Harvard Business Review Articles
Harvard Business Review, and its online extension, HBR.org, is the most prestigious U.S. business publication, and the most difficult in which to place articles. The average acceptance rate for unsolicited articles is under 0.1% for print, and the rate for online is less than 1%. Bloom Group knows how to get published in Harvard Business Review; we have helped write and place many HBR articles, both in print and online, with a high rate of success. Here are some examples:
Satya Ramaswamy is senior vice president of digital enterprise services at Tata Consultancy Services, the $16 billion global IT services and consulting firm. In April 2017, he published his third article in four years, "How Companies Are Already Using AI," in the Harvard Business Review, based on research that TCS conducted on how big companies around the world are using artificial intelligence. (Bloom Group has helped Satya and TCS place all three articles.)
According to Bain & Co. half the private equity firms it studied had replaced the CEOs of their portfolio companies, and more than half (60%) hadn’t planned to. That means those PE firms had made a big, fat, expensive mistake. Bloom Group client FMG Leading, a human capital advisory firm, has developed a proprietary process for assessing the potential of CEOs for PE firms, and in Sept.
Gartner predicts that by 2020 there will be 21 billion things in the Internet of Things. Figuring out how all those things will share and process data, how they will be made secure, and how platforms and architectures can be built that will allow them to work together requires rapid, industrialized innovation. Bloom Group helped Cisco Systems Corporate Director Stephan Monterde share some of his company’s strategies for accelerating innovation in “How We Think About Innovation at Cisco” for HBR.org.
Simon-Kucher & Partners, a $200 million+ management consulting firm specializing in marketing, sales and pricing strategies, asked us in 2015 to turn its product innovation expertise into a book. After finding an agent and helping the authors, Madhavan Ramanujam (an SKP partner) and Georg Tacke (co-CEO), capture their ideas in a manuscript, Bloom Group worked with SKP in 2016 to market the book (Monetizing Innovation: How Smart Companies Design the Product Around the Price) through two HBR.org articles. This, the second article (“Your New Hit Product Might Be Underpriced”), ran in the publication’s May 24, 2016 online edition.
The first of two Harvard Business Review articles Bloom Group helped Simon-Kucher & Partners' Madhavan Ramanujam and Georg Tacke prepare to publicize their book Monetizing Innovation. “In Product Development, Let Your Customers Define Perfection” compares the launch of Porsche's Cayenne SUV in the early 2000s and Fiat Chrysler’s Dodge Dart about 10 years later. The Cayenne became a huge hit; the Dart flopped. The article, which ran in the May 9, 2016 online edition of HBR, explains why.
The key to Amazon's success, argues process innovation consultant Brad Power, is its ability to make thousands of changes per day to its online retail service. That kind of agility and speed, Powers writes, has become the fundamental operating model for internet business. It won’t be easy for non-digital natives to implement that model, but Powers says its essential to their futures, and it can be done. We helped Brad Power place his article explaining how, "The Best Digital Companies Are Set Up to Never Stop Innovating," on HBR.org in May 2016,
IBM changed itself from a hardware company to a software services company 20 years ago. Today, it is attempting another transformation, this time betting on artificial intelligence (vide Watson) and cloud computing. The first transformation was hard; this one will be harder, according to Synapse Partners founder and managing director Evangelos Simoudis, and management consultant Brad Power, who interviewed IBM executives and customers. We helped Simoudis and Power place their article, "The 5 Things IBM Needs to Do to Win at AI" on HBR.org in February 2016.
The Bloom Group helped FTI Consulting, an international business advisory firm, design and conduct a quantitative and qualitative survey of global business leaders to discover how leading companies successfully mitigate the many risks of doing business in emerging markets, and where lagging companies go wrong. We then helped FTI Consulting’s senior leaders publish "What Companies Do Right (And Wrong) in Emerging Markets," in FTI Journal, and place an article about the lessons learned from the survey, "What Companies Have Learned From Losing Billions in Emerging Markets," in HBR.org, in September 2015.
In the opinion of two business school professors – James Wetherbe, of Texas Tech University, and Jon Eckhardt, of the University of Wisconsin-Madison – most business school research is too academic, and not relevant to the needs of companies. They think that’s a serious problem, and in the HBR.org article we helped them place, "Making Business School Research More Relevent," they explain how schools can change their programs, faculty incentives, and fundamental approach to research to make the education they offer more useful to students and their eventual employers.
The leaders of midsized businesses often can't find advice on the unique challenges they face. Big business consultancies focus on the problems of big businesses because big businesses can afford their fees. Robert Sher, founder of CEO to CEO, a consulting firm of CEOs who advise midsize companies, works the midsize niche. We helped Sher write Mighty Midsized Companies, published in May 2015. Based on his book, we helped Sher place seven columns in HBR.org, beginning March 2014 with “Midsize Companies Must Prioritize Ruthlessly,” and concluding with “Where There’s No Margin for Toxic Leadership,” June 2014. Sher’s seven HBR.org articles have received scores of comments, testifying to the hunger for midsized businesses advice.