Change →
- 11 Sep 2006
- Research & Ideas
Negotiating When the Rules Suddenly Change
Following the adoption of a collective bargaining agreement in 2005, National Hockey League GMs had one month to absorb the new rules and put a team together. How to best negotiate in an uncertain environment? Michael Wheeler advises looking to military science for winning strategies. Key concepts include: Traditional negotiation theory says little about crafting strategy in highly dynamic markets—but the military knows all about strategy and uncertainty. Make an informed bet on how you think events will unfold, but also identify the greatest threats to success. Prepare to make good decisions on the fly. Situational awareness and the ability to learn as you go are critical. Closed for comment; 0 Comments.
- 25 Oct 2004
- Research & Ideas
Planning for Surprises
A company doesn't need a crystal ball to see impending disasters. Harvard Business School professor Max H. Bazerman and INSEAD professor Michael D. Watkins explain how to foresee and avoid predictable surprises. Closed for comment; 0 Comments.
- 10 Nov 2003
- Research & Ideas
A Fast Start on Your New Job
Your first ninety days in a new position are fraught with peril—and loaded with opportunity. Closed for comment; 0 Comments.
- 15 Sep 2003
- Research & Ideas
The Lessons of New-Market Disruption
Teradyne was successful. Hewlett-Packard was not. Professor Clark Gilbert writes about how two companies had such different results with disruptive innovation. Closed for comment; 0 Comments.
- 09 Mar 2003
- Research & Ideas
Six Keys to Building New Markets by Unleashing Disruptive Innovation
Managers know they need growth to survive—but innovation isn't easy. In this classic Harvard Management Update article from 2003, Clayton Christensen and co-authors detail the six keys to creating new-growth businesses. Open for comment; 0 Comments.
- 15 Oct 2001
- Research & Ideas
What You Don’t Know About Making Decisions
As you weigh the options for your company's next step, how do you decide which way to turn? HBS professors David A. Garvin and Michael A. Roberto offer some tips in this excerpt from Harvard Business Review. Plus: Q&A with Garvin and Roberto Closed for comment; 0 Comments.
- 01 Oct 2001
- Research & Ideas
How To Make Restructuring Work for Your Company
A bungled corporate restructuring can turn a good idea into disaster. In an excerpt from his new book, HBS professor Stuart Gilson outlines the keys for a successful corporate makeover. Plus: Gilson Q&A. Closed for comment; 0 Comments.
- 10 Sep 2001
- Research & Ideas
Do You Have Change Fatigue?
Many corporate change efforts are greeted with rolling eyes from employees. Harvard Business School professors David Garvin and Rosabeth Moss Kanter help identify the keys to a successful company transformation. Closed for comment; 0 Comments.
- 16 Apr 2001
- Research & Ideas
Breaking the Code of Change
How can firms maximize economic value while developing their organizational capabilities? In a corporate environment where change is constant, business leaders are continually challenged by this dilemma. In this excerpt from "Resolving the Tension between Theories E and O of Change," from Michael Beer and Nitin Nohria's Breaking the Code of Change, the authors present a framework toward "an integrative theory of change." Closed for comment; 0 Comments.
- 16 May 2000
- Research & Ideas
Getting the Message: How the Internet is Changing Advertising
In the six years since the first banner ad appeared on the World Wide Web, advertising has been transformed. With powerful technologies that can track responses and target customers, the Internet offers marketers a new world of opportunities. HBS Professors Alvin J. Silk and John A. Deighton and others offer perspectives, in this article from the HBS Bulletin, on advertising in the age of the Web. Closed for comment; 0 Comments.
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How Software Platforms Revolutionize Business
Cell phones, the Game Boy, and PCs are examples of products based upon software platforms—ecosystems where independent companies can provide products and services tied to the core technology. Playing in a software platform world can make you rich—ask ringtone creators—but it also demands special management skills that emphasize cooperation over competition. Professor Andrei Hagiu discusses his new book, Invisible Engines. Key concepts include: Software platforms have improved productivity and innovation in many industries, disrupted or destroyed others, and created entirely new businesses. Software platforms are powerful engines of change because of the malleability of code and of the fundamental functions they perform, which make it easy for them to march across industry boundaries; and because their multi-sided nature allows them to spawn vibrant ecosystems of complementors. Managing software platforms is about much more than creating technology. It takes skills in navigating cooperation and competition, building creative business models, and anticipating competition across industries. Closed for comment; 0 Comments.