Performance →
- 05 Jul 2006
- Working Paper Summaries
Creating the Office of Strategy Management
Organizations often fail to execute their strategy—failure rates may range as high as 60 to 90 percent. Successful companies align their key management processes for effective strategy execution. Creating a new corporate-unit level, the Office of Strategy Management (OSM), may help align management processes to strategy. The authors explain, among other topics, OSM core processes, desirable OSM processes, integrative processes, and positioning the OSM. Key concepts include: Strategy management is an emerging profession. Each organization must ask itself: What are we doing to make strategy management a core competency of our organization? Create an Office of Strategy Management, position it at the level of other senior corporate staff offices, and give it responsibility and authority for the nine key strategy management processes. Closed for comment; 0 Comments.
- 24 Apr 2006
- Research & Ideas
Managing Alignment as a Process
"Most organizations attempt to create synergy, but in a fragmented, uncoordinated way," say HBS professor Robert S. Kaplan and colleague David P. Norton. Their new book excerpted here, Alignment, tells how to see alignment as a management process. Closed for comment; 0 Comments.
- 19 Mar 2006
- Research & Ideas
Do I Dare Say Something?
Are you afraid to speak up at work? The amount of fear in the modern workplace is just one surprising finding from recent research done by HBS professor Amy Edmondson and her colleague, Professor James Detert from Penn State. Closed for comment; 0 Comments.
- 13 Feb 2006
- Research & Ideas
When Gender Changes the Negotiation
Gender is not a good predictor of negotiation performance, but ambiguous situations can trigger different behaviors by men and women. Here is how to neutralize the differences and reduce inequities. From Negotiation. Closed for comment; 0 Comments.
- 09 Jan 2006
- Research & Ideas
When Benchmarks Don’t Work
Benchmarks have their virtues, but professor Robert S. Kaplan argues they should be saved for surveys of commoditized processes or services. From Balanced Scorecard Report. Closed for comment; 0 Comments.
- 09 Jan 2006
- Research & Ideas
What Really Drives Your Strategy?
For better or worse, why do so many companies veer off their strategic plan? Look for a disconnect between strategy and how resources are allocated, say Harvard Business School’s Joseph L. Bower and Clark G. Gilbert. Closed for comment; 0 Comments.
- 15 Aug 2005
- HBS Case
Classic Cases Live On at HBS
Harvard Business School is famous for its case method of classroom teaching. Here is a look at some of the classic cases that have been taught to business leaders worldwide—and are still in use today. Closed for comment; 0 Comments.
- 04 Jul 2005
- What Do You Think?
How Can Business Schools Be Made More Relevant?
Are business schools overemphasizing research at the expense of practical experience in the classroom? Are they preparing graduates in useful ways for careers in management? Closed for comment; 0 Comments.
- 20 Jun 2005
- Research & Ideas
Creating a Positive Professional Image
In today’s diverse workplace, your actions and motives are constantly under scrutiny. Time to manage your own professional image before others do it for you. An interview with professor Laura Morgan Roberts. Closed for comment; 0 Comments.
- 06 Dec 2004
- What Do You Think?
Why Do Managers Fail to Act on Their Predictions?
Important trends are identified as part of nearly every strategic planning exercise. But the efforts to address them too often stop there. How come? Closed for comment; 0 Comments.
- 11 Oct 2004
- Research & Ideas
Four Ways to Create Lasting Change
Managers and employees often dismiss change initiatives as the new flavor of the month. In this Q&A, Professor Michael A. Roberto and Senior Researcher Lynne C. Levesque discuss new techniques to make change stick. Closed for comment; 0 Comments.
- 30 Aug 2004
- Research & Ideas
Mapping Your Board’s Effectiveness
To be effective, board members must understand their company’s strategy. Professor Robert S. Kaplan offers methods for using the Balanced Scorecard and strategy maps to increase board power. From Strategy & Innovation. Closed for comment; 0 Comments.
- 21 Jun 2004
- Research & Ideas
Racial Diversity Pays Off
Diversity has been a buzzword in organizations for at least fifteen years. How much is really known about its effects on performance? HBS professors Robin Ely and David Thomas investigate. Closed for comment; 0 Comments.
- 31 May 2004
- Research & Ideas
How Team Leaders Show Support–or Not
What does a team leader do so that employees know they are being supported? A Q&A with HBS professor and creativity expert Teresa Amabile about new research. Closed for comment; 0 Comments.
- 05 Apr 2004
- Research & Ideas
Six Ways to Build Trust in Negotiations
All negotiations involve risk. That’s why establishing trust at the bargaining table is crucial. Professor Deepak Malhotra presents strategies to build trustworthiness. From Negotiation. 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.
- 13 Oct 2003
- Research & Ideas
Negotiating Challenges for Women Leaders
When negotiating compensation, women often sell themselves short. Some practical advice on claiming the power to lead in this interview with HBS professor Kathleen L. McGinn and Harvard's Hannah Riley Bowles. Closed for comment; 0 Comments.
- 18 Aug 2003
- Research & Ideas
How New Managers Become Great Managers
Newly minted managers must commit themselves to lifelong self-improvement. Read an excerpt from HBS professor Linda A. Hill’s update of her classic, Becoming a Manager. Closed for comment; 0 Comments.
- 21 Jul 2003
- Research & Ideas
Don’t Get Buried in Customer DataUse It
Don't blame your CRM technology. Be smarter about collecting and using your data, says Jean Ayers in this article from Harvard Management Update. Closed for comment; 0 Comments.
Are We Ready for Self-Management?
On its face, self-management looks like a "win-win" answer to the scarcity of good managers and the predominance of low-involvement entry-level jobs. But are sufficient numbers of entry-level employees ready for self-management? And is management ready? Closed for comment; 0 Comments.