HBR’s 10 Must Reads 2017 presents a selection of the year’s most definitive management articles by some of the world’s forefront business thought leaders. Each article was hand-selected by Harvard Business Review editors to present a critical theme that is relevant to the modern business world. These articles collectively represent the best practices, ideas, and insights of the past year, and they aim to educate business leaders on collaborative overload, the necessity of managing algorithms, design thinking, negotiating across cultures, finding career success in a world of automation, and much more.
HBR’s 10 Must Reads 2017 presents 11 of the most cutting-edge, influential articles published in Harvard Business Review in the past year. Key concepts from these pieces include:
- The negative effects of constant collaboration. Collaborative work has increased dramatically, and while there are clear benefits to this level of teamwork, too much collaboration can have its downsides. Employees who engage in an overabundance of collaborative activities can cause workflow bottlenecks and eventually burn out.
- The importance of human oversight when using algorithms. Managers who make business predictions often rely on algorithms to identify subtle patterns, but computer algorithms have their limitations. Algorithms are most effective when managers are explicit about their goals and concerns, minimize myopia, and choose the right inputs.
- The intricacies of doing business abroad. When managers from different parts of the world negotiate, they often misread signals and reach inaccurate conclusions. Managers can overcome these issues by building trust, paying attention to subtle messages, and understanding how to express their emotions.
- The necessity of evolving the role of the Chief Human Resource Officer (CHRO). CHROs should be empowered to think strategically about their workforce talent to provide competitive advantages for their organizations.
- The need for knowledge workers to think about work beyond automation. In the future, some workplace roles may be made obsolete by machines, but to continue to find new roles employees must proactively work with technology rather than against it.
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