Risultati letto da "Todd Mundt" in Tutte le categorie

Thomas Kochan, a Professor of Management at MIT, James Finegold, the senior vice president for lifelong learning and strategic growth at Rutgers University, and Paul Osterman, a professor of Human Resources and Management at MIT, write about how to take the lead in creating collaborative programs to train workers.

In an economy driven by ideas and intellectual know-how, top executives recognize the importance of employing smart, highly creative people. But if clever people have one defining characteristic, it's that they do not want to be led. So what is a leader to do?

From the March 2007 issue of Harvard Business Review.

Articulating the seven elements of collective ambition can give employees a better sense of a company’s purpose and how they can contribute to it.

The acting president and CEO of Harvard Management Company writes that fulfillment doesn�t come from clearing hurdles others set for you; it comes from clearing those you set for yourself.

How a handful of changes could transform the U. S. tax system from an obstacle into an asset.

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.

Douglas A. Ready of the London Business School, Jay A. Conger of Claremont McKenna College, and Linda A. Hill of the Harvard Business School, explain how you can be the up-and-comer corporate leaders are looking for.

A four-part process for defining problems in a way that invites innovative solutions.

The characteristics that enable a company to grow revenues by at least 5 percent year after year.

Erik Simanis, a senior extension associate at Cornell University’s Johnson School of Management, and Duncan Duke, an assistant professor of management at Ithaca College’s School of Business, write about a new framework to help companies earn profits while pursuing socially beneficial ventures in low-income markets.

How to choose metrics that reveal the cause-and-effect relationships behind value creation.

Pankaj Ghemawat writes about why the post-crisis world demands a much more flexible approach to global strategy and organization.

Discover how new research shows that its tough to make a lot of money and run the show at the same time. From the February 2008 issue of Harvard Business Review.

Muhammad Yumus, founder of Grameen Bank, a microfinance business that first operated in rural Bangladesh, and winner of the 2006 Nobel Peace Prize; Frederic Dalsace, an associate professor of marketing and holds the Social Business, Enterprise and Poverty chair at HEC Paris; David Menasce, the managing director of Azao, a consulting company specializing in social business, and an affiliate professor at HEC Paris; and Benedicte Faivre-Tavignot, an affiliate professor at HEC Paris and the academic director of its master’s program in sustainable development, write about five leading companies that have adapted nonprofit business models to serve the bottom of the pyramid in France.

Roger L. Martin, the dean of the Rotman School of Management at the University of Toronto from 1998 to 2013, writes about how to rein in the dynamic that enriches executives and financiers – at everyone else’s expenses.

Eric T. Anderson, a professor of Marketing at Northwestern's Kellogg School of Management, and Duncan Simester, a professor of Management Science at MIT's Sloan School of Management, report on how every company can profit from testing customers' reactions to changes.

Stefan Michel, a professor of marketing and service management at IMD, in Lausanne, Switzerland, writes about how a new framework can help businesses spot missed opportunities.

Ram Nidumolu, the founder and CEO of InnovaStrat, C.K. Prahalad, a professor of Strategy at the University of Michigan, and M.R. Rangaswami, founder of the Corporate Eco Formun, report on how being environmentally-friendly is more than just a corporate social responsibility. It's the road to innovation.

Bob Frisch, managing partner; and Cary Greene, a partner of the strategic Offsites Group, a Boston-based consultancy, write about how to stop putting your people to sleep.

How companies can exploit the trove of ideas and opportunities in global innovation projects by replicating the natural benefits of colocation.