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Jump to navigationJump to searchHarvard Business School Confidential: Secrets of Success by Emily Chan (view source)
Revision as of 15:08, 27 January 2010
, 15:08, 27 January 2010no edit summary
There's arguably a timing issue in a book of this nature. With the current global economic problems, it's perhaps not the best time to be championing the lessons taught in the bastion of Western business education that counts many of the bankers, politicians and business leaders that have caused the problems amongst its illustrious alumni.
But while the book is clearly written, logically well layed laid out and, insofar as it's possible to discern the character of the writer in a book, I warmed to her endearing style, I couldn't help but be somewhat underwhelmed by this book. First published in her native Chinese, I cannot comment on its value in that market and certainly there's nothing that is wrong with what she is saying, but my question relates to the Western market. The business publishing sector is incredibly crowded and does this book add anything not available elsewhere (in management speak, is there anything that 'differentiates' to this book)? I'm not so sure.
The book breaches one management issue that she ignores, namely ''don't over-promise and under-deliver''. There's not much that's confidentially Harvard. Set out into three main themes of Personal, Operations and Strategy, she gives a whistle stop tour of things she's either learned at Harvard, picked up at Boston Consulting and read in the Harvard Business Review. In only one chapter does she offer comment from the Module Notes provided to students - which is interesting - but much of the content is not specifically Harvard, nor confidential. I studied a large part of the strategy content at A-level, let alone at business school. Of course, that doesn't make it wrong, but my question is, what is she adding (or in business speak again, where's the 'added value'?)
