Reading Insights: HBR’s 10 Must Reads 2024

Discover the latest leadership trends shaping tomorrow's business landscape with insights from Harvard Business Review (HBR) Must Reads 2024.

Hey there!

Welcome to my ‘Reading Insights’ series. Here, is where I share simple takeaways and personal thoughts from articles, papers, and other readings that called my attention.

Together, we’ll explore ideas beyond the “Book Notes” series that help us to improve how we think about management, leadership, and personal growth.

So grab a cup of coffee, and let’s dive into some interesting insights!

And what are we reading today?

Today we will talk about the publication from Harvard Business Review, HBR’s 10 Must Reads 2024.

The Harvard Business Review Must Reads series is like a “greatest hits” album for business and leadership ideas.

Each publication in the series organize the best and most impactful articles from HBR, handpicked by experts with a special touch of the moment we are living and the challenges facing leaders and managers.

Each edition brings the most impactful HBR articles, offering insights on topics like strategy, innovation, and self-management—all curated to help us to navigate the year’s biggest challenges.

What articles does it cover?

What are the key takeaways from HBR’s 10 Must Reads 2024?

Managers are at a turning point: The role has evolved, demanding new skills and a balance between coaching and overseeing work.

Web3 is both promising and risky: Understanding blockchain and its implications is essential, as it’s evolving quickly and transforming the web experience.

Leveraging social commerce is a must: Experimenting with platforms like TikTok and Taobao can provide unique marketing opportunities.

Addressing societal outrage requires new leadership strategies: Managing outrage effectively requires empathy and a deep understanding of current societal tensions.

DEI efforts must be systematic: Understanding the stage of your organization’s DEI efforts can guide more effective change.

Linking ESG to financial performance matters: Integrating sustainability into core business objectives is key for future success.

Effective one-on-one meetings can transform team dynamics: Regular, well-structured conversations are crucial for employee engagement.

Age diversity is an asset: Harnessing diverse generational skills can strengthen teams and foster mutual learning.

Soft skills are critical for C-Suite success: Modern leaders need emotional intelligence alongside technical skills.

Space is the next business frontier: Companies should start exploring how space technology can offer new value, even if indirectly.

Managers Can’t Do It All
by Diane Gherson and Lynda Gratton

Idea in Brief: This article addresses the challenges managers face as their role evolves. They are no longer just overseeing tasks; now they have to coach, empower, and keep up with new dynamics. It’s about adapting to the new expectations of management in a changing world.

Summary: Imagine you’re Jennifer—once an award-winning manager but now struggling with a job that’s constantly shifting. The expectations have changed. No longer is it just about keeping the team on track with tasks; it’s about being a coach, mentor, and strategist, all while dealing with rapid shifts in company culture, structure, and technology.

Managers today must think about making teams successful, not just overseeing their work. Companies like Standard Chartered, IBM, and Telstra are reimagining how they train and empower managers. IBM’s solution involves certifications that boost manager performance and engagement, while Telstra goes further by splitting the managerial role in two: one focused on people, and another on the workflow.

The big takeaway? It’s not enough to expect managers to adapt; companies need to radically re-engineer their support systems so managers can thrive in this new landscape.

Key Takeaways:

  • Managers should focus on coaching and helping their team members grow.
  • Empowering managers with training and clear roles leads to higher engagement.
  • The traditional managerial role is outdated and needs to be redesigned to meet current needs.

What Is Web3?
by Thomas Stackpole

Idea in Brief: In this article, we can explore Web3, the next evolution of the internet. It’s about shifting from centralized control to blockchain-driven decentralization, giving users more ownership and control—but with significant risks involved.

Summary: Remember the buzz when Bitcoin first showed up? It felt like something from a sci-fi movie—decentralized money, digital ledgers. Fast forward, and Web3 has arrived, attempting to transform the internet itself with blockchain at its core. The dream? A more democratic web where users have control, data privacy is built-in, and “ownership” becomes meaningful through tokens and digital assets.

Web3 goes beyond cryptocurrencies to concepts like NFTs, DAOs, and decentralized finance (DeFi). Imagine a web where users have a stake in the communities they belong to. Instead of logging in separately everywhere, you use a wallet that holds your data, identity, and even assets. It sounds utopian, but there are challenges—environmental concerns, security risks, and regulatory hurdles. Skeptics argue that it might be just as flawed as the systems it aims to replace.

Ultimately, Web3 is a work in progress, but it’s important to start thinking about its implications. As more companies explore blockchain use cases, the opportunities are exciting, but understanding the risks and practicalities is crucial before diving in.

Key Takeaways:

  • Web3 aims to decentralize the internet, giving users control and ownership of their data and assets.
  • Blockchain technology is the backbone of this movement, offering transparency and security—but also challenges, including environmental impact.
  • Companies should weigh the risks and benefits before embracing Web3.

Selling on TikTok and Taobao
by Thomas S. Robertson

Idea in Brief: This article explores into how companies are using social platforms like TikTok and Taobao for selling. It’s about leveraging new marketing channels through social commerce and live streaming to engage customers in fresh ways.

Summary: Picture the future of retail—it’s not brick-and-mortar; it’s not even just online shopping. Instead, it’s an influencer with a ring light selling a product live, interacting directly with thousands of viewers. Platforms like TikTok and Taobao are turning this into a massive business model called social commerce.

Think of it as a new-age QVC, but on your phone and tailored to your preferences. Thomas Robertson outlines how companies can embrace this form of sales by integrating it into their marketing strategies and choosing the right influencers to represent their brand. Six key factors can make this approach work for your business, including smart integration with existing campaigns and understanding which metrics actually define success.

The message is clear: if you want to reach today’s consumers, you have to be where they are. Social commerce isn’t just a trend—it’s becoming a mainstay of how products are discovered and sold.

Key Takeaways:

  • Social commerce on platforms like TikTok and Taobao is redefining how products are marketed and sold.
  • Live streaming with influencers can drive real-time engagement and sales.
  • Integrating social commerce effectively into your marketing strategy is key to leveraging its power.

Managing in the Age of Outrage
by Karthik Ramanna

Idea in Brief: This article offers a framework for managing stakeholders in a world where outrage is increasingly common. It explores how leaders can navigate societal anger and polarization, which affect every sector today.

Summary: Imagine dealing with an angry crowd of stakeholders—customers, employees, even investors. It’s a common scene today, and it’s not just about a specific complaint anymore. People are generally fed up, disillusioned, and feeling as if the system is rigged against them. Karthik Ramanna calls this era the “Age of Outrage” and provides a five-step framework to help leaders handle it effectively.

The framework combines insights from organizational behavior, aggression science, and managerial economics. It’s not just about being reactive—leaders need to analyze the root causes of outrage, determine if their actions contributed, and communicate with empathy. Addressing anger without further fueling the fire takes patience and strategy.

The truth is, managing outrage is a skill leaders today can’t afford to ignore. Understanding how to defuse tensions and maintain trust is critical for navigating the social and political challenges that many organizations face.

Key Takeaways:

  • Outrage often comes by a mix of hopelessness, perceived injustice, and us-versus-them ideologies.
  • Leaders need a strategic approach to handling outrage—one that involves empathy, clear communication, and addressing root causes.
  • Building trust and acknowledging legitimate grievances can go a long way in managing societal tensions.

The Five Stages of DEI Maturity
by Ella F. Washington

Idea in Brief: The article outlines the different stages organizations go through when developing their Diversity, Equity, and Inclusion (DEI) initiatives. Understanding your stage can help focus your efforts more effectively.

Summary: We’ve all heard the big promises companies make about diversity, equity, and inclusion. But real progress doesn’t happen just by setting ambitious targets; it’s a journey, and most companies are somewhere along a path of evolution. Ella F. Washington breaks this journey into five stages—from compliance to fully integrated DEI practices that shape the company’s culture.

What stage is your organization in? It’s a question that helps you understand where you should focus your energy. Are you just starting by setting goals, or are you already creating a culture where DEI is part of everything you do? There’s no shame in realizing you’re in an early stage, but it does mean there’s a lot of work ahead.

Washington also includes insights from DEI consultant Lily Zheng, who argues for shifting focus from changing people to changing systems. It’s about changing policies and processes rather than placing blame or guilt on individuals.

Key Takeaways:

  • DEI initiatives evolve through different stages, and recognizing where your organization stands is key to advancing effectively.
  • Focus on changing systems and policies rather than putting pressure solely on people.
  • DEI efforts must be built on a foundation of culture and structures that support real change.

The Essential Link Between ESG Targets and Financial Performance
by Mark R. Kramer and Marc W. Pfitzer

Idea in Brief: This article highlights the critical connection between Environmental, Social, and Governance (ESG) goals and financial performance. Companies that successfully integrate ESG into their core strategies are better positioned for sustainable growth.

Summary: Let’s face it, sustainability isn’t just a feel-good buzzword anymore; it’s a crucial element of long-term business success. Mark Kramer and Marc Pfitzer argue that companies can’t afford to treat ESG as an afterthought. Instead, ESG targets should be deeply integrated with the core business strategy, driving both financial and environmental value.

This isn’t easy. It means making tough decisions about which ESG issues truly matter to your business and embedding those priorities in everything—from operations to stakeholder engagement. The authors give rich examples of companies that are successfully doing this, illustrating how tying ESG goals directly to your business operations can create a more sustainable—and profitable—future.

The lesson is clear: good ESG practices lead to good business. But to make a real impact, they need to be part of the DNA of the organization, not a side project for PR purposes.

Key Takeaways:

  • ESG initiatives should be aligned with the core business strategy for real impact.
  • Companies must identify which ESG issues are material to their specific industry.
  • A sustainable business model can be both profitable and socially responsible.

Make the Most of Your One-on-One Meetings
by Steven G. Rogelberg

Idea in Brief: This article provides practical advice for making one-on-one meetings more effective. These conversations are crucial for team engagement and growth but are often overlooked or poorly executed.

Summary: Let’s talk about those one-on-one meetings. You know, the ones we sometimes cancel because the day got too busy. Steven Rogelberg reminds us that these meetings are a golden opportunity to connect, mentor, and engage our teams—if we use them well. He suggests simple but powerful strategies: Make sure these meetings happen consistently, ask thoughtful questions, and leave space for genuine conversation. It’s not just about getting a status update; it’s about understanding what your team members need to grow and how you can support them. By focusing on what really matters, these meetings can drive both short-term productivity and long-term employee satisfaction. In addition, Rogelberg recommends preparing questions that get to the heart of issues, like “What roadblocks are you facing?” or “What can I do to make your work more enjoyable?” It’s all about creating an environment where your team feels valued and motivated to excel.

Sample Questions for 1:1s

1. Work Style Preferences

  • Tell me about the best manager you’ve ever had. What did that person do that you found most effective and helpful?
  • How do you prefer to receive feedback—on the spot or during a scheduled session?
  • When are you most productive during the day, and how can we align your tasks to fit that energy?
  • What kind of work environment helps you thrive—more collaborative or more focused?
  • How do you like to communicate—quick chats, emails, or something else?

2. Well-being and Engagement

  • What is your favorite part of the job?
  • What is your least favorite part?
  • How do you feel about your workload right now—manageable or overwhelming?
  • Are you finding enough opportunities to do work that energizes you?
  • How would you rate your overall engagement at work on a scale of 1-10, and what would make it a 10?

3. Roadblocks, Obstacles, or Concerns

  • Is anything slowing you down or blocking you right now?
  • How can I help or support you?
  • Are there any processes or tools that are currently a pain point for you?
  • Is there anything you wish you had more clarity on?
  • Do you feel comfortable raising concerns when something doesn’t seem right?

4. Culture and Team Dynamics

  • What aspects of our team culture do you think we should maintain, change, or work on?
  • How well do you think our team communicates with each other?
  • Are there ways we could make team meetings more effective or engaging?
  • Do you feel included and valued in our team activities and decisions?
  • What is one thing we could do as a team to work better together?

5. Asking for Input

  • What feedback from me could be helpful—any particular projects, tasks, or skills?
  • Would you like more or less coaching or direction from me?
  • What’s one thing you think I could do differently to better support you?
  • Are there areas where you’d like to have more autonomy or ownership?
  • What kind of recognition is most meaningful to you—public praise, private acknowledgment, or something else?

6. Career Development and Growth

  • What would you like to be doing in five years?
  • What work are you doing here that is most in line with your long-term goals?
  • Are there skills you’d like to develop that you feel we haven’t focused on yet?
  • What projects or tasks here excite you the most, and why?
  • How can I help you progress toward your career aspirations?

7. Personal Connections

  • What are your favorite podcasts, books, or hobbies?
  • How do you usually unwind after a stressful day?
  • Have you learned anything new or exciting recently that you’d like to share?
  • What motivates you outside of work that we might be able to support?
  • How have your interests outside of work been influencing your thinking or creativity at work lately?

Key Takeaways:

  • One-on-one meetings should be consistent and meaningful to be effective.
  • Ask open-ended questions that focus on your team member’s growth and well-being.
  • A little preparation goes a long way in making these conversations impactful.

Harnessing the Power of Age Diversity
by Megan W. Gerhardt, Josephine Nachemson-Ekwall, and Brandon Fogel

Idea in Brief: This article discusses the benefits of managing age-diverse teams effectively. It’s about understanding generational differences as a strength rather than a source of conflict.

Summary: Picture a team with members ranging from new graduates to seasoned professionals nearing retirement. This mix can be a fantastic strength—or a source of tension. The authors highlight that managing age diversity requires intentional effort, but when done well, it leads to innovation, diverse perspectives, and a more resilient organization.

They propose a four-part framework to get the most out of age-diverse teams: identify and challenge assumptions about generational differences, adjust your perspective to appreciate what each age group brings, take advantage of these differences, and embrace mutual learning. It’s not just about managing differences; it’s about creating an environment where everyone learns from each other.

Age diversity doesn’t need to be a point of friction. Instead, it can foster mentorship, shared knowledge, and a culture of lifelong learning. When managed thoughtfully, it’s a huge asset.

Key Takeaways:

  • Age-diverse teams bring a wide array of skills, experience, and perspectives.
  • Effective management of these teams involves understanding and valuing generational differences.
  • Mutual learning between different age groups strengthens team cohesion and productivity.

The C-Suite Skills That Matter Most
by Raffaella Sadun, Joseph Fuller, Stephen Hansen, and PJ Neal

Idea in Brief: This article reveals a shift in the skills needed for C-Suite success, emphasizing the importance of soft skills like empathy and communication alongside technical expertise.

Summary: If you think being a top executive is all about technical know-how and number crunching, think again. Post-pandemic, companies have realized that technical skills are just part of the story—soft skills like empathy, communication, and the ability to motivate diverse teams are becoming even more critical.

Raffaella Sadun and her coauthors explain that the modern C-Suite leader needs to connect with employees, understand cultural nuances, and manage global teams. These leaders are not just solving business problems; they’re creating an environment where people want to contribute and grow. The pandemic put a spotlight on how crucial these human-centric skills are for navigating crises and fostering innovation.

The best leaders are those who listen, communicate, and show self-awareness. These skills may seem “soft,” but they’re making the hardest impact on what drives organizations forward.

Key Takeaways:

  • Soft skills, including empathy and communication, are essential for effective C-Suite leadership.
  • Leaders need to focus on motivating a global and diverse workforce, not just on technical management.
  • Empathy and the ability to connect with others are key differentiators for success at the executive level.

Your Company Needs a Space Strategy. Now.
by Matthew Weinzierl, Prithwiraj (Raj) Choudhury, Tarun Khanna, Alan MacCormack, and Brendan Rosseau

Idea in Brief: This article discusses why businesses need to start thinking about space as the next frontier. It argues that the falling costs of space technology are creating new opportunities that companies should consider.

Summary: Space—it’s not just for astronauts anymore. With costs falling and new technologies emerging, space is becoming a viable business frontier for all sorts of industries. Whether you’re in agriculture, pharmaceuticals, or telecommunications, there’s a case to be made for exploring how space could benefit your company.

The authors highlight four ways space can add value: data, capabilities, resources, and markets. You don’t need to launch satellites to get involved; something as simple as leveraging new data from satellite imagery could open up new opportunities for growth and efficiency. The key takeaway? It’s time to think beyond the atmosphere—companies that start exploring space-based opportunities now are positioning themselves ahead of the competition.

So even if your company doesn’t plan on launching rockets, staying updated on the developments in the space industry might just be the next big competitive advantage.

Key Takeaways:

  • Falling costs in space technology are opening opportunities across many sectors.
  • Businesses can benefit from space-based data, capabilities, and new markets.
  • A proactive space strategy can be a competitive advantage in the future.

Democratizing Transformation
by Marco Iansiti and Satya Nadella

Idea in Brief: This article looks at the importance of democratizing digital transformation within organizations. True transformation requires involvement across all levels, not just isolated tech teams.

Summary: Digital transformation isn’t something you can delegate to a department—it needs to be a company-wide movement. Marco Iansiti and Satya Nadella argue that transformation has to involve everyone, from the boardroom to the front line, if it’s going to succeed. This means giving more employees the tools and training they need to understand and use digital technologies in their day-to-day work.

The authors describe a model where digital transformation is not just a project but an operating architecture, accessible and actionable at every level. The goal is to deploy AI and digital tools across a distributed workforce, making innovation part of everyone’s job.

The result? Faster decision-making, better problem-solving, and a more adaptive organization. Think of it like teaching the whole orchestra to play instead of just focusing on the conductor. That’s how you make transformation sustainable, scalable, and truly impactful.

The Stages of Digital Maturity

Digital maturity is a critical benchmark for organizations as they evolve their structures, processes, technology architectures, and deployment strategies. The journey to maturity can be divided into five distinct stages: Traditional, Bridge, Hub, Platform, and Native. Each stage highlights the increasing integration of data, agility, and AI capabilities.

1. Traditional: This is the starting point where organizations operate in silos: Business units are disconnected, limiting collaboration. Decision-making and applications are localized. Data is isolated, preventing comprehensive analysis. Machine learning (ML) models are developed independently within business units.

2. Bridge: Here, companies start building connections and creating scalable systems: A centralized data science team is introduced to unify data efforts. Agile development teams are established for iterative improvements. Cloud-based platforms become elastically scalable to meet demands. APIs enable data sharing across units, improving collaboration.

3. Hub: At this stage, real-time insights and modular platforms become key: Insights are shared across business units, breaking silos. Departments gain ownership of applications, aligning solutions with their needs. Data is centralized in a unified, modular platform for consistency. ML models become advanced and automated, supporting decision-making.

4. Platform: Organizations achieve advanced capabilities through integrated systems: Applications deliver mature insights and are deeply tied to operations. Citizen developers and distributed innovation are encouraged, empowering non-technical employees. A strong foundation of software, data, and AI ensures scalability. AI development capabilities become robust, enhancing innovation and efficiency.

5. Native: The most advanced stage of digital maturity reflects a fully integrated, data-driven organization: Innovation is democratized and powered by deep AI expertise. Agile culture and end-to-end solution ownership are embedded across the organization. Customized, self-maintained tools and platforms are optimized for business needs. AI and machine learning technologies are highly automated and continuously improve operations.

Key Takeaways:

  • Digital transformation needs to involve employees at all levels, not just tech experts.
  • Providing accessible digital tools and training helps democratize innovation within the company.
  • Broad engagement in digital efforts leads to a more adaptive and agile organization.

HBR’s 10 Must Reads 2024 reminds us that being a great leader doesn’t mean knowing everything (thankfully!).

Whether it’s empowering your team through better one-on-ones, embracing age diversity, or setting your sights beyond the atmosphere with a space strategy, the key takeaway is simple: leadership today means staying adaptable, human, and ready to rethink old ways.

The business world keeps changing, and our success lies in how we embrace that change—together, with empathy and a willingness to grow.

Let’s keep learning, experimenting, and moving forward.

The future is what we make of it, one idea at a time.

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