Mostra i risultati per narratore "Todd Mundt"

Leaders in new roles can score a quick win by engaging their team in a collective achievement.

John A. Quelch, a professor at Harvard Business School, and Katherine E. Jocz, a research associate at Harvard Business School, write about how to fine-tune strategies according to consumers' changing psychology and habits - in order to survive the recession and prosper when the economy bounces back.

Francesca Gino, an associate professor of business administration at Harvard Business School, and Gary P. Pisano, a professor of Business Administration at Harvard Business School, write about how failures get a postmortem and how it's important that triumphs should too.

Amy C. Edmondson, a professor of Leadership and Management at Harvard Business School, writes about how employees must feel safe admitting or reporting on failure in order for organizations to benefit from it.

How dangerous assumptions can creep into every strategic proposal – and how you can avoid them....

Rita Gunther McGrath, a professor at Columbia Business School, writes about how to set up intelligent trials and learn from inevitable errors.

Philip Lay, Todd Hewlin, and Geoffrey Moore, managing directors at the strategy consulting firm TCG Advisors, offer advice on how to make the sale to companies that are slashing their budgets.

Roger Martin, dean of the Rotman School of Management at the University of Toronto, reports on the evidence that suggests shareholders actually do better when firms put the customer first � rather than trying to maximizing shareholder value.

Dominic Barton, the global managing director of McKinsey & Company writes about the choice that business leaders are facing – reform the system, or watch as the government exerts control.

Ranjay Gulati and Nitin Nohria, professors at Harvard Business School, and Franz Wohlgezogen, a doctoral student at Northwestern University, report on how to lay the groundwork to come out of the recession stronger than ever.

You don’t need extensive experimentation and prototyping to identify very powerful business model innovations.

Nathan Myhrvold, CEO and cofounder of Intellectual Ventures, a company that makes a business out of inventions, writes about how an industry dedicated to financing inventors and monetizing their creations could transform the world.

Global success requires that companies appreciate diversity and distance rather than seek to eliminate them.

Customers and clients may be your most important allies in motivating and inspiring employees.

What you can do when a rival offers a free version of a product that’s similar to yours.

How CEOs can learn practical wisdom to help them do what’s right for their companies – and society.

John Kao, chairman of the Institute for Large Scale Innovation, writes about the distinctive innovation models that are being created around the globe and how you can take advantage of them

Discover how the most successful CEOs, on balance, are those who are developed inside the company, but manage to retain an outside perspective. From the November 2007 issue of Harvard Business Review.

"When Rivals Merge, Think Before You Follow Suit" by Thomas Keil and Tomi Laamanen. "First, Let’s Fire All the Managers" by Gary Hamel. "The Power of Collective Ambition" by Douglas A. Ready and Emily Truelove. "The Ordinary Heroes of the Taj" by Rohit Deshpande and Anjali Raina.

You'll hear how a CEO must be the steward of a living strategy that defines what the firm is and what it will become. From the January 2008 issue of Harvard Business Review.