Organizations →
- 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.
- 29 Jul 2002
- Research & Ideas
Get Off the Dime!
If you want large-scale change in your organization, you must change people's behaviors, say authors John Kotter and Dan Cohen. In an excerpt from their new book, The Heart of Change: Real Life Stories of How People Change Their Organizations, the authors outline the importance of imparting urgency to the troops. Closed for comment; 0 Comments.
- 10 Jun 2002
- Research & Ideas
Reinventing the Industrial Giant
It's not easy to transform a trusty but ailing old stalwart. In an excerpt from their book, Changing Fortunes: Remaking the Industrial Corporation, HBS professor Nitin Nohria and co-authors Davis Dyer and Frederick Dalzell discuss how General Motors and Kodak are attempting precisely that. 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.
- 29 Apr 2002
- Research & Ideas
Star Power! How to Win in Professional Services
Leaders of professional service firms face challenges unknown to most other CEOs. Jay W. Lorsch, an HBS professor, and Thomas J. Tierney, of The Bridgespan Group, explain why, in this excerpt from their new book Aligning the Stars: How to Succeed When Professionals Drive Results. Plus: Q&A with Jay Lorsch 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.
- 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.
- 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.
- 29 May 2001
- Research & Ideas
Race Does Matter in Mentoring
In studying the different career paths of whites and minorities, HBS Professor David Thomas finds one characteristic of people of color who advance the furthest: a strong network of mentors and corporate sponsors. 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.
- 23 Apr 2001
- Research & Ideas
The Gulf: It’s a Family Affair
In a wide-ranging interview with HBS Working Knowledge, HBS professor John Davis discusses the state of family-business research—and the special challenges faced by families in the Gulf Region. 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.
- 02 Apr 2001
- What Do You Think?
- 12 Feb 2001
- Research & Ideas
John Irving’s Lessons for Business
John Irving might seem an unlikely candidate to teach managers and business leaders how to foster creativity in their organizations. Not so, found HBS professor Teresa Amabile. Closed for comment; 0 Comments.
- 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.
- 21 Aug 2000
- Research & Ideas
Inside the OR: Disrupted Routines and New Technologies
A hospital operating room may seem an unlikely place to attract the attention of a group of management professors. But for HBS faculty members Amy Edmondson, Richard Bohmer and Gary Pisano it's a setting that offers great insights into work teams and the ways they adapt and learn. Closed for comment; 0 Comments.
- 23 May 2000
- Research & Ideas
Minding the Muse: The Impact of Downsizing on Corporate Creativity
HBS Professor Teresa Amabile's in-house study of creativity at a high-tech Fortune 500 firm took on new implications when the company began a significant reduction in the size of its global workforce. Expanding the research to measure changes in the creative environment during and after the layoffs, Amabile and colleague Regina Conti of Colgate University showed that downsizing can have surprising effects on the creativity of remaining employees and the company's strategic position in the marketplace. 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.
What’s Best for the Corporate Brain?
Closed for comment; 0 Comments.