What They Teach You at Harvard Business School by Philip Delves Broughton Summary

What They Teach You at Harvard Business School provides an insider’s perspective on Harvard Business School’s MBA program, blending case studies, curriculum insights, and personal anecdotes. Author Philip Delves Broughton critiques the school’s emphasis on conventional business tools while highlighting lessons on leadership, cash flow management, and consumer-centric strategies gleaned from real-world examples like Black & Decker and Button Lumber.

Aspiring business leaders, MBA applicants, and professionals interested in understanding HBS’s teaching methods will benefit. The book appeals to those seeking insights into elite business education’s strengths (practical frameworks) and shortcomings (rigid thinking), particularly readers curious about balancing corporate ambition with ethical decision-making.

Yes, it offers candid critiques of MBA culture alongside actionable business strategies, making it valuable for both HBS enthusiasts and skeptics. The blend of humor, case studies, and reflections on balancing work-life priorities provides a nuanced view of modern business education’s impact on careers.

Philip Delves Broughton is a journalist and Harvard Business School alumnus. Formerly a bureau chief for The Daily Telegraph, he’s known for combining sharp business analysis with narrative storytelling. His critiques of HBS’s “universal business tools” and materialist mindset stem from his 2004–2006 MBA experience.

• Cash flow management: Button Lumber’s collapse illustrates poor cash flow practices.
• Consumer alignment: Black & Decker’s DeWalt tools case stresses prioritizing market needs over internal capabilities.
• Leadership ethics: The curriculum emphasizes balancing profit motives with long-term stakeholder value.

Broughton argues HBS prioritizes standardized methodologies over innovation, fostering risk-averse graduates overly focused on financial metrics. He notes the program’s intense workload (60+ hours weekly) and its tendency to sideline creativity in favor of conventional corporate pathways.

Notable examples include Benny Hanna’s restaurant model, Black & Decker’s marketing missteps, and Button Lumber’s financial mismanagement. These cases teach problem-solving under uncertainty and the importance of aligning operations with market demands.

While McCormack’s What They Don’t Teach You focuses on street-smart sales tactics, Broughton’s work analyzes institutional MBA training. Both emphasize practical skills but diverge in scope: McCormack tackles negotiation, while Broughton critiques academic-business culture gaps.

Yes, it provides frameworks for strategic decision-making and stakeholder management, applicable to roles in consulting, entrepreneurship, and corporate leadership. The HBS case method’s emphasis on real-world problem-solving is particularly useful for tackling complex business scenarios.

• “Assets equal liabilities plus equity”: A mantra underscoring financial accountability.
• “The absence of joy and balance”: Broughton’s critique of HBS’s grind culture.

Its themes remain vital, especially discussions on ethical leadership and adapting business models to shifting consumer trends. The critique of overreliance on rigid frameworks resonates in today’s fast-changing, innovation-driven markets.

Some argue Broughton’s outsider perspective (as a journalist, not a career businessman) overlooks HBS’s networking benefits. Others note the 2008–2010 examples feel dated in addressing AI-driven disruptions.

Yes, platforms like Blinkist offer 15-minute summaries, distilling key lessons on leadership and case study analysis. The original book spans 304 pages, with audiobooks averaging 8–10 hours.