◆ A core collection commemorating HBR's 100th anniversary!
◆ The only business journal trusted by world leaders from Bill Gates to Jensen Huang.
HBR's carefully curated selection of critical management insights that shaped the past 100 years!

The origins of management ideas that led the times are contained in one volume!

A book titled "HBR Great Insights," which contains 30 representative articles that have had a significant impact on the management paradigm shift over the past century, has been published.
This book is not just a collection of HBR articles.
We've carefully selected key concepts that have revolutionized management academia and real-world business practices over the past 100 years.
For example, 'Blue Ocean Strategy', 'Disruptive Innovation', 'Psychology of Persuasion', and 'Design Thinking' explore how they have changed the thinking and behavior of companies, organizations, and individuals.
This single volume provides insight into the historical moments of modern management through the insightful observations of management masters who have shaped the evolution of ideological trends.


We delve into the essence of management by key topic and prepare for the future!

This book explores the roots of management, examines the present, and prepares for the next 100 years by covering a variety of topics related to organizational management, including leadership, education, technology, marketing, strategy, and human resources.
In particular, readers will gain both general information and practical knowledge from articles selected using rigorous and objective criteria, leveraging HBR's expertise, resulting in the most dense reading experience for their time.
Professor Dong-Hyeon Lee of the Catholic University Department of Business Administration recommended this book, saying, “As the bible of management, it will reveal solutions for improving organizational performance to leaders and the secrets of success and achievement to individuals.”
Some representative articles included in this book are as follows:

Self-Development: Peter Drucker's 'The Age of Self-Management'
● Leadership: Daniel Goleman's 'EQ Makes the Leader'
● Operations Management: How Managers Take Back Control of Their Time by William Onken Jr. and Donald Barth
● Human Resources: "Increasing Psychological Safety in the Hybrid Workplace" by Amy Edmondson and Mark Mortensen
● Strategy: Michael Porter's 'Competitive Strategies', Gary Hamel and Prahalad's 'Strategic Intent'
Innovation: Matt Weingier and Mehek Sarang's "Commercial Space Era Has Arrived"
Sustainability: Nigel Topping's 'Are You Ready to Thrive in a Zero-Carbon Future?'

This book, which focuses on management discourse that has led the times and provides insights closely related to the trends and changes in real-world management, can be read in order or based on a specific interest. HBR Korea editor-in-chief Choi Han-na explained, "It covers everything from deeply held personal concerns to chronic problems afflicting organizations and communities, to environmental and ethical issues that all humans cannot escape." Attorney Cho Woo-seong recommended the book, saying, "It carefully selects the essence of timeless insights, such as Porter's 'Competitive Strategy' and Christensen's 'Disruptive Innovation.'"

Today's business world is a world of constant change, turbulent and uncertain.
The truth that even in these chaotic times, there is a breakthrough in the classics is a truth that applies to management as well.
By meeting management masters and following the process through which their thinking was formed and realized through this book, you will gain profound insight and understanding that will enable you to identify and understand management issues that will remain relevant even 100 years from now.

“HBR has published many of the most influential ideas in modern business history, and this book highlights many of them.
We tried to select articles that are still relevant even after decades have passed.
Even though the business environment has evolved and changed, and even though other scholars have added their own thoughts and research to the concepts in the article, it still remains meaningful to people.”
--- From the "Preface"

“‘Do I like to read, or do I like to listen? And how do I learn?’ These are the first questions you should ask yourself.
But the questions are by no means limited to these two.
To manage yourself effectively, you must also ask yourself the following questions:
“Do I like working with others, or do I prefer working alone?” If you like working with others, you should also consider what kind of relationships you fit in well with.”
--- From "Chapter 1: Peter Drucker's 'The Age of Self-Management'"

“Other research has confirmed that emotional intelligence not only distinguishes outstanding leaders but also leads to outstanding performance.
A good example is the research of the late David McClelland, a prominent scholar of human and organizational behavior.
In 1996, McClelland conducted a study of a global food and beverage company and found that when senior managers possessed a certain level of emotional intelligence, their departments exceeded their annual profit goals by 20 percent.
On the other hand, departments where the emotional intelligence of their managers did not reach a certain level fell short of their goals by nearly 20 percent.
It is interesting to note that McClelland's study found similar results not only in departments within the United States, but also in departments in Asia and Europe.”
--- From Chapter 2, “EQ Creates High-Performance Leaders”

“There are two ways to create a blue ocean.
Rarely, a company creates an entirely new industry, like eBay did with the online auction industry.
However, most blue oceans are created when a company within a red ocean changes the boundaries of its existing business.
We will look at this in more detail later, but this is exactly the approach taken by Cirque du Soleil.
“By transcending the traditional boundaries that separate circus and theater, we have created a new, profitable blue ocean within the red ocean of the circus industry.”
--- From "Chapter 5: Kim Wi-chan and Rene Mauborgne's 'Blue Ocean Strategy'"

“The technological changes that threaten existing businesses are not entirely new or difficult from a ‘technological’ perspective.
However, these techniques must have two important features.
First, it generally presents performance characteristics that are different from existing technologies.
And at least initially, existing customers in the market don't perceive the value of that feature.
Second, the performance characteristics that existing customers clearly value are improving at a rapid pace, to the point where new technologies can later invade existing markets.
It is only at this point that mainstream customers begin to want the technology.
Unfortunately, by this point it is too late for established companies to take action.
“Ultimately, the company that pioneers new technologies dominates the market.”
--- From "Chapter 6: The Innovation Dilemma by Joseph Bauer and Clayton Christensen"

“Reading someone else’s mind accurately is a delicate task, but it doesn’t require magic.
All that is needed is perception and cognition.
And machine learning is currently showing its strengths in the areas of perception and cognition, and this area will only become stronger in the future.
A good starting point for discussing the limitations of artificial intelligence is Pablo Picasso's observation of computers.
“But computers are useless.
Because they only give us the answers.” As the recent triumphs in machine learning have shown, computers are not actually useless.
But Picasso's words still contain meaningful insights.
As Picasso said, a computer is not a device that asks questions, but a device that answers them.
This means that entrepreneurs, innovators, scientists, and creators—people who figure out what problems, opportunities, or areas we should tackle next—will continue to play a crucial role.”
--- From "Chapter 17: When Artificial Intelligence Becomes a General Purpose Technology" by Erik Brynjolfsson and Andrew McAfee

“The current ‘space for space’ market is limited to activities that provide goods and services to people already in space.
That is, it is a market only for a small number of astronauts employed by NASA and other government-run programs.
While SpaceX has a grand vision of supporting mass private space tourism, its current "space for space's sake" business is solely responding to the needs of government customers like NASA.
But as the cost of launching rockets decreases, companies like SpaceX will be able to leverage economies of scale to send more people into space.
Then, demand will increase from the private sector, such as tourists and space settlers, rather than government-employed astronauts.
And, in keeping with this demand, the "space for space" market, currently in the pre-verification phase, can be transformed into a sustainable, large-scale industry.
SpaceX has demonstrated a business model that sells goods and services to NASA in the hope that it can one day create and expand a large-scale private market in space.
But SpaceX isn't the only company approaching the space market this way.”

--- From Chapter 27, Matt Weingier and Meheck Sarang's 'Commercial Space Industry Era Arrives'