Harvard Business Review Articles
Harvard Business Review is the most prestigious and demanding business journal in which to have an article published. The average acceptance rate for unsolicited articles is under 0.5%. The Bloom Group has so far helped write and place nine HBR articles with a success rate of over 50%. Here are some examples:
 | This 2008 article, written by consultants Ric Merrifield (Microsoft), Jack Calhoun (Accelare) and Dennis Stevens (Synaptus), was published in June 2008. Titled the “The Next Revolution in Productivity,” it describes how companies can reach beyond business process improvement to a new frontier of efficiency using an approach called a business capabilities analysis. The article describes the business implications of software delivered as a Web-based service, and provides an approach for making enormous cost reductions and process efficiencies. The Bloom Group helped the authors craft the article proposal, capture a case study, and ghostwrite the manuscript. |
 | This article, by strategy expert Michael Treacy (Treacy and Company), was published in the July 2004 edition of HBR. It explained why many companies should not focus on breakthrough innovations but rather seek more incremental improvements to products and processes. The Bloom Group performed editorial review and copy editing. |
 | The cover article of the March 2003 edition of HBR, “Bottom-Feeding for Blockbuster Businesses” was authored by three consultants at Deloitte: David Rosenblum, Doug Tomlinson (now the CEO and founder of wine bar chain Vino Volo) and Larry Scott. The article explained how many successful businesses (including Wal-Mart, Paychex, Wellpoint Health Networks, and Dermologica) saw great potential in markets and customer segments that others regarded as unprofitable or otherwise undesirable. It also discussed how these companies turned them into hugely profitable businesses. The Bloom Group assisted with research, idea development, ghostwriting and placement. |
 | Bloom Group President Robert Buday wrote this fictional case study (published in the February 2003 edition of HBR) on a consulting firm whose largest client, a major bank, has put the account at risk. The bank’s new CEO, asks the consulting firm to present their case as to why they should remain at the bank. The case study and follow-on discussion discuss what the fictional consulting firm (Flynn Fuller Consulting) should say in the meeting to retain its client. |
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