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| harvard business review volume and issue numbers: The Harvard Business Review Manager's Handbook Harvard Business Review, 2016-12-13 The one primer you need to develop your managerial and leadership skills. Whether you’re a new manager or looking to have more influence in your current management role, the challenges you face come in all shapes and sizes—a direct report’s anxious questions, your boss’s last-minute assignment of an important presentation, or a blank business case staring you in the face. To reach your full potential in these situations, you need to master a new set of business and personal skills. Packed with step-by-step advice and wisdom from Harvard Business Review’s management archive, the HBR Manager’s Handbook provides best practices on topics from understanding key financial statements and the fundamentals of strategy to emotional intelligence and building your employees’ trust. The book’s brief sections allow you to home in quickly on the solutions you need right away—or take a deeper dive if you need more context. Keep this comprehensive guide with you throughout your career and be a more impactful leader in your organization. In the HBR Manager’s Handbook you’ll find: - Step-by-step guidance through common managerial tasks - Short sections and chapters that you can turn to quickly as a need arises - Self-assessments throughout - Exercises and templates to help you practice and apply the concepts in the book - Concise explanations of the latest research and thinking on important management skills from Harvard Business Review experts such as Dan Goleman, Clayton Christensen, John Kotter, and Michael Porter - Real-life stories from working managers - Recaps and action items at the end of each chapter that allow you to reinforce or review the ideas quickly The skills covered in the book include: - Transitioning into a leadership role - Building trust and credibility - Developing emotional intelligence - Becoming a person of influence - Developing yourself as a leader - Giving effective feedback - Leading teams - Fostering creativity - Mastering the basics of strategy - Learning to use financial tools - Developing a business case |
| harvard business review volume and issue numbers: HBR At 100 Harvard Business Review Harvard Business Review, 2022-03-29 The most definitive management ideas of the century, all in one place. Harvard Business Review is the foremost destination for smart management thinking. Now, at its 100th anniversary, this commemorative volume brings together the most influential ideas since its inception. With thought leaders including Michael E. Porter, W. Chan Kim and Renee Mauborgne, Rosabeth Moss Kantor, Peter Drucker, and Clayton M. Christensen, this book puts HBR's greatest concepts at your fingertips. HBR at 100 curates twenty of HBR's bestselling articles of all time on key topics such as leadership, strategy, innovation, entrepreneurship, and more. With an introduction by Harvard Business Review Editor-in-Chief Adi Ignatius and additional bonus content, you'll learn how these groundbreaking ideas continue to be relevant in today's business context—and what to keep in mind as you prepare for the future. Whether you're a longtime reader or you're picking up an HBR volume for the first time, this book offers all you need to understand the most critical ideas in management—and set yourself and your organization up for success. |
| harvard business review volume and issue numbers: Harvard Business Review on Increasing Customer Loyalty Harvard Business Review, 2011 How do you keep your customers coming back - and get them to bring others? This collection of HBR articles helps you: turn angry customers into loyal advocates; get more people to recommend you; boost customer satisfaction by satisfying your employees; and, focus on profitable customers - whether they're loyal or not. |
| harvard business review volume and issue numbers: Stats and Curiosities Harvard Business Review, 2013-09-24 Fascinating stats... useful tips... entertaining topics. Did you know that to make a task seem easier, all you have to do is lean back a little? Or that retail salespeople who mimic the way their customers speak and behave end up selling more? If you like stats like this, are intrigued by ideas, and find connecting the dots to be a critical part of your skill set—this book is for you. Culled from Harvard Business Review’s popular newsletter, The Daily Stat, this book offers a compelling look at insights that both amuse and inform. Covering such managerial topics as teams, marketing, workplace psychology, and leadership, you’ll find a wide range of business statistics and general curiosities and oddities about professional life that will add an element of trivia and humor to your learning (and will make you appear smarter than your colleagues). Highly quotable and surprisingly useful, Stats and Curiosities: From Harvard Business Review will keep you on the front lines of business research—and ahead of the pack at work. |
| harvard business review volume and issue numbers: Harvard Business Review Project Management Handbook Antonio Nieto-Rodriguez, 2021-10-19 The one primer you need to launch, lead, and sponsor successful projects. We're now living in the project economy. The number of projects initiated in all sectors has skyrocketed, and project management skills have become essential for every leader and manager. Still, project failure rates remain extremely high. Why? Leaders oversee too many projects and have too little visibility into them. Project managers struggle to translate their hands-on, technical knowledge up to senior management. The result? Worthy projects are starved of time and resources and fail to deliver benefits, while too much investment goes into the wrong projects. To compete in the project economy, you need to close this gap. The HBR Project Management Handbook shows you how. In this comprehensive guide, project management expert Antonio Nieto-Rodriguez presents a new and simple framework that will increase any project's likelihood of success. Packed with case studies from many industries worldwide, it will teach you how to manage your organization's projects, strategic programs, and agile initiatives more effectively and push the best ones ahead to completion. Timeless yet forward-looking, this book will help you win in the project-driven world. In the HBR Project Management Handbook you'll find: Everything you need to know about project management in practical, nontechnical language A definitive taxonomy of project types, from product launches to digital transformations to megaprojects A road map for becoming an effective project leader and executive sponsor A new, simple, and universal project framework, the Project Canvas, that breaks down any project into essential building blocks that can be easily understood by all project stakeholders Original concepts and exclusive case studies from public- and private-sector organizations worldwide You'll learn: A common language for project managers and executives to run successful projects across your organization When to use agile, traditional, or hybrid methods in your projects The twelve principles of successful projects, including purpose, agility, and a focus on outcomes Techniques for selecting and advancing the best projects and managing a strategic and balanced project portfolio How today's projects will help address some of the most pressing global trends, including automation, sustainability, diversity, and crisis management Why project management needed to be reinvented and what the future holds HBR Handbooks provide ambitious professionals with the frameworks, advice, and tools they need to excel in their careers. With step-by-step guidance, time-honed best practices, and real-life stories, each comprehensive volume helps you to stand out from the pack—whatever your role. |
| harvard business review volume and issue numbers: How Will You Measure Your Life? (Harvard Business Review Classics) Clayton M. Christensen, 2017-01-17 In the spring of 2010, Harvard Business School’s graduating class asked HBS professor Clay Christensen to address them—but not on how to apply his principles and thinking to their post-HBS careers. The students wanted to know how to apply his wisdom to their personal lives. He shared with them a set of guidelines that have helped him find meaning in his own life, which led to this now-classic article. Although Christensen’s thinking is rooted in his deep religious faith, these are strategies anyone can use. 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 volume and issue numbers: Harvard Business Review on Measuring Corporate Performance Robert G. Eccles, Joseph A. Ness, Thomas G. Cucuzza, Robert Simons, 1998 Eight essays by experts in the field explore the measurement of intangible assets and the effect of those assets' performance upon a corporation's strategic planning process |
| harvard business review volume and issue numbers: HBR's 10 Must Reads on Managing People Daniel Goleman, Jon R. Katzenbach, W. Chan Kim, Renée A. Mauborgne, 2011 Business. |
| harvard business review volume and issue numbers: HBR's 10 Must Reads on Communication (with featured article "The Necessary Art of Persuasion," by Jay A. Conger) Harvard Business Review, Robert B. Cialdini, Nick Morgan, Deborah Tannen, 2013-03-12 The best leaders know how to communicate clearly and persuasively. How do you stack up?If you read nothing else on communicating effectively, 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 express your ideas with clarity and impact—no matter what the situation. Leading experts such as Deborah Tannen, Jay Conger, and Nick Morgan provide the insights and advice you need to: Pitch your brilliant idea—successfully Connect with your audience Establish credibility Inspire others to carry out your vision Adapt to stakeholders’ decision-making style Frame goals around common interests Build consensus and win support |
| harvard business review volume and issue numbers: Harvard Business Review on Rebuilding Your Business Model Harvard Business Review, 2011 Revise your game plan--and profit from the change. If you need the best practices and ideas for creating business models that drive growth--but don't have time to find them--this book is for you. Here are 10 inspiring and useful perspectives, all in one place. This collection of HBR articles will help you: - Reinvent your business profitably - Set your model up for success with a winning competitive strategy - Test and change your assumptions about customers - Spot trends that could transform your business - Exploit disruptive technologies - Give traditional offerings a shot in the arm - Produce game changers for your industry or market - Build a new business in an established organization |
| harvard business review volume and issue numbers: 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 volume and issue numbers: HBR's 10 Must Reads 2020 Harvard Business Review, Michael E. Porter, Nitin Nohria, Katrina Lake, Paul R. Daugherty, 2019-10-01 A year's worth of management wisdom, all in one place. We've reviewed the ideas, insights, and best practices from the past year of Harvard Business Review to keep you up-to-date on the most cutting-edge, influential thinking driving business today. With authors from Michael E. Porter to Katrina Lake and company examples from Alibaba to 3M, this volume brings the most current and important management conversations right to your fingertips. This book will inspire you to: Ask better questions to boost your learning, persuade others, and negotiate more effectively Create workplace conditions where gender equity can thrive Boost results by allowing humans and AI to enhance one another's strengths Make better connections with your customers by giving them a glimpse inside your company Scale your agile processes from a few teams to hundreds Build a commitment to both economic and social values in your organization Prepare your company for a rapidly aging workforce and society This collection of articles includes The Surprising Power of Questions, by Alison Wood Brooks and Leslie K. John; Strategy Needs Creativity, by Adam Brandenburger; What Most People Get Wrong about Men and Women, by Catherine H. Tinsley and Robin J. Ely; Collaborative Intelligence: Humans and AI Are Joining Forces, by H. James Wilson and Paul R. Daugherty; Stitch Fix's CEO on Selling Personal Style to the Mass Market, by Katrina Lake; Strategy for Start-Ups, by Joshua Gans, Erin L. Scott, and Scott Stern; Agile at Scale, by Darrell K. Rigby, Jeff Sutherland, and Andy Noble; Operational Transparency, by Ryan W. Buell; The Dual-Purpose Playbook, by Julie Battilana, Anne-Claire Pache, Metin Sengul, and Marissa Kimsey; How CEOs Manage Time, by Michael E. Porter and Nitin Nohria; and When No One Retires, by Paul Irving. |
| harvard business review volume and issue numbers: HBR Guide to Data Analytics Basics for Managers (HBR Guide Series) Harvard Business Review, 2018-03-13 Don't let a fear of numbers hold you back. Today's business environment brings with it an onslaught of data. Now more than ever, managers must know how to tease insight from data--to understand where the numbers come from, make sense of them, and use them to inform tough decisions. How do you get started? Whether you're working with data experts or running your own tests, you'll find answers in the HBR Guide to Data Analytics Basics for Managers. This book describes three key steps in the data analysis process, so you can get the information you need, study the data, and communicate your findings to others. You'll learn how to: Identify the metrics you need to measure Run experiments and A/B tests Ask the right questions of your data experts Understand statistical terms and concepts Create effective charts and visualizations Avoid common mistakes |
| harvard business review volume and issue numbers: John P. Kotter on what Leaders Really Do John P. Kotter, 1999 Widely acknowledged as the world's foremost authority on leadership, the author provides a collection of his acclaimed Harvard Business Review articles. |
| harvard business review volume and issue numbers: HBR's 10 Must Reads Boxed Set (6 Books) (HBR's 10 Must Reads) Harvard Business Review, Peter F. Drucker, Clayton M. Christensen, Daniel Goleman, Michael E. Porter, 2011-08-15 Timeless advice from the pages of Harvard Business Review You want the most important ideas on management all in one place. Now you can have them--in a set of HBR's 10 Must Reads. We've combed through hundreds of Harvard Business Review articles on strategy, change leadership, managing people, and managing yourself and selected the most important ones to help you maximize your performance. This six-title collection includes only the most critical articles from the world's top management experts, curated from Harvard Business Review's rich archives. We've done the work of selecting them so you won’t have to. These books are packed with enduring advice from the best minds in business such as: Michael Porter, Clayton Christensen, Peter Drucker, John Kotter, Daniel Goleman, Jim Collins, Ted Levitt, Gary Hamel, W. Chan Kim, Renee Mauborgne and much more. The HBR's 10 Must Reads Boxed Set includes: HBR's 10 Must Reads: The Essentials This book brings together the best thinking from management's most influential experts. Once you've read these definitive articles, you can delve into each core topic the series explores: managing yourself, managing people, leadership, strategy, and change management. HBR's 10 Must Reads on Managing Yourself The path to your professional success starts with a critical look in the mirror. Here's how to stay engaged throughout your 50-year work life, tap into your deepest values, solicit candid feedback, replenish your physical and mental energy, and rebound from tough times. This book includes the bonus article How Will You Measure Your Life? by Clayton M. Christensen. HBR's 10 Must Reads on Managing People Managing your employees is fraught with challenges, even if you're a seasoned pro. Boost their performance by tailoring your management styles to their temperaments, motivating with responsibility rather than money, and fostering trust through solicited input. This book includes the bonus article Leadership That Gets Results, by Daniel Goleman. HBR's 10 Must Reads on Leadership Are you an extraordinary leader--or just a good manager? Learn how to motivate others to excel, build your team's confidence, set direction, encourage smart risk-taking, credit others for your success, and draw strength from adversity. This book includes the bonus article What Makes an Effective Executive, by Peter F. Drucker. HBR's 10 Must Reads on Strategy Is your company spending too much time on strategy development, with too little to show for it? Discover what it takes to distinguish your company from rivals, clarify what it will (and won't) do, create blue oceans of uncontested market space, and make your priorities explicit so employees can realize your vision. This book includes the bonus article What Is Strategy? by Michael E. Porter. HBR's 10 Must Reads on Change Management Most companies' change initiatives fail--but yours can beat the odds. Learn how to overcome addiction to the status quo, establish a sense of urgency, mobilize commitment and resources, silence naysayers, minimize the pain of change, and motivate change even when business is good. This book includes the bonus article 'Leading Change, by John P. Kotter. About the HBR's 10 Must Reads Series: HBR's 10 Must Reads series is the definitive collection of ideas and best practices for aspiring and experienced leaders alike. These books offer essential reading selected from the pages of Harvard Business Review on topics critical to the success of every manager. Each book is packed with advice and inspiration from the best minds in business. |
| harvard business review volume and issue numbers: Harvard Business Review on Culture and Change , 2002 A collection of articles on the messy and often difficult process of changing workplace culture. The book examines why people resist change on both the corporate and individual levels. |
| harvard business review volume and issue numbers: Cybersecurity Harvard Business Review, Alex Blau, Andrew Burt, Boris Groysberg, Roman V. Yampolskiy, 2019-08-27 No data is completely safe. Cyberattacks on companies and individuals are on the rise and growing not only in number but also in ferocity. And while you may think your company has taken all the precautionary steps to prevent an attack, no individual, company, or country is safe. Cybersecurity can no longer be left exclusively to IT specialists. Improving and increasing data security practices and identifying suspicious activity is everyone's responsibility, from the boardroom to the break room. Cybersecurity: The Insights You Need from Harvard Business Review brings you today's most essential thinking on cybersecurity, from outlining the challenges to exploring the solutions, and provides you with the critical information you need to prepare your company for the inevitable hack. The lessons in this book will help you get everyone in your organization on the same page when it comes to protecting your most valuable assets. Business is changing. Will you adapt or be left behind? Get up to speed and deepen your understanding of the topics that are shaping your company's future with the Insights You Need from Harvard Business Review series. Featuring HBR's smartest thinking on fast-moving issues--blockchain, cybersecurity, AI, and more--each book provides the foundational introduction and practical case studies your organization needs to compete today and collects the best research, interviews, and analysis to get it ready for tomorrow. You can't afford to ignore how these issues will transform the landscape of business and society. The Insights You Need series will help you grasp these critical ideas--and prepare you and your company for the future. |
| harvard business review volume and issue numbers: Why Do So Many Incompetent Men Become Leaders? Tomas Chamorro-Premuzic, 2019 Look around your office. Turn on the TV. Incompetent leadership is everywhere, and there's no denying that most of these leaders are men. In this . . . book, Tomas Chamorro-Premuzic asks two powerful questions: Why is it so easy for incompetent men to become leaders? And why is it so hard for competent people--especially competent women--to advance?-- |
| harvard business review volume and issue numbers: Harvard Business Review , 1926 Includes sections Review of business literature and Book notices. |
| harvard business review volume and issue numbers: Dear Chairman Jeff Gramm, 2016-02-23 An “engaging and informative” history of one of capitalism’s longest-running tensions—the high-stakes battles between management and shareholders (The New Yorker). Recent disputes between shareholders and major corporations, including Apple and DuPont, have made headlines. But the struggle between management and those who own stock has been going on for nearly a century. Mixing never-before-published and rare, original letters from Wall Street icons—including Benjamin Graham, Warren Buffett, Ross Perot, Carl Icahn, and Daniel Loeb—with masterful scholarship and professional insight, Dear Chairman traces the rise in shareholder activism from the 1920s to today, and provides an invaluable and unprecedented perspective on what it means to be a public company, including how they work and who is really in control. Jeff Gramm analyzes different eras and pivotal boardroom battles, using the letters to show how investors interact with directors and managers, how they think about their target companies, and how they plan to profit. Each is a fascinating example of capitalism at work told through the voices of its most colorful, influential participants. A hedge fund manager and adjunct professor at Columbia Business School, Gramm has seen public companies that are poorly run, and some that willfully disenfranchise their shareholders. While he pays tribute to the ingenuity of public company investors, Gramm also exposes examples of shareholder activism at its very worst, when hedge funds engineer stealthy land-grabs at the expense of a company’s long-term prospects. Ultimately, he provides a thorough, much-needed understanding of the public company/shareholder relationship for investors, managers, and everyone concerned with the future of capitalism. “An illuminating read for those wondering what drives activists.” —The Wall Street Journal “An excellent read . . . Gramm has collected a series of deliciously rich letters, many of which were never before published.” —The New York Times “The story of the rise of shareholder activism has never been told as compellingly . . . a book that dissects the dramatic deals and brings to life the unbelievable characters of the past hundred years.” —Arthur Levitt, former chairman, US Securities and Exchange Commission |
| harvard business review volume and issue numbers: Remix Strategy Benjamin Gomes-Casseres, 2015-08-11 Create and capture value, no matter what path you've chosen. How to Create Joint Value Alliances, partnerships, acquisitions, mergers, and joint ventures are no longer the exception in most businesses—they are part of the core strategy. As managers look to external partners for resources and capabilities, they need a practical roadmap to ensure that these relationships will create value for their firm. They must answer questions like these: Which business combinations do we need? How should we govern them? Will their results justify our investments? Benjamin Gomes-Casseres explains how companies create value by “remixing” resources with other companies. Based on decades of consulting and academic research, Remix Strategy shows how three laws shape the success of any business combination: • First Law: The combination must have the potential to create more value than the parties could create on their own. Which elements from each business need to be combined to create joint value? • Second Law: The combination must be designed and managed to realize the joint value. Which partners best fit our strategic goals? How should we manage the integration? • Third Law: The value earned by the parties must motivate them to contribute to the collaboration. How will we share the joint value created? Will the returns shift over time? Supported by examples from a wide range of industries and companies, and filled with practical tools for applying the three laws, this book helps managers design and lead a coherent strategy for creating joint value with outside partners. |
| harvard business review volume and issue numbers: 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 volume and issue numbers: 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 volume and issue numbers: Making Change Stick , 2008 When facing a difficult management challenge, wouldn't it be great if you could turn to a panel of experts to help guide you to the right decision? Now you can, with books from the Judgment Calls series. Drawn from the pages of Harvard Business Review, these interactive, solutions-oriented guides allow readers to access the wisdom of leading experts as they tackle familiar and perplexing business situations. These engagingly written books will help managers improve problem-solving skills and make better judgment calls under fire.A preface provides an overview and sets the context for using these provocative case studies as learning tools in corporate classrooms. A relevant chapter from an HBE volume introduces the topic as a refresher course. Finally, an appendix of resources such as executive summaries, guiding questions, and a list of further reading rounds out the book. Judgment Calls provide insight into a variety of real world difficulties and offer solutions that managers will find both sound and practical. Our ideal reader is the business traveler who's thinking about this very issue, sees the book in the airport, and throws it in his or her briefcase to read on the plane.This volume, tentatively titled Bob's Meltdown and Other Stories from the Frontines of Management looks at the most common issue in workplaces--employee behavior. What should you do when a star employee loses his temper in public? Worse yet, what if your protege seems to be coming unglued? All this and more! |
| harvard business review volume and issue numbers: 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 volume and issue numbers: Design Driven Innovation Roberto Verganti, 2009-08-12 Until now, the literature on innovation has focused either on radical innovation pushed by technology or incremental innovation pulled by the market. In Design-Driven Innovation: How to Compete by Radically Innovating the Meaning of Products, Roberto Verganti introduces a third strategy, a radical shift in perspective that introduces a bold new way of competing. Design-driven innovations do not come from the market; they create new markets. They don't push new technologies; they push new meanings. It's about having a vision, and taking that vision to your customers. Think of game-changers like Nintendo's Wii or Apple's iPod. They overturned our understanding of what a video game means and how we listen to music. Customers had not asked for these new meanings, but once they experienced them, it was love at first sight. But where does the vision come from? With fascinating examples from leading European and American companies, Verganti shows that for truly breakthrough products and services, we must look beyond customers and users to those he calls interpreters - the experts who deeply understand and shape the markets they work in. Design-Driven Innovation offers a provocative new view of innovation thinking and practice. |
| harvard business review volume and issue numbers: What is Marketing? Alvin J. Silk, 2006 Successful marketing requires a deep knowledge of customers, competitors, and collaborators and great skill in serving customers profitably. This book provides the foundation for developing those skills and insights. |
| harvard business review volume and issue numbers: Superbosses Sydney Finkelstein, 2019-02-05 Superbosses is the rare business book that is chock full of new, useful, and often unexpected ideas. After you read Finkelstein's well-crafted gem, you will never go about leading, evaluating, and developing talent in quite the same way.”—Robert Sutton, author of Scaling Up Excellence and The No Asshole Rule “Maybe you’re a decent boss. But are you a superboss? That’s the question you’ll be asking yourself after reading Sydney Finkelstein’s fascinating book. By revealing the secrets of superbosses from finance to fashion and from cooking to comic books, Finkelstein offers a smart, actionable playbook for anyone trying to become a better leader.”—Daniel H. Pink, author of To Sell Is Human and Drive A fascinating exploration of the world’s most effective bosses—and how they motivate, inspire, and enable others to advance their companies and shape entire industries, by the author of How Smart Executives Fail. A must-read for anyone interested in leadership and building an enduring pipeline of talent. What do football coach Bill Walsh, restauranteur Alice Waters, television executive Lorne Michaels, technology CEO Larry Ellison, and fashion pioneer Ralph Lauren have in common? On the surface, not much, other than consistent success in their fields. But below the surface, they share a common approach to finding, nurturing, leading, and even letting go of great people. The way they deal with talent makes them not merely success stories, not merely organization builders, but what Sydney Finkelstein calls superbosses. After ten years of research and more than two hundred interviews, Finkelstein—an acclaimed professor at Dartmouth’s Tuck School of Business, speaker, and executive coach and consultant—discovered that superbosses exist in nearly every industry. If you study the top fifty leaders in any field, as many as one-third will have once worked for a superboss. While superbosses differ in their personal styles, they all focus on identifying promising newcomers, inspiring their best work, and launching them into highly successful careers—while also expanding their own networks and building stronger companies. Among the practices that distinguish superbosses: They Create Master-Apprentice Relationships. Superbosses customize their coaching to what each protégé really needs, and also are constant founts of practical wisdom. Advertising legend Jay Chiat not only worked closely with each of his employees but would sometimes extend their discussions into the night. They Rely on the Cohort Effect. Superbosses strongly encourage collegiality even as they simultaneously drive internal competition. At Lorne Michaels’s Saturday Night Live, writers and performers are judged by how much of their material actually gets on the air, but they can’t get anything on the air without the support of their coworkers. They Say Good-Bye on Good Terms. Nobody likes it when great employees quit, but superbosses don’t respond with anger or resentment. They know that former direct reports can become highly valuable members of their network, especially as they rise to major new roles elsewhere. Julian Robertson, the billionaire hedge fund manager, continued to work with and invest in his former employees who started their own funds. By sharing the fascinating stories of superbosses and their protégés, Finkelstein explores a phenomenon that never had a name before. And he shows how each of us can emulate the best tactics of superbosses to create our own powerful networks of extraordinary talent. |
| harvard business review volume and issue numbers: Big-Bang Disruption Larry Downes, Paul F. Nunes, 2014-01-07 In recent years a new—disquieting—form of disruptive innovation has emerged, one that beats incumbents on both price and quality right from the start and quickly sweeps through every customer segment. This kind of “big bang” disruption can devastate entire product lines virtually overnight. Look at the effect that free navigation apps, preloaded on smartphones, had on the market for devices made by TomTom, Garmin, and Magellan. Big-bang disruptions often come out of the blue from people who aren’t your traditional competitors. Frequently, they’re developed by inventors who are just doing low-cost experiments with existing technologies to see what new products they can dream up. Once launched, these innovations don’t adhere to conventional strategic paths or normal patterns of market adoption. That makes them incredibly hard to combat. Though technology- and information-intensive firms are most vulnerable to big bangs, mature industries face this threat, too. Credit cards, automobiles, and education, for instance, are all experiencing early warning signs. But in every industry, big-bang disruption will be keeping executives in a cold sweat for a long time to come. This article, which originally appeared in Harvard Business Review, offers some strategic principles to help businesses survive big bangs. |
| harvard business review volume and issue numbers: Harvard Business Review on Change John P. Kotter, James Collins, Jerry Porras, Jeanie Daniel Duck, Richard Pascale, 1998 Leading Minds and Landmark Ideas In An Easily Accessible Format From the preeminent thinkers whose work has defined an entire field to the rising stars who will redefine the way we think about business, The Harvard Business Review Paperback Series delivers the fundamental information today's professionals need to stay competitive in a fast-moving world. From the seminal article, Leading Change, by John Kotter to Paul Strebel on why employees so often resist change, Harvard Business Review on Change is the most comprehensive resource available for embracing corporate change--and using it to your company's greatest advantage. A Harvard Business Review Paperback. |
| harvard business review volume and issue numbers: 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 volume and issue numbers: Managing Projects Large and Small Richard Luecke, 2004 Managing Projects Large and Small: The Fundamental Skills for Delivering on Cost and On Time When it comes to project management, success lies in the details. This book walks managers through every step of project oversight from start to finish. Thanks to the book's comprehensive information on everything from planning and budgeting to team building and after-project reviews, managers will master the discipline and skills they need to achieve stellar results without wasting time and money. The Harvard Business Essentials series is for managers at all levels but is especially relevant for new managers. It offers on-the-spot guidance, coaching, and tools on the most relevant topics in business. Each book includes the critical information that managers need on a given topic-from budgeting to hiring to communication to strategy-and offers interactive tools and worksheets that translate advice into action. Providing ready answers to day-to-day issues, these guides make sound, trusted mentoring advice available whenever managers need it. Other Books in the HBE Series: Managing Change and Transition Hiring and Keeping the Best People Finance for Managers Business Communications Innovation Negotiation |
| harvard business review volume and issue numbers: Research and Practical Issues of Enterprise Information Systems II Volume 2 Li Xu, A. Min Tjoa, Sohail S. Chaudhry, 2007-12-29 Enterprise information systems (EIS) have become increasingly popular over the last 15 years [1-2]. EIS integrate and support business processes across functional boundaries in a supply chain environment [3-5]. In recent years, more and more enterprises world-wide have adopted EIS such as Enterprise Resource Planning (ERP) for running their businesses. Previously, information systems such as CAD, CAM, MRPn and CRM were widely used for partial functional integration within a business organization. With global operation, global supply chain, and fierce competition in place, Acre is a need for suitable EIS such as ERP, E- Business or E-Commerce systems to integrate extended enterprises in a supply chain environment with the objective of achieving efficiency, competency, and competitiveness. As an example, the global economy has forced business enterprises such as Dell and Microsoft to adopt ERP in order to take the advantage of strategic alliances within a global supply chain environment. Today, not only the large companies, but also the medium companies are quickly learning that a highly integrated EIS is more and more a required element of doing business. Businesses all over the world are investing bilhons of doUars in acquiring and implementing EIS in particular ERP systems by SAP and Oracle. As a result, there is a growing demand for researching EIS to provide insights into challenges, issues, and solutions related to the design, implementation and management of EIS. |
| harvard business review volume and issue numbers: A Psychological Typology of Successful Entrepreneurs John Miner, 1997-11-20 Can psychological factors effectively predict entrepreneurial performance? Drawing upon studies of over 700 entrepreneurial subjects in 10 different samples, Miner settles the issue: yes, they can. He identifies four kinds of people who are capable of achieving entrepreneurial success—but notes that to actually achieve success, they must follow a career route that fits their personalities. Miner's new book is thus a detailed scholarly report on an extensive 20-year research program that focuses on psychological predictors of entrepreneurial activity and success, and a carefully devised, solidly grounded theory to explain why his observations are true. He also discusses the implications for personal career development, entrepreneur selection, entrepreneurship development programs, the assessment of entrepreneurial talent, and related topics crucial not only to entrepreneurs and would-be entrepreneurs themselves, but to their various stakeholders including those with investments in them. Part I of the book reviews the typologies used in the entrepreneurship literature and the various opinions on the value of psychological factors in predicting entrepreneurial success. It then sets forth the four-way psychological typology underpinning Miner's research and the various theoretical extensions of that typology. This section of the book closes with a chapter presenting case examples of the various types, and the ways they can achieve or fail to achieve success. Part II deals with measurement and design considerations, and with the two primary research tests of the theory—a seven-year predictive study of established entrepreneurs and a six-year predictive study of graduate business students enrolled in entrepreneurship classes. Part III reports on three studies dealing with women entrepreneurs, in contrast to men. It also describes an extensive, six-year predictive study of high-technology entrepreneurs and international research dealing with entrepreneurs in Italy, Israel, Sweden, and post-communist Poland. Part IV considers ways the typology may be used to create entrepreneurship development programs and describes a comprehensive regional development effort extending over seven years. Particular attention is given to methods of assessing entrepreneurial talent, in existing as well as in prospective entrepreneurs, not only to help select them, but also to aid in the investment decision. The book closes with predictions for the future for entrepreneurial practice and for entrepreneurship theory and research. |
| harvard business review volume and issue numbers: Understanding and Managing IT Outsourcing S. Datta, N. Oschlag-Michael, 2015-06-02 Understanding and Managing IT Outsourcing explains and illustrates how uncertainty and trust interact with each other, and how an understanding of this interaction is critical to success in IT outsourcing. A partnership approach that is built on trust can be the determinant of success but this book explains in which particular outsourcing context this approach is likely to pay dividends. |
| harvard business review volume and issue numbers: pt.3 Appendix A. pt.4. Appendix B United States. Congress. Senate. Committee on the Judiciary, 1957 |
| harvard business review volume and issue numbers: Dangerous Opportunity Chris Musselwhite Mba, 2010 Dangerous Opportunity: Making Change Work Based on 15 years of research involving over 10,000 managers, Dangerous Opportunity: Making Change Work offers managers new insights into the different ways in which people react to change their Change Styles so they can lead business transitions more effectively. The book presents a powerful four-stage Change Process Model and provides a step-by-step outline to help managers lead change for meaningful, measurable business improvement. Dangerous Opportunity: Making Change Work gives us the language, understanding, and tools needed to address the most difficult of tasks making change in a complex society. Rick Foster, Ph.D. Vice President for Programs W.K. Kellogg Foundation This concise, coherent, and elegant book offers an eminently practical synthesis of years of empirical and theoretical work on how change occurs. It maps and illustrates an original and memorable model against which leaders in all settings can check to see whether they, themselves, and those around them, are adhering to Gandhi's dictum to be the change they want to see. Dianna Chapman Walsh President Wellesley College |
| harvard business review volume and issue numbers: Design of Biomedical Devices and Systems, Third Edition Paul H. King, Richard C. Fries, Arthur T. Johnson, 2014-07-29 Apply a Wide Variety of Design Processes to a Wide Category of Design Problems Design of Biomedical Devices and Systems, Third Edition continues to provide a real-world approach to the design of biomedical engineering devices and/or systems. Bringing together information on the design and initiation of design projects from several sources, this edition strongly emphasizes and further clarifies the standards of design procedure. Following the best practices for conducting and completing a design project, it outlines the various steps in the design process in a basic, flexible, and logical order. What’s New in the Third Edition: This latest edition contains a new chapter on biological engineering design, a new chapter on the FDA regulations for items other than devices such as drugs, new end-of-chapter problems, new case studies, and a chapter on product development. It adds mathematical modeling tools, and provides new information on FDA regulations and standards, as well as clinical trials and sterilization methods. Familiarizes the reader with medical devices, and their design, regulation, and use Considers safety aspects of the devices Contains an enhanced pedagogy Provides an overview of basic design issues Design of Biomedical Devices and Systems, Third Edition covers the design of biomedical engineering devices and/or systems, and is designed to support bioengineering and biomedical engineering students and novice engineers entering the medical device market. |
| harvard business review volume and issue numbers: Engineering Decision Making and Risk Management Jeffrey W. Herrmann, 2015-03-13 IIE/Joint Publishers Book of the Year Award 2016! Awarded for ‘an outstanding published book that focuses on a facet of industrial engineering, improves education, or furthers the profession’. Engineering Decision Making and Risk Management emphasizes practical issues and examples of decision making with applications in engineering design and management Featuring a blend of theoretical and analytical aspects, this book presents multiple perspectives on decision making to better understand and improve risk management processes and decision-making systems. Engineering Decision Making and Risk Management uniquely presents and discusses three perspectives on decision making: problem solving, the decision-making process, and decision-making systems. The author highlights formal techniques for group decision making and game theory and includes numerical examples to compare and contrast different quantitative techniques. The importance of initially selecting the most appropriate decision-making process is emphasized through practical examples and applications that illustrate a variety of useful processes. Presenting an approach for modeling and improving decision-making systems, Engineering Decision Making and Risk Management also features: Theoretically sound and practical tools for decision making under uncertainty, multi-criteria decision making, group decision making, the value of information, and risk management Practical examples from both historical and current events that illustrate both good and bad decision making and risk management processes End-of-chapter exercises for readers to apply specific learning objectives and practice relevant skills A supplementary website with instructional support material, including worked solutions to the exercises, lesson plans, in-class activities, slides, and spreadsheets An excellent textbook for upper-undergraduate and graduate students, Engineering Decision Making and Risk Management is appropriate for courses on decision analysis, decision making, and risk management within the fields of engineering design, operations research, business and management science, and industrial and systems engineering. The book is also an ideal reference for academics and practitioners in business and management science, operations research, engineering design, systems engineering, applied mathematics, and statistics. |
| harvard business review volume and issue numbers: Learning, Unlearning and Re-Learning Curves Alan Jones, 2018-09-13 Learning, Unlearning and Re-learning Curves (Volume IV of the Working Guides to Estimating & Forecasting series) focuses in on Learning Curves, and the various tried and tested models of Wright, Crawford, DeJong, Towill-Bevis and others. It explores the differences and similarities between the various models and examines the key properties that Estimators and Forecasters can exploit. A discussion about Learning Curve Cost Drivers leads to the consideration of a little used but very powerful technique of Learning Curve modelling called Segmentation, which looks at an organisation’s complex learning curve as the product of multiple shallower learning curves. Perhaps the biggest benefit is that it simplifies the calculations in Microsoft Excel where there is a change in the rate of learning observed or expected. The same technique can be used to model and calibrate discontinuities in the learning process that result in setbacks and uplifts in time or cost. This technique is compared with other, better known techniques such as Anderlohr’s. Equivalent Unit Learning is another, relative new technique that can be used alongside traditional completed unit learning to give an early warning of changes in the rates of learning. Finally, a Learning Curve can be exploited to estimate the penalty of collaborative working across multiple partners. Supported by a wealth of figures and tables, this is a valuable resource for estimators, engineers, accountants, project risk specialists, as well as students of cost engineering. |
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 (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
