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| harvard business review onpoint: Right Away & All at Once Greg Brenneman, 2016-02-09 An expert in business turnaround shares his inspiring approach to problem-solving: “A fascinating read” (Mitt Romney). Visionary leader Greg Brenneman believes that true business success and personal fulfillment are two sides of the same coin. The techniques that will grow your business will also help you achieve a rich, purposeful, and integrated life. Here, Brenneman takes what he’s learned from turning around or tuning up many businesses—including Continental Airlines and Burger King—and distills it into a simple, clear, five-step roadmap that anyone can follow. He teaches you how to: *prepare a succinct Go Forward plan *build a fortress balance sheet *grow your sales and profits *choose all-star servant leaders *empower your team For more than thirty years, Brenneman has seen these steps foster dramatic results in a variety of business environments. But he also came to realize that he could apply these same principles to improve his life and build a lasting moral legacy. He found he could make better decisions by carefully taking the most important facets of his life—faith, family, friendship, fitness, and finance—into consideration. Brenneman’s inspiring examples, from both his business and his life, demonstrate the astounding effects these steps can have when you apply them—right away and all at once. |
| harvard business review onpoint: Leading Change John P. Kotter, 2012 From the ill-fated dot-com bubble to unprecedented merger and acquisition activity to scandal, greed, and, ultimately, recession -- we've learned that widespread and difficult change is no longer the exception. By outlining the process organizations have used to achieve transformational goals and by identifying where and how even top performers derail during the change process, Kotter provides a practical resource for leaders and managers charged with making change initiatives work. |
| harvard business review onpoint: Leadership That Gets Results (Harvard Business Review Classics) Daniel Goleman, 2017-06-06 A leader's singular job is to get results. But even with all the leadership training programs and expert advice available, effective leadership still eludes many people and organizations. One reason, says Daniel Goleman, is that such experts offer advice based on inference, experience, and instinct, not on quantitative data. Now, drawing on research of more than 3,000 executives, Goleman explores which precise leadership behaviors yield positive results. He outlines six distinct leadership styles, each one springing from different components of emotional intelligence. Each style has a distinct effect on the working atmosphere of a company, division, or team, and, in turn, on its financial performance. Coercive leaders demand immediate compliance. Authoritative leaders mobilize people toward a vision. Affiliative leaders create emotional bonds and harmony. Democratic leaders build consensus through participation. Pacesetting leaders expect excellence and self-direction. And coaching leaders develop people for the future. The research indicates that leaders who get the best results don't rely on just one leadership style; they use most of the styles in any given week. Goleman details the types of business situations each style is best suited for, and he explains how leaders who lack one or more of these styles can expand their repertories. He maintains that with practice leaders can switch among leadership styles to produce powerful results, thus turning the art of leadership into a science. The Harvard Business Review Classics series offers you the opportunity to make seminal Harvard Business Review articles a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world—and will have a direct impact on you today and for years to come. |
| harvard business review onpoint: Off-Ramps and On-Ramps Sylvia Ann Hewlett, 2007-05-15 With talent shortages looming over the next decade, what can companies do to attract and retain the large number of professional women who are forced off the career highway? By documenting the successful efforts of a group of cutting-edge global companies to retain talented women and reintegrate them if they’ve already left, Off-Ramps and On-Ramps answers this critical question. Working closely with companies such as Ernst & Young, Goldman Sachs, Time Warner, General Electric and others, author Sylvia Ann Hewlett identifies what works and why. Based on firsthand experience with these companies, along with extensive data that provides the most comprehensive and nuanced portrait of women's career paths, this book documents the actions forward-thinking companies must take to reverse the female brain drain and ensure their access to talent over the long term. |
| harvard business review onpoint: What Makes a Leader? (Harvard Business Review Classics) Daniel Goleman, 2017-06-06 When asked to define the ideal leader, many would emphasize traits such as intelligence, toughness, determination, and vision—the qualities traditionally associated with leadership. Often left off the list are softer, more personal qualities—but they are also essential. Although a certain degree of analytical and technical skill is a minimum requirement for success, studies indicate that emotional intelligence may be the key attribute that distinguishes outstanding performers from those who are merely adequate. Psychologist and author Daniel Goleman first brought the term emotional intelligence to a wide audience with his 1995 book of the same name, and Goleman first applied the concept to business with a 1998 classic Harvard Business Review article. In his research at nearly 200 large, global companies, Goleman found that truly effective leaders are distinguished by a high degree of emotional intelligence. Without it, a person can have first-class training, an incisive mind, and an endless supply of good ideas, but he or she still won't be a great leader. The chief components of emotional intelligence—self-awareness, self-regulation, motivation, empathy, and social skill—can sound unbusinesslike, but Goleman found direct ties between emotional intelligence and measurable business results. The Harvard Business Review Classics series offers you the opportunity to make seminal Harvard Business Review articles a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world—and will have a direct impact on you today and for years to come. |
| harvard business review onpoint: HBR's 10 Must Reads on Managing People Daniel Goleman, Jon R. Katzenbach, W. Chan Kim, Renée A. Mauborgne, 2011 Business. |
| harvard business review onpoint: Simple Rules Donald Norman Sull, Kathleen M. Eisenhardt, 2015 Outlines an approach to high-performance problem solving and decision making that draws on insights from survival guides, pop culture, and other sources. |
| harvard business review onpoint: Why Should Anyone be Led by You? Robert Goffee, Gareth Jones, 2006 Too many companies are managed not by leaders, but by mere role players and faceless bureaucrats. What does it take to be a real leader—one who is confident in who they are and what they stand for and who truly inspires people to achieve extraordinary results? In this lively and practical book, Goffee and Jones draw from extensive research to reveal how to hone and deploy one’s unique leadership assets while managing the inherent tensions at the heart of successful leadership. Why Should Anyone Be Led By You? will forever change how we view, develop and practice the art of leadership, wherever we live and work. |
| harvard business review onpoint: The Necessary Art of Persuasion Jay A. Conger, 2008-09-08 In an age when managers can no longer rely on formal power, persuading people is more important than ever. Persuasion is a process of learning from colleagues and employees and negotiating shared solutions to solving problems and achieving goals. In The Necessary Art of Persuasion, Jay Conger describes four essential components of persuasion and explains how to master them, providing the information you need to fulfill your managerial mandate: getting work done through others. |
| harvard business review onpoint: HBR's 10 Must Reads on Teams (with featured article ÒThe Discipline of Teams,Ó by Jon R. Katzenbach and Douglas K. Smith) Harvard Business Review, 2013-03-12 NEW from the bestselling HBR’s 10 Must Reads series. Most teams underperform. Yours can beat the odds. If you read nothing else on building better teams, read these 10 articles. We’ve combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you assemble and steer teams that get results. Leading experts such as Jon Katzenbach, Teresa Amabile, and Tamara Erickson provide the insights and advice you need to: • Boost team performance through mutual accountability • Motivate large, diverse groups to tackle complex projects • Increase your teams’ emotional intelligence • Prevent decision deadlock • Extract results from a bunch of touchy superstars • Fight constructively with top-management colleagues Looking for more Must Read articles from Harvard Business Review? Check out these titles in the popular series: HBR’s 10 Must Reads: The Essentials HBR’s 10 Must Reads on Communication HBR’s 10 Must Reads on Collaboration HBR’s 10 Must Reads on Innovation HBR’s 10 Must Reads on Leadership HBR’s 10 Must Reads on Making Smart Decisions HBR’s 10 Must Reads on Managing Yourself HBR’s 10 Must Reads on Strategic Marketing |
| harvard business review onpoint: Competing on Analytics Thomas H. Davenport, Jeanne G. Harris, 2007-03-06 You have more information at hand about your business environment than ever before. But are you using it to “out-think” your rivals? If not, you may be missing out on a potent competitive tool. In Competing on Analytics: The New Science of Winning, Thomas H. Davenport and Jeanne G. Harris argue that the frontier for using data to make decisions has shifted dramatically. Certain high-performing enterprises are now building their competitive strategies around data-driven insights that in turn generate impressive business results. Their secret weapon? Analytics: sophisticated quantitative and statistical analysis and predictive modeling. Exemplars of analytics are using new tools to identify their most profitable customers and offer them the right price, to accelerate product innovation, to optimize supply chains, and to identify the true drivers of financial performance. A wealth of examples—from organizations as diverse as Amazon, Barclay’s, Capital One, Harrah’s, Procter & Gamble, Wachovia, and the Boston Red Sox—illuminate how to leverage the power of analytics. |
| harvard business review onpoint: True North Bill George, 2010-06-10 True North shows how anyone who follows their internal compass can become an authentic leader. This leadership tour de force is based on research and first-person interviews with 125 of today’s top leaders—with some surprising results. In this important book, acclaimed former Medtronic CEO Bill George and coauthor Peter Sims share the wisdom of these outstanding leaders and describe how you can develop as an authentic leader. True North presents a concrete and comprehensive program for leadership success and shows how to create your own Personal Leadership Development Plan centered on five key areas: Knowing your authentic self Defining your values and leadership principles Understanding your motivations Building your support team Staying grounded by integrating all aspects of your life True North offers an opportunity for anyone to transform their leadership path and become the authentic leader they were born to be. Personal, original, and illuminating stories from Warren Bennis, Sir Adrian Cadbury, George Shultz (former U.S. secretary of state), Charles Schwab, John Whitehead (Cochairman, Goldman Sachs), Anne Mulcahy (CEO, Xerox), Howard Schultz (CEO, Starbucks), Dan Vasella (CEO, Novartis), John Brennan (Chairman, Vanguard), Carol Tome (CFO, Home Depot), Donna Dubinsky (CEO/cofounder, Palm), Alan Horn (President, Warner Brothers), Ann Moore (CEO, Time, Inc.) and many others illustrate the transitions that shape the type of leaders who will thrive in the 21st century. Bill George (Cambridge, MA) has spent over 30 years in executive leadership positions at Litton, Honeywell, and Medtronic. As CEO of Medtronic, he built the company into the world’s leading medical technology company as its market capitalization increased from $1.1 billion to $60 billion. Since 2004, he has been a professor at the Harvard Business School. His 2004 book Authentic Leadership (0-7879-7528-1) was a BusinessWeek bestseller. Peter Sims (San Francisco, CA) established “Leadership Perspectives,” a course on leadership development at the Stanford Graduate School of Business and cofounded the London office of Summit Partners, a leading investment firm. Their Web site is www.truenorthleaders.com. |
| harvard business review onpoint: Pygmalion in Management J. Sterling Livingston, 2009-04-24 Numerous studies show that people will rise, or fall, to the level where their superiors believe them capable. As a manager, it is up to you to have high expectations for your employees, and to communicate those expectations to them. In Pygmalion in Management, J. Sterling Livingston urges you to understand the power you have over your subordinates' success, and use it to benefit everyone involved. Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice. The Harvard Business Review Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world. |
| harvard business review onpoint: Lift Ryan W. Quinn, Robert E. Quinn, 2015-08-10 A guide to leading with your best self, which in turn drives others to be their best. NEW EDITION, REVISED AND UPDATED Just as the Wright Brothers combined science and practice to finally realize the dream of flight, Ryan and Robert Quinn combine research and personal experience to demonstrate how to reach a psychological state that lifts us and those around us to greater heights of achievement, integrity, openness, and empathy. The updated edition of this award-winning book—honored by Utah State University’s Huntsman School of Business, Benedictine University, and the LeadershipNow web site—includes two new chapters, one describing a learning process and social media platform the Quinns created to help people experience lift and the other sharing new insights into tapping into human potential. “While it is commonly thought that influence is some political force that we exert upon others to get our way, the Quinns show how truly effective leadership begins with a selfless and positive influence that radiates from our inner core—our best self.” —Thomas Glocer, founder and managing partner, Angelic Ventures, LP, and former CEO, Thomson Reuters “The psychological state required for “lift” encompasses the very essence of leadership in the public domain: a sense of being purpose centered, guided by values, caring for others, and focused on what can be done to improve programs, conditions, and services. Lift is all about making a difference—the spirit of public service in the twenty-first century.” —Mary Ellen Joyce, executive director, Brookings Executive Education “Lift presents rigorous science in an accessible way and imparts practical wisdom that keeps the title’s promise: it will lift you and the people around you.” —R. Edward Freeman, Elis and Signe Olsson Professor of Business Administration, Darden School of Business, University of Virginia |
| harvard business review onpoint: Marketing Myopia Theodore Levitt, 2008 What business is your company really in? That's a question all executives should all ask before demand for their firm's products or services dwindles. In Marketing Myopia, Theodore Levitt offers examples of companies that became obsolete because they misunderstood what business they were in and thus what their customers wanted. He identifies the four widespread myths that put companies at risk of obsolescence and explains how business leaders can shift their attention to customers' real needs instead. |
| harvard business review onpoint: The Founder's Dilemmas Noam Wasserman, 2013-04 The Founder's Dilemmas examines how early decisions by entrepreneurs can make or break a startup and its team. Drawing on a decade of research, including quantitative data on almost ten thousand founders as well as inside stories of founders like Evan Williams of Twitter and Tim Westergren of Pandora, Noam Wasserman reveals the common pitfalls founders face and how to avoid them. |
| harvard business review onpoint: What Makes an Effective Executive (Harvard Business Review Classics) Peter F. Drucker, 2017-01-03 In his sixty-five-year consulting career, Peter F. Drucker, widely regarded as the father of modern management, identified eight practices that can make any executive effective. Leadership is not about charisma or extroversion. It’s about these practices: Effective executives ask, “What needs to be done?” They also ask, “What is right for the enterprise?” They develop action plans. They take responsibility for decisions. They take responsibility for communicating. They focus on opportunities rather than problems. They run productive meetings. And they think and say “we” rather than “I.” Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice. The Harvard Business Review Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world. |
| harvard business review onpoint: Why Business Models Matter Joan Magretta, Harvard Business School, 2002 |
| harvard business review onpoint: HBR's 10 Must Reads on Organizational Resilience (with bonus article "Organizational Grit" by Thomas H. Lee and Angela L. Duckworth) Harvard Business Review, Clayton M. Christensen, Angela L. Duckworth, Gary Hamel, Roger L. Martin, 2020-11-24 Build resilience in your company to weather the greatest crises. If you read nothing else on organizational resilience, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help your company prepare for and overcome disruption, social upheaval, and disaster. This book will inspire you to: Reposition your core business while launching a separate, disruptive business Build the ability to continually anticipate and adjust to emerging trends Prepare for the business implications of climate change Learn about the risks of hyperefficient businesses Develop organizational grit Rebound from a recession faster than your competitors Lead your company through any kind of crisis This collection of articles includes How Resilience Works by Diane Coutu; The Quest for Resilience by Gary Hamel and Liisa Valikangas; Disruptive Technologies: Catching the Wave by Joseph L. Bower and Clayton M. Christensen; Organizational Grit by Thomas H. Lee and Angela L. Duckworth; Leading in Times of Trauma by Jane E. Dutton, Peter J. Frost, Monica C. Worline, Jacoba M. Lilius, and Jason M. Kanov; Learning from the Future by J. Peter Scoblic; Leading a New Era of Climate Action by Andrew Winston; The High Price of Efficiency by Roger L. Martin; Reigniting Growth by Chris Zook and James Allen; Global Supply Chains in a Post-Pandemic World by Willy C. Shih; and Roaring Out of Recession by Ranjay Gulati, Nitin Nohria, and Franz Wohlgezogen. HBR's 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further. HBR's 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever‐changing business environment. |
| harvard business review onpoint: Leading Teams Harvard Business School Press, 2006 This user-friendly guide presents the proven strategies of top experts on creating and guiding effective work teams From recruiting and motivating members to setting ground rules and mediating problems, Leading Teams arms managers with a step-by-step plan and practical tools for maximizing productivity in any team setting. Key features Instructs readers how to: Organize a team with complimentary skills Clarify team goals, roles, and responsibilities Foster trust, creativity, and risk-taking Get teams back on track after a setback Collaborate to achieve team objectives |
| harvard business review onpoint: The Differentiated Workforce Brian E. Becker, Mark A. Huselid, Richard W. Beatty, 2009-04-20 Do you think of your company's talent as an investment to be managed like a portfolio? You should, according to authors Becker, Huselid, and Beatty, if you're interested in strategy execution. Many companies fall into the trap of spending too much time and money on low performers, while high performers aren't getting the necessary resources, development opportunities, or rewards. In The Differentiated Workforce, the authors expand on their previous books, The HR Scorecard and The Workforce Scorecard, and recommend that you manage your workforce like a portfolio - with disproportionate investments in the jobs that create the most wealth. You'll learn to: Rise above talent management best practice and instead create a differentiated workforce that can't be easily copied by competitors Differentiate those capabilities in your company that are truly strategic Identify your wealth-creating A positions Create a new relationship between HR and line managers, and articulate the role each plays in a differentiated workforce strategy Develop the right measures for your organization Based on two decades of academic research and experience working with hundreds of executives, The Differentiated Workforce gives you the tools to translate your talent into strategic impact. |
| harvard business review onpoint: Authentic Leadership (HBR Emotional Intelligence Series) Harvard Business Review, Bill George, Herminia Ibarra, Rob Goffee, Gareth Jones, 2017-11-14 What does it mean to be yourself at work? As a leader, how do you strike the right balance between vulnerability and authority? This book explains the role of authenticity in emotionally intelligent leadership. You'll learn how to discover your authentic self, when emotional responses are appropriate, how conforming to specific standards can hurt you, and when you need to feel like a fake. This volume includes the work of: Bill George Herminia Ibarra Rob Goffee Gareth Jones This collection of articles includes: Discovering Your Authentic Leadership by Bill George, Peter Sims, Andrew N. McLean, and Diana Mayer; The Authenticity Paradox by Herminia Ibarra; What Bosses Gain by Being Vulnerable by Emma Seppala; Practice Tough Empathy by Rob Goffee and Gareth Jones; Cracking the Code That Stalls People of Color by Sylvia Ann Hewitt; For a Corporate Apology to Work, the CEO Should Look Sad by Sarah Green Carmichael; and Are Leaders Getting Too Emotional? an interview with Gautam Mukunda and Gianpiero Petriglieri by Adi Ignatius and Sarah Green Carmichael. How to be human at work. The HBR Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master. |
| harvard business review onpoint: Lift As You Rise Bonang Mohale, 2018-10-29 Bonang Mohale is a highly respected South African businessman, who is known as much for his patriotism and his active role in seeking to advance his country's interests as for the leading role he has played in companies like Otis Elevators, Shell South Africa and South African Airways, among others. Developed over 30 years of business experience, his insights have motivated change in organisations and individuals alike. As CEO of Business Leadership South Africa, he frequently shares his insights through speeches and articles on the role of business in South Africa and the core tenets of leadership. Lift As You Rise is a compilation of some of his spoken and written words in which Mohale reveals the issues he is passionate about, among them transformation, people development, constructive collaboration and integrity, and how they came to define his career and his life. He looks into the ideas behind his words and offers fresh thoughts on the subjects they cover. This well-balanced compilation is enhanced by contributions from others he has mentored or met on his journey which underscore who Mohale the man is, a fearless and energetic leader whose compassion, humanity and eternal optimism promote hope and encourage action. There is value in this book for leaders in all walks of life, but it is Mohale's hope that young people specifically, those rising through the ranks, will find his insights and experience inspiring, for they are the country's future leaders. |
| harvard business review onpoint: How I Learned to Let My Workers Lead Ralph Stayer, 2009-09-10 Are your employees like a synchronized V of geese in flight-sharing goals and taking turns leading? Or are they more like a herd of buffalo-blindly following you and standing around awaiting instructions? If they're like buffalo, their passivity and lack of initiative could doom your company. In How I Learned to Let My Workers Lead, you'll discover how to transform buffalo into geese-by reshaping organizational systems and redefining employees' expectations about what it takes to succeed. Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice. The Harvard Business Review Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world. |
| harvard business review onpoint: What Really Works William Joyce, Nitin Nohria, Bruce Roberson, 2003-05-06 Based on a groundbreaking five–year study, analysing data on 200 management practices gathered over a 10–year period, What Really Works reveals the effectiveness of practices that really matter – the ones that, if followed rigorously, ensure sustained business success. With hundreds of well–known management practices and prescriptions promoted by consultants and available to business, which are really effective and contribute to the growth and continued success of a company? Which do little or nothing? Based on the 'Evergreen Project', a massive, five–year study involving the business school faculties of 10 universities, the authors set out to find the management practices that truly promote long–term growth and success. Their findings will revolutionise the art and practice of business management. The book shows that there are essentially six management practices that all successful companies must master simultaneously. They range from focusing on a strategy of growth to maintaining the depth and quality of human talent in the organisation. |
| harvard business review onpoint: Choose Your Customer: How to Compete Against the Digital Giants and Thrive Jonathan L. S. Byrnes, John S. Wass, 2021-05-11 Two top specialists in profitable growth and innovative customer-supplier relationships show companies of all sizes how to compete with the tech giants—by choosing and providing peerless value to the right customers for long-term success. Every year, managers at companies large and small are finding it harder to compete with the likes of Google and Amazon, who are muscling into their businesses, stealing their customers, and cornering every conceivable market and service. There is, however, a way for companies to survive—and win—in this era of digital behemoths. Choose Your Customer is a powerful, consumer-targeted guide that can help managers level the playing field against their biggest competitors. Written by Jonathan Byrnes, the legendary MIT-based expert on profits, pricing, and strategy, and John Wass, a key member of the team that made Staples a major national brand, Choose Your Customer shows managers how to: Identify the customers who are the most profitable—and focus on them. Provide services and experiences that can’t be replicated by the tech giants, no matter how much data they have, or how much automation they use. Support your chosen customers’ diverse and rapidly evolving needs to accelerate profitability and growth. These customer-driven strategies enable leaders to build a uniquely targeted business that the digital giants just can’t match. From unbeatable customer service to superior pricing and product selection, Choose Your Customer provides detailed and actionable advice on how to compete successfully with the big guys and how to increase profits as a result. |
| harvard business review onpoint: The Leader's Guide to Radical Management Stephen Denning, 2010-10-12 A radical new management model for twenty-first century leaders Organizations today face a crisis. The crisis is of long standing and its signs are widespread. Most proposals for improving management address one element of the crisis at the expense of the others. The principles described by award-winning author Stephen Denning simultaneously inspire high productivity, continuous innovation, deep job satisfaction and client delight. Denning puts forward a fundamentally different approach to management, with seven inter-locking principles of continuous innovation: focusing the entire organization on delighting clients; working in self-organizing teams; operating in client-driven iterations; delivering value to clients with each iteration; fostering radical transparency; nurturing continuous self-improvement and communicating interactively. In sum, the principles comprise a new mental model of management. Author outlines the basic seven principles of continuous innovation The book describes more than seventy supporting practices Denning offers a rethinking of management from first principles This book is written by the author of The Secret Language of Leadership—a Financial Times Selection in Best Books of 2007. |
| harvard business review onpoint: Constructing Hegemony Mandla J. Radebe, 2023-12-01 Post-apartheid South Africa continues to face challenges in its attempts at economic transformation from decades of apartheid and colonisation. This need for revolution has resulted in various policy initiatives, including the ongoing demands for the nationalisation of the economy. The commercial media has a central role in shaping policy debates. But this media is an ideological tool and an economic resource since it is owned and controlled by people with political and economic interests and, therefore, tends to support and promote their interests. This book provides a Marxist critique of the representation of the nationalisation of the mines debate by the South African commercial media. Radebe examines corporate control of the media to articulate the interrelations between the State, Capital and the Media and how commercial media represents, shapes and influences public policy. He concludes that beyond factors such as ownership, commercialisation and the influence of advertising on news content, the global capitalist hegemony has a more powerful effect on the commercial media in South Africa than previously thought. Print edition not for sale in Sub Saharan Africa. |
| harvard business review onpoint: Law and Macroeconomics Yair Listokin, 2019-03-11 After 2008, private-sector spending took a decade to recover. Yair Listokin thinks we can respond more quickly to the next meltdown by reviving and refashioning a policy approach, used in the New Deal, to harness law’s ability to function as a macroeconomic tool, stimulating or relieving demand as required under certain crisis conditions. |
| harvard business review onpoint: The Decision to Trust Robert F. Hurley, 2011-10-25 A proven model to create high-performing, high-trust organizations Globally, there has been a decline in trust over the past few decades, and only a third of Americans believe they can trust the government, big business, and large institutions. In The Decision to Trust, Robert Hurley explains how this new culture of cynicism and distrust creates many problems, and why it is almost impossible to manage an organization well if its people do not trust one another. High-performing, world-class companies are almost always high-trust environments. Without this elusive, important ingredient, companies cannot attract or retain top talent. In this book, Hurley reveals a new model to measure and repair trust with colleagues managers and employees. Outlines a proven Decision to Trust Model (DTM) of ten factors that establish whether or not one party will trust the other Filled with original examples from Daimler, PriceWaterhouse Coopers, Goldman Sachs, Microsoft, QuikTrip, General Electric, Procter and Gamble, AzKoNobel, Johnson and Johnson, Whole Foods, and Zappos Reveals how leaders in Asia, Europe, and North America have used the DTM to build high-trust organizations Covering trust building in teams, across functions, within organizations and across national cultures, The Decision to Trust shows how any organization can improve trust and the bottom line. |
| harvard business review onpoint: The Balanced Scorecard Robert S. Kaplan, David P. Norton, 2005 |
| harvard business review onpoint: The Effective Executive Peter Drucker, 2018-03-09 The measure of the executive, Peter Drucker reminds us, is the ability to 'get the right things done'. Usually this involves doing what other people have overlooked, as well as avoiding what is unproductive. He identifies five talents as essential to effectiveness, and these can be learned; in fact, they must be learned just as scales must be mastered by every piano student regardless of his natural gifts. Intelligence, imagination and knowledge may all be wasted in an executive job without the acquired habits of mind that convert these into results. One of the talents is the management of time. Another is choosing what to contribute to the particular organization. A third is knowing where and how to apply your strength to best effect. Fourth is setting up the right priorities. And all of them must be knitted together by effective decision-making. How these can be developed forms the main body of the book. The author ranges widely through the annals of business and government to demonstrate the distinctive skill of the executive. He turns familiar experience upside down to see it in new perspective. The book is full of surprises, with its fresh insights into old and seemingly trite situations. |
| harvard business review onpoint: Turning Goals into Results (Harvard Business Review Classics) Jim Collins, 2017-01-17 Most executives have a big, hairy, audacious goal. But they install layers of stultifying bureaucracy that prevent them from realizing it. In this article, Jim Collins introduces the catalytic mechanism, a simple yet powerful managerial tool that helps turn lofty aspirations into reality. The crucial link between objectives and results, this tool is a galvanizing, nonbureaucratic way to turn one into the other. But the same catalytic mechanism that works in one organization won’t necessarily work in another. So, to help readers get started, Collins offers some general principles that support the process of building one effectively. Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice. The Harvard Business Review Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world. |
| harvard business review onpoint: BIG Ideas to BIG Results Robert H. Miles, Michael T. Kanazawa, 2015-12-15 A PROVEN, NO-NONSENSE, STEP-BY-STEP, RESULTS-DRIVEN APPROACH TO DRIVING CORPORATE TRANSFORMATION AND BREAKTHROUGH PERFORMANCE IN A DISRUPTIVE WORLD Why do most corporate transformation leaders fail to achieve breakthrough performance? They make things too complex. They clutter it with jargon and confusion. They pancake new initiatives on top of old ones. They dither on the launch pad. They chase too many fads. And they fail to make it “safe” for leaders to lead the transformation at their own level. In short, they don’t have a reliable corporate transformation game plan. Whatever your corporate transformation challenge, whatever your role, Robert H. Miles and Michael T. Kanazawa introduce a simple, proven, results-driven approach that has underpinned some of the most successful corporate transformations of our time. Drawing on their experience as principal process architects working with dozens of CEOs and executive teams, and hundreds of senior executives and staff professionals, they show you how to develop a compelling and potent corporate transformation game plan that enables you to align your organization behind just a few core initiatives; bias your people toward speed; create leaders at every level; integrate in new “disruptive” tools to accelerate progress; and achieve traction and accountability in all phases of execution. Whether you’re a new CEO taking charge to transform your company, an executive redirecting a major business or function, or one of the hundreds of managers and thousands of employees trying to make sense of a transformation and contribute to it, this book will help you decipher the complexity, find your place on the transformation roadmap, and ensure that the effort rapidly reaches its intended breakthrough results. A PROVEN, STEP-BY-STEP ROADMAP FOR TRANSFORMATION LEADERS — FAST, SIMPLE, AND COMPRESSED Corporate transformation and breakthrough performance without the confusion and complexity GEARED TO RAPIDLY ENGAGE THE FULL ORGANIZATION To equip leaders at all levels to lead your transformation in an aligned and engaging manner FOCUSES EVERYONE ON “DOING MORE ON LESS” Generates focused execution and avoid layering initiative upon initiative to conquer organizational gridlock DESIGNED TO “DISRUPT” HOW TRADITIONAL TRANSFORMATION PROGRAMS ARE DONE Introduces disruptive transformation competencies that drive innovation, growth, and a new way of activating change Corporate transformation is tough work, but extraordinarily rewarding for all involved when led successfully. Somebody’s got to do it, and do it well. What if that someone happens to be you? Where will you start? How will you frame your transformation game plan and lay out its roadmap? What will you do first, and who will you engage when in the enterprise? How will you keep it alive after the early excitement? And how will you make it part of your management process so that it can become a reliable core competency for rising to the increasing rate of disruptive transformation challenges facing your company? Now there’s a breakthrough methodology to enable CEOs and executive leaders to rise to these corporate transformation challenges. |
| harvard business review onpoint: The Manager's Job Henry Mintzberg, 1990 |
| harvard business review onpoint: Tempered Radicals Debra Meyerson, 2003 This text explores the experiences of tempered radicals. These are people who want to become valued and successful members of their organisations without selling out on who they are and what they believe in. |
| harvard business review onpoint: President Obama Adi Ignatius, Crary Pullen, Leslie dela Vega, Joseph McCombs, 2008 A collection of photographs and articles originally published in TIME magazine follow the election campaign of Barack Obama leading up to his presidential victory in 2008. |
| harvard business review onpoint: Managing Uncertainty Michel Syrett, Marion Devine, The Economist, 2014-02-25 Managing uncertainty has become a new business imperative. Technological discontinuities, regulatory upheavals, geopolitical shocks, abrupt shifts in consumer tastes or behavior, and many other factors have emerged or intensified in recent years and together conspire to undermine even the most carefully constructed business strategies. Managing Uncertainty: Strategies for Surviving and Thriving in Turbulent Times addresses these new challenges, assessing the sources of business turbulence, how to classify uncertainty, and the different ways in which uncertainty can be embraced to allow greater innovation and growth. Drawing on examples from around the world, the book presents the most recent ideas on what it means to manage uncertainty, from practitioners, academics, and consultants. Addresses the challenges of managing uncertainty in business Presents a step-by-step guide to managing business uncertainty Draws examples from major international companies, including Intel, Procter & Gamble, Siemens, Boeing, Quinetiq, Philips, China Telecom, Ford, Apple, Shell, Glaxo SmithKline and many more Written for business leaders and managers looking for new ways to ensure that their businesses continue to thrive in a world of increasing complexity, Managing Uncertainty presents new and innovative ideas about reducing risk by understanding difficult-to-predict shifts. |
| harvard business review onpoint: Six Sigma Pricing ManMohan S. Sodhi, 2008 |
| harvard business review onpoint: How to Create a Culture of Excellence (Harvard Business Review OnPoint Magazine). Adi Ignatius, 2013 |
Latest Harvard University topics - College Confidential Forums
Jun 2, 2025 · Cambridge, MA • 4-year Private • Acceptance Rate 3%
I completed every one of Harvard's CS50 courses. Here's a mini
Harvard takes great students and gives them material to learn from. There's a fallacy where some students think if they could somehow get admission to Harvard, then Harvard would make …
Harvard Waitlist Thread 2029 - College Confidential Forums
May 13, 2025 · Therefore Harvard’s yield rate would decrease and they would have to plan to accept more students from their waitlist which could result in a larger waitlist. Additionally, their …
Harvard Class of 2029 Official Thread - Harvard University
Dec 15, 2024 · My son had a very positive Harvard interview with an ultra successful attorney/prosecutor, who spent 4 years undergraduate and 4 years law school. Every thing …
…what are people actually like at Harvard? : r/Harvard - Reddit
Mar 11, 2023 · Didn't attend Harvard for undergrad (but went to a similar school filled with similar people), so YMMV. With the exception of small, liberal arts colleges where random chance of …
Do you consider Harvard Business Review a peer-reviewed source?
Oct 22, 2020 · No, Harvard Business Review is a magazine. HBR is not a scholarly journal. Scholarly and peer-reviewed articles go through a quality control process. Experts and …
Harvard Waitlist Thread 2029 - College Confidential Forums
May 16, 2025 · Either they send the info and the DHS deports those students, or they dont send it and harvard can’t admit intl students. Like I said in earlier comments: “With the situation for …
Harvard Crimson names top 7 feeder schools - Prep School …
Dec 16, 2013 · Harvard Crimson newspaper just published an interesting article discussing top “feeder schools” to Harvard, noting that 5% of students come from only seven schools: Boston …
Interesting Statistics and Info Regarding Harvard Admissions (NOT ...
Being "well-rounded" to a point where Harvard truly cares is arguably even harder than achieving a 1 in one category -- those who are considered "multi-dimensional" by Harvard are still …
Harvard Class of 2029 Official Thread - College Confidential Forums
Mar 28, 2025 · DD accepted Yale REA, applied RD Harvard and Princeton. Both got in ! 6 Likes. ilovepizza27 March 28, 2025
Latest Harvard University topics - College Confidential Forums
Jun 2, 2025 · Cambridge, MA • 4-year Private • Acceptance Rate 3%
I completed every one of Harvard's CS50 courses. Here's a mini …
Harvard takes great students and gives them material to learn from. There's a fallacy where some students think if they could somehow get admission to Harvard, then Harvard would make …
Harvard Waitlist Thread 2029 - College Confidential Forums
May 13, 2025 · Therefore Harvard’s yield rate would decrease and they would have to plan to accept more students from their waitlist which could result in a larger waitlist. Additionally, their …
Harvard Class of 2029 Official Thread - Harvard University
Dec 15, 2024 · My son had a very positive Harvard interview with an ultra successful attorney/prosecutor, who spent 4 years undergraduate and 4 years law school. Every thing …
…what are people actually like at Harvard? : r/Harvard - Reddit
Mar 11, 2023 · Didn't attend Harvard for undergrad (but went to a similar school filled with similar people), so YMMV. With the exception of small, liberal arts colleges where random chance of …
Do you consider Harvard Business Review a peer-reviewed source?
Oct 22, 2020 · No, Harvard Business Review is a magazine. HBR is not a scholarly journal. Scholarly and peer-reviewed articles go through a quality control process. Experts and …
Harvard Waitlist Thread 2029 - College Confidential Forums
May 16, 2025 · Either they send the info and the DHS deports those students, or they dont send it and harvard can’t admit intl students. Like I said in earlier comments: “With the situation for …
Harvard Crimson names top 7 feeder schools - Prep School …
Dec 16, 2013 · Harvard Crimson newspaper just published an interesting article discussing top “feeder schools” to Harvard, noting that 5% of students come from only seven schools: Boston …
Interesting Statistics and Info Regarding Harvard Admissions …
Being "well-rounded" to a point where Harvard truly cares is arguably even harder than achieving a 1 in one category -- those who are considered "multi-dimensional" by Harvard are still …
Harvard Class of 2029 Official Thread - College Confidential Forums
Mar 28, 2025 · DD accepted Yale REA, applied RD Harvard and Princeton. Both got in ! 6 Likes. ilovepizza27 March 28, 2025
