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From Spare Change to Real Change: The Social Sector as a Beta Site for Business Innovation

by Rosabeth Moss Kanter

U.S. companies have too often viewed the social sector as a dumping ground for their spare cash, obsolete equipment, and tired executives, but that mind-set, says HBS Professor Rosabeth Moss Kanter, has hardly created lasting change. In this excerpt from an article in the Harvard Business Review, she issues a call for corporate social innovation, an approach, says Kanter, that's more R&D than it is charity. Closed for comment; 0 Comments.

Henry Heinz and Brand Creation in the Late Nineteenth Century

by Nancy F. Koehn

H.J. Heinz founder Henry Heinz developed sophisticated brand-building strategies without the advantages of modern economic analytic technique, data and theory. HBS Professor Nancy F. Koehn shows how in this excerpt from her Business History Review article "Henry Heinz and Brand Creation in the Late Nineteenth Century." Closed for comment; 0 Comments.

What’s Your Strategy for Managing Knowledge?

by Morten T. Hansen, Nitin Nohria & Thomas Tierney

Knowledge management as a conscious practice is so new that there are few successful models for executives to use as guides. In this excerpt from their article in the Harvard Business Review, HBS Professors Morten T. Hansen and Nitin Nohria and colleague Thomas Tierney of Bain & Company reveal two key KM strategies — codification and personalization — and their use among consulting firms. Closed for comment; 0 Comments.

Bringing the Environment Down to Earth

by Forest Reinhardt

Does it pay to be green? When it comes to questions about business and the environment, says HBS Professor Forest L. Reinhardt, there are no simple yes-or-no answers. In this excerpt from his article in the Harvard Business Review, Reinhardt stresses the importance of applying traditional business principles to environmental issues. Closed for comment; 0 Comments.

The Future of the Venture Capital Cycle

by Paul A. Gompers & Josh Lerner

Despite many success stories and a rapid rise to prominence, the venture capital industry remains a mystery to most, and questions about its sustainability persist. In this excerpt from their pathbreaking book The Venture Capital Cycle, HBS Professors Paul Gompers and Josh Lerner look toward the future of this misunderstood financial intermediary. Closed for comment; 0 Comments.

Companies, Cultures and the Transformation to the Transnational

by Christopher A. Bartlett & Sumantra Ghoshal

Often overlooked in the move into the international arena, a comapny's heritage can have a major impact on how it adapts to the new environment. In this excerpt from the second edition of their pioneering book Managing Across Borders: The Transnational Solution, HBS Professor Christopher A. Bartlett and Sumantra Ghoshal examine one aspect of that heritage: the influence on a company of its nation's history, infrastructure and culture. Closed for comment; 0 Comments.

John H. Patterson and the Sales Strategy of the National Cash Register Company, 1884 to 1922

by Walter A. Friedman

John H. Patterson's sales management techniques built National Cash Register into the dominant force in its industry and had a major impact on the development of modern selling. This excerpt from Business History Review looks at one aspect of the Patterson method. Closed for comment; 0 Comments.

It Came in the First Ships: Capitalism in America

by Thomas K. McCraw

The Virginians in Jamestown, the Puritans in Massachusetts Bay, the Quakers in Pennsylvania and other early settlers of what later became the United States all brought with them elements of capitalism, precursors of the future nation's market-driven direction. In this excerpt from his article "American Capitalism" in Creating Modern Capitalism: How Entrepreneurs, Companies, and Countries Triumphed in Three Industrial Revolutions, HBS Professor Thomas K. McCraw looks at the early years of capitalism on the North American continent. Open for comment; 0 Comments.

Decoding the DNA of the Toyota Production System

by H. Kent Bowen & Steven Spear

How can one production operation be both rigidly scripted and enormously flexible? In this summary of an article from the Harvard Business Review, HBS Professors H. Kent Bowen and Steven Spear disclose the secret to Toyota's production success. The company's operations can be seen as a continuous series of controlled experiments: whenever Toyota defines a specification, it is establishing a hypothesis that is then tested through action. The workers, who have internalized this scientific-method approach, are stimulated to respond to problems as they appear; using data from the strictly defined experiment, they are able to adapt fluidly to changing circumstances. Closed for comment; 0 Comments.

What It Takes: Minorities in the Executive Suite

by Judith A. Ross

For diversity to take hold in America's corporate boardrooms, companies need to find new ways to develop more conducive environments for minority advancement and opportunity. But minority executives who want to move up can't simple wait for their work environment to be perfect. HBS Professors David Thomas and John Gabarro are studying what it takes — on both sides — to make corporate diversity a reality. Closed for comment; 0 Comments.

The Intellectual Underpinnings of Entrepreneurial Management

by Howard H. Stevenson & Teresa M. Amabile

The term entrepreneur — literally, "undertaker"—has been around for over two centuries, but attempts to define it have remained elusive. In this excerpt from their article "Entrepreneurial Management: In Pursuit of Opportunity," HBS Professors Howard H. Stevenson and Teresa M. Amabile look back at the roots of entrepreneneurship as an academic field of interest and ahead to what they believe will be "the entrepreneur's century." Closed for comment; 0 Comments.

A Perfect Fit: Aligning Organization & Strategy

by Judith A. Ross

Is your company organizationally fit? HBS Professor Michael Beer believes business success is a function of the fit between key organizational variables such as strategy, values, culture, employees, systems, organizational design, and the behavior of the senior management team. Beer and colleague Russell A. Eisenstat have developed a process,termed Organizational Fitness Profiling, by which corporations can cultivate organizational capabilities that enhance their competitiveness. Closed for comment; 0 Comments.

How to Write a Great Business Plan

Re: William A. Sahlman

HBS Professor William Sahlman tells entrepreneurs how to give themselves a better shot at success. Closed for comment; 0 Comments.

Confronting the Challenges that Face Bricks-and-Mortar Stores

by Raymond Burke

How dramatically have the Internet and other new technologies changed the retail landscape? Do the old fundamentals of the industry no longer apply? Harvard Business Review asked three retail executives and two distinguished academics for their perspectives on technology and retail trade. In this excerpt, Professor Raymond Burke of Indiana University tells how retail executives can prepare for the future while keeping the basics of their business in mind. Closed for comment; 0 Comments.