happens for weeks. But if you have a newspaper, you must fill its pages with news, even if you have to suck it out of thin air. Therefore, many media outlets are filled not with information, but with information garbage. And people want to protect themselves from this. For example, I don’t need anyone to select information for me on the Internet; I can handle this somehow. Facebook friends certainly help a lot to navigate. On Twitter, you can set up your feed so that it filters everything into at its best. As for monthly magazines, I don’t think they should please everyone, the magazine should focus on its audience (another thing is that then there will not be large circulations, especially with the state of the infrastructure as in Russia) and create content specifically for them. Our Harvard academics argue that we have entered an age of hyper-specialization.
Do you want to go to the regions? Don't you consider HBR to be a Garden Ring magazine?
70% of our subscribers live outside of Moscow. Several years ago the ratio between Moscow and the regions was 50/50, in recent years the share of regional readers is growing. By the way, this may be explained by the fact that Moscow is one of the most unfavorable regions for doing business.
Will HBR Russia introduce paid access to individual articles rather than the entire library? What is planned to be received from closed articles and what do you get?
We do not sell articles separately - mainly due to technical difficulties: you need to put in a lot of effort to make it all work as it should, and the return, according to our feelings, will still be meager while there are more important things to do. From time to time we selectively open old articles on the site, but we do this solely to attract people. And yes, we are very interested in people coming and buying a subscription.
In what ways are you trying to reach the consumer? Master classes, lectures, meetings with authors? Who comes to these events?
We are very passionate about creating platforms for communication - for example, during the crisis, we launched themed business breakfasts together with Accenture, their feature was that we created platforms for communication. And we have learned how to make people get involved in the discussion and it turns out very interesting. These are breakfasts for a narrow circle of fairly high-ranking participants who really have valuable information. We are also very active in working with students - competitions and so on. We educate potential readers.
How can a reader of “Theories and Practices” become a hero of your magazine?
Call and talk about how he dealt with an inhumanly difficult business problem, or how some extraordinary event influenced his leadership style. Let's say in the January issue we had an article about a top manager from Microsoft who changed his gender and turned from Michael to Megan. According to his colleagues and subordinates, his management style has changed in better side. But this is, of course, exotic. If the stories are more mundane - a person went through prison, survived a car accident, etc. However, we must remember that only a very high-ranking leader can become the hero of our magazine.
In the first years of the institute, I read a lot of literature from business gurus. But over time, I had questions for all the Napoleon Hills, Brian Tracys and Tony Robbins (). Especially after the statistics course. I know for sure that one person’s experience cannot be generalized. Success may depend on various factors - and.
So now if I hear or see “you need to do this,” I want to check what this statement is based on. And if it’s a study, then what the study looked like and what specific results there were. Otherwise, it may turn out like with an article by university strategy teacher Steve Martin in the respected Harvard Business Review.
What qualities and behavior did he consider decisive?
At first glance, it roughly confirms expectations, nothing surprising, many books have been written about this. Now let's try to visualize the characteristics Martin included in the portrait using the response percentages from his article. Dark blue is the percentage and characteristics from the article, light blue is the sum of all those who answered somehow differently.
That is, one out of three very successful sales people do not measure their success by money. The next diagram looks more significant.
But here too – 160 successful person They do not consider it important for themselves to be better than their colleagues and do not expect recognition from them. Not so little.
Let me remind you that in blue is what Steve Martin passes off as a “portrait trait” of successful sales people. So what does this study actually tell us if we take a closer look at the numbers? What bullshit are these explanations? That there is no one path to success in sales. And you shouldn't rely on these " characteristic features" Steve Martin is kind of good because he does mention it here and there. But only in some places.
On a human level, he can be understood. Organizing interviews with 1000 successful people with given characteristics is quite a job. And when at the end you get “you can do it this way, but you can do it another way,” it’s awkward and offensive. Maybe you were asking the wrong questions? Maybe you should have asked at least your zodiac sign, or year of birth Chinese horoscope, or, say, are they vegetarians? Because, as we see, from the data obtained, a single picture is not built.
And the second catch. It’s good for me to argue here and mock. And Steve Martin makes money by teaching. And what will he teach if there is no recipe for success and you can do it this way and that, and this also happens? :)
Morality? And you're right. In terms of, If you don’t like and don’t like mass-inspired sales techniques, look for your own path. It's possible. If you like them and they suit you, you may well succeed. However, don’t put too much faith in the techniques. great hopes. What if it’s all about the horoscope? Or diet? :)
Posted on Mar. 20th, 2017 | | | |
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Harvard Business Review (HBR)
Personal effectiveness
Project Manager M. Shalunova
Corrector N. Vitko
Computer layout K. Svishchev
Cover design Yu. Buga
© Harvard Business School Publishing Corporation, 2011
Published by arrangement with Harvard Business Review Press (USA) via Alexander Korzhenevski Agency (Russia)
© Publication in Russian, translation, design. Alpina Publisher LLC, 2016
All rights reserved. The work is intended exclusively for private use. No part of the electronic copy of this book may be reproduced in any form or by any means, including posting on the Internet or corporate networks, for public or shared use without the written permission of the copyright owner. For violation of copyright, the law provides for payment of compensation to the copyright holder in the amount of up to 5 million rubles (Article 49 of the Code of Administrative Offenses), as well as criminal liability in the form of imprisonment for up to 6 years (Article 146 of the Criminal Code of the Russian Federation).
* * *How to measure life?
Clayton Christensen
Even before my release book The Innovator's Dilemma, I received a call from Andrew Grove, then chairman of Intel. He had read one of my early articles on disruptive technologies and wanted me to stand in front of his direct reports and present my research and its possible applicability to Intel. I happily flew to Silicon Valley and showed up at Grove exactly on time - only to hear: “You know, something happened here. We have no more than ten minutes for you. Tell us how your disruptive technology model makes sense for Intel." I replied that I couldn't - I needed all thirty minutes to explain the model in detail, because any specific thoughts about Intel would only make sense in that case. After ten minutes of my explanation, Grove interrupted me: “Okay, I understand the model. Now just tell me what this means for Intel."
I continued to insist that I needed ten more minutes to explain the process of disruption using an example from a completely different industry - steel. I described how Nucor and other mini-steel mills began by attacking the bottom end of the market—steel rebar—and then worked their way up, driving down prices and undermining larger mills.
When I finished the story, Grove said: “Okay, I understand everything. For Intel, this means that ...” - and voiced the prospects new strategy companies to move to the lower end of the market to launch the Celeron processor.
I've thought about it a million times since then. If I had tried to explain to Andy Grove how he should think about making and selling microprocessors, I would have been killed. But instead of telling him what he should think, I taught him how to think - and then he was able to make the right decision on his own.
This story influenced me very much. When someone asks me what I think they should do, I rarely answer the question directly. Instead, I look at the issue through the lens of one of my models. I'm describing how things happen in some other industry. After this, as a rule, they tell me: “Yes, yes, I understand everything,” and they answer their own question better than I could answer.
My course at Harvard Business School is designed to help students understand what good management theory is and what it is based on. To this skeleton, I attach various models or theories that help students understand all the different aspects of being a chief innovation officer and growing. In each class, we look at one company through the lens of these theories, using them to explain how the company got into this situation and trying to understand what management actions should produce the desired result.
On the last day of class, I ask my students to look at themselves in the same way and answer three questions. First, how can you ensure you enjoy your career? Secondly, how can you ensure that your relationship with your life partner and family becomes a constant source of happiness? And thirdly, what should you do to avoid going to jail? The last question may seem funny, but it really isn't. Two of our 32 Oxford group of Rhodes Scholars ended up behind bars. Jeff Skilling from Enron went to HBS with me. They were good guys– but one day something made them go the wrong way.
The idea in briefChristensen teaches Harvard Business School students how to use management and innovation theories to build strong companies. But he also believes that these models can help people improve their lives. In this article, he explains his idea by exploring questions everyone should ask themselves. How to be satisfied with your career? How to make it so that family life has become a constant source of happiness? And how to live life honestly? The answer to the first question follows from Frederick Herzberg's statement: money is not the most powerful incentive. The main thing is learning opportunities, professional growth, making a contribution to the common cause and gaining recognition. This is why the job of a manager, if done well, can be the noblest of occupations; No other activity offers so many ways to find these opportunities. Management is not about buying, selling and investing, as many people believe. The principles of resource distribution can help a person achieve happiness in his personal life. If you do not competently manage the process of resource allocation in a company, the result will not be at all what was intended by the management strategy. The same is true for human life: If you don't have a clear sense of purpose, you'll likely spend time and energy on achieving the most visible and short-term signs of success, rather than on what really matters to you. And just as excessive attention to marginal cost can cause poor corporate decisions, it can also lead people astray. Marginal cost for some “one-time” wrong action may appear deceptively low. But you don't know where this path may lead you. You must clearly formulate your own principles and not risk your life and the lives of those close to you by violating these principles.
As students begin to discuss the answers to these questions, I provide them with an example. own life, showing how the theories from our course can be used to make life-changing decisions.
One of the theories that helps answer the first question - about enjoying a career - belongs to Frederick Herzberg, who argues that the most powerful incentive in our lives is not money; These are opportunities for learning, professional growth, helping others and recognition of achievements. I describe to students pictures from my past when I ran a company. I imagine one of my managers driving to work in the morning with fairly high self-esteem. And then - ten hours later, she drives back home, feeling disappointed, underappreciated, unrecognized and humiliated. I imagine how her low self-esteem affects her interactions with her children. Then my mind's eye focuses on another day when the same employee goes home with higher self-esteem—feeling that she has learned a lot, that her achievements have been recognized, and that she has made a difference. important role in some initiatives useful for the company. It's easy to imagine that this state of mind will have a positive effect on her as a spouse and parent. Conclusion: Management is the noblest of professions if done correctly. No other job offers so many opportunities to help others grow and learn, take responsibility and be recognized for your achievements, and contribute to the success of the team. More and more more people MBA applicants come to school thinking that a business career is about buying, selling and investing. Alas. Making deals doesn't give you the same deep sense of satisfaction that you get from helping other people become better people.
I strive to ensure that my students leave the classroom knowing this.
Develop a life strategy
A theory that can help answer the second question - how can I make my relationship with my family a constant source of happiness for me? – based on defining a strategy and applying it in practice. Its essence is that the company's strategy is determined by the types of innovations in which management is willing to invest. If the company's resource allocation process is not managed professionally, its results may not be as expected. The decision-making system in companies often works in such a way that the main investments are directed to those initiatives that provide the most tangible and immediate results, while those associated with long-term strategies are deprived of the necessary support.