哈佛商业平台一直是我分为管理经典的期刊。从这里面我能看着世界上最好的大公司都在做些什么。我的一些管理想法，我的一些思维，看看在这里能不能得过得到佐证还得看看最前沿的一些商业动态和管理动态，技术动态。最终能够整合到我的工作中去，整合到我的管理中去提升我的认知能力，管理能力。

杂志的内容能不能不要算到电子书看完的统计中？因为杂志有时候只是想挑着看，并不想都看完，这样的话，导致杂志算到没看完的电子书里面了，这块看下是否可以改下。

12 月的 哈佛商业评论，“如何成为快速过渡者” 和 “净推荐值 3.0”，和混合工作制，值得看看

最近和外国人一起工作比较多，哈佛商业评论就会更加贴合公司文化。每期都会提到的话题一般有，灵活办公，性别优势和歧视，领导力，营销新模式。不过中文版的翻译比英文版要慢三个月，所以有时候我会先阅读英文再读中文。

Since its introduction, in 2003,the Net Promoter System, which measures how consistently brands turn customers into advocates,has become the predominant customer success framework. But as its popularity grew, NPS started to be gamed and misused in ways that hurt its credibility. Unaudited,self-reported Net Promoter Scores undermined the usefulness of NPS. Over time its creator, Fred Reichheld, realized that the only way to correct this problem was to introduce a hard, complementary metric that drew on accounting results. In this article he and two colleagues from Bain introduce that metric: the earned growth rate, which captures the revenue growth generated by returning customers and their referrals.To calculate their earned growth rates, firms must have systems that gather data on the costs and revenues for each customer over time and must ask all new customers why they came on board. If the reason is a referral or recommendation, a customer is “earned”; if it’s advertising, a promotional deal, or a persuasive salesperson, the customer is “bought.”Earned growth rates reveal the real-world impact of customer loyalty. Because they’re auditable,they can help firms validate investments in customer service and convince investors of their businesses’s underlying strength.

一直很喜欢的期刊

无意中翻开哈佛商业评论，以为只是教科书式的杂志，但瞬间被目录和内容吸引，很多方法和应用场景都是曾经经历或正在经历的，值得收藏！

这期哈佛商业期刊中文是 AI 翻译的？还是人工？太多文字版排错误了…… 少有，不应该啊