Organizational Design →
- 07 Jul 2003
- Research & Ideas
The Organizational Model for Open Source
A surprising entity has emerged to protect the interests of open source software developers: the non-profit foundation. HBS professor Siobhán O'Mahony discusses this emerging organizational model. 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.
- 07 Apr 2003
- Research & Ideas
How the U.S. Army Develops Leaders
Leadership development in the U.S. Army has ramifications beyond American borders. In this e-mail interview, HBS professor Scott A. Snook, a retired Army colonel, describes how military leaders grow. Plus: Book excerpt Closed for comment; 0 Comments.
- 16 Dec 2002
- Research & Ideas
Mentoring—Using the Voice of Experience
Companies crave experienced executives—so why don't they do more to make sure that wisdom is captured in the corporate DNA? Harvard Business Professor Dorothy Leonard discusses the differences between mentoring and coaching; why it can be difficult for "masters" to reach "novices" and who should be responsible for managing a corporate mentoring program. Closed for comment; 0 Comments.
- 04 Nov 2002
- Research & Ideas
From Lone Star to Team Player
If you're serious about building a collaborative company and want to reap the economic rewards from doing so, you have to screen out "lone stars." Harvard Business School professor Morten T. Hansen explains. Closed for comment; 0 Comments.
- 04 Nov 2002
- What Do You Think?
- 27 Oct 2002
- Research & Ideas
Want a Happy Customer? Coordinate Sales and Marketing
In today's hyper-competitive world, your sales and marketing functions must yoke together at every level—from the core central concepts of the strategy to the minute details of execution. Harvard Business School professor Benson Shapiro on creating the customer-centric team. Closed for comment; 0 Comments.
- 13 May 2002
- Op-Ed
A Cure for Enron-Style Audit Failures
In an opinion piece in the Financial Times, Harvard Business School professor Jay Lorsch argues for legislation to create an independent, self-regulatory organization to oversee accounting firms. Enron, he says, is not an isolated incident. Closed for comment; 0 Comments.
- 31 Mar 2002
- Research & Ideas
You’re Wasting Your Employees! What You Can Do About It
A decade of organizational restructuring has produced employees "who are more exhausted than empowered, more cynical than self-renewing," says Harvard Business School professor Christopher Bartlett. CEOs must rethink how they use their people. Closed for comment; 0 Comments.
- 26 Nov 2001
- Research & Ideas
How Toyota Turns Workers Into Problem Solvers
Toyota's reputation for sustaining high product quality is legendary. But the company's methods are not secret. So why can't other carmakers match Toyota's track record? HBS professor Steven Spear says it's all about problem solving. Closed for comment; 0 Comments.
- 14 May 2001
- Research & Ideas
Are You Managing To a ‘T’? Time To Break With Tradition
Say hello to the T-shaped manager. In this HBR excerpt, HBS professor Morten Hansen and colleague Bolko Von Oetinger introduce a new-generation exec who shares information horizontally across the organization as well as vertically among individual business units. Closed for comment; 0 Comments.
- 02 Apr 2001
- What Do You Think?
- 13 Nov 2000
- Research & Ideas
Managing to Learn: How Companies Can Turn Knowledge into Action
New ideas are important, says HBS professor David Garvin, but they're not enough: A true "learning organization" must enable every member of the organization to act in an informed way upon what's been learned before. Closed for comment; 0 Comments.
- 23 Oct 2000
- Research & Ideas
The Strategy-Focused Organization
In the ten years since it was introduced, Robert Kaplan's and David Norton's Balanced Scorecard has become not just a measurement tool but a means of putting strategy at the center of a company's key management processes and systems. Closed for comment; 0 Comments.
- 18 Apr 2000
- Research & Ideas
Learning in Action
Most managers today understand the value of building a learning organization. But in moving from theory into practice, managers must realize there's no one-size-fits-all strategy applicable to every company and every situation. In this excerpt from his book Learning in Action: A Guide to Putting the Learning Organization to Work (HBS Press), HBS Professor David A. Garvin shows how different organizations put different learning strategies to work. Closed for comment; 0 Comments.
- 16 Nov 1999
- Lessons from the Classroom
Leading Change and Organizational Renewal
A critical question confronting organizations today is not whether to change in response to their swiftly changing environment, but precisely how to manage that change. In this interview, HBS Professors Michael Tushman and Charles O'Reilly, developers of the Executive Education program Leading Change and Organizational Renewal, describe their thinking about the impact of rapid-fire change on contemporary organizations, and what managers must do to effectively lead the change process. Closed for comment; 0 Comments.
- 12 Oct 1999
- Research & Ideas
Decoding the DNA of the Toyota Production System
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.
- 12 Oct 1999
- Research & Ideas
A Perfect Fit: Aligning Organization & Strategy
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.
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Women Leaders and Organizational Change
Merely expanding the number of women in leadership roles does not automatically induce organizational change. Harvard professor Robin Ely and Debra Meyerson call for fundamental changes to transform organizations. Closed for comment; 0 Comments.