Mostra i risultati per editore "Harvard Business School"

"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.

Business school faculty often bemoan how their students place too much importance on economics and finance courses and not enough on more humanistic ones, such as human-resource management. Condescension toward such courses is as misguided as it is common, the complaint goes. As Rosabeth Moss Kanter once commented about her experience with Harvard MBA graduates, “Five years out, they often say they wish they had taken fewer finance courses and more people-oriented courses.”

In recent months, trade agreements have moved from the arcane pages of academic journals to the front pages of newspapers, from university lecture halls to the presidential campaign trail. What are these agreements about? Why do governments sign them? Why do some candidates lambast them? Do they deserve the attention they have received?

On Google’s earnings call for the first quarter of 2006 - more than a year before the iPhone was released and more than two years before the release of the first Android-operated smartphone - CEO Eric Schmidt went out of his way to talk about mobile. “I wanted to highlight some of the progress we have made in mobile, which is another big strategic area for us,” he told listeners, noting that Google Maps was becoming popular for Blackberry users.

Todd Zenger, a professor of business strategy at Washington University in St. Louis’s Olin Business School, writes about how promising corporate blueprints are often hard to understand – and too few market analysts are willing to make the effort.

Setting aside social, political, and moral reasons for encouraging a more diverse workplace, there is arguably no better incentive for promoting diversity than the premise that diverse teams and organizations are more creative. But is there actually any evidence in support of this idea? And if there is, do the potential gains in creativity produced by diversity come at the expense of interpersonal harmony and team cohesion?

We know that women’s presence in the workforce has increased dramatically over the last several decades, but is it true that all women are working more? And if not, which women are most likely to work full-time across adulthood?

Managers want employees to put in long days, respond to their emails at all hours, and willingly donate their off-hours - nights, weekends, vacation - without complaining. The underlings in this equation have little control; overwork cascades from the top of the organizational pyramid to the bottom.

"Doing Business in a Post Growth Society" by James Gustave Speth; "The Female Economy" by Michael J. Silverstein and Kate Sayre; "Why Sustainability is Now the Key Driver of Innovation" by Ram Nidumolu, C.K. Prahalad, and M.R. Rangaswami; "Death by Information Overload" by Paul Hemp; "Are You Having Trouble Keeping Operations Focused?" by Robert S. Huckman; "The Coming Battle Over Executive Pay" by Karen Dillon; and "How Strategy Shapes Structure" by W. Chan Kim and Renee Mauborgne.

On the one hand, there are few bigger clichés than the idea that the best leaders in the world are self-aware and humble — but unlike most clichés, this one is backed up by data. On the other hand, most of us have had plenty of experience with CEOs who are self-important megalomaniacs.

"The Science of Sensory Marketing". "Reaching the Rich World’s Poorest Consumers" by Muhammad Yumus, Frederic Dalsace, David Menasce, and Benedicte Faivre-Tavignot. "Leadership Summits that Work" by Bob Frisch and Cary Greene. "Corporate Governance 2.0" by Guhan Subramanian.

Every fall, tens of thousands of law students compete for a small number of coveted summer associateships at the country’s top law firms. The stakes are high: getting one of these rare internships virtually guarantees full-time employment after law school. The salaries are unbeatable, six-figure sums that catapult young students to the top 5% of household incomes nationally and are often quadruple of those offered in other sectors of legal practice.

Performance appraisals are one of the most ubiquitous, and also one of the most unpopular, protocols in workplace. In fact, several companies have recently made headlines in their attempts to go about them differently. But amid these changes, how many organizations have ever taken a close look at how performance reviews actually operate in their own workplace, over the long term?

Not long ago, a manager asked me to name the most important work-life benefit for employees. I answered that the most important benefit isn’t a benefit at all. Of course, child care, flexible scheduling, and family leave policies are important, but in my experience the best thing we can do to support working parents (and all employees) is to get better at one of the most basic and poorly executed functions of managers: performance appraisals.

The five "discovery skills" that separate true innovators from the rest of us.

In my research on innovators, I like to draw the distinction between “path finders” and “path creators.” Rarely does the metaphor seem so apt as in the case of Federico Bastiani. He is the originator of the “social streets” movement now spreading across Italy, so the innovation he created literally involves a path: the street in which he and his family live in Bologna.

Ask CEOs about income inequality and stagnant wages, and you’ll inevitably hear about skills. The argument goes like this: Workers today face global competition and even the threat of automation. Those who can work with technology and possess sought-after skills in fields like computer programming are thriving in the labor market. Those without a college degree or specialized skills are struggling.

"Teach Workers About the Perils of Debt" by Annamaria Lusardi and Peter Tufano; "How to Jump-Start the Clean Tech Economy" by Mark W. Johnson and Josh Suskewicz; "What Would Peter Say?" by Rosabeth Moss Kanter; "Time for an End Run?" by Bronwyn Fryer; "What Every Leader Should Know About Real Estate" by Mahlone Apgar IV; "Is It Fair to Blame Fair Value Accounting for the Financial Crisis?" by Robert C. Pozen; and "Make Better Decisions" by Thomas H. Davenport.

Ask anyone who travels for work: It’s not as glamorous as it looks. Yes, sometimes you get to explore new places, meet interesting people, and rack up frequent flyer miles for future vacations. But you’re also yanked out of your regular, comfortable routine, spend too much time standing in airport security lines, and you’re miles away from people who know you well.