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Contents 
HBR’s 10 Must Reads: The Essentials
HBR’s 10 Must Reads on Managing Yourself
HBR’s 10 Must Reads on Managing People
HBR’s 10 Must Reads on Leadership
HBR’s 10 Must Reads on Strategy
HBR’s 10 Must Reads on Change Management
Once you’ve got a solid foundation with HBR’s Must Reads, check out the Complete HBR On... Series to dig more deeply into the specific areas that matter most to you. Explore the best practices and ideas on communicating effectively, collaborating, making smart decisions, and many more topics.

Copyright 
Copyright 2011 Harvard Business School Publishing Corporation
All rights reserved
No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher. Requests for permission should be directed to permissions@hbsp.harvard.edu, or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163.
First eBook Edition: November 2010
ISBN: 978-1-4221-3344-6
Contents 
Copyright 
Meeting the Challenge of Disruptive Change
Clayton M. Christensen and Michael Overdorf 
Competing on Analytics
Thomas H. Davenport 
Managing Oneself
Peter F. Drucker 
What Makes a Leader?
Daniel Goleman 
Putting the Balanced Scorecard to Work
Robert S. Kaplan and David P. Norton 
Innovation
Rosabeth Moss Kanter 
Leading Change
John P. Kotter 
Marketing Myopia
Theodore Levitt 
What Is Strategy?
Michael E. Porter 
The Core Competence of the Corporation
C.K. Prahalad and Gary Hamel 
About the Contributors
Meeting the Challenge of Disruptive Change 
by Clayton M. Christensen and Michael Overdorf 
THESE ARE SCARY TIMES for managers in big companies. Even before the Internet and globalization, their track record for dealing with major, disruptive change was not good. Out of hundreds of department stores, for example, only one—Dayton Hudson—became a leader in discount retailing. Not one of the minicomputer companies succeeded in the personal computer business. Medical and business schools are struggling—and failing—to change their curricula fast enough to train the types of doctors and managers their markets need. The list could go on.
It’s not that managers in big companies can’t see disruptive changes coming. Usually they can. Nor do they lack resources to confront them. Most big companies have talented managers and specialists, strong produc ............

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