Organizational Culture →
- 20 Oct 2008
- Research & Ideas
The Seven Things That Surprise New CEOs
In the newly released book On Competition, Professor Michael E. Porter updates his classic articles on the competitive forces that shape strategy. We excerpt a portion on advice for new CEOs, written with HBS faculty Jay W. Lorsch and Nitin Nohria. Key concepts include: Most new chief executives are taken aback by unfamiliar new roles, time and information limitations, and altered professional relationships. The CEO must learn to manage organizational context rather than focus on daily operations. The CEO must not get totally absorbed in the role. Closed for comment; 0 Comments.
- 11 Jul 2005
- Research & Ideas
The New International Style of Management
Today's transnational road warriors and the businesses they work for are forging an international style of business, say Harvard Business School faculty and alumni. Do you speak their language? 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.
- 30 Jun 2003
- Research & Ideas
Are You Supporting Your B Players?
B players are the heart and soul of top organizations, says HBS professor Thomas J. DeLong. Here’s why—and what you can do to manage B players better. Closed for comment; 0 Comments.
- 04 Feb 2002
- Research & Ideas
How a Juicy Brand Came Back to Life
"Some brands just want to have fun, and from birth Snapple was one of them," says HBS professor John Deighton. As he explains in this excerpt from Harvard Business Review, the odyssey of the fun-loving beverage contains smart lessons for managers on branding and company culture. 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.
10 Reasons to Design a Better Corporate Culture
Organizations with strong, adaptive cultures enjoy labor cost advantages, great employee and customer loyalty, and a smoother on-ramp in leadership succession. A book excerpt from The Ownership Quotient: Putting the Service Profit Chain to Work for Unbeatable Competitive Advantage by HBS professors Jim Heskett and W. Earl Sasser and coauthor Joe Wheeler. Closed for comment; 0 Comments.