Talent and Talent Management →
- 21 Apr 2008
- Research & Ideas
The New Math of Customer Relationships
Harvard Business School professor emeritus James L. Heskett has spent much of his career exploring how satisfied employees and customers can drive lifelong profit. Heskett and his colleagues will soon introduce a new concept into the business management literature: customer and employee "owners." Key concepts include: Service profit chain concepts are global, subject only to local cultural practices. Businesses are experimenting with the idea of creating "owners" out of both customers and employees, who create the highest lifetime value to the organization. During times of economic stress, relationships between customer and employee satisfaction, loyalty, and productivity become more critical. Closed for comment; 0 Comments.
- 02 Aug 2007
- What Do You Think?
How Will Millennials Manage?
Gen Yers or "millennials"—those born beginning in the late 1970s—are generally bright, cheery, seemingly well-adjusted, and cooperative, says Jim Heskett. Their work styles are sometimes confounding, though. As managers, how will they shape organizations of the future? Online forum now closed. Closed for comment; 0 Comments.
- 31 Jan 2007
- HBS Case
When Good Teams Go Bad
Jeff Polzer and Scott Snook teach "The Army Crew Team" case and the dilemma faced by a rowing coach who has great individual parts but can't get them to synchronize. Open for comment; 0 Comments.
- 18 Dec 2006
- Lessons from the Classroom
Grooming Next-Generation Leaders
Organizations succeed by identifying, developing, and retaining talented leaders. Professors W. Earl Sasser and Das Narayandas, who teach leadership development in one of Harvard Business School's Executive Education programs, discuss the fine points of leadership development. Key concepts include: Talent provides organizations a key competitive advantage, but there must be managers and a process in place to identify and nurture next-generation leaders. Large and small companies may have a leg up in leadership development. Medium-sized organizations have the most difficulty with talent identification because these companies often lack the infrastructure and human resources capabilities. What separates true leaders from the merely capable is flexibility in leadership styles in order to meet challenges of the global economy, rapid commoditization, and hyper-competitive environments. Closed for comment; 0 Comments.
- 19 Sep 2005
- Research & Ideas
Rethinking Company Loyalty
These days, your best workers are likely to show more loyalty to their careers than the company. What's needed, says this Harvard Management Update article, is a new view of loyalty and its meaning to employers and employees. 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.
The Value of a ‘Portable’ Career
Can you predict whether star performers will replicate their success in a new environment? HBS professor Boris Groysberg and colleagues ask this question of professional football teams, and the results offer valuable lessons for star performers and hiring executives of business firms, too. Closed for comment; 0 Comments.