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Main Catalogs   Accounting Business Communication Business Law Economics Finance Insurance and Real Estate Management Information Systems Management and Organization Marketing Operations and Decision Sciences      Special Catalogs     Case Studies Text Chapters Mapped to Specific Cases How to Build a Book: Select Content Review & Arrange Personalize Request a Copy Keyword    Title, Author, Case #, Etc. ALEKS Homework Manager Discover Econ   Learning Solutions Group     Harvard Business School Press Books — General Management  • To include an item in your complimentary custom book, click the item’s Add link. If there is a View link next to an item, you can view the pages by clicking on the link.  • To review the list of items you have selected so far, click on Step 2 in the progress bar above. You have successfully added all of the items to your order. Either click here to review your order or continue to add content from another title.    The Future of Management   Add   View  18 pp.  The End of Management? Author(s): Hamel, Gary; Breen, Bill Publication Date: 10/09/2007 Product Type: HBS Press Chapter HBS Number: 2509BC Academic Discipline: General management Product Description: Given how little the practice of management has changed over the past several decades, it's hardly surprising that most people have a hard time imagining how management might be reinvented. In this chapter, the author considers the evolution of modern management and the challenges managers face in the 21st century, calling for a radical reinvention of management in the years to come. May be used with: (2510BC) The Ultimate Advantage: Why Management Innovation Matters; (2511BC) An Agenda for Management Innovation; (2512BC) Creating a Community of Purpose: Whole Foods Market: Management Innovation in Action; (2513BC) Building an Innovation Democracy: W.L. Gore: Management Innovation in Action; (2515BC) Aiming for an Evolutionary Advantage: Google: Management Innovation in Action; (2516BC) Escaping the Shackles: Imagining the Future of Management; (2517BC) Embracing New Principles: Imagining the Future of Management; (2519BC) Learning from the Fringe: Imagining the Future of Management; (2520BC) Becoming a Management Innovator; (2523BC) Forging Management 2.0.   Add   View  22 pp.  The Ultimate Advantage: Why Management Innovation Matters Author(s): Hamel, Gary; Breen, Bill Publication Date: 10/09/2007 Product Type: HBS Press Chapter HBS Number: 2510BC Academic Discipline: General management Product Description: This chapter provides a detailed examination of management innovation, which, compared to other kinds of innovation, has an unmatched power to create dramatic and enduring shifts in competitive advantage. May be used with: (2509BC) The End of Management?; (2511BC) An Agenda for Management Innovation; (2512BC) Creating a Community of Purpose: Whole Foods Market: Management Innovation in Action; (2513BC) Building an Innovation Democracy: W.L. Gore: Management Innovation in Action; (2515BC) Aiming for an Evolutionary Advantage: Google: Management Innovation in Action; (2516BC) Escaping the Shackles: Imagining the Future of Management; (2517BC) Embracing New Principles: Imagining the Future of Management; (2519BC) Learning from the Fringe: Imagining the Future of Management; (2520BC) Becoming a Management Innovator; (2523BC) Forging Management 2.0.   Add   View  32 pp.  An Agenda for Management Innovation Author(s): Hamel, Gary; Breen, Bill Publication Date: 10/09/2007 Product Type: HBS Press Chapter HBS Number: 2511BC Academic Discipline: General management Product Description: In this chapter, the author identifies some roadblocks to innovation, and suggests that in order to maximize the chances for precedent-breaking management innovation, managers should devote themselves to a problem that is consequential and inspiring, essential and laudable. May be used with: (2509BC) The End of Management?; (2510BC) The Ultimate Advantage: Why Management Innovation Matters; (2512BC) Creating a Community of Purpose: Whole Foods Market: Management Innovation in Action; (2513BC) Building an Innovation Democracy: W.L. Gore: Management Innovation in Action; (2515BC) Aiming for an Evolutionary Advantage: Google: Management Innovation in Action; (2516BC) Escaping the Shackles: Imagining the Future of Management; (2517BC) Embracing New Principles: Imagining the Future of Management; (2519BC) Learning from the Fringe: Imagining the Future of Management; (2520BC) Becoming a Management Innovator; (2523BC) Forging Management 2.0.   Add   View  18 pp.  Creating a Community of Purpose: Whole Foods Market: Management Innovation in Action Author(s): Hamel, Gary; Breen, Bill Publication Date: 10/09/2007 Product Type: HBS Press Chapter HBS Number: 2512BC Academic Discipline: General management Product Description: This chapter provides a portrait of Whole Foods Market and its game-changing business model, in which a company is not just a company but a community of people working to make a difference in the world, and mission matters as much as the bottom line. May be used with: (2509BC) The End of Management?; (2510BC) The Ultimate Advantage: Why Management Innovation Matters; (2511BC) An Agenda for Management Innovation; (2513BC) Building an Innovation Democracy: W.L. Gore: Management Innovation in Action; (2515BC) Aiming for an Evolutionary Advantage: Google: Management Innovation in Action; (2516BC) Escaping the Shackles: Imagining the Future of Management; (2517BC) Embracing New Principles: Imagining the Future of Management; (2519BC) Learning from the Fringe: Imagining the Future of Management; (2520BC) Becoming a Management Innovator; (2523BC) Forging Management 2.0.   Add   View  21 pp.  Building an Innovation Democracy: W.L. Gore: Management Innovation in Action Author(s): Hamel, Gary; Breen, Bill Publication Date: 10/09/2007 Product Type: HBS Press Chapter HBS Number: 2513BC Academic Discipline: General management Product Description: This chapter profiles W.L. Gore & Associates — an organization built around a set of radical management principles diametrically opposed to much of modern business orthodoxy — where imagination, initiative, and innovation thrive. May be used with: (2509BC) The End of Management?; (2510BC) The Ultimate Advantage: Why Management Innovation Matters; (2511BC) An Agenda for Management Innovation; (2512BC) Creating a Community of Purpose: Whole Foods Market: Management Innovation in Action; (2515BC) Aiming for an Evolutionary Advantage: Google: Management Innovation in Action; (2516BC) Escaping the Shackles: Imagining the Future of Management; (2517BC) Embracing New Principles: Imagining the Future of Management; (2519BC) Learning from the Fringe: Imagining the Future of Management; (2520BC) Becoming a Management Innovator; (2523BC) Forging Management 2.0.   Add   View  25 pp.  Aiming for an Evolutionary Advantage: Google: Management Innovation in Action Author(s): Hamel, Gary; Breen, Bill Publication Date: 10/09/2007 Product Type: HBS Press Chapter HBS Number: 2515BC Academic Discipline: General management Product Description: This chapter takes an in-depth look at Google's one-of-a-kind management model, which is built around small work units, lots of experimentation, vigorous peer feedback, and a mission to improve the world. May be used with: (2510BC) The Ultimate Advantage: Why Management Innovation Matters; (2509BC) The End of Management?; (2511BC) An Agenda for Management Innovation; (2512BC) Creating a Community of Purpose: Whole Foods Market: Management Innovation in Action; (2513BC) Building an Innovation Democracy: W.L. Gore: Management Innovation in Action; (2516BC) Escaping the Shackles: Imagining the Future of Management; (2517BC) Embracing New Principles: Imagining the Future of Management; (2519BC) Learning from the Fringe: Imagining the Future of Management; (2520BC) Becoming a Management Innovator; (2523BC) Forging Management 2.0.   Add   View  24 pp.  Escaping the Shackles: Imagining the Future of Management Author(s): Hamel, Gary; Breen, Bill Publication Date: 10/09/2007 Product Type: HBS Press Chapter HBS Number: 2516BC Academic Discipline: General management Product Description: When your company is deeply conventional and has been for decades, how do you get the ball rolling? This chapter discusses how to wage war against precedent to encourage breakthrough management thinking. May be used with: (2509BC) The End of Management?; (2510BC) The Ultimate Advantage: Why Management Innovation Matters; (2511BC) An Agenda for Management Innovation; (2512BC) Creating a Community of Purpose: Whole Foods Market: Management Innovation in Action; (2513BC) Building an Innovation Democracy: W.L. Gore: Management Innovation in Action; (2515BC) Aiming for an Evolutionary Advantage: Google: Management Innovation in Action; (2517BC) Embracing New Principles: Imagining the Future of Management; (2519BC) Learning from the Fringe: Imagining the Future of Management; (2520BC) Becoming a Management Innovator; (2523BC) Forging Management 2.0.   Add   View  42 pp.  Embracing New Principles: Imagining the Future of Management Author(s): Hamel, Gary; Breen, Bill Publication Date: 10/09/2007 Product Type: HBS Press Chapter HBS Number: 2517BC Academic Discipline: General management Product Description: Embracing fresh principles is a foundational part of a systematic approach to reinventing management. This chapter addresses the challenge of adaptability — the central imperative to competitive success in a world of accelerating change. May be used with: (2509BC) The End of Management?; (2510BC) The Ultimate Advantage: Why Management Innovation Matters; (2511BC) An Agenda for Management Innovation; (2512BC) Creating a Community of Purpose: Whole Foods Market: Management Innovation in Action; (2513BC) Building an Innovation Democracy: W.L. Gore: Management Innovation in Action; (2515BC) Aiming for an Evolutionary Advantage: Google: Management Innovation in Action; (2516BC) Escaping the Shackles: Imagining the Future of Management; (2519BC) Learning from the Fringe: Imagining the Future of Management; (2520BC) Becoming a Management Innovator; (2523BC) Forging Management 2.0.   Add   View  28 pp.  Becoming a Management Innovator Author(s): Hamel, Gary; Breen, Bill Publication Date: 10/09/2007 Product Type: HBS Press Chapter HBS Number: 2520BC Academic Discipline: General management Product Description: While most companies have been hard at work reinventing their business processes over the last decade, few have devoted a similar degree of energy and imagination to reinventing their management processes. Proving there are exceptions to the rule, this chapter focuses on IBM and Best Buy, organizations that have turned revolutionary management thinking into practice. May be used with: (2510BC) The Ultimate Advantage: Why Management Innovation Matters; (2509BC) The End of Management?; (2511BC) An Agenda for Management Innovation; (2512BC) Creating a Community of Purpose: Whole Foods Market: Management Innovation in Action; (2513BC) Building an Innovation Democracy: W.L. Gore: Management Innovation in Action; (2515BC) Aiming for an Evolutionary Advantage: Google: Management Innovation in Action; (2516BC) Escaping the Shackles: Imagining the Future of Management; (2517BC) Embracing New Principles: Imagining the Future of Management; (2519BC) Learning from the Fringe: Imagining the Future of Management; (2523BC) Forging Management 2.0.   Add   View  18 pp.  Forging Management 2.0 Author(s): Hamel, Gary; Breen, Bill Publication Date: 10/09/2007 Product Type: HBS Press Chapter HBS Number: 2523BC Academic Discipline: General management Product Description: Isolated initiatives and one-time projects are no substitute for a sustained, companywide campaign of breakthrough management innovation. This chapter is designed to help you sketch out a blueprint for making management innovation less of an aberration and more of a systematic capability. May be used with: (2509BC) The End of Management?; (2510BC) The Ultimate Advantage: Why Management Innovation Matters; (2511BC) An Agenda for Management Innovation; (2512BC) Creating a Community of Purpose: Whole Foods Market: Management Innovation in Action; (2513BC) Building an Innovation Democracy: W.L. Gore: Management Innovation in Action; (2515BC) Aiming for an Evolutionary Advantage: Google: Management Innovation in Action; (2516BC) Escaping the Shackles: Imagining the Future of Management; (2517BC) Embracing New Principles: Imagining the Future of Management; (2519BC) Learning from the Fringe: Imagining the Future of Management; (2520BC) Becoming a Management Innovator.    If We Can Put a Man on the Moon...: Getting Big Things Done in Government   Add   View  38 pp.  The Seven Deadly Traps on the Journey to Success Author(s): Eggers, William D.; O'Leary, John Publication Date: 11/19/2009 Product Type: HBS Press Chapter HBS Number: 5534BC Subjects: State government; Strategic initiatives Academic Discipline: General management Product Description: Introduction from 13170   Add   View  50 pp.  The Tolstoy Trap: You’ll See It When You Believe It Author(s): Eggers, William D.; O'Leary, John Publication Date: 11/19/2009 Product Type: HBS Press Chapter HBS Number: 5538BC Subjects: State government; Strategic initiatives Academic Discipline: General management Product Description: Chapter 1 from 13170   Add   View  47 pp.  The Design-Free Design Trap: Blueprint Bootcamp Author(s): Eggers, William D.; O'Leary, John Publication Date: 11/19/2009 Product Type: HBS Press Chapter HBS Number: 5537BC Subjects: State government; Strategic initiatives Academic Discipline: General management Product Description: Chapter 2 from 13170   Add   View  47 pp.  The Startgate Trap: The Space Between Possibility and Reality Author(s): Eggers, William D.; O'Leary, John Publication Date: 11/19/2009 Product Type: HBS Press Chapter HBS Number: 5536BC Subjects: State government; Strategic initiatives Academic Discipline: General management Product Description: Chapter 3 from 13170   Add   View  48 pp.  The Overconfidence Trap: Fear, Risk, and the Best-Laid Plans Author(s): Eggers, William D.; O'Leary, John Publication Date: 11/19/2009 Product Type: HBS Press Chapter HBS Number: 5542BC Subjects: State government; Strategic initiatives Academic Discipline: General management Product Description: Chapter 4 from 13170   Add   View  51 pp.  The Sisyphus Trap: The Rock, the Hill, and You Author(s): Eggers, William D.; O'Leary, John Publication Date: 11/19/2009 Product Type: HBS Press Chapter HBS Number: 5543BC Subjects: State government; Strategic initiatives Academic Discipline: General management Product Description: Chapter 5 from 13170   Add   View  49 pp.  The Complacency Trap: Changing Times Author(s): Eggers, William D.; O'Leary, John Publication Date: 11/19/2009 Product Type: HBS Press Chapter HBS Number: 5544BC Subjects: State government; Strategic initiatives Academic Discipline: General management Product Description: Chapter 6 from 13170   Add   View  41 pp.  The Silo Trap: The Walls Between Us Author(s): Eggers, William D.; O'Leary, John Publication Date: 11/19/2009 Product Type: HBS Press Chapter HBS Number: 5545BC Subjects: State government; Strategic initiatives Academic Discipline: General management Product Description: Chapter 7 from 13170   Add   View  42 pp.  Creating a Better Future: The Execution Mindset Author(s): Eggers, William D.; O'Leary, John Publication Date: 11/19/2009 Product Type: HBS Press Chapter HBS Number: 5550BC Subjects: State government; Strategic initiatives Academic Discipline: General management Product Description: Chapter 8 from 13170    Your Next Move   Add   View  22 pp.  Understanding the Challenges of Eight Classic Career Transitions Author(s): Watkins, Michael D. Publication Date: 10/06/2009 Product Type: HBS Press Chapter HBS Number: 5336BC Subjects: Career advancement; Change management; Leadership; Organizational change Academic Discipline: General management Product Description: You've got big plans and ambitions in your career, and you've done well. But are you ready for your next move? Because your path to the top will be built through a series of major career moves, and each time you make a change you have the opportunity to shine or to stumble. Shine and you will be positioned for still greater things. Stumble and you may never recover. Whether you've been promoted, are joining a new company, or moving to an office abroad, your next move will be a defining moment, and each classic leadership transition comes with its own set of challenges. If you fail to understand the unique demands of the diverse career transitions you will encounter, you may be setting yourself up for a career-ending fall. In this chapter, Michael Watkins, leading expert on accelerating transitions, outlines his “Seven Elements of Successful Transitions” and examines the core acceleration challenges for several different career transitions that the typical leader will go through.   Add   View  25 pp.  The International Move Challenge: A Leader’s Guide to Navigating this Important Career Transition Author(s): Watkins, Michael D. Publication Date: 10/06/2009 Product Type: HBS Press Chapter HBS Number: 5338BC Subjects: Career advancement; Change management; Globalization; International business; Leadership Academic Discipline: General management Product Description: As more companies go global, more and more executives are leaving the comforts of their native customs and cultures to pursue leadership opportunities abroad. The stakes are high, as many companies face mature domestic markets and are counting on international markets to drive growth. Executives taking on international assignments face both the usual challenges of transitioning into new roles and the added pressures of settling their families into new and perhaps exotic locales and communicating effectively with colleagues and subordinates in different cultural contexts. Leaders who lack experience in making international moves can fall into common traps that can severely stress their family bonds, negatively affect their performance at work, damage their businesses, and even lead to outright career derailment. But in this chapter, transition acceleration expert Michael Watkins identifies six fundamental principles that can make the difference between a successful international transition and a failed one.   Add   View  32 pp.  The Onboarding Challenge: A Leader’s Guide to Navigating this Important Career Transition Author(s): Watkins, Michael D. Publication Date: 10/06/2009 Product Type: HBS Press Chapter HBS Number: 5339BC Subjects: Alliances; Career advancement; Change management; Corporate culture; Leadership; Organizational change Academic Discipline: General management Product Description: Joining an established business from the outside is never easy. The new leadership role is often ill-defined, the organizational architecture will most likely be unfamiliar, and the politics are even more complex than usual. To increase the odds of success in their new roles, onboarding executives need to recognize that each company has its own distinct “immune system” comprising the organization's culture and political networks. As in the human body, immune systems can work to protect the business from outside threats. But the danger is that these systems can also destroy good things coming from the outside and deter agents for change. In this chapter, transition acceleration expert Michael Watkins outlines the steps onboarding leaders must take in order to adapt to the culture, make political connections, and align expectations in their new organization.   Add   View  23 pp.  The Corporate Diplomacy Challenge: A Leader’s Guide to Navigating this Important Career Transition Author(s): Watkins, Michael D. Publication Date: 10/06/2009 Product Type: HBS Press Chapter HBS Number: 5340BC Subjects: Alliances; Career advancement; Influence; Leadership; Networking Academic Discipline: General management Product Description: Many leaders are used to wielding authority and making executive decisions with their place in the hierarchy in mind. But what happens when leaders move into positions where getting things done suddenly depends more on influence and the ability to build coalitions of support than on authority? Whether your new role involves navigating within a “matrix” organization, negotiating with powerful external partners, such as government agencies, or leading a critical support function, such as HR or IT, without control over critical budgets, you need to learn how to practice corporate diplomacy — effectively leveraging organizational alliances, networks, and other business relationships to get things done. In this chapter, transition acceleration expert Michael Watkins shows you how.   Add   View  25 pp.  The Leading-Former-Peers Challenge: A Guide to Navigating this Important Career Transition Author(s): Watkins, Michael D. Publication Date: 10/06/2009 Product Type: HBS Press Chapter HBS Number: 5341BC Subjects: Career advancement; Change management; Interpersonal relations; Leadership Academic Discipline: General management Product Description: If it hasn't happened already, it is very likely that you will experience the challenge of leading former peers at some point in your career. Many go through it multiple times as they climb the corporate ladder. But too many learn to make this challenging transition through trial and error. They make predictable mistakes, like not establishing sufficient authority with new teams or not understanding that their relationship with their boss must change. This is an inefficient process for tackling one of the toughest transitions you will make in your career. You will need to redefine the relationships that you've built over years — with your boss, your former peers, and your new peers. In this chapter, Michael Watkins shows you how.   Add   View  29 pp.  The Promotion Challenge: The Leader’s Guide to Navigating this Important Career Transition Author(s): Watkins, Michael D. Publication Date: 10/06/2009 Product Type: HBS Press Chapter HBS Number: 5342BC Subjects: Career advancement; Leadership Academic Discipline: General management Product Description: A promotion marks the end of years of hard work to persuade influential people in the organization that you're willing and able to move to the next level. But it also marks the beginning of a new journey in which you must figure out what it takes to excel in that new role, how to exceed the expectations of those who promoted you, and how to position yourself for still-greater things. This is the promotion challenge, and in this chapter, transition acceleration expert Michael Watkins helps you understand the core promotion challenges and the competency gaps you face in your new position and shows you how to deal with them effectively.   Add   View  12 pp.  Designing Companywide Transition-Acceleration Systems: Basic Design Principles Author(s): Watkins, Michael D. Publication Date: 10/06/2009 Product Type: HBS Press Chapter HBS Number: 5348BC Subjects: Change management; Leadership; Organizational change; Strategy Academic Discipline: General management Product Description: While there are many different types of transitions leaders will go through in their careers, there are certain underlying imperatives that are fundamental to all of them: to diagnose the situation rapidly and well, to crystallize the organizational-change and personal development challenges, to craft a plan that creates momentum, and to manage them for personal excellence. What are the implications for how companies should accelerate key transitions? In this chapter, transition acceleration expert Michael Watkins briefly outlines principles developed over years of working with leading companies that can be applied to build a transition-acceleration solution that's right for your company.   Add   View  22 pp.  The STARS Portfolio Challenge: A Leader’s Guide to Navigating this Important Career Transition Author(s): Watkins, Michael D. Publication Date: 10/06/2009 Product Type: HBS Press Chapter HBS Number: 5349BC Subjects: Career advancement; Change management; Leadership; Organizational change; Strategy Academic Discipline: General management Product Description: It's possible that as a new leader in an organization, you'll encounter one of the following transition scenarios: start-up, turnaround, accelerated growth, realignment, or sustaining success. The reality, however, is that you'll rarely encounter a pure situation that fits neatly into one category. Instead, it's likely that you will inherit a complex mix of all of them — a STARS portfolio, with different parts of your organization immersed in their own unique business situations. In this chapter, transition acceleration expert Michael Watkins describes a process for conducting a STARS portfolio analysis that will help you pinpoint the different situations reflected in your organization, and shows you how to use the results to determine the right approach to creating momentum for change.   Add   View  23 pp.  The Realignment Challenge: A Leader’s Guide to Navigating this Important Career Transition Author(s): Watkins, Michael D. Publication Date: 10/06/2009 Product Type: HBS Press Chapter HBS Number: 5350BC Subjects: Career advancement; Change management; Corporate culture; Employee attitude; Leadership; Organizational change; Resistance Academic Discipline: General management Product Description: On the surface, turnaround and realignment scenarios can look remarkably similar. But there are important differences between them — differences that have a significant impact on the strategy a new leader will adopt to address the transition challenge at hand. In realignments, the first order of business is education: as the new leader you must create a sense of urgency among people, many of whom won't even recognize that a problem exists. In this chapter, transition acceleration expert Michael Watkins describes the fundamental differences between turnaround and realignment challenges and outlines a process for creating a realignment strategy that focuses on raising awareness of problems and changing the attitudes and behaviors of a critical mass of people in the organization.   Add   View  26 pp.  The Turnaround Challenge: A Leader’s Guide to Navigating this Important Career Transition Author(s): Watkins, Michael D. Publication Date: 10/06/2009 Product Type: HBS Press Chapter HBS Number: 5351BC Subjects: Action planning; Career advancement; Change management; Leadership; Organizational change; Turnarounds Academic Discipline: General management Product Description: When it comes to turnarounds, time is of the essence. Your initial actions as the new leader of a turnaround should be aimed at immediately stabilizing the business, preserving the core so it will survive. Then you can shift your attention to reworking the business, laying the foundation for growth. In this chapter, transition acceleration expert Michael Watkins shows you how to quickly diagnose the situation and define the central organizational-change challenges, providing tools for analyzing business systems and crafting a 3-D business strategy that will position the organization for long-term success.    Aligning the Stars: How to Succeed When Professionals Drive Results   Add   View  12 pp.  Introduction: A Reader’s Guide: How to Succeed When Professionals Drive Results Author(s): Lorsch, Jay W.; Tierney, Thomas J. Publication Date: 03/12/2002 Product Type: HBS Press Chapter HBS Number: 2375BC Industry Setting: Professional services Subjects: Competitive advantage; Management development; Management of professionals; Organizational development Academic Discipline: General management Product Description: Outstanding professional service firms are consistently able to identify, attract, and retain star performers. This chapter outlines some of the book's key concepts and introduces the central question of why some professional service firms succeed through the ups and downs of the business cycle while others fall behind. May be used with: (2376BC) Impact and Influence: The World of Professional Services; (2377BC) Strategy: Necessary but Not Sufficient: Aligning Star Performers with Strategic Goals; (2378BC) Turning Talent into Stars: The Enduring Edge; (2379BC) Guiding Your Brightest Stars: The Three-Hat Challenge; (2380BC) Organization: Aligning Stars and Strategy; (2381BC) Culture: A Force for Alignment; (2382BC) Leadership without Control: The Power to Persuade: The CEO's Role in a Professional Service Firm; (2383BC) Aligning Your Star: Build a Life, Not a Resume.   Add   View  27 pp.  Impact and Influence: The World of Professional Services Author(s): Lorsch, Jay W.; Tierney, Thomas J. Publication Date: 03/12/2002 Product Type: HBS Press Chapter HBS Number: 2376BC Industry Setting: Professional services Subjects: Management development; Management of professionals; Organizational development Academic Discipline: General management Product Description: Professionals and their companies may be the most powerful and unexplored source of value (both direct and indirect) in modern business. This chapter examines professional service firms in depth and discusses the business turmoil that surrounds them in today's world, from market growth and new entrants to globalization and technology. May be used with: (2375BC) Introduction: A Reader's Guide: How to Succeed When Professionals Drive Results; (2377BC) Strategy: Necessary but Not Sufficient: Aligning Star Performers with Strategic Goals; (2378BC) Turning Talent into Stars: The Enduring Edge; (2379BC) Guiding Your Brightest Stars: The Three-Hat Challenge; (2380BC) Organization: Aligning Stars and Strategy; (2381BC) Culture: A Force for Alignment; (2382BC) Leadership without Control: The Power to Persuade: The CEO's Role in a Professional Service Firm; (2383BC) Aligning Your Star: Build a Life, Not a Resume.   Add   View  33 pp.  Strategy: Necessary but Not Sufficient: Aligning Star Performers with Strategic Goals Author(s): Lorsch, Jay W.; Tierney, Thomas J. Publication Date: 03/12/2002 Product Type: HBS Press Chapter HBS Number: 2377BC Industry Setting: Professional services Subjects: Management development; Management of professionals; Organizational development; Strategic management; Strategy Academic Discipline: General management Product Description: Winning is tough in the dynamic professional services marketplace, where stars drive a firm's strategic decisions as well as the implementation of those decisions. How do outstanding firms achieve their strategic goals given the inherent tensions, complexities, and risks they face in this environment? This chapter examines strategy in depth, outlining the organizational characteristics that promote a firm's efforts to implement its strategy. May be used with: (2375BC) Introduction: A Reader's Guide: How to Succeed When Professionals Drive Results; (2376BC) Impact and Influence: The World of Professional Services; (2378BC) Turning Talent into Stars: The Enduring Edge; (2379BC) Guiding Your Brightest Stars: The Three-Hat Challenge; (2380BC) Organization: Aligning Stars and Strategy; (2381BC) Culture: A Force for Alignment; (2382BC) Leadership without Control: The Power to Persuade: The CEO's Role in a Professional Service Firm; (2383BC) Aligning Your Star: Build a Life, Not a Resume.   Add   View  30 pp.  Turning Talent into Stars: The Enduring Edge Author(s): Lorsch, Jay W.; Tierney, Thomas J. Publication Date: 03/12/2002 Product Type: HBS Press Chapter HBS Number: 2378BC Industry Setting: Professional services Subjects: Competitive advantage; Core competencies; Employee development; Employee retention; Management of professionals; Organizational development Academic Discipline: General management Product Description: The key to your firm's continuing success is building star talent — the only sustainable source of competitive advantage. In this chapter, the authors explain that “star making” — an organization's competency at attracting, retaining, developing, and motivating star talent — is an important core competency for building a firm's long-term success. May be used with: (2375BC) Introduction: A Reader's Guide: How to Succeed When Professionals Drive Results; (2376BC) Impact and Influence: The World of Professional Services; (2377BC) Strategy: Necessary but Not Sufficient: Aligning Star Performers with Strategic Goals; (2379BC) Guiding Your Brightest Stars: The Three-Hat Challenge; (2380BC) Organization: Aligning Stars and Strategy; (2381BC) Culture: A Force for Alignment; (2382BC) Leadership without Control: The Power to Persuade: The CEO's Role in a Professional Service Firm; (2383BC) Aligning Your Star: Build a Life, Not a Resume.   Add   View  27 pp.  Guiding Your Brightest Stars: The Three-Hat Challenge Author(s): Lorsch, Jay W.; Tierney, Thomas J. Publication Date: 03/12/2002 Product Type: HBS Press Chapter HBS Number: 2379BC Industry Setting: Professional services Subjects: Compensation; Employee retention; Leadership development; Management development; Management of professionals; Organizational development; Partners; Strategy Academic Discipline: General management Product Description: Partner level stars are a professional service firm's scarcest and most valuable resource. Whether the firm succeeds or fails depends on their performance and leadership, and ultimately on the alignment of their goals with the firm's goals. This chapter discusses how great firms guide and motivate their senior stars. May be used with: (2375BC) Introduction: A Reader's Guide: How to Succeed When Professionals Drive Results; (2376BC) Impact and Influence: The World of Professional Services; (2377BC) Strategy: Necessary but Not Sufficient: Aligning Star Performers with Strategic Goals; (2378BC) Turning Talent into Stars: The Enduring Edge; (2380BC) Organization: Aligning Stars and Strategy; (2381BC) Culture: A Force for Alignment; (2382BC) Leadership without Control: The Power to Persuade: The CEO's Role in a Professional Service Firm; (2383BC) Aligning Your Star: Build a Life, Not a Resume.   Add   View  25 pp.  Organization: Aligning Stars and Strategy Author(s): Lorsch, Jay W.; Tierney, Thomas J. Publication Date: 03/12/2002 Product Type: HBS Press Chapter HBS Number: 2380BC Industry Setting: Professional services Subjects: Governance; Leadership; Management of professionals; Organizational development; Organizational structure; Strategy Academic Discipline: General management Product Description: In professional service firms, where power and influence are more widely distributed than in traditional corporate hierarchies, decisions about organization and strategy go hand in hand. This chapter suggests that firms are more successful in aligning their stars and strategies when their leaders approach these decisions about structure and governance systematically, as parts of a larger, integrated whole. May be used with: (2375BC) Introduction: A Reader's Guide: How to Succeed When Professionals Drive Results; (2376BC) Impact and Influence: The World of Professional Services; (2377BC) Strategy: Necessary but Not Sufficient: Aligning Star Performers with Strategic Goals; (2378BC) Turning Talent into Stars: The Enduring Edge; (2379BC) Guiding Your Brightest Stars: The Three-Hat Challenge; (2381BC) Culture: A Force for Alignment; (2382BC) Leadership without Control: The Power to Persuade: The CEO's Role in a Professional Service Firm; (2383BC) Aligning Your Star: Build a Life, Not a Resume.   Add   View  29 pp.  Culture: A Force for Alignment Author(s): Lorsch, Jay W.; Tierney, Thomas J. Publication Date: 03/12/2002 Product Type: HBS Press Chapter HBS Number: 2381BC Industry Setting: Professional services Subjects: Alignment; Corporate culture; Employee retention; Management of professionals; Organizational change; Organizational development Academic Discipline: General management Product Description: The firms that endure manage their culture to minimize the stress of change, turn to it as a reminder of their course in the face of new challenges, and work to change it to adapt to new circumstances. This chapter focuses on culture as central to shaping behavior and attracting and retaining stars, and discusses how it can be — and must be — managed. May be used with: (2375BC) Introduction: A Reader's Guide: How to Succeed When Professionals Drive Results; (2376BC) Impact and Influence: The World of Professional Services; (2377BC) Strategy: Necessary but Not Sufficient: Aligning Star Performers with Strategic Goals; (2378BC) Turning Talent into Stars: The Enduring Edge; (2379BC) Guiding Your Brightest Stars: The Three-Hat Challenge; (2380BC) Organization: Aligning Stars and Strategy; (2382BC) Leadership without Control: The Power to Persuade: The CEO's Role in a Professional Service Firm; (2383BC) Aligning Your Star: Build a Life, Not a Resume.   Added   View  34 pp.  Leadership without Control: The Power to Persuade: The CEO’s Role in a Professional Service Firm Author(s): Lorsch, Jay W.; Tierney, Thomas J. Publication Date: 03/12/2002 Product Type: HBS Press Chapter HBS Number: 2382BC Industry Setting: Professional services Subjects: Alignment; Leadership; Leadership development; Management of professionals; Organizational development; Power & influence; Strategy Academic Discipline: General management Product Description: Without strong leadership, the necessary diffusion of power throughout a professional service firm can paralyze decision making and undermine alignment. If leadership is too forceful, however, partners will reject its imposition on their autonomy. This chapter focuses on the role of the senior leader, the firm's CEO. May be used with: (2375BC) Introduction: A Reader's Guide: How to Succeed When Professionals Drive Results; (2376BC) Impact and Influence: The World of Professional Services; (2377BC) Strategy: Necessary but Not Sufficient: Aligning Star Performers with Strategic Goals; (2378BC) Turning Talent into Stars: The Enduring Edge; (2379BC) Guiding Your Brightest Stars: The Three-Hat Challenge; (2380BC) Organization: Aligning Stars and Strategy; (2381BC) Culture: A Force for Alignment; (2383BC) Aligning Your Star: Build a Life, Not a Resume.   Add   View  20 pp.  Aligning Your Star: Build a Life, Not a Resume Author(s): Lorsch, Jay W.; Tierney, Thomas J. Publication Date: 03/12/2002 Product Type: HBS Press Chapter HBS Number: 2383BC Industry Setting: Professional services Subjects: Alignment; Management of professionals; Motivation; Personal strategy & style; Success; Work life balance Academic Discipline: General management Product Description: Because professional service firms depend on outstanding professionals, the personal needs, motivation, and careers of individuals are of the utmost importance. This chapter turns the spotlight on the reader, looking at why — and how — the concept of alignment can be as powerful on a personal level as it is when applied to the direction of the firm overall. May be used with: (2375BC) Introduction: A Reader's Guide: How to Succeed When Professionals Drive Results; (2376BC) Impact and Influence: The World of Professional Services; (2377BC) Strategy: Necessary but Not Sufficient: Aligning Star Performers with Strategic Goals; (2378BC) Turning Talent into Stars: The Enduring Edge; (2379BC) Guiding Your Brightest Stars: The Three-Hat Challenge; (2380BC) Organization: Aligning Stars and Strategy; (2381BC) Culture: A Force for Alignment; (2382BC) Leadership without Control: The Power to Persuade: The CEO's Role in a Professional Service Firm.    Beyond Budgeting: How Managers Can Break Free from the Annual Performance Trap   Add   View  15 pp.  Introduction: Toward a New General Management Model Author(s): Fraser, Robin; Hope, Jeremy Publication Date: 02/25/2003 Product Type: HBS Press Chapter HBS Number: 4829BC Subjects: Budgeting; Competition; Performance measurement Academic Discipline: General management Product Description: TK   Add   View  25 pp.  The Annual Performance Trap: Why the Budgeting Process Must Change Author(s): Fraser, Robin; Hope, Jeremy Publication Date: 02/25/2003 Product Type: HBS Press Chapter HBS Number: 4866BC Subjects: Budgeting; Competition; Performance measurement Academic Discipline: General management Product Description: The traditional budgeting process is universally disliked — it takes too long, costs too much, and adds too little value. The budgeting model, and the fixed performance contract that it too often produces, is a deadly virus at the core of many organizations today. If companies hope to remain competitive in a business environment that is subject to discontinuous change, an alternative performance management model is essential.   Add   View  34 pp.  Breaking Free: Beyond the Traditional Budgeting Model Author(s): Fraser, Robin; Hope, Jeremy Publication Date: 02/25/2003 Product Type: HBS Press Chapter HBS Number: 4867BC Subjects: Budgeting; Competition; Decentralization; Performance measurement Academic Discipline: General management Product Description: This chapter describes how companies have gone beyond budgeting, abandoning the traditional model completely, and seized two opportunities: enabling more adaptive management processes and enabling a more radically decentralized organization.   Add   View  30 pp.  How Three Organizations Introduced Adaptive Processes: Moving Beyond Budgeting Author(s): Fraser, Robin; Hope, Jeremy Publication Date: 02/25/2003 Product Type: HBS Press Chapter HBS Number: 4868BC Subjects: Budgeting; Competition; Performance measurement Academic Discipline: General management Product Description: This chapter describes in detail how three organizations — Rhodia, Borealis, and Svenska Handelsbanken — replaced budgeting with alternative adaptive management processes.   Add   View  34 pp.  Principles of Adaptive Processes: Moving Beyond Budgeting Author(s): Fraser, Robin; Hope, Jeremy Publication Date: 02/25/2003 Product Type: HBS Press Chapter HBS Number: 4869BC Subjects: Budgeting; Competition; Performance measurement Academic Discipline: General management Product Description: This chapter identifies and explains key principles and practices of managing with adaptive processes rather than annual budgets. By removing the budgeting process and fixed performance contract, firms are able to change the attitudes and behaviors of people at every level of the organization.   Add   View  31 pp.  Insights into Implementation: Moving Beyond Budgeting Author(s): Fraser, Robin; Hope, Jeremy Publication Date: 02/25/2003 Product Type: HBS Press Chapter HBS Number: 4870BC Subjects: Budgeting; Competition; Performance measurement Academic Discipline: General management Product Description: For those considering the abandonment of the annual budgeting process in favor of more adaptive management processes, this chapter draws important lessons from the implementation of budgeting alternatives at several firms.   Add   View  32 pp.  How Three Organizations Removed the Barriers to Change: The Radical Decentralization Opportunity Author(s): Fraser, Robin; Hope, Jeremy Publication Date: 02/25/2003 Product Type: HBS Press Chapter HBS Number: 4871BC Subjects: Budgeting; Competition; Decentralization; Performance measurement Academic Discipline: General management Product Description: A number of organizations have seen the opportunity of abandoning budgeting not just in terms of improving processes, but also in terms of radically decentralizing their organizations. This chapter looks at how three organizations have realized this opportunity, creating competitive advantage by releasing the energy and initiative of large numbers of capable and committed people.   Add   View  26 pp.  Principles of Radical Decentralization: Moving Beyond Budgeting Author(s): Fraser, Robin; Hope, Jeremy Publication Date: 02/25/2003 Product Type: HBS Press Chapter HBS Number: 4872BC Subjects: Budgeting; Competition; Decentralization; Employee empowerment; Performance measurement Academic Discipline: General management Product Description: It is not difficult to see why the budgeting process is such a barrier to effective empowerment. It restricts decision making to specified plans and budgets, and it assumes the absence of trust. This chapter outlines some common principles that leaders have used to remove these barriers to empowerment and transform their organizations.   Add   View  23 pp.  Insights into Changing Centralized Mind-Sets: Moving Beyond Budgeting Author(s): Fraser, Robin; Hope, Jeremy Publication Date: 02/25/2003 Product Type: HBS Press Chapter HBS Number: 4873BC Subjects: Budgeting; Competition; Decentralization; Performance measurement Academic Discipline: General management Product Description: Abandoning central planning and control functions in favor of a devolution of power to front-line managers is a tough challenge. The problem that most often plagues this transition is a lack of understanding of what leaders need to do to make empowerment work effectively. This chapter examines a number of key elements that are common to a successful transition.   Add   View  29 pp.  The Roles of Systems and Tools: Realizing the Full Promise of Moving Beyond Budgeting Author(s): Fraser, Robin; Hope, Jeremy Publication Date: 02/25/2003 Product Type: HBS Press Chapter HBS Number: 4874BC Subjects: Balanced scorecard; Benchmarks; Budgeting; Competition; Customer relationship management; Forecasting; Performance measurement Academic Discipline: General management Product Description: A range of tools has emerged to support the needs of the front-line manager in an adaptive and decentralized organization — tools that will work if the culture of the organization is supportive, its leaders are committed, and decision makers have the freedom and capability to act on the information provided. This chapter looks closely at six tools that support adaptive management processes.   Add   View  22 pp.  The Vision of a Management Model Fit for the Twenty-First Century: Realizing the Full Promise of Moving Beyond Budgeting Author(s): Fraser, Robin; Hope, Jeremy Publication Date: 02/25/2003 Product Type: HBS Press Chapter HBS Number: 4875BC Subjects: Budgeting; Competition; Performance measurement Academic Discipline: General management Product Description: This chapter outlines a new vision of a management model for the twenty-first century — one that is simple, low cost, and relevant, in tune with success factors of the information economy, and encourages good governance and ethical behavior — and how it is achieved by the adaptive and decentralized organization.    Competing on Analytics: The New Science of Winning   Add   View  24 pp.  The Nature of Analytical Competition: Using Analytics to Build a Distinctive Capability Author(s): Davenport, Thomas H. Publication Date: 03/06/2007 Product Type: HBS Press Chapter HBS Number: 2193BC Subjects: Analytics; Competitive advantage; Competitive decision making; Data processing; Information management; Performance measurement Academic Discipline: General management Product Description: What does it mean to compete on analytics and how can companies move in that direction? This chapter lays out the general ideas around analytical competition, providing a few examples from the worlds of business and sports. May be used with: (2196BC) What Makes an Analytical Competitor?: Defining the Common Key Attributes of Such Companies; (2197BC) Analytics and Business Performance: Transforming the Ability to Compete on Analytics into a Lasting Competitive Advantage; (2198BC) Competing on Analytics with Internal Processes: Financial, Manufacturing, R&D, and Human Resource Applications; (2199BC) Competing on Analytics with External Processes: Customer and Supplier Applications; (2200BC) A Road Map to Enhanced Analytical Capabilities: Progressing Through the Five Stages of Development; (2201BC) Managing Analytical People: Cultivating the Scarce Ingredient That Makes Analytics Work; (2202BC) The Architecture of Business Intelligence: Aligning a Robust Technical Environment with Business Strategies; (2205BC) The Future of Analytical Competition: Approaches Driven by Technology, Human Factors, and Business Strategy.   Add   View  22 pp.  What Makes an Analytical Competitor? Defining the Common Key Attributes of Such Companies Author(s): Davenport, Thomas H. Publication Date: 03/06/2007 Product Type: HBS Press Chapter HBS Number: 2196BC Subjects: Analytics; Competitive advantage; Competitive decision making; Data processing; Information management; Performance measurement Academic Discipline: General management Product Description: In this chapter, the authors describe the key attributes of companies that compete on analytics and the levels and stages of these attributes found through research on actual organizations. May be used with: (2193BC) The Nature of Analytical Competition: Using Analytics to Build a Distinctive Capability; (2197BC) Analytics and Business Performance: Transforming the Ability to Compete on Analytics into a Lasting Competitive Advantage; (2198BC) Competing on Analytics with Internal Processes: Financial, Manufacturing, R&D, and Human Resource Applications; (2199BC) Competing on Analytics with External Processes: Customer and Supplier Applications; (2200BC) A Road Map to Enhanced Analytical Capabilities: Progressing Through the Five Stages of Development; (2201BC) Managing Analytical People: Cultivating the Scarce Ingredient That Makes Analytics Work; (2202BC) The Architecture of Business Intelligence: Aligning a Robust Technical Environment with Business Strategies; (2205BC) The Future of Analytical Competition: Approaches Driven by Technology, Human Factors, and Business Strategy.   Add   View  21 pp.  Analytics and Business Performance: Transforming the Ability to Compete on Analytics into a Lasting Competitive Advantage Author(s): Davenport, Thomas H. Publication Date: 03/06/2007 Product Type: HBS Press Chapter HBS Number: 2197BC Subjects: Analytics; Competitive advantage; Competitive decision making; Data processing; Information management; Performance measurement; Process improvement Academic Discipline: General management Product Description: This chapter explores the links between the extensive use of analytics and business performance, describing how several highly successful companies have transformed their ability to compete analytically into a key point of differentiation and long-term competitive advantage. May be used with: (2193BC) The Nature of Analytical Competition: Using Analytics to Build a Distinctive Capability; (2196BC) What Makes an Analytical Competitor?: Defining the Common Key Attributes of Such Companies; (2198BC) Competing on Analytics with Internal Processes: Financial, Manufacturing, R&D, and Human Resource Applications; (2199BC) Competing on Analytics with External Processes: Customer and Supplier Applications; (2200BC) A Road Map to Enhanced Analytical Capabilities: Progressing Through the Five Stages of Development; (2201BC) Managing Analytical People: Cultivating the Scarce Ingredient That Makes Analytics Work; (2202BC) The Architecture of Business Intelligence: Aligning a Robust Technical Environment with Business Strategies; (2205BC) The Future of Analytical Competition: Approaches Driven by Technology, Human Factors, and Business Strategy.   Add   View  31 pp.  Competing on Analytics With Internal Processes: Financial, Manufacturing, R&D, and Human Resource Applications Author(s): Davenport, Thomas H. Publication Date: 03/06/2007 Product Type: HBS Press Chapter HBS Number: 2198BC Subjects: Analytics; Competitive decision making; Data processing; Financial management; Human resources management; Manufacturing; R&D Academic Discipline: General management Product Description: This chapter focuses on internal business processes and the challenge not only of identifying internal applications of business analytics, but of finding some applications that are clearly strategic and involve competitive advantage. May be used with: (2193BC) The Nature of Analytical Competition: Using Analytics to Build a Distinctive Capability; (2196BC) What Makes an Analytical Competitor?: Defining the Common Key Attributes of Such Companies; (2197BC) Analytics and Business Performance: Transforming the Ability to Compete on Analytics into a Lasting Competitive Advantage; (2199BC) Competing on Analytics with External Processes: Customer and Supplier Applications; (2200BC) A Road Map to Enhanced Analytical Capabilities: Progressing Through the Five Stages of Development; (2201BC) Managing Analytical People: Cultivating the Scarce Ingredient That Makes Analytics Work; (2202BC) The Architecture of Business Intelligence: Aligning a Robust Technical Environment with Business Strategies; (2205BC) The Future of Analytical Competition: Approaches Driven by Technology, Human Factors, and Business Strategy.   Add   View  25 pp.  Competing on Analytics with External Processes: Customer and Supplier Applications Author(s): Davenport, Thomas H. Publication Date: 03/06/2007 Product Type: HBS Press Chapter HBS Number: 2199BC Subjects: Analytics; Competitive decision making; Customer profitability; Data processing; Performance measurement; Supply chain management Academic Discipline: General management Product Description: Because externally focused processes require cooperation from outsiders, as well as their resources, managing analytics related to external processes is a greater challenge than managing those related to processes within an organization's complete control. This chapter addresses applications of analytics to external relationships with customers and suppliers. May be used with: (2196BC) What Makes an Analytical Competitor?: Defining the Common Key Attributes of Such Companies; (2193BC) The Nature of Analytical Competition: Using Analytics to Build a Distinctive Capability; (2197BC) Analytics and Business Performance: Transforming the Ability to Compete on Analytics into a Lasting Competitive Advantage; (2198BC) Competing on Analytics with Internal Processes: Financial, Manufacturing, R&D, and Human Resource Applications; (2200BC) A Road Map to Enhanced Analytical Capabilities: Progressing Through the Five Stages of Development; (2201BC) Managing Analytical People: Cultivating the Scarce Ingredient That Makes Analytics Work; (2202BC) The Architecture of Business Intelligence: Aligning a Robust Technical Environment with Business Strategies; (2205BC) The Future of Analytical Competition: Approaches Driven by Technology, Human Factors, and Business Strategy.   Add   View  27 pp.  A Road Map to Enhanced Analytical Capabilities: Progressing Through the Five Stages of Development Author(s): Davenport, Thomas H. Publication Date: 03/06/2007 Product Type: HBS Press Chapter HBS Number: 2200BC Subjects: Analytics; Competitive advantage; Competitive decision making; Data processing; Performance measurement; Strategy & execution; Technology Academic Discipline: General management Product Description: The overwhelming majority of organizations have neither a finely honed analytical capability nor a detailed plan to develop one. This chapter introduces a road map that describes how organizations become analytical competitors and the behaviors, capabilities, challenges, and benefits associated with each stage of the development process. May be used with: (2193BC) The Nature of Analytical Competition: Using Analytics to Build a Distinctive Capability; (2196BC) What Makes an Analytical Competitor?: Defining the Common Key Attributes of Such Companies; (2197BC) Analytics and Business Performance: Transforming the Ability to Compete on Analytics into a Lasting Competitive Advantage; (2198BC) Competing on Analytics with Internal Processes: Financial, Manufacturing, R&D, and Human Resource Applications; (2199BC) Competing on Analytics with External Processes: Customer and Supplier Applications; (2201BC) Managing Analytical People: Cultivating the Scarce Ingredient That Makes Analytics Work; (2202BC) The Architecture of Business Intelligence: Aligning a Robust Technical Environment with Business Strategies; (2205BC) The Future of Analytical Competition: Approaches Driven by Technology, Human Factors, and Business Strategy.   Add   View  26 pp.  Managing Analytical People: cultivating the Scarce Ingredient That Makes Analytics Work Author(s): Davenport, Thomas H. Publication Date: 03/06/2007 Product Type: HBS Press Chapter HBS Number: 2201BC Subjects: Analytics; Competitive advantage; Corporate culture; Data processing; Human resources management; Organizational transformations; Performance measurement Academic Discipline: General management Product Description: When most people visualize business analytics, they think of computers, software, and printouts or screens full of numbers. What they should be envisioning, however, are their fellow human beings. This chapter addresses the most important factor in making a company analytical: its people. May be used with: (2193BC) The Nature of Analytical Competition: Using Analytics to Build a Distinctive Capability; (2196BC) What Makes an Analytical Competitor?: Defining the Common Key Attributes of Such Companies; (2197BC) Analytics and Business Performance: Transforming the Ability to Compete on Analytics into a Lasting Competitive Advantage; (2198BC) Competing on Analytics with Internal Processes: Financial, Manufacturing, R&D, and Human Resource Applications; (2199BC) Competing on Analytics with External Processes: Customer and Supplier Applications; (2200BC) A Road Map to Enhanced Analytical Capabilities: Progressing Through the Five Stages of Development; (2202BC) The Architecture of Business Intelligence: Aligning a Robust Technical Environment with Business Strategies; (2205BC) The Future of Analytical Competition: Approaches Driven by Technology, Human Factors, and Business Strategy.   Add   View  25 pp.  The Architecture of Business Intelligence: Aligning a Robust Technical Environment with Business Strategies Author(s): Davenport, Thomas H. Publication Date: 03/06/2007 Product Type: HBS Press Chapter HBS Number: 2202BC Subjects: Analytics; Competitive advantage; Data management; Data processing; Governance; IT management; Performance measurement; Technology Academic Discipline: General management Product Description: While improvements in technology's ability to store data can be astonishing, most organization's ability to manage, analyze, and apply data has not kept pace. In this chapter, the authors identify the technology, data, and governance processes needed for analytical competition. May be used with: (2193BC) The Nature of Analytical Competition: Using Analytics to Build a Distinctive Capability; (2196BC) What Makes an Analytical Competitor?: Defining the Common Key Attributes of Such Companies; (2197BC) Analytics and Business Performance: Transforming the Ability to Compete on Analytics into a Lasting Competitive Advantage; (2198BC) Competing on Analytics with Internal Processes: Financial, Manufacturing, R&D, and Human Resource Applications; (2199BC) Competing on Analytics with External Processes: Customer and Supplier Applications; (2200BC) A Road Map to Enhanced Analytical Capabilities: Progressing Through the Five Stages of Development; (2201BC) Managing Analytical People: Cultivating the Scarce Ingredient That Makes Analytics Work; (2205BC) The Future of Analytical Competition: Approaches Driven by Technology, Human Factors, and Business Strategy.   Add   View  15 pp.  The Future of Analytical Competition: Approaches Driven by Technology, Human Factors, and Business Strategy Author(s): Davenport, Thomas H. Publication Date: 03/06/2007 Product Type: HBS Press Chapter HBS Number: 2205BC Subjects: Analytics; Competitive advantage; Competitive decision making; Corporate culture; Data processing; Technology Academic Discipline: General management Product Description: In this chapter, the authors explore what analytical competitors of the future will be doing differently, addressing approaches driven by technology, those involving human capabilities, and those involving changes in business strategy. May be used with: (2193BC) The Nature of Analytical Competition: Using Analytics to Build a Distinctive Capability; (2196BC) What Makes an Analytical Competitor?: Defining the Common Key Attributes of Such Companies; (2197BC) Analytics and Business Performance: Transforming the Ability to Compete on Analytics into a Lasting Competitive Advantage; (2198BC) Competing on Analytics with Internal Processes: Financial, Manufacturing, R&D, and Human Resource Applications; (2199BC) Competing on Analytics with External Processes: Customer and Supplier Applications; (2200BC) A Road Map to Enhanced Analytical Capabilities: Progressing Through the Five Stages of Development; (2201BC) Managing Analytical People: Cultivating the Scarce Ingredient That Makes Analytics Work; (2202BC) The Architecture of Business Intelligence: Aligning a Robust Technical Environment with Business Strategies.    Discovery-Driven Growth   Add   View  27 pp.  Driving Corporate Growth with the Right Disciplines — A Discovery-Driven Approach Author(s): MacMillan, Ian C.; McGrath, Rita Gunther Publication Date: 03/16/2009 Product Type: HBS Press Chapter HBS Number: 3013BC Subjects: Growth strategy; Strategic planning Academic Discipline: General management Product Description: Despite its centrality, driving corporate growth is paradoxical — everyone recognizes its importance, yet it is easy to get it wrong. The result is that every day, anxious executives in well-established companies worry deeply about how they are going to lead strategic growth in their organizations. The time-tested, comfortable approaches to everyday management don't work well in rapidly changing, uncertain environments. This chapter outlines a new approach — discovery-driven growth — and demonstrates how it allows you to harness the essential discovery process required in high-uncertainty situations so that you can benefit from it.   Add   View  26 pp.  Creating Your Growth Framework: A Discovery-Driven Approach Author(s): MacMillan, Ian C.; McGrath, Rita Gunther Publication Date: 03/16/2009 Product Type: HBS Press Chapter HBS Number: 3068BC Subjects: Growth strategy; Academic Discipline: General management Product Description: One of the most common obstacles to a successful growth program is the lack of clarity about the overall strategy at the outset. In order to overcome this obstacle, senior executives need to establish clear, focused guidelines for the pursuit of growth. This chapter considers the growth challenge at the CEO or senior team level as these executives begin to define the growth frame for the entire enterprise. The outcome of this process is a set of propositions about which initiatives will be needed to realistically create growth. As a result, everybody else in the company will be clear about what kinds of growth opportunities are a good strategic fit.   Add   View  29 pp.  Aligning the Organization for Growth: A Discovery-Driven Approach Author(s): MacMillan, Ian C.; McGrath, Rita Gunther Publication Date: 03/16/2009 Product Type: HBS Press Chapter HBS Number: 3069BC Subjects: Growth strategy; Resource allocation; Strategic planning Academic Discipline: General management Product Description: A lot of good companies waste enormous amounts of resources on too many projects that have too little focus. Once you have taken the first steps in the planning process and created a framework for growth, the next step is to analyze how resources are currently being allocated to growth initiatives and consider how these allocations need to change based on the new framework. This chapter reviews how you can make sure that your resources and other organizational capabilities are aligned with the strategy that your senior team has established.   Add   View  20 pp.  Designing Specific Growth Initiatives: A Discovery-Driven Approach Author(s): MacMillan, Ian C.; McGrath, Rita Gunther Publication Date: 03/16/2009 Product Type: HBS Press Chapter HBS Number: 3070BC Subjects: Growth strategy; Strategic planning Academic Discipline: General management Product Description: Once corporate leadership has defined what success should look like for the whole portfolio of new initiatives it will be pursuing, the next step is to flesh out discovery-driven plans for each of the major initiatives. This chapter shows you how to connect your growth strategy and internal processes to your specific strategic initiatives and provides an example of how to start a discovery-driven plan.   Add   View  32 pp.  Designing the Business Model Architecture: Executing Specific Growth Opportunities Using Discovery-Driven Planning Author(s): MacMillan, Ian C.; McGrath, Rita Gunther Publication Date: 03/16/2009 Product Type: HBS Press Chapter HBS Number: 3071BC Subjects: Business models; Growth strategy Academic Discipline: General management Product Description: In reality, your strategy is what projects you are working on and how you run them, not what's printed on an annual report or posted on your website. Thus, whether you are a CEO or someone else in the organization, you must have the right practices in place to manage strategic growth initiatives effectively. This chapter addresses how to design the fundamental business that will generate growth, including establishing the viability of a business, given corporate requirements, analyzing the unit of business, analyzing the nearest competitive offer, and identifying subsequent key metrics.   Add   View  30 pp.  Creating Reverse Financials and the Assumption Checklist: Executing Specific Growth Opportunities Using Discovery-Driven Planning Author(s): MacMillan, Ian C.; McGrath, Rita Gunther Publication Date: 03/16/2009 Product Type: HBS Press Chapter HBS Number: 3072BC Subjects: Financial planning; Growth strategy Academic Discipline: General management Product Description: Once you've framed a growth initiative and determined what is necessary to make it succeed, it's time to turn your attention to what it will require to take the project from an idea to a real growth initiative. This chapter introduces tools that will help you keep a discovery-driven growth plan coherent and connected to reality, including the reverse income statement and reverse balance sheet.   Add   View  26 pp.  Actively Managing and Redirecting Projects: Executing Specific Growth Opportunities Using Discovery-Driven Planning Author(s): MacMillan, Ian C.; McGrath, Rita Gunther Publication Date: 03/16/2009 Product Type: HBS Press Chapter HBS Number: 3073BC Subjects: Business plans; Growth strategy; Project management; Strategy analysis; Strategy implementation Academic Discipline: General management Product Description: In an emerging business, you will learn a lot from situations that reveal how close your assumptions are to what is actually unfolding. Sometimes, these situations or events occur naturally as you work on developing a business. Other times, you'll have to deliberately create a management intervention to get at the information. Either way, these events can be used as checkpoints in the discovery-driven plan to deliberately structure the systematic testing of assumptions as plans unfold. This chapter takes you through the design of a set of checkpoints to monitor, manage, and redirect the progress of the plan.   Add   View  22 pp.  Practicing the Necessary Art of Disengagement: When Discovery-Driven Initiatives Must Be Abandoned Author(s): MacMillan, Ian C.; McGrath, Rita Gunther Publication Date: 03/16/2009 Product Type: HBS Press Chapter HBS Number: 3076BC Subjects: Growth strategy; Portfolio management Academic Discipline: General management Product Description: For all the effort that you may have put into developing each of the discovery-driven plans in your growth portfolio, it's important to remember that even with great planning and strict discipline, many of your projects are unlikely to achieve commercial success. In pursuing a portfolio of growth initiatives, you will find that, sadly, the bulk of them will never emerge as major growth drivers. If redirecting the project doesn't work, you may conclude that rather than let the project continue to sap organizational resources, you need to bite the bullet and shut it down. But how do you make sure that killing an initiative is seen as a constructive process that allows the company to benefit as much as possible from the investments it has made? This chapter tackles this challenge, and discusses the all-important question of how to handle the inevitably disappointed stakeholders and supporters for the project, as well as the politics of the project-termination decision.   Add   View  22 pp.  Implementing Discovery-Driven Growth: What Other Firms Have Done and How You Can Make It Work for You Author(s): MacMillan, Ian C.; McGrath, Rita Gunther Publication Date: 03/16/2009 Product Type: HBS Press Chapter HBS Number: 3074BC Subjects: Growth strategy; Innovation; Strategy implementation Academic Discipline: General management Product Description: It is axiomatic that before change can take place in an organization, there has to be some reason for it. In the case of discovery-driven growth (DDG), the impetus is almost always someone who recognizes problems in the organization's current tools and approaches to growth or innovation or who is frustrated with the poor track record of growth programs. This chapter provides real-world examples of why some companies decided to adopt discovery-driven growth and how they implemented it. These firms have taken varying approaches and their experiences offer important lessons. These examples may help you put together your own best approach to DDG and help your implementation effort go more smoothly.   Add   View  19 pp.  Sustaining Discovery-Driven Growth Author(s): MacMillan, Ian C.; McGrath, Rita Gunther Publication Date: 03/16/2009 Product Type: HBS Press Chapter HBS Number: 3075BC Subjects: Growth strategy; Organizational structure Academic Discipline: General management Product Description: The challenge of introducing discovery-driven planning to an organization isn't met necessarily just because a critical mass of people are using a few of the tools. Certain structures and practices are necessary to support the process and to sustain a discovery-driven mindset. These are outlined here, as well as the critical tasks of the CEO and senior team in making growth a real priority.    Financial Intelligence for Entrepreneurs: What You Really Need to Know About the Numbers   Add   View  13 pp.  What Is Financial Intelligence? The Three Main Components Author(s): Case, John; Berman, Karen; Knight, Joe Publication Date: 10/07/2008 Product Type: HBS Press Chapter HBS Number: 6532BC Subjects: Financial management; Performance measurement Academic Discipline: General management Product Description: Fundamentally, financial intelligence boils down to three distinct skill sets: understanding the foundation, understanding the art of finance, and understanding financial analysis. This chapter provides an overview of all three skills, along with a discussion about some roadblocks to financial intelligence.   Add   View  13 pp.  A Primer on the Art of Finance: For Entrepreneurs Author(s): Case, John; Berman, Karen; Knight, Joe Publication Date: 10/07/2008 Product Type: HBS Press Chapter HBS Number: 6545BC Subjects: Entrepreneurial finance; Financial management; Performance measurement Academic Discipline: General management Product Description: If you're like a lot of entrepreneurs, you may be a little mystified by the idea that finance is partly an art. But understanding the “artistic” aspects of finance is key to developing financial intelligence. This chapter examines how financial professionals make estimates and assumptions using accruals and allocations, depreciation, and valuation.   Add   View  10 pp.  Profit Is an Estimate: Entrepreneurs Need to Understand the Income Statement Author(s): Case, John; Berman, Karen; Knight, Joe Publication Date: 10/07/2008 Product Type: HBS Press Chapter HBS Number: 6546BC Subjects: Entrepreneurial management; Financial accounting; Financial management; Financial statements; Performance measurement; Profitability Academic Discipline: General management Product Description: Too many entrepreneurs don't understand what profit really is, let alone how it is calculated. Learning to decipher the income statement is the key to truly understanding profitability — this chapter describes what an income statement is and what it is trying to tell you.   Add   View  14 pp.  Cracking the Code of the Income Statement: Financial Intelligence for Entrepreneurs Author(s): Case, John; Berman, Karen; Knight, Joe Publication Date: 10/07/2008 Product Type: HBS Press Chapter HBS Number: 6547BC Subjects: Entrepreneurial management; Financial accounting; Financial management; Income statements; Performance measurement Academic Discipline: General management Product Description: This chapter will help you understand the intricacies of the income statement. It outlines simple procedures and shows you how the income statement can help you understand what is going on in your company and how to use that information to lead.   Add   View  11 pp.  Revenue — The Issue is Recognition: Entrepreneurs Need to Understand the Possibilities and Pitfalls Author(s): Case, John; Berman, Karen; Knight, Joe Publication Date: 10/07/2008 Product Type: HBS Press Chapter HBS Number: 6548BC Subjects: Entrepreneurial management; Financial accounting; Financial management; Performance measurement Academic Discipline: General management Product Description: The issue of when a sale can be recorded is one of the more artful aspects of the income statement that entrepreneurs need to learn. This chapter explains the often murky guidelines accountants use for recording and recognizing a sale and identifies some areas you should keep an eye on where manipulation of the numbers sometimes occurs.   Add   View  16 pp.  Costs and Expenses — No Hard-and-Fast Rules: Financial Intelligence for Entrepreneurs Author(s): Case, John; Berman, Karen; Knight, Joe Publication Date: 10/07/2008 Product Type: HBS Press Chapter HBS Number: 6549BC Subjects: Entrepreneurial management; Financial accounting; Financial management; Income statements; Performance measurement Academic Discipline: General management Product Description: Most entrepreneurs watch expenses closely. But did you know that there are plenty of estimates and biases that go into those expense lines? This chapter examines the major line items in this section of the income statement — including cost of goods sold, operating expenses, and one-time charges, among others.   Add   View  11 pp.  The Many Forms of Profit: Entrepreneurs Need to Understand the Calculation of Profit Author(s): Case, John; Berman, Karen; Knight, Joe Publication Date: 10/07/2008 Product Type: HBS Press Chapter HBS Number: 6550BC Subjects: Entrepreneurial management; Financial accounting; Financial management; Income statements; Performance measurement Academic Discipline: General management Product Description: Many names and incarnations are used to describe profit on an income statement. Some of its incarnations are gross profit, operating profit, and net profit. Understanding each of these terms — and how to use them — will make an income statement much more accessible.   Add   View  12 pp.  Understanding Balance Sheet Basics: Financial Intelligence for Entrepreneurs Author(s): Case, John; Berman, Karen; Knight, Joe Publication Date: 10/07/2008 Product Type: HBS Press Chapter HBS Number: 6551BC Subjects: Balance sheets; Entrepreneurial management; Financial accounting; Financial management; Performance measurement Academic Discipline: General management Product Description: Give a company's financials to a first-time entrepreneur, and the first thing he will turn to is the income statement. Conversely, an experienced investor will go right to the balance sheet. Why don't less experienced entrepreneurs do what the pros do? Understanding the importance of a balance sheet — and learning how to read it — will put you ahead of the game.   Add   View  16 pp.  Assets — More Estimates and Assumptions (Except for Cash): Understanding the Balance Sheet—Financial Intelligence for Entrepreneurs Author(s): Case, John; Berman, Karen; Knight, Joe Publication Date: 10/07/2008 Product Type: HBS Press Chapter HBS Number: 6552BC Subjects: Balance sheets; Entrepreneurial management; Financial accounting; Financial management; Performance measurement Academic Discipline: General management Product Description: There are two kinds of assets: current and long-term. Within those broad categories, there are many line items. This chapter lists the ones that appear on nearly every company's balance sheet.   Add   View  10 pp.  On the Other Side — Liabilities and Equity: Understanding the Balance Sheet—Financial Intelligence for Entrepreneurs Author(s): Case, John; Berman, Karen; Knight, Joe Publication Date: 10/07/2008 Product Type: HBS Press Chapter HBS Number: 6553BC Subjects: Balance sheets; Entrepreneurial management; Financial accounting; Financial management; Performance measurement Academic Discipline: General management Product Description: Liabilities are what a company owes and equity is its net worth. The benefit of looking at this side of the balance sheet is that it shows how the assets were obtained. This view can be important to an entrepreneur because it gives you a picture of how your company is funded, which is critical to making future decisions about debt and equity.   Add   View  8 pp.  Why the Balance Sheet Balances: Financial Intelligence for Entrepreneurs Author(s): Case, John; Berman, Karen; Knight, Joe Publication Date: 10/07/2008 Product Type: HBS Press Chapter HBS Number: 6554BC Subjects: Balance sheets; Entrepreneurial management; Financial accounting; Financial management; Performance measurement Academic Discipline: General management Product Description: This chapter offers three ways of understanding how the balance sheet balances. Understanding this point is a basic building block for entrepreneurs trying to develop financial intelligence.   Add   View  31 pp.  Exercises to Build Your Financial Intelligence: Income Statement; Balance Sheet; Cash Flow Statement; Ratios—For Entrepreneurs Author(s): Case, John; Berman, Karen; Knight, Joe Publication Date: 10/07/2008 Product Type: HBS Press Chapter HBS Number: 6574BC Subjects: Entrepreneurial management; Financial accounting; Financial management; Financial statements; Performance measurement Academic Discipline: General management Product Description: The exercises provided in this chapter give you the opportunity to get comfortable with calculating and analyzing income statements, balance sheets, cash flow statements, and ratios.   Add   View  9 pp.  Cash Is a Reality Check: Cash Flow as a Critical Measure of Financial Health Author(s): Case, John; Berman, Karen; Knight, Joe Publication Date: 10/07/2008 Product Type: HBS Press Chapter HBS Number: 6556BC Subjects: Cash flow; Entrepreneurial management; Financial accounting; Financial management; Performance measurement Academic Discipline: General management Product Description: The two most important measures for the entrepreneur who is just starting out are cash flow and burn rate (the amount of cash you burn through to operate in a given period, usually a month). Learning to keep a well-trained eye on both is key to building financial intelligence.   Add   View  11 pp.  Profit Does Not Equal Cash (and You Need Both): Financial Intelligence for Entrepreneurs Author(s): Case, John; Berman, Karen; Knight, Joe Publication Date: 10/07/2008 Product Type: HBS Press Chapter HBS Number: 6557BC Subjects: Cash flow; Entrepreneurial management; Financial accounting; Financial management; Performance measurement Academic Discipline: General management Product Description: Why is profit not the same as cash coming in? There are three essential reasons: revenue is booked at sale, expenses are matched to revenue, and capital expenditures don't count against profit. Entrepreneurial businesses may face periods of fluctuating sales — which can wreak havoc on an entrepreneur's cash flow, even if they don't affect profitability.   Add   View  8 pp.  The Language of Cash Flow: Understanding the Different Types Author(s): Case, John; Berman, Karen; Knight, Joe Publication Date: 10/07/2008 Product Type: HBS Press Chapter HBS Number: 6558BC Subjects: Cash flow statements; Entrepreneurial management; Financial accounting; Financial management; Performance measurement Academic Discipline: General management Product Description: To see the full picture of your business, you need a cash flow statement. Although the statement seems easy to read, nonfinancial managers often need help understanding the fundamentals. This chapter provides an overview of the language used in cash flow statements.   Add   View  12 pp.  How Cash Connects With Everything Else: Understanding a Cash Flow Statement Author(s): Case, John; Berman, Karen; Knight, Joe Publication Date: 10/07/2008 Product Type: HBS Press Chapter HBS Number: 6559BC Subjects: Cash flow statements; Entrepreneurial management; Financial accounting; Financial management; Financial statements; Performance measurement Academic Discipline: General management Product Description: You can calculate a cash flow statement just by looking at the income statement and two balance sheets. The information you'll learn by going through the exercise in this chapter can be invaluable. It will contribute to your understanding of how to be cash flow positive.   Add   View  7 pp.  Why Cash Matters: The Importance of Understanding a Cash Flow Statement Author(s): Case, John; Berman, Karen; Knight, Joe Publication Date: 10/07/2008 Product Type: HBS Press Chapter HBS Number: 6560BC Subjects: Cash flow statements; Entrepreneurial management; Financial accounting; Financial management; Performance measurement Academic Discipline: General management Product Description: Entrepreneurs need to understand cash flow statements — for their own sake and the sake of their fledgling companies. Knowing your company's cash situation will show you where the cash is coming from, and things you can do to better your cash position. Entrepreneurs who understand cash flow tend to make better decisions than those who focus purely on the income statement.   Add   View  12 pp.  The Power of Ratios: Learning What the Numbers Are Really Telling You Author(s): Case, John; Berman, Karen; Knight, Joe Publication Date: 10/07/2008 Product Type: HBS Press Chapter HBS Number: 6561BC Subjects: Entrepreneurial management; Financial accounting; Financial management; Financial ratios; Performance measurement Academic Discipline: General management Product Description: Ratios are a window into a company's financial statements and offer a shortcut to understanding what the financials are saying. As an entrepreneur, you need to understand how ratios are calculated.   Add   View  12 pp.  Profitability Ratios — The Higher the Better (Mostly): The Five You Need to Know Author(s): Case, John; Berman, Karen; Knight, Joe Publication Date: 10/07/2008 Product Type: HBS Press Chapter HBS Number: 6562BC Subjects: Entrepreneurial management; Financial accounting; Financial management; Financial ratios; Performance measurement Academic Discipline: General management Product Description: Profitability ratios help you evaluate your company's ability to generate profits. While there are dozens of them, there are only five that entrepreneurs need to understand and use: gross profit margin percentage, operating profit margin percentage, net profit margin percentage, return on assets, and return on equity.   Add   View  10 pp.  Leverage Ratios — The Balancing Act: Financial Leverage for Entreprenuers Author(s): Case, John; Berman, Karen; Knight, Joe Publication Date: 10/07/2008 Product Type: HBS Press Chapter HBS Number: 6563BC Subjects: Entrepreneurial management; Financial accounting; Financial management; Financial ratios; Performance measurement Academic Discipline: General management Product Description: In a small entrepreneurial company, debt can be a big part of what owners think (and worry) about. This chapter focuses on financial leverage (the extent to which a company's asset base is financed by debt) and two ratios: debt-to-equity, and interest coverage.   Add   View  9 pp.  Liquidity Ratios — Can We Pay Our Bills?: Learning What the Numbers Are Really Telling You Author(s): Case, John; Berman, Karen; Knight, Joe Publication Date: 10/07/2008 Product Type: HBS Press Chapter HBS Number: 6564BC Subjects: Entrepreneurial management; Financial accounting; Financial management; Financial ratios; Liquidity; Performance measurement Academic Discipline: General management Product Description: Liquidity ratios tell you about your company's ability to meet all its financial obligations. These ratios are particularly important to small businesses because small businesses are often in the most danger of running out of cash. The two most common ratios, and the ones examined in this chapter, are current ratios and quick ratios.   Add   View  12 pp.  Efficiency Ratios — Making the Most of Your Assets Author(s): Case, John; Berman, Karen; Knight, Joe Publication Date: 10/07/2008 Product Type: HBS Press Chapter HBS Number: 6565BC Subjects: Assets; Entrepreneurial management; Financial accounting; Financial management; Financial ratios; Liability; Performance measurement Academic Discipline: General management Product Description: Efficiency ratios help you evaluate how efficiently you manage certain key balance sheet assets and liabilities. Financially intelligent entrepreneurs learn how efficiency ratios measure performance, and are then able to have a direct and immediate impact on their company's cash position.   Add   View  11 pp.  The Building Blocks of ROI: How to Calculate and Understand Return on Investment Author(s): Case, John; Berman, Karen; Knight, Joe Publication Date: 10/07/2008 Product Type: HBS Press Chapter HBS Number: 6566BC Subjects: Capital expenditures; Entrepreneurial management; Financial accounting; Financial management; Performance measurement; Return on investment Academic Discipline: General management Product Description: This chapter discusses foundational principles, including the time value of money, for making decisions relating to capital investment in corporate America. To be a successful entrepreneur, you must understand the basics of spending cash in the hope of realizing a return — like buying a new machine or software application.   Add   View  14 pp.  Figuring ROI — The Nitty-Gritty: How to Calculate and Understand Return on Investment Author(s): Case, John; Berman, Karen; Knight, Joe Publication Date: 10/07/2008 Product Type: HBS Press Chapter HBS Number: 6567BC Subjects: Capital expenditures; Entrepreneurial management; Financial accounting; Financial management; Performance measurement; Return on investment Academic Discipline: General management Product Description: In most entrepreneurial companies, resources for capital expenditures are limited and there's a lot of competition for what little is available. This chapter presents several methods for analyzing capital expenditures and deciding what investments to make to improve the value of your company.   Add   View  7 pp.  The Magic of Managing the Balance Sheet: How to Manage Working Capital Author(s): Case, John; Berman, Karen; Knight, Joe Publication Date: 10/07/2008 Product Type: HBS Press Chapter HBS Number: 6568BC Subjects: Balance sheets; Entrepreneurial management; Financial accounting; Financial management; Performance improvement methodologies Academic Discipline: General management Product Description: Astute management of the balance sheet is like financial magic — it allows a company to improve its financial performance even without boosting sales or lowering costs. This chapter teaches entrepreneurs how to manage the working capital area of the balance sheet to powerfully affect their company's profitability and cash position.   Add   View  9 pp.  Your Balance Sheet Levers: Understanding and Managing DSO Author(s): Case, John; Berman, Karen; Knight, Joe Publication Date: 10/07/2008 Product Type: HBS Press Chapter HBS Number: 6569BC Subjects: Balance sheets; Entrepreneurial management; Financial accounting; Financial management; Performance measurement Academic Discipline: General management Product Description: The key ratio that measures accounts receivable is days of sales outstanding, or DSO, and the more people who understand DSO and work to bring it down, the more cash the company will have at its disposal. This chapter discusses the steps entrepreneurs should take to understand and manage DSO.   Add   View  8 pp.  Homing In on Cash Conversion Author(s): Case, John; Berman, Karen; Knight, Joe Publication Date: 10/07/2008 Product Type: HBS Press Chapter HBS Number: 3842BC Subjects: Cash flow; Entrepreneurial management; Financial accounting; Financial management; Performance measurement Academic Discipline: General management Product Description: The cash conversion cycle, introduced in this chapter, measures how effective a company is at collecting its cash. The cycle can be shortened by the techniques discussed: decreasing days of sales outstanding (DSO), decreasing inventory, and increasing days payable outstanding (DPO).   Add   View  12 pp.  Financial Literacy, Transparency, and Your Business’s Performance: Why Entrepreneurs Should Bring Financial Intelligence to Work Author(s): Case, John; Berman, Karen; Knight, Joe Publication Date: 10/07/2008 Product Type: HBS Press Chapter HBS Number: 6571BC Subjects: Employee attitude; Entrepreneurial management; Financial management; Performance improvement methodologies; Performance measurement Academic Discipline: General management Product Description: Financial intelligence empowers entrepreneurs to make better decisions that contribute to a business's health, and support the financial training of the entire staff. Plenty of entrepreneurs have focused on developing financial intelligence and have found that the investment of time is repaid in productivity and employee satisfaction.   Add   View  11 pp.  Financial Literacy Strategies: For Entrepreneurs Author(s): Case, John; Berman, Karen; Knight, Joe Publication Date: 10/07/2008 Product Type: HBS Press Chapter HBS Number: 6572BC Subjects: Corporate culture; Entrepreneurial management; Financial management; Performance improvement methodologies Academic Discipline: General management Product Description: In order to have a financially intelligent company, you must first figure out a strategy for getting there. This chapter outlines three approaches that have proven effective in making financial literacy part of a company's culture.   Add   View  13 pp.  Putting Financial Intelligence to Work — Growing Your Business: Helping Your Entrepreneurial Venture Succeed Author(s): Case, John; Berman, Karen; Knight, Joe Publication Date: 10/07/2008 Product Type: HBS Press Chapter HBS Number: 6573BC Subjects: Entrepreneurial management; Financial management; Growth strategy; Performance measurement Academic Discipline: General management Product Description: Many entrepreneurs misunderstand the process of growth. They assume that it will take care of it itself — but, in reality, putting your company into a growth mode should be a conscious choice. This chapter discusses different paths to growth, and emphasizes how increasing your financial intelligence makes starting and running a company both easier and more rewarding.    Groundswell   Add   View  20 pp.  Why the Groundswell — and Why Now? Social Technologies Are Here to Stay Author(s): Li, Charlene; Bernoff, Josh Publication Date: 03/24/2008 Product Type: HBS Press Chapter HBS Number: 9895BC Subjects: Customer relationship management; Customers; Marketing communications; Social enterprise; Web-based technologies Academic Discipline: General management Product Description: People's desire to connect, new interactive technologies and online economics have converged to usher in a new era where the online world is now fully integrated into all elements of business and society. This chapter illustrates the threat that this groundswell poses to companies and brands, arguing that while you can't stop it, you can understand it and even thrive in it. May be used with: (9968BC) Jujitsu and the Technologies of the Groundswell: Understanding the World of Social Technologies; (9969BC) The Social Technographics Profile: Grouping Customers Based on Online Activities; (9970BC) Strategies for Tapping the Groundswell: Leverage Social Technologies; (9971BC) Listening to the Groundswell: Using Social Technologies for Research; (9972BC) Talking with the Groundswell: Using Social Technologies for Marketing and PR; (9973BC) Energizing the Groundswell: Tapping into the Power of Word of Mouth Online; (9974BC) Helping the Groundswell Support Itself: Customers Supporting Customers Through Social Technologies; (9975BC) Embracing the Groundswell: Innovating with Help From Your Customers; (9976BC) How Connecting with the Groundswell Transforms Your Company: Embracing Social Technologies in Your Business; (9977BC) The Groundswell Inside Your Company: Using Social Technologies to Engage Employees; (9978BC) The Future of the Groundswell: How Advances in Social Technologies Will Continue to Shape Business.   Add   View  28 pp.  Jujitsu and the Technologies of the Groundswell: Understanding the World of Social Technologies Author(s): Li, Charlene; Bernoff, Josh Publication Date: 03/24/2008 Product Type: HBS Press Chapter HBS Number: 9968BC Subjects: Customer relationship management; Customers; Marketing communications; Social enterprise; Web-based technologies Academic Discipline: General management Product Description: The threat that social technologies present to businesses and other institutions is real, and the groundswell is unstoppable — but hope is not lost if your company can learn about and harness the forces at work in the new online world. In this chapter, the authors describe the component technologies of the groundswell, showing both how they threaten companies and how you can use them to your advantage. May be used with: (9895BC) Why the Groundswell — and Why Now?: Social Technologies Are Here to Stay; (9969BC) The Social Technographics Profile: Grouping Customers Based on Online Activities; (9970BC) Strategies for Tapping the Groundswell: Leverage Social Technologies; (9971BC) Listening to the Groundswell: Using Social Technologies for Research; (9972BC) Talking with the Groundswell: Using Social Technologies for Marketing and PR; (9973BC) Energizing the Groundswell: Tapping into the Power of Word of Mouth Online; (9974BC) Helping the Groundswell Support Itself: Customers Supporting Customers Through Social Technologies; (9975BC) Embracing the Groundswell: Innovating with Help From Your Customers; (9976BC) How Connecting with the Groundswell Transforms Your Company: Embracing Social Technologies in Your Business; (9977BC) The Groundswell Inside Your Company: Using Social Technologies to Engage Employees; (9978BC) The Future of the Groundswell: How Advances in Social Technologies Will Continue to Shape Business.   Add   View  29 pp.  The Social Technographics Profile: Grouping Customers Based on Online Activities Author(s): Li, Charlene; Bernoff, Josh Publication Date: 03/24/2008 Product Type: HBS Press Chapter HBS Number: 9969BC Subjects: Customer relationship management; Customers; Marketing communications; Social enterprise; Web-based technologies Academic Discipline: General management Product Description: To truly understand the world of social technologies, you need to dissect and quantify the dynamics that separate different participants in the groundswell. This chapter describes a key data tool that allows you to examine any group of people — Australians, first-time moms, or your customer base, for example — and see how that group is participating in the groundswell. May be used with: (9895BC) Why the Groundswell — and Why Now?: Social Technologies Are Here to Stay; (9968BC) Jujitsu and the Technologies of the Groundswell: Understanding the World of Social Technologies; (9970BC) Strategies for Tapping the Groundswell: Leverage Social Technologies; (9971BC) Listening to the Groundswell: Using Social Technologies for Research; (9972BC) Talking with the Groundswell: Using Social Technologies for Marketing and PR; (9973BC) Energizing the Groundswell: Tapping into the Power of Word of Mouth Online; (9974BC) Helping the Groundswell Support Itself: Customers Supporting Customers Through Social Technologies; (9975BC) Embracing the Groundswell: Innovating with Help From Your Customers; (9976BC) How Connecting with the Groundswell Transforms Your Company: Embracing Social Technologies in Your Business; (9977BC) The Groundswell Inside Your Company: Using Social Technologies to Engage Employees; (9978BC) The Future of the Groundswell: How Advances in Social Technologies Will Continue to Shape Business.   Add   View  16 pp.  Strategies for Tapping the Groundswell: Leverage Social Technologies Author(s): Li, Charlene; Bernoff, Josh Publication Date: 03/24/2008 Product Type: HBS Press Chapter HBS Number: 9970BC Subjects: Customer relationship management; Customers; Marketing communications; Social enterprise; Web-based technologies Academic Discipline: General management Product Description: Companies know they need to become part of the social networking space, but are often nervous about how to do it. This chapter offers instruction in clarifying your objectives for entering the groundswell and introduces a four-step process for creating online strategies in the era of social technologies. May be used with: (9895BC) Why the Groundswell — and Why Now?: Social Technologies Are Here to Stay; (9968BC) Jujitsu and the Technologies of the Groundswell: Understanding the World of Social Technologies; (9969BC) The Social Technographics Profile: Grouping Customers Based on Online Activities; (9971BC) Listening to the Groundswell: Using Social Technologies for Research; (9972BC) Talking with the Groundswell: Using Social Technologies for Marketing and PR; (9973BC) Energizing the Groundswell: Tapping into the Power of Word of Mouth Online; (9974BC) Helping the Groundswell Support Itself: Customers Supporting Customers Through Social Technologies; (9975BC) Embracing the Groundswell: Innovating with Help From Your Customers; (9976BC) How Connecting with the Groundswell Transforms Your Company: Embracing Social Technologies in Your Business; (9977BC) The Groundswell Inside Your Company: Using Social Technologies to Engage Employees; (9978BC) The Future of the Groundswell: How Advances in Social Technologies Will Continue to Shape Business.   Add   View  27 pp.  Listening to the Groundswell: Using Social Technologies for Research Author(s): Li, Charlene; Bernoff, Josh Publication Date: 03/24/2008 Product Type: HBS Press Chapter HBS Number: 9971BC Subjects: Customer relationship management; Customers; Marketing communications; Social enterprise; Web-based technologies Academic Discipline: General management Product Description: What do your customers think your brand is about? Consumers in the social technologies universe are leaving clues about their opinions, positive and negative, on a daily or even hourly basis. This chapter shows you how to gain profitable insight from listening to the groundswell. May be used with: (9895BC) Why the Groundswell — and Why Now?: Social Technologies Are Here to Stay; (9968BC) Jujitsu and the Technologies of the Groundswell: Understanding the World of Social Technologies; (9969BC) The Social Technographics Profile: Grouping Customers Based on Online Activities; (9970BC) Strategies for Tapping the Groundswell: Leverage Social Technologies; (9972BC) Talking with the Groundswell: Using Social Technologies for Marketing and PR; (9973BC) Energizing the Groundswell: Tapping into the Power of Word of Mouth Online; (9974BC) Helping the Groundswell Support Itself: Customers Supporting Customers Through Social Technologies; (9975BC) Embracing the Groundswell: Innovating with Help From Your Customers; (9976BC) How Connecting with the Groundswell Transforms Your Company: Embracing Social Technologies in Your Business; (9977BC) The Groundswell Inside Your Company: Using Social Technologies to Engage Employees; (9978BC) The Future of the Groundswell: How Advances in Social Technologies Will Continue to Shape Business.   Add   View  35 pp.  Talking with the Groundswell: Using Social Technologies for Marketing and PR Author(s): Li, Charlene; Bernoff, Josh Publication Date: 03/24/2008 Product Type: HBS Press Chapter HBS Number: 9972BC Subjects: Customer relationship management; Customers; Marketing communications; Social enterprise; Web-based technologies Academic Discipline: General management Product Description: In a world dominated by social technologies, traditional marketing no longer dictates customer behavior — people learn from and influence each other. This chapter shows you how to use the groundswell to talk with your customers, using new marketing and PR techniques like user-generated video, blogging, and building communities. May be used with: (9895BC) Why the Groundswell — and Why Now?: Social Technologies Are Here to Stay; (9968BC) Jujitsu and the Technologies of the Groundswell: Understanding the World of Social Technologies; (9969BC) The Social Technographics Profile: Grouping Customers Based on Online Activities; (9970BC) Strategies for Tapping the Groundswell: Leverage Social Technologies; (9971BC) Listening to the Groundswell: Using Social Technologies for Research; (9974BC) Helping the Groundswell Support Itself: Customers Supporting Customers Through Social Technologies; (9975BC) Embracing the Groundswell: Innovating with Help From Your Customers; (9973BC) Energizing the Groundswell: Tapping into the Power of Word of Mouth Online; (9976BC) How Connecting with the Groundswell Transforms Your Company: Embracing Social Technologies in Your Business; (9977BC) The Groundswell Inside Your Company: Using Social Technologies to Engage Employees; (9978BC) The Future of the Groundswell: How Advances in Social Technologies Will Continue to Shape Business.   Add   View  30 pp.  Energizing the Groundswell: Tapping into the Power of Word of Mouth Online Author(s): Li, Charlene; Bernoff, Josh Publication Date: 03/24/2008 Product Type: HBS Press Chapter HBS Number: 9973BC Subjects: Customer relationship management; Customers; Marketing communications; Social enterprise; Web-based technologies Academic Discipline: General management Product Description: An energized customer can become a viral marketer, spreading brand benefits to his or her contacts without any cost to the company. This chapter illustrates how to energize the groundswell, inspiring your best customers and turning them into word-of-mouth machines using key techniques like ratings, reviews, and communities. May be used with: (9895BC) Why the Groundswell — and Why Now?: Social Technologies Are Here to Stay; (9968BC) Jujitsu and the Technologies of the Groundswell: Understanding the World of Social Technologies; (9969BC) The Social Technographics Profile: Grouping Customers Based on Online Activities; (9970BC) Strategies for Tapping the Groundswell: Leverage Social Technologies; (9971BC) Listening to the Groundswell: Using Social Technologies for Research; (9972BC) Talking with the Groundswell: Using Social Technologies for Marketing and PR; (9974BC) Helping the Groundswell Support Itself: Customers Supporting Customers Through Social Technologies; (9975BC) Embracing the Groundswell: Innovating with Help From Your Customers; (9976BC) How Connecting with the Groundswell Transforms Your Company: Embracing Social Technologies in Your Business; (9977BC) The Groundswell Inside Your Company: Using Social Technologies to Engage Employees; (9978BC) The Future of the Groundswell: How Advances in Social Technologies Will Continue to Shape Business.   Add   View  31 pp.  Helping the Groundswell Support Itself: Customers Supporting Customers Through Social Technologies Author(s): Li, Charlene; Bernoff, Josh Publication Date: 03/24/2008 Product Type: HBS Press Chapter HBS Number: 9974BC Subjects: Customer relationship management; Customers; Marketing communications; Social enterprise; Web-based technologies Academic Discipline: General management Product Description: Research has proven that, given the opportunity, people are happy to support each other online, relieving some of the burden on companies' customer support systems. This chapter examines the benefits of learning how to help your customers support each other by implementing networks, community forums, and wikis. May be used with: (9895BC) Why the Groundswell — and Why Now?: Social Technologies Are Here to Stay; (9968BC) Jujitsu and the Technologies of the Groundswell: Understanding the World of Social Technologies; (9969BC) The Social Technographics Profile: Grouping Customers Based on Online Activities; (9970BC) Strategies for Tapping the Groundswell: Leverage Social Technologies; (9971BC) Listening to the Groundswell: Using Social Technologies for Research; (9972BC) Talking with the Groundswell: Using Social Technologies for Marketing and PR; (9973BC) Energizing the Groundswell: Tapping into the Power of Word of Mouth Online; (9975BC) Embracing the Groundswell: Innovating with Help From Your Customers; (9976BC) How Connecting with the Groundswell Transforms Your Company: Embracing Social Technologies in Your Business; (9977BC) The Groundswell Inside Your Company: Using Social Technologies to Engage Employees; (9978BC) The Future of the Groundswell: How Advances in Social Technologies Will Continue to Shape Business.   Add   View  21 pp.  Embracing the Groundswell: Innovating with Help From Your Customers Author(s): Li, Charlene; Bernoff, Josh Publication Date: 03/24/2008 Product Type: HBS Press Chapter HBS Number: 9975BC Subjects: Customer relationship management; Customers; Marketing communications; Social enterprise; Web-based technologies Academic Discipline: General management Product Description: Whether you're ready or not, customers have become an important part of product and process improvement. This chapter describes practical ways to tap into your customers to help you innovate now, increasing the chances of developing something your customers want. May be used with: (9895BC) Why the Groundswell — and Why Now?: Social Technologies Are Here to Stay; (9968BC) Jujitsu and the Technologies of the Groundswell: Understanding the World of Social Technologies; (9969BC) The Social Technographics Profile: Grouping Customers Based on Online Activities; (9970BC) Strategies for Tapping the Groundswell: Leverage Social Technologies; (9971BC) Listening to the Groundswell: Using Social Technologies for Research; (9972BC) Talking with the Groundswell: Using Social Technologies for Marketing and PR; (9973BC) Energizing the Groundswell: Tapping into the Power of Word of Mouth Online; (9974BC) Helping the Groundswell Support Itself: Customers Supporting Customers Through Social Technologies; (9976BC) How Connecting with the Groundswell Transforms Your Company: Embracing Social Technologies in Your Business; (9977BC) The Groundswell Inside Your Company: Using Social Technologies to Engage Employees; (9978BC) The Future of the Groundswell: How Advances in Social Technologies Will Continue to Shape Business.   Add   View  23 pp.  How Connecting with the Groundswell Transforms Your Company: Embracing Social Technologies in Your Business Author(s): Li, Charlene; Bernoff, Josh Publication Date: 03/24/2008 Product Type: HBS Press Chapter HBS Number: 9976BC Subjects: Customer relationship management; Customers; Marketing communications; Social enterprise; Web-based technologies Academic Discipline: General management Product Description: Keeping the customer at the center of your organization sounds so logical, so easy — but in reality, deeply ingrained priorities and marketing and customer service practices make the transition to integrating social technologies into your business difficult. This chapter examines how organizations can master the key elements of groundswell thinking to transform the way their companies work with customers. May be used with: (9895BC) Why the Groundswell — and Why Now?: Social Technologies Are Here to Stay; (9968BC) Jujitsu and the Technologies of the Groundswell: Understanding the World of Social Technologies; (9969BC) The Social Technographics Profile: Grouping Customers Based on Online Activities; (9970BC) Strategies for Tapping the Groundswell: Leverage Social Technologies; (9971BC) Listening to the Groundswell: Using Social Technologies for Research; (9972BC) Talking with the Groundswell: Using Social Technologies for Marketing and PR; (9973BC) Energizing the Groundswell: Tapping into the Power of Word of Mouth Online; (9974BC) Helping the Groundswell Support Itself: Customers Supporting Customers Through Social Technologies; (9975BC) Embracing the Groundswell: Innovating with Help From Your Customers; (9977BC) The Groundswell Inside Your Company: Using Social Technologies to Engage Employees; (9978BC) The Future of the Groundswell: How Advances in Social Technologies Will Continue to Shape Business.   Add   View  23 pp.  The Groundswell Inside Your Company: Using Social Technologies to Engage Employees Author(s): Li, Charlene; Bernoff, Josh Publication Date: 03/24/2008 Product Type: HBS Press Chapter HBS Number: 9977BC Subjects: Customer relationship management; Customers; Marketing communications; Social enterprise; Web-based technologies Academic Discipline: General management Product Description: Employees are a natural constituency for fostering social connections. This chapter examines how the same trends that inspire customers in the groundswell can also empower employees in your company through the use of wikis, blogs, and social networks. May be used with: (9895BC) Why the Groundswell — and Why Now?: Social Technologies Are Here to Stay; (9968BC) Jujitsu and the Technologies of the Groundswell: Understanding the World of Social Technologies; (9969BC) The Social Technographics Profile: Grouping Customers Based on Online Activities; (9970BC) Strategies for Tapping the Groundswell: Leverage Social Technologies; (9971BC) Listening to the Groundswell: Using Social Technologies for Research; (9972BC) Talking with the Groundswell: Using Social Technologies for Marketing and PR; (9973BC) Energizing the Groundswell: Tapping into the Power of Word of Mouth Online; (9974BC) Helping the Groundswell Support Itself: Customers Supporting Customers Through Social Technologies; (9975BC) Embracing the Groundswell: Innovating with Help From Your Customers; (9976BC) How Connecting with the Groundswell Transforms Your Company: Embracing Social Technologies in Your Business; (9978BC) The Future of the Groundswell: How Advances in Social Technologies Will Continue to Shape Business.   Add   View  12 pp.  The Future of the Groundswell: How Advances in Social Technologies Will Continue to Shape Business Author(s): Li, Charlene; Bernoff, Josh Publication Date: 03/24/2008 Product Type: HBS Press Chapter HBS Number: 9978BC Subjects: Customer relationship management; Customers; Marketing communications; Social enterprise; Web-based technologies Academic Discipline: General management Product Description: Social technologies are exploding — they're cheap and easy to create and improve, they tap into the Internet advertising economy, and connect people who naturally want to connect. In this chapter, the authors turn their attention to what the future of the groundswell will look like, how it will affect companies, and what you should do to prepare. May be used with: (9895BC) Why the Groundswell — and Why Now?: Social Technologies Are Here to Stay; (9968BC) Jujitsu and the Technologies of the Groundswell: Understanding the World of Social Technologies; (9969BC) The Social Technographics Profile: Grouping Customers Based on Online Activities; (9970BC) Strategies for Tapping the Groundswell: Leverage Social Technologies; (9971BC) Listening to the Groundswell: Using Social Technologies for Research; (9972BC) Talking with the Groundswell: Using Social Technologies for Marketing and PR; (9973BC) Energizing the Groundswell: Tapping into the Power of Word of Mouth Online; (9974BC) Helping the Groundswell Support Itself: Customers Supporting Customers Through Social Technologies; (9975BC) Embracing the Groundswell: Innovating with Help From Your Customers; (9976BC) How Connecting with the Groundswell Transforms Your Company: Embracing Social Technologies in Your Business; (9977BC) The Groundswell Inside Your Company: Using Social Technologies to Engage Employees.

Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-Based Management   Add   View  29 pp.  Why Every Company Needs Evidence-Based Management Author(s): Pfeffer, Jeffrey; Sutton, Robert I. Publication Date: 03/21/2006 Product Type: HBS Press Chapter HBS Number: 2561BC Subjects: Analysis; Change management; Competitive advantage; Competitive decision making; Evidence based risk management; Leadership; Management philosophy; Organizational behavior Academic Discipline: General management Product Description: Across industries, failure to find and follow the best logic and evidence leads to relying on conventional wisdom that is frequently incorrect or incomplete, and therefore, potentially hazardous to organizational health. This chapter introduces the ideas behind evidence-based management, and shows how managers and their companies can profit by turning this management technique into a way of thinking. May be used with: (2562BC) How to Practice Evidence-Based Management; (2563BC) Is Work Fundamentally Different from the Rest of Life and Should It Be?: An Evidence-Based Approach to Work-Life Balance; (2565BC) Do Financial Incentives Drive Company Performance?: An Evidence-Based Approach to Motivation and Rewards; (2566BC) Strategy Is Destiny?: An Evidence-Based Approach to Strategy; (2567BC) Change or Die?: An Evidence-Based Approach to Change Management; (2568BC) Are Great Leaders in Control of Their Companies?: An Evidence-Based Approach to Leadership; (2570BC) Profiting from Evidence-Based Management; (2695BC) Do the Best Organizations Have the Best People?: An Evidence-Based Approach to Talent.   Add   View  31 pp.  How to Practice Evidence-Based Management Author(s): Pfeffer, Jeffrey; Sutton, Robert I. Publication Date: 03/21/2006 Product Type: HBS Press Chapter HBS Number: 2562BC Subjects: Analysis; Change management; Competitive decision making; Evidence based risk management; Leadership; Management philosophy; Management techniques; Organizational behavior Academic Discipline: General management Product Description: This chapter illustrates how and why so many of the current standards for judging business ideas and management practices are flawed and offers some alternative ways of approaching the marketplace for ideas that are more consistent with the fundamentals of logical reasoning and the scientific method. May be used with: (2561BC) Why Every Company Needs Evidence-Based Management; (2563BC) Is Work Fundamentally Different from the Rest of Life and Should It Be?: An Evidence-Based Approach to Work-Life Balance; (2565BC) Do Financial Incentives Drive Company Performance?: An Evidence-Based Approach to Motivation and Rewards; (2566BC) Strategy Is Destiny?: An Evidence-Based Approach to Strategy; (2567BC) Change or Die?: An Evidence-Based Approach to Change Management; (2568BC) Are Great Leaders in Control of Their Companies?: An Evidence-Based Approach to Leadership; (2570BC) Profiting from Evidence-Based Management; (2695BC) Do the Best Organizations Have the Best People?: An Evidence-Based Approach to Talent.   Add   View  33 pp.  Is Work Fundamentally Different from the Rest of Life and Should It Be? An Evidence-Based Approach to Work-Life Balance Author(s): Pfeffer, Jeffrey; Sutton, Robert I. Publication Date: 03/21/2006 Product Type: HBS Press Chapter HBS Number: 2563BC Subjects: Competitive decision making; Evidence based risk management; Leadership; Management philosophy; Management techniques; Organizational behavior; Work life balance; Workplace design Academic Discipline: General management Product Description: This chapter examines what is perhaps the most basic half-truth — that work is a separate domain from the rest of life, and should be treated differently — and provides some evidence-based insights to support greater incorporation of human needs and preferences into work and organization design. May be used with: (2562BC) How to Practice Evidence-Based Management; (2561BC) Why Every Company Needs Evidence-Based Management; (2565BC) Do Financial Incentives Drive Company Performance?: An Evidence-Based Approach to Motivation and Rewards; (2566BC) Strategy Is Destiny?: An Evidence-Based Approach to Strategy; (2567BC) Change or Die?: An Evidence-Based Approach to Change Management; (2568BC) Are Great Leaders in Control of Their Companies?: An Evidence-Based Approach to Leadership; (2570BC) Profiting from Evidence-Based Management; (2695BC) Do the Best Organizations Have the Best People?: An Evidence-Based Approach to Talent.   Add   View  30 pp.  Do Financial Incentives Drive Company Performance? An Evidence-Based Approach to Motivation and Rewards Author(s): Pfeffer, Jeffrey; Sutton, Robert I. Publication Date: 03/21/2006 Product Type: HBS Press Chapter HBS Number: 2565BC Subjects: Compensation; Competitive decision making; Evidence based risk management; Management philosophy; Motivation; Organizational behavior; Performance management; Work force management Academic Discipline: General management Product Description: This chapter examines one of the most deeply held half-truths in the business world, that financial incentives drive company performance, and tackles several deeply held, widely shared, and intertwined beliefs and assumptions about what motivates people in the workplace. May be used with: (2563BC) Is Work Fundamentally Different from the Rest of Life and Should It Be?: An Evidence-Based Approach to Work-Life Balance; (2562BC) How to Practice Evidence-Based Management; (2561BC) Why Every Company Needs Evidence-Based Management; (2566BC) Strategy Is Destiny?: An Evidence-Based Approach to Strategy; (2567BC) Change or Die?: An Evidence-Based Approach to Change Management; (2568BC) Are Great Leaders in Control of Their Companies?: An Evidence-Based Approach to Leadership; (2570BC) Profiting from Evidence-Based Management; (2695BC) Do the Best Organizations Have the Best People?: An Evidence-Based Approach to Talent.   Add   View  28 pp.  Strategy Is Destiny? An Evidence-Based Approach to Strategy Author(s): Pfeffer, Jeffrey; Sutton, Robert I. Publication Date: 03/21/2006 Product Type: HBS Press Chapter HBS Number: 2566BC Subjects: Competitive decision making; Evidence based risk management; Leadership; Management philosophy; Organizational behavior; Strategic planning; Strategy; Strategy implementation Academic Discipline: General management Product Description: This chapter questions whether and when strategy is destiny and makes an evidence-based case that excessive faith in strategic decision making is hazardous to an organization's health. May be used with: (2565BC) Do Financial Incentives Drive Company Performance?: An Evidence-Based Approach to Motivation and Rewards; (2563BC) Is Work Fundamentally Different from the Rest of Life and Should It Be?: An Evidence-Based Approach to Work-Life Balance; (2562BC) How to Practice Evidence-Based Management; (2561BC) Why Every Company Needs Evidence-Based Management; (2567BC) Change or Die?: An Evidence-Based Approach to Change Management; (2568BC) Are Great Leaders in Control of Their Companies?: An Evidence-Based Approach to Leadership; (2570BC) Profiting from Evidence-Based Management; (2695BC) Do the Best Organizations Have the Best People?: An Evidence-Based Approach to Talent.   Add   View  33 pp.  Change or Die? An Evidence-Based Approach to Change Management Author(s): Pfeffer, Jeffrey; Sutton, Robert I. Publication Date: 03/21/2006 Product Type: HBS Press Chapter HBS Number: 2567BC Subjects: Change management; Competitive decision making; Evidence based risk management; Leadership; Management philosophy; Organizational architecture; Organizational behavior; Resistance Academic Discipline: General management Product Description: This chapter examines the faulty evidence and logic behind the mantra “change or die,” the related half-truth that change is difficult and takes a long time, and describes what organizations can do to speed change. May be used with: (2566BC) Strategy Is Destiny?: An Evidence-Based Approach to Strategy; (2565BC) Do Financial Incentives Drive Company Performance?: An Evidence-Based Approach to Motivation and Rewards; (2563BC) Is Work Fundamentally Different from the Rest of Life and Should It Be?: An Evidence-Based Approach to Work-Life Balance; (2562BC) How to Practice Evidence-Based Management; (2561BC) Why Every Company Needs Evidence-Based Management; (2568BC) Are Great Leaders in Control of Their Companies?: An Evidence-Based Approach to Leadership; (2570BC) Profiting from Evidence-Based Management; (2695BC) Do the Best Organizations Have the Best People?: An Evidence-Based Approach to Talent.   Add   View  34 pp.  Are Great Leaders in Control of Their Companies? An Evidence-Based Approach to Leadership Author(s): Pfeffer, Jeffrey; Sutton, Robert I. Publication Date: 03/21/2006 Product Type: HBS Press Chapter HBS Number: 2568BC Subjects: Change management; Competitive decision making; Evidence based risk management; Leadership; Management philosophy; Organizational architecture; Organizational behavior; Power & influence Academic Discipline: General management Product Description: This chapter explores the half-truth that leaders are in control and that they ought to be, provides a more nuanced view of leadership, and offers some useful guidelines for those who occupy leadership roles in organizations. May be used with: (2567BC) Change or Die?: An Evidence-Based Approach to Change Management; (2566BC) Strategy Is Destiny?: An Evidence-Based Approach to Strategy; (2565BC) Do Financial Incentives Drive Company Performance?: An Evidence-Based Approach to Motivation and Rewards; (2563BC) Is Work Fundamentally Different from the Rest of Life and Should It Be?: An Evidence-Based Approach to Work-Life Balance; (2562BC) How to Practice Evidence-Based Management; (2561BC) Why Every Company Needs Evidence-Based Management; (2570BC) Profiting from Evidence-Based Management; (2695BC) Do the Best Organizations Have the Best People?: An Evidence-Based Approach to Talent.   Add   View  26 pp.  Profiting from Evidence-Based Management Author(s): Pfeffer, Jeffrey; Sutton, Robert I. Publication Date: 03/21/2006 Product Type: HBS Press Chapter HBS Number: 2570BC Subjects: Competitive decision making; Evidence based risk management; Leadership; Management philosophy; Management techniques; Organizational behavior Academic Discipline: General management Product Description: Implementing evidence-based management is an uphill battle. However, as this chapter suggests, if you are willing to recognize your company's blind spots and problems and take responsibility for finding and following the best data and logic, implementing an evidence-based approach can bolster management practice and organizational performance. May be used with: (2568BC) Are Great Leaders in Control of Their Companies?: An Evidence-Based Approach to Leadership; (2567BC) Change or Die?: An Evidence-Based Approach to Change Management; (2566BC) Strategy Is Destiny?: An Evidence-Based Approach to Strategy; (2565BC) Do Financial Incentives Drive Company Performance?: An Evidence-Based Approach to Motivation and Rewards; (2563BC) Is Work Fundamentally Different from the Rest of Life and Should It Be?: An Evidence-Based Approach to Work-Life Balance; (2562BC) How to Practice Evidence-Based Management; (2561BC) Why Every Company Needs Evidence-Based Management; (2695BC) Do the Best Organizations Have the Best People?: An Evidence-Based Approach to Talent.   Add   View  30 pp.  Do the Best Organizations Have the Best People? An Evidence-Based Approach to Talent Author(s): Pfeffer, Jeffrey; Sutton, Robert I. Publication Date: 03/21/2006 Product Type: HBS Press Chapter HBS Number: 2695BC Subjects: Competitive decision making; Evidence based risk management; Leadership; Leadership development; Management philosophy; Organizational behavior; Performance management; Work force management Academic Discipline: General management Product Description: This chapter shows why the idea that the best organizations have the best people is a half-truth that lives on despite evidence that indicates that natural talent is overrated, especially for sustaining organizational performance. May be used with: (2561BC) Why Every Company Needs Evidence-Based Management; (2562BC) How to Practice Evidence-Based Management; (2563BC) Is Work Fundamentally Different from the Rest of Life and Should It Be?: An Evidence-Based Approach to Work-Life Balance; (2565BC) Do Financial Incentives Drive Company Performance?: An Evidence-Based Approach to Motivation and Rewards; (2566BC) Strategy Is Destiny?: An Evidence-Based Approach to Strategy; (2567BC) Change or Die?: An Evidence-Based Approach to Change Management; (2568BC) Are Great Leaders in Control of Their Companies?: An Evidence-Based Approach to Leadership; (2570BC) Profiting from Evidence-Based Management.    Harvard Business Essentials: Creating Teams with an Edge: The Complete Skill Set to Build Powerful and Influential Teams   Add   View  15 pp.  Team Concepts: Understand These First Publication Date: 02/19/2004 Product Type: HBS Press Chapter HBS Number: 6945BC Subjects: Group decision making; Management by objectives; Management teams Academic Discipline: General management Product Description: The word “team” implies unity of purpose, collaboration, and. to some, a measure of equity. Working as a team offers some advantages, including a unified effort to achieve common goals and a new way for individuals to interact with one another. This chapter examines these advantages, and some disadvantages as well, and provides tools for determining whether a team effort is appropriate. May be used with: (6952BC) Essentials for an Effective Team: The Foundation of Success; (6969BC) Forming the Team: The Crew and Its Charter; (6976BC) Getting Off on the Right Foot: Important First Steps; (6983BC) Team Management Challenges: Where Leaders Matter; (6990BC) Operating as a Team: Putting Ideas to Work; (7003BC) The Virtual Team: A Collaborative Effort; (7010BC) Becoming a Team Player: Your Most Important Assignment.   Add   View  18 pp.  Essentials for an Effective Team: The Foundation of Success Publication Date: 02/19/2004 Product Type: HBS Press Chapter HBS Number: 6952BC Subjects: Goal setting; Group behavior; Management by objectives; Management teams Academic Discipline: General management Product Description: Once you determine that creating a team is the best way to approach your goal, the next step is to assess what the team will need to be most effective. This chapter examines the characteristics of effective teams, which are composed of people who collectively bring all the critical competencies to the table. May be used with: (6945BC) Team Concepts: Understand These First; (6969BC) Forming the Team: The Crew and Its Charter; (6976BC) Getting Off on the Right Foot: Important First Steps; (6983BC) Team Management Challenges: Where Leaders Matter; (6990BC) Operating as a Team: Putting Ideas to Work; (7003BC) The Virtual Team: A Collaborative Effort; (7010BC) Becoming a Team Player: Your Most Important Assignment.   Add   View  30 pp.  Forming the Team: The Crew and Its Charter Publication Date: 02/19/2004 Product Type: HBS Press Chapter HBS Number: 6969BC Subjects: Group behavior; Management by objectives; Management teams; Team building Academic Discipline: Organizational behavior & leadership Product Description: Organizing a team is the first step to accomplishing a common goal. At times, a team will self-organize; at other times, a manager will put together a team according to the critical competencies that each member brings. This chapter examines how effective teams are formed and the importance of a team charter. May be used with: (6945BC) Team Concepts: Understand These First; (6952BC) Essentials for an Effective Team: The Foundation of Success; (6976BC) Getting Off on the Right Foot: Important First Steps; (6983BC) Team Management Challenges: Where Leaders Matter; (6990BC) Operating as a Team: Putting Ideas to Work; (7003BC) The Virtual Team: A Collaborative Effort; (7010BC) Becoming a Team Player: Your Most Important Assignment.   Add   View  30 pp.  Getting Off on the Right Foot: Important First Steps Publication Date: 02/19/2004 Product Type: HBS Press Chapter HBS Number: 6976BC Subjects: Budgeting; Goal setting; Group decision making; Management by objectives; Management teams; Scheduling Academic Discipline: General management Product Description: Once the team and charter are in place, several important things must be accomplished before a team's work commences. Drawing up plans for reaching the intended goal and mapping out how the work will be broken down are critical to a team's ultimate success. This chapter shows how to address these preliminary tasks in an attempt to streamline the process. May be used with: (6945BC) Team Concepts: Understand These First; (6952BC) Essentials for an Effective Team: The Foundation of Success; (6969BC) Forming the Team: The Crew and Its Charter; (6983BC) Team Management Challenges: Where Leaders Matter; (6990BC) Operating as a Team: Putting Ideas to Work; (7003BC) The Virtual Team: A Collaborative Effort; (7010BC) Becoming a Team Player: Your Most Important Assignment.   Add   View  27 pp.  Team Management Challenges: Where Leaders Matter Publication Date: 02/19/2004 Product Type: HBS Press Chapter HBS Number: 6983BC Subjects: Group behavior; Group dynamics; Management teams; Team leadership Academic Discipline: Organizational behavior & leadership Product Description: Recognizing management and leadership challenges is key to creating an effective team. This chapter examines the role of the leader, and that of team identity, and how to manage these distinct identities in the context of team dynamics. May be used with: (6945BC) Team Concepts: Understand These First; (6952BC) Essentials for an Effective Team: The Foundation of Success; (6969BC) Forming the Team: The Crew and Its Charter; (6976BC) Getting Off on the Right Foot: Important First Steps; (6990BC) Operating as a Team: Putting Ideas to Work; (7003BC) The Virtual Team: A Collaborative Effort; (7010BC) Becoming a Team Player: Your Most Important Assignment.   Add   View  20 pp.  Operating as a Team: Putting Ideas to Work Publication Date: 02/19/2004 Product Type: HBS Press Chapter HBS Number: 6990BC Subjects: Conflict; Management communication; Management teams; Motivation; Performance measurement; Teamwork Academic Discipline: General management Product Description: Many teams encounter problems operationally when the work first begins. Work patterns may develop that hinder the planned vision of the team. This chapter examines key aspects of team operations that help create the most effective group possible. May be used with: (6945BC) Team Concepts: Understand These First; (6952BC) Essentials for an Effective Team: The Foundation of Success; (6969BC) Forming the Team: The Crew and Its Charter; (6976BC) Getting Off on the Right Foot: Important First Steps; (6983BC) Team Management Challenges: Where Leaders Matter; (7003BC) The Virtual Team: A Collaborative Effort; (7010BC) Becoming a Team Player: Your Most Important Assignment.   Added   View  23 pp.  The Virtual Team: A Collaborative Effort Publication Date: 02/19/2004 Product Type: HBS Press Chapter HBS Number: 7003BC Subjects: Communication; Groupware; Internet; Management teams; Technology; Virtual communities Academic Discipline: General management Product Description: Many of today's teams are virtual — groups of individuals who communicate over e-mail, voicemail, telephone, videoconferencing hardware, etc. This approach to team decision making has its own unique challenges and advantages; this chapter examines them in detail. May be used with: (6945BC) Team Concepts: Understand These First; (6952BC) Essentials for an Effective Team: The Foundation of Success; (6969BC) Forming the Team: The Crew and Its Charter; (6976BC) Getting Off on the Right Foot: Important First Steps; (6983BC) Team Management Challenges: Where Leaders Matter; (6990BC) Operating as a Team: Putting Ideas to Work; (7010BC) Becoming a Team Player: Your Most Important Assignment.   Add   View  16 pp.  Becoming a Team Player: Your Most Important Assignment Publication Date: 02/19/2004 Product Type: HBS Press Chapter HBS Number: 7010BC Subjects: Alternative dispute resolution; Group decision making; Human relations; Interpersonal behavior; Management teams Academic Discipline: Organizational behavior & leadership Product Description: A team is only as strong as the collective performance of those involved. Each member of the team must be committed, collaborative, and competent. If one person doesn't agree with the common goal, chances are his or her performance will affect others in the group. This chapter examines what it means to be an effective team player. May be used with: (6945BC) Team Concepts: Understand These First; (6952BC) Essentials for an Effective Team: The Foundation of Success; (6969BC) Forming the Team: The Crew and Its Charter; (6976BC) Getting Off on the Right Foot: Important First Steps; (6983BC) Team Management Challenges: Where Leaders Matter; (6990BC) Operating as a Team: Putting Ideas to Work; (7003BC) The Virtual Team: A Collaborative Effort.    Harvard Business Essentials: Crisis Management: Master the Skills to Prevent Disasters   Add   View  24 pp.  Taking Stock of Potential Perils: What Could Go Wrong? Publication Date: 08/10/2004 Product Type: HBS Press Chapter HBS Number: 6419BC Subjects: Crisis management; Priorities; Risk; Risk assessment Academic Discipline: General management Product Description: Crisis management should begin before the crisis happens — when you can think objectively. Although it is impossible to list every potential business crisis, this chapter identifies some of the major risk categories to show you what to avoid and how to prepare. By conducting a thorough audit of your organizational risks, you can begin to prioritize the risks and then prepare to deal with them. May be used with: (6426BC) Avoiding the Avoidable: An Ounce of Prevention...; (6600BC) Contingency Planning: Preparing Today for Tomorrow's Problems; (6624BC) Crisis Recognition: Where There's Smoke, There's Fire; (6457BC) Containment: Preventing a Bad Situation from Becoming Worse; (6464BC) Crisis Resolution: The Road to Recovery; (6617BC) Mastering the Media: Make It Your Story; (6488BC) Learning from Your Experience: Gather Lessons Where You Find Them.   Add   View  17 pp.  Avoiding the Avoidable: An Ounce of Prevention... Publication Date: 08/10/2004 Product Type: HBS Press Chapter HBS Number: 6426BC Subjects: Crisis prevention; Insurance; Risk assessment Academic Discipline: General management Product Description: If you have identified potential organizational risks, the next step is to determine which potential crises can be avoided. Practicing prevention requires that you recognize risks and know what steps are needed to mitigate them. This chapter helps you prepare a systematic program of crisis prevention and reminds you to look before you leap. May be used with: (6600BC) Contingency Planning: Preparing Today for Tomorrow's Problems; (6624BC) Crisis Recognition: Where There's Smoke, There's Fire; (6457BC) Containment: Preventing a Bad Situation from Becoming Worse; (6464BC) Crisis Resolution: The Road to Recovery; (6617BC) Mastering the Media: Make It Your Story; (6419BC) Taking Stock of Potential Perils: What Could Go Wrong?; (6488BC) Learning from Your Experience: Gather Lessons Where You Find Them.   Added   View  16 pp.  Containment: Preventing a Bad Situation from Becoming Worse Publication Date: 08/10/2004 Product Type: HBS Press Chapter HBS Number: 6457BC Subjects: Crisis management; Management communication; Management of professionals; Urgency Academic Discipline: General management Product Description: Once a crisis occurs, it is important for people to mobilize in an attempt to contain and stabilize the crisis. This chapter offers four rules for crisis containment that emphasize acting quickly and decisively, even with limited information. May be used with: (6426BC) Avoiding the Avoidable: An Ounce of Prevention...; (6600BC) Contingency Planning: Preparing Today for Tomorrow's Problems; (6624BC) Crisis Recognition: Where There's Smoke, There's Fire; (6464BC) Crisis Resolution: The Road to Recovery; (6617BC) Mastering the Media: Make It Your Story; (6419BC) Taking Stock of Potential Perils: What Could Go Wrong?; (6488BC) Learning from Your Experience: Gather Lessons Where You Find Them.   Add   View  19 pp.  Crisis Resolution: The Road to Recovery Publication Date: 08/10/2004 Product Type: HBS Press Chapter HBS Number: 6464BC Subjects: Accountability; Communication; Crisis management; Management communication; Problem solving Academic Discipline: General management Product Description: A crisis has implications for the future of a business. A proper plan for crisis resolution will ultimately determine whether these implications are severe and permanent. The difficulty in resolving any crisis is how quickly and well the crisis was contained in the first place. This chapter also offers a set of leadership qualities that are required during times of crisis and resolution. May be used with: (6426BC) Avoiding the Avoidable: An Ounce of Prevention...; (6600BC) Contingency Planning: Preparing Today for Tomorrow's Problems; (6624BC) Crisis Recognition: Where There's Smoke, There's Fire; (6457BC) Containment: Preventing a Bad Situation from Becoming Worse; (6617BC) Mastering the Media: Make It Your Story; (6419BC) Taking Stock of Potential Perils: What Could Go Wrong?; (6488BC) Learning from Your Experience: Gather Lessons Where You Find Them.   Add   View  17 pp.  Learning from Your Experience: Gather Lessons Where You Find Them Publication Date: 08/10/2004 Product Type: HBS Press Chapter HBS Number: 6488BC Subjects: Crisis management; Management communication; Organizational learning Academic Discipline: General management Product Description: Experience through trial and error is a valuable lesson that can be applied to all future crises. Having a plan for capturing the lessons learned and synthesizing that information is an important part of crisis management. This chapter explains how you can integrate the lessons learned into current crisis planning to handle future crises more effectively. May be used with: (6426BC) Avoiding the Avoidable: An Ounce of Prevention...; (6600BC) Contingency Planning: Preparing Today for Tomorrow's Problems; (6624BC) Crisis Recognition: Where There's Smoke, There's Fire; (6457BC) Containment: Preventing a Bad Situation from Becoming Worse; (6464BC) Crisis Resolution: The Road to Recovery; (6617BC) Mastering the Media: Make It Your Story; (6419BC) Taking Stock of Potential Perils: What Could Go Wrong?.   Add   View  25 pp.  Contingency Planning: Preparing Today for Tomorrow’s Problems Publication Date: 08/10/2004 Product Type: HBS Press Chapter HBS Number: 6600BC Subjects: Contingency planning; Crisis management; Risk assessment Academic Discipline: General management Product Description: Some crises are unavoidable. For those, you must practice contingency planning or organizing and making decisions before the crisis occurs. Making contingency plans for a fire emergency is an example of how to mitigate a crisis without knowing for certain if it will occur. This chapter offers a few tips for creating such contingency plans. May be used with: (6426BC) Avoiding the Avoidable: An Ounce of Prevention...; (6624BC) Crisis Recognition: Where There's Smoke, There's Fire; (6457BC) Containment: Preventing a Bad Situation from Becoming Worse; (6464BC) Crisis Resolution: The Road to Recovery; (6617BC) Mastering the Media: Make It Your Story; (6419BC) Taking Stock of Potential Perils: What Could Go Wrong?; (6488BC) Learning from Your Experience: Gather Lessons Where You Find Them.   Add   View  21 pp.  Mastering the Media: Make It Your Story Publication Date: 08/10/2004 Product Type: HBS Press Chapter HBS Number: 6617BC Subjects: Crisis management; Framing; Media relations; Public relations Academic Discipline: General management Product Description: Communication is an important instrument for change in times of crisis. To frame a crisis properly through media outlets for the general public's consumption is important following the resolution phase in crisis management. This chapter deals with damage control, offering suggestions for communicating through the media in the most effective and positive way. May be used with: (6426BC) Avoiding the Avoidable: An Ounce of Prevention...; (6600BC) Contingency Planning: Preparing Today for Tomorrow's Problems; (6624BC) Crisis Recognition: Where There's Smoke, There's Fire; (6457BC) Containment: Preventing a Bad Situation from Becoming Worse; (6464BC) Crisis Resolution: The Road to Recovery; (6419BC) Taking Stock of Potential Perils: What Could Go Wrong?; (6488BC) Learning from Your Experience: Gather Lessons Where You Find Them.   Add   View  21 pp.  Crisis Recognition: Where There’s Smoke, There‘s Fire Publication Date: 08/10/2004 Product Type: HBS Press Chapter HBS Number: 6624BC Subjects: Crisis management; Problem solving; Risk assessment Academic Discipline: General management Product Description: Sometimes a crisis ignites slowly, without announcing itself. This chapter addresses the problem of crisis recognition, highlighting some of the important warning signals. The organizational mechanisms outlined in this chapter will help you identify warning signs and better equip you to offer a solution. May be used with: (6426BC) Avoiding the Avoidable: An Ounce of Prevention...; (6600BC) Contingency Planning: Preparing Today for Tomorrow's Problems; (6457BC) Containment: Preventing a Bad Situation from Becoming Worse; (6464BC) Crisis Resolution: The Road to Recovery; (6617BC) Mastering the Media: Make It Your Story; (6419BC) Taking Stock of Potential Perils: What Could Go Wrong?; (6488BC) Learning from Your Experience: Gather Lessons Where You Find Them.    Harvard Business Essentials: Decision Making — Five Steps to Better Results   Add   View  10 pp.  The Decision Process: Five Key Steps Publication Date: 12/01/2005 Product Type: HBS Press Chapter HBS Number: 6310BC Subjects: Change management; Decision making; Risk assessment Academic Discipline: General management Product Description: This chapter illustrates how you can organize the decision-making process into five simple steps. Using these techniques reveals the pros, cons, risks, and trade-offs of any given decision. May be used with: (6570BC) The Context for Success: Setting the Stage; (6334BC) The Framing Challenge: What Is the Real Problem?; (6341BC) Alternatives: The Source of Superior Solutions; (6594BC) Evaluate the Alternatives: Finding the Value of Each Option; (6365BC) Make the Decision: Getting to Agreement; (6372BC) The Uncertainty Problem: How to Deal with Unknowns; (6389BC) Human Foibles: How to Counter Tendencies That Can Ambush Your Decision; (6396BC) Organizational Traps: The Madness — and the Wisdom — of Crowds; (6402BC) Toward a Smarter Organization: Getting Better at Making Decisions.   Add   View  13 pp.  The Framing Challenge: What Is the Real Problem? Publication Date: 12/01/2005 Product Type: HBS Press Chapter HBS Number: 6334BC Subjects: Decision making; Decision theory; Framing; Teams Academic Discipline: General management Product Description: Properly framing a problem in terms of the reality of the situation and the objectives of the organization is an important second step in the decision-making process. Mental frames act to channel our thinking and are important tools to help navigate complex decisions. This chapter offers tips on how to frame a situation correctly, yielding better decisions in the end. May be used with: (6310BC) The Decision Process: Five Key Steps; (6570BC) The Context for Success: Setting the Stage; (6341BC) Alternatives: The Source of Superior Solutions; (6594BC) Evaluate the Alternatives: Finding the Value of Each Option; (6365BC) Make the Decision: Getting to Agreement; (6372BC) The Uncertainty Problem: How to Deal with Unknowns; (6389BC) Human Foibles: How to Counter Tendencies That Can Ambush Your Decision; (6396BC) Organizational Traps: The Madness — and the Wisdom — of Crowds; (6402BC) Toward a Smarter Organization: Getting Better at Making Decisions.   Add   View  16 pp.  Alternatives: The Source of Superior Solutions Publication Date: 12/01/2005 Product Type: HBS Press Chapter HBS Number: 6341BC Subjects: Alternatives; Brainstorming; Conflict; Creativity; Decision theory; Problem solving Academic Discipline: General management Product Description: To make an informed decision, you must be able to look at alternative solutions and weigh the merits of those alternatives. This chapter explains how to generate other possibilities, brainstorm effectively, and combine features to create a hybrid alternative. May be used with: (6310BC) The Decision Process: Five Key Steps; (6570BC) The Context for Success: Setting the Stage; (6334BC) The Framing Challenge: What Is the Real Problem?; (6594BC) Evaluate the Alternatives: Finding the Value of Each Option; (6365BC) Make the Decision: Getting to Agreement; (6372BC) The Uncertainty Problem: How to Deal with Unknowns; (6389BC) Human Foibles: How to Counter Tendencies That Can Ambush Your Decision; (6396BC) Organizational Traps: The Madness — and the Wisdom — of Crowds; (6402BC) Toward a Smarter Organization: Getting Better at Making Decisions.   Add   View  17 pp.  Make the Decision: Getting to Agreement Publication Date: 12/01/2005 Product Type: HBS Press Chapter HBS Number: 6365BC Subjects: Alternatives; Conflict; Group decision making; Implementation; Objectives Academic Discipline: General management Product Description: Complex decisions inevitably have unresolved uncertainties that are bound to trouble some decision makers. This chapter outlines three techniques — catchball, point-counterpoint, and intellectual watchdog — to help decision makers maneuver these difficulties. Although these techniques cannot guarantee a decision team will agree on one decision, they will help them agree on a collective objective. May be used with: (6310BC) The Decision Process: Five Key Steps; (6570BC) The Context for Success: Setting the Stage; (6334BC) The Framing Challenge: What Is the Real Problem?; (6341BC) Alternatives: The Source of Superior Solutions; (6594BC) Evaluate the Alternatives: Finding the Value of Each Option; (6372BC) The Uncertainty Problem: How to Deal with Unknowns; (6389BC) Human Foibles: How to Counter Tendencies That Can Ambush Your Decision; (6396BC) Organizational Traps: The Madness — and the Wisdom — of Crowds; (6402BC) Toward a Smarter Organization: Getting Better at Making Decisions.   Add   View  23 pp.  The Uncertainty Problem: How to Deal with Unknowns Publication Date: 12/01/2005 Product Type: HBS Press Chapter HBS Number: 6372BC Subjects: Group decision making; Risk assessment; Uncertainty Academic Discipline: General management Product Description: Decision making always involves some level of uncertainty. There are many opportunities during the decision-making process to reduce key uncertainties, but they can never be fully eliminated. Addressing uncertainty can be difficult; this chapter offers a three-step process to improve the odds of making a good decision. May be used with: (6310BC) The Decision Process: Five Key Steps; (6570BC) The Context for Success: Setting the Stage; (6334BC) The Framing Challenge: What Is the Real Problem?; (6341BC) Alternatives: The Source of Superior Solutions; (6594BC) Evaluate the Alternatives: Finding the Value of Each Option; (6365BC) Make the Decision: Getting to Agreement; (6389BC) Human Foibles: How to Counter Tendencies That Can Ambush Your Decision; (6396BC) Organizational Traps: The Madness — and the Wisdom — of Crowds; (6402BC) Toward a Smarter Organization: Getting Better at Making Decisions.   Add   View  22 pp.  Human Foibles: How to Counter Tendencies That Can Ambush Your Decision Publication Date: 12/01/2005 Product Type: HBS Press Chapter HBS Number: 6389BC Subjects: Decision analysis; Decision theory; Group decision making; Human behavior; Negotiations Academic Discipline: General management Product Description: Human behavior plays an important role in any decision-making process. Some behaviors can hinder people's ability to make effective decisions. This chapter describes a number of the decision traps that threaten good decision making and raises awareness of the foibles that lead us to making bad decisions. May be used with: (6310BC) The Decision Process: Five Key Steps; (6570BC) The Context for Success: Setting the Stage; (6334BC) The Framing Challenge: What Is the Real Problem?; (6341BC) Alternatives: The Source of Superior Solutions; (6594BC) Evaluate the Alternatives: Finding the Value of Each Option; (6365BC) Make the Decision: Getting to Agreement; (6372BC) The Uncertainty Problem: How to Deal with Unknowns; (6396BC) Organizational Traps: The Madness — and the Wisdom — of Crowds; (6402BC) Toward a Smarter Organization: Getting Better at Making Decisions.   Add   View  15 pp.  Organizational Traps: The Madness—and the Wisdom--of Crowds Publication Date: 12/01/2005 Product Type: HBS Press Chapter HBS Number: 6396BC Subjects: Decision making; Group behavior; Group decision making; Groupthink; Influence; Social awareness Academic Discipline: General management Product Description: Groups can sometimes take on characteristics and dynamics that impede individual decision making. Being aware of how susceptible you and your colleagues are to powerful social influences is important. This chapter examines several ways in which groupthink and other social influences can infect a logical decision process. May be used with: (6310BC) The Decision Process: Five Key Steps; (6570BC) The Context for Success: Setting the Stage; (6334BC) The Framing Challenge: What Is the Real Problem?; (6341BC) Alternatives: The Source of Superior Solutions; (6594BC) Evaluate the Alternatives: Finding the Value of Each Option; (6365BC) Make the Decision: Getting to Agreement; (6372BC) The Uncertainty Problem: How to Deal with Unknowns; (6389BC) Human Foibles: How to Counter Tendencies That Can Ambush Your Decision; (6402BC) Toward a Smarter Organization: Getting Better at Making Decisions.   Add   View  15 pp.  Toward a Smarter Organization: Getting Better at Making Decisions Publication Date: 12/01/2005 Product Type: HBS Press Chapter HBS Number: 6402BC Subjects: Competitive decision making; Decision analysis; Decision theory; Group decision making; Organizational development Academic Discipline: General management Product Description: While improving your decision-making skills is its own reward, having good processes for making those decisions is key to having a successful business. Once an enterprise has improved its decision-making skills, the quality of its decisions also improves. This chapter closes the loop on decision making, proving that this skill makes for a powerful and competitive company. May be used with: (6310BC) The Decision Process: Five Key Steps; (6570BC) The Context for Success: Setting the Stage; (6334BC) The Framing Challenge: What Is the Real Problem?; (6341BC) Alternatives: The Source of Superior Solutions; (6594BC) Evaluate the Alternatives: Finding the Value of Each Option; (6365BC) Make the Decision: Getting to Agreement; (6389BC) Human Foibles: How to Counter Tendencies That Can Ambush Your Decision; (6396BC) Organizational Traps: The Madness — and the Wisdom — of Crowds; (6372BC) The Uncertainty Problem: How to Deal with Unknowns.   Add   View  21 pp.  The Context for Success: Setting the Stage Publication Date: 12/01/2005 Product Type: HBS Press Chapter HBS Number: 6570BC Subjects: Decision analysis; Decision making; Decision theory; Organizational behavior; Teams Academic Discipline: General management Product Description: Creating the right environment in which effective decisions can be made, otherwise known as the context, can sometimes be an uphill battle. This chapter illustrates why the right context is so important to decision making, and it explains why this is an important first step in making better decisions. May be used with: (6310BC) The Decision Process: Five Key Steps; (6334BC) The Framing Challenge: What Is the Real Problem?; (6341BC) Alternatives: The Source of Superior Solutions; (6594BC) Evaluate the Alternatives: Finding the Value of Each Option; (6365BC) Make the Decision: Getting to Agreement; (6372BC) The Uncertainty Problem: How to Deal with Unknowns; (6389BC) Human Foibles: How to Counter Tendencies That Can Ambush Your Decision; (6396BC) Organizational Traps: The Madness — and the Wisdom — of Crowds; (6402BC) Toward a Smarter Organization: Getting Better at Making Decisions.   Add   View  30 pp.  Evaluate the Alternatives: Finding the Value of Each Option Publication Date: 12/01/2005 Product Type: HBS Press Chapter HBS Number: 6594BC Subjects: Alternatives; Decision making; Decision trees; Financial analysis; Priorities; Tradeoff analysis Academic Discipline: General management Product Description: Weighing the prospective merits of your alternatives is an important technique to use in making better decisions. Once you have identified a set of alternatives, the next step is to assess what each alternative contributes to the overall objective and how to prioritize the trade-offs. Comparing important attributes of your alternatives is key to making better decisions. May be used with: (6310BC) The Decision Process: Five Key Steps; (6570BC) The Context for Success: Setting the Stage; (6334BC) The Framing Challenge: What Is the Real Problem?; (6341BC) Alternatives: The Source of Superior Solutions; (6365BC) Make the Decision: Getting to Agreement; (6372BC) The Uncertainty Problem: How to Deal with Unknowns; (6389BC) Human Foibles: How to Counter Tendencies That Can Ambush Your Decision; (6396BC) Organizational Traps: The Madness — and the Wisdom — of Crowds; (6402BC) Toward a Smarter Organization: Getting Better at Making Decisions.    Harvard Business Essentials: Guide to Business Communication   Add   View  16 pp.  Dialogue: The Ultimate Communication Publication Date: 08/01/2003 Product Type: HBS Press Chapter HBS Number: 6679BC Subjects: Business etiquette; Communication strategy; Interpersonal communications Academic Discipline: Competitive strategy Product Description: Effective business communication is not confined to writing and making presentations. In reality, business communication most often occurs more informally, between individuals and in various settings. This chapter reveals the value of these significant moments and offers three principles for successful one-on-one interactions. May be used with: (6853BC) Good Writing: It Begins with Principles; (6860BC) Start-Up Strategies: Your Launch Point; (6877BC) The First Draft: Getting It Down; (6884BC) Getting It Right: The Editing Craft; (6907BC) Everyday Writing: Memos, Letters, and E-Mail; (6914BC) Presentations: Timeless Principles; (6921BC) Backstage: Preparing Your Presentation; (6938BC) Show Time: Making an Effective Delivery.   Add   View  19 pp.  Good Writing: It Begins with Principles Publication Date: 06/16/2003 Product Type: HBS Press Chapter HBS Number: 6853BC Subjects: Communication; Writing Academic Discipline: General management Product Description: Effective communication and good writing rest on a foundation of basic principles. From having a clear purpose to considering a delivery strategy, this chapter examines each of these principles as it relates to written communication. May be used with: (6860BC) Start-Up Strategies: Your Launch Point; (6877BC) The First Draft: Getting It Down; (6884BC) Getting It Right: The Editing Craft; (6907BC) Everyday Writing: Memos, Letters, and E-Mail; (6914BC) Presentations: Timeless Principles; (6921BC) Backstage: Preparing Your Presentation; (6938BC) Show Time: Making an Effective Delivery; (6679BC) Dialogue: The Ultimate Communication.   Add   View  16 pp.  Start-Up Strategies: Your Launch Point Publication Date: 06/16/2003 Product Type: HBS Press Chapter HBS Number: 6860BC Subjects: Business reading; Business writing; Communication; Meetings Academic Discipline: General management Product Description: Once you've learned the basic principles that govern effective written communication, the writing can actually begin. This chapter examines the difficulties you may encounter when beginning a writing task — writer's block, lack of inspiration, or simply the frustration associated with crafting a simple, effective message. May be used with: (6853BC) Good Writing: It Begins with Principles; (6877BC) The First Draft: Getting It Down; (6884BC) Getting It Right: The Editing Craft; (6907BC) Everyday Writing: Memos, Letters, and E-Mail; (6914BC) Presentations: Timeless Principles; (6921BC) Backstage: Preparing Your Presentation; (6938BC) Show Time: Making an Effective Delivery; (6679BC) Dialogue: The Ultimate Communication.   Add   View  18 pp.  The First Draft: Getting It Down Publication Date: 06/16/2003 Product Type: HBS Press Chapter HBS Number: 6877BC Subjects: Business reading; Communication; Writing Academic Discipline: General management Product Description: An effective writer always begins with a first draft in which ideas can be collected and organized. Once the ideas are down on paper, details like punctuation, grammar, and word choice are often far less painful to perfect. This chapter explains the benefit of a first draft and focuses on three tools that writers should consider as they develop the draft. May be used with: (6853BC) Good Writing: It Begins with Principles; (6860BC) Start-Up Strategies: Your Launch Point; (6884BC) Getting It Right: The Editing Craft; (6907BC) Everyday Writing: Memos, Letters, and E-Mail; (6914BC) Presentations: Timeless Principles; (6921BC) Backstage: Preparing Your Presentation; (6938BC) Show Time: Making an Effective Delivery; (6679BC) Dialogue: The Ultimate Communication.   Add   View  22 pp.  Getting It Right: The Editing Craft Publication Date: 06/16/2003 Product Type: HBS Press Chapter HBS Number: 6884BC Subjects: Business reading; Communication; Editing Academic Discipline: General management Product Description: Organizing and refining the ideas captured in the first draft is critical to the overall effectiveness of your writing. These final steps involve editing for content, style, clarity, and accuracy, as well as necessary refinements to the particular word choice. This chapter offers several tips for strengthening and polishing a written piece. May be used with: (6853BC) Good Writing: It Begins with Principles; (6860BC) Start-Up Strategies: Your Launch Point; (6877BC) The First Draft: Getting It Down; (6907BC) Everyday Writing: Memos, Letters, and E-Mail; (6914BC) Presentations: Timeless Principles; (6921BC) Backstage: Preparing Your Presentation; (6938BC) Show Time: Making an Effective Delivery; (6679BC) Dialogue: The Ultimate Communication.   Add   View  22 pp.  Everyday Writing: Memos, Letters, and E-Mail Publication Date: 06/16/2003 Product Type: HBS Press Chapter HBS Number: 6907BC Subjects: Business writing; Communication strategy; E-mail; Memos Academic Discipline: General management Product Description: The fundamental principles of good writing apply across all written forms, including e-mail, memos, and letters. Each of these forms has unique characteristics, and this chapter explains the purpose of each form and the most effective way of approaching it. May be used with: (6853BC) Good Writing: It Begins with Principles; (6860BC) Start-Up Strategies: Your Launch Point; (6877BC) The First Draft: Getting It Down; (6884BC) Getting It Right: The Editing Craft; (6914BC) Presentations: Timeless Principles; (6921BC) Backstage: Preparing Your Presentation; (6938BC) Show Time: Making an Effective Delivery; (6679BC) Dialogue: The Ultimate Communication.   Add   View  19 pp.  Presentations: Timeless Principles Publication Date: 06/16/2003 Product Type: HBS Press Chapter HBS Number: 6914BC Subjects: Communication strategy; Listening; Persuasion; Presentations Academic Discipline: General management Product Description: Some forms of business communication occur in real time rather than on paper. These forms of communication, including presentations, present an opportunity to persuade an audience and provide a forum for discussing important issues. This chapter includes tips for better listening and better, more logical presentations. May be used with: (6853BC) Good Writing: It Begins with Principles; (6860BC) Start-Up Strategies: Your Launch Point; (6877BC) The First Draft: Getting It Down; (6884BC) Getting It Right: The Editing Craft; (6907BC) Everyday Writing: Memos, Letters, and E-Mail; (6921BC) Backstage: Preparing Your Presentation; (6938BC) Show Time: Making an Effective Delivery; (6679BC) Dialogue: The Ultimate Communication.   Add   View  23 pp.  Backstage: Preparing Your Presentation Publication Date: 06/16/2003 Product Type: HBS Press Chapter HBS Number: 6921BC Subjects: Communication strategy; Presentations; Writing Academic Discipline: General management Product Description: Once you understand the governing principles of presentations, the next step is actually preparing the presentation. This chapter offers a six-step approach to preparing for a speech or presentation, covering every aspect — from clarifying your objective to organizing a dress rehearsal. May be used with: (6853BC) Good Writing: It Begins with Principles; (6860BC) Start-Up Strategies: Your Launch Point; (6877BC) The First Draft: Getting It Down; (6884BC) Getting It Right: The Editing Craft; (6907BC) Everyday Writing: Memos, Letters, and E-Mail; (6914BC) Presentations: Timeless Principles; (6938BC) Show Time: Making an Effective Delivery; (6679BC) Dialogue: The Ultimate Communication.   Add   View  18 pp.  Show Time: Making an Effective Delivery Publication Date: 06/16/2003 Product Type: HBS Press Chapter HBS Number: 6938BC Subjects: Communication; Ideas; Presentations; Writing Academic Discipline: General management Product Description: With all the background work completed, as a presenter, your focus should now turn to conveying your message effectively. Delivering the most engaging presentation is a powerful tool, and this chapter offers suggestions for speaking convincingly, answering questions, and thinking on your feet. May be used with: (6853BC) Good Writing: It Begins with Principles; (6860BC) Start-Up Strategies: Your Launch Point; (6877BC) The First Draft: Getting It Down; (6884BC) Getting It Right: The Editing Craft; (6907BC) Everyday Writing: Memos, Letters, and E-Mail; (6914BC) Presentations: Timeless Principles; (6921BC) Backstage: Preparing Your Presentation; (6679BC) Dialogue: The Ultimate Communication.    Harvard Business Essentials: Guide to Managing Change and Transition   Add   View  13 pp.  The Dimensions of Change: Examining the Different Types and Approaches Publication Date: 12/04/2002 Product Type: HBS Press Chapter HBS Number: 7119BC Subjects: Change management; Organizational change; Performance Academic Discipline: Organizational behavior & leadership Product Description: Understanding the types of change programs and approaches that organizations use is critical to managing a change initiative effectively. This chapter provides an overview of the different approaches and their effects on business performance. May be used with: (7126BC) Are You Change-Ready?: Preparing for Organizational Change; (7133BC) Seven Steps to Change: A Systematic Approach; (7140BC) Implementation: Putting Your Plan in Motion; (7157BC) Social and Human Factors: Reactions to Change; (7164BC) Helping People Adapt: Strategies to Reduce Stress and Anxiety; (7188BC) Toward Continuous Change: Staying Competitive Through Change.   Add   View  18 pp.  Are You Change-Ready?: Preparing for Organizational Change Publication Date: 12/04/2002 Product Type: HBS Press Chapter HBS Number: 7126BC Subjects: Change management; Leadership; Motivation; Organizational change Academic Discipline: Organizational behavior & leadership Product Description: For an organization to be change-ready, three key conditions must be present. This chapter explores these conditions and explains how to cultivate them if they don't already exist in the organization. May be used with: (7119BC) The Dimensions of Change: Examining the Different Types and Approaches; (7126BC) Are You Change-Ready?: Preparing for Organizational Change; (7133BC) Seven Steps to Change: A Systematic Approach; (7140BC) Implementation: Putting Your Plan in Motion; (7157BC) Social and Human Factors: Reactions to Change; (7164BC) Helping People Adapt: Strategies to Reduce Stress and Anxiety; (7188BC) Toward Continuous Change: Staying Competitive Through Change.   Add   View  24 pp.  Seven Steps to Change: A Systematic Approach Publication Date: 12/04/2002 Product Type: HBS Press Chapter HBS Number: 7133BC Subjects: Action planning; Change management; Organizational change Academic Discipline: General management Product Description: Effective change happens only when an organization can approach change with the right attitude, from the right angle, and with the appropriate actionable steps to make it happen. This chapter offers the seven steps that general managers can and should use when trying to create real change in an organization. May be used with: (7119BC) The Dimensions of Change: Examining the Different Types and Approaches; (7126BC) Are You Change-Ready?: Preparing for Organizational Change; (7140BC) Implementation: Putting Your Plan in Motion; (7157BC) Social and Human Factors: Reactions to Change; (7164BC) Helping People Adapt: Strategies to Reduce Stress and Anxiety; (7188BC) Toward Continuous Change: Staying Competitive Through Change.   Add   View  28 pp.  Implementation: Putting Your Plan in Motion Publication Date: 12/04/2002 Product Type: HBS Press Chapter HBS Number: 7140BC Subjects: Change management; Implementation; Organizational change; Planning Academic Discipline: General management Product Description: Once an organization has committed to a change program, the next phase is implementation. Effective implementation requires some front-end work, a strategy, and prior planning. This chapter identifies six activities that are essential for a seamless, companywide implementation. May be used with: (7119BC) The Dimensions of Change: Examining the Different Types and Approaches; (7126BC) Are You Change-Ready?: Preparing for Organizational Change; (7133BC) Seven Steps to Change: A Systematic Approach; (7157BC) Social and Human Factors: Reactions to Change; (7164BC) Helping People Adapt: Strategies to Reduce Stress and Anxiety; (7188BC) Toward Continuous Change: Staying Competitive Through Change.   Add   View  17 pp.  Social and Human Factors: Reactions to Change Publication Date: 12/04/2002 Product Type: HBS Press Chapter HBS Number: 7157BC Subjects: Change management; Employee attitude; Management styles; Organizational behavior; Organizational change; Social networks Academic Discipline: Organizational behavior & leadership Product Description: When implementing change companywide, it is important to remember the influence of social systems within the organization. Successful change management requires that managers recognize this influence and take it into consideration as they make necessary changes to their style of management. May be used with: (7119BC) The Dimensions of Change: Examining the Different Types and Approaches; (7126BC) Are You Change-Ready?: Preparing for Organizational Change; (7133BC) Seven Steps to Change: A Systematic Approach; (7140BC) Implementation: Putting Your Plan in Motion; (7164BC) Helping People Adapt: Strategies to Reduce Stress and Anxiety; (7188BC) Toward Continuous Change: Staying Competitive Through Change.   Add   View  28 pp.  Helping People Adapt: Strategies to Reduce Stress and Anxiety Publication Date: 12/04/2002 Product Type: HBS Press Chapter HBS Number: 7164BC Subjects: Change management; Employee attitude; Organizational change; Stress; Work environment Academic Discipline: General management Product Description: Workplace change often brings with it turmoil and stress as people begin to acclimate to the new environment. A good manager alone may not be capable of restoring morale companywide, but he or she can help to reestablish a productive frame of mind once a change program has been implemented. May be used with: (7119BC) The Dimensions of Change: Examining the Different Types and Approaches; (7126BC) Are You Change-Ready?: Preparing for Organizational Change; (7133BC) Seven Steps to Change: A Systematic Approach; (7140BC) Implementation: Putting Your Plan in Motion; (7157BC) Social and Human Factors: Reactions to Change; (7188BC) Toward Continuous Change: Staying Competitive Through Change.   Add   View  15 pp.  Toward Continuous Change: Staying Competitive Through Change Publication Date: 12/04/2002 Product Type: HBS Press Chapter HBS Number: 7188BC Subjects: Change management; Employee attitude; Organizational change Academic Discipline: Organizational behavior & leadership Product Description: Change initiatives are incremental, building on previous change initiatives. Implementing continuous change is important to ensuring business growth. This chapter discusses the workplace as an ever-evolving environment that may require a one-time major change or smaller, more incremental change initiatives at more frequent intervals. May be used with: (7119BC) The Dimensions of Change: Examining the Different Types and Approaches; (7126BC) Are You Change-Ready?: Preparing for Organizational Change; (7133BC) Seven Steps to Change: A Systematic Approach; (7140BC) Implementation: Putting Your Plan in Motion; (7157BC) Social and Human Factors: Reactions to Change; (7164BC) Helping People Adapt: Strategies to Reduce Stress and Anxiety.    Harvard Business Essentials: Guide to Managing Creativity and Innovation   Add   View  16 pp.  Types of Innovation: Several Types on Many Fronts Publication Date: 06/18/2003 Product Type: HBS Press Chapter HBS Number: 7195BC Subjects: New process; Process innovation Academic Discipline: General management Product Description: Innovation is the embodiment, combination, or synthesis of knowledge in original, relevant, and valued new products, processes, or services. This chapter examines two major categories within which innovations fall: incremental and radical. The chapter also underscores the importance of process innovations. May be used with: (7201BC) The S-Curve: A Concept and Its Lessons; (7218BC) Idea Generation: Opening the Genie's Bottle; (7225BC) Recognizing Opportunities: Don't Let the Good Ones Slip By; (7232BC) Moving Innovation to Market: Will It Fly?; (7256BC) Creativity and Creative Groups: Two Keys to Innovation; (7263BC) Enhancing Creativity: Enriching the Organization and Workplace; (7270BC) What Leaders Must Do: Making a Difference.   Add   View  18 pp.  The S-Curve: A Concept and Its Lessons Publication Date: 06/18/2003 Product Type: HBS Press Chapter HBS Number: 7201BC Subjects: Change management; Costs; Innovation; Investments; Performance; Technological change; Time management Academic Discipline: General management Product Description: Whatever type of innovation you pursue will come up against some sort of constraint that will inhibit progress. This chapter explains the idea of the S-curve — a chart that plots performance and cost against time and investment. This chart has implications for managers and innovators, and the chapter explains how to use the tool effectively. May be used with: (7195BC) Types of Innovation: Several Types on Many Fronts; (7218BC) Idea Generation: Opening the Genie's Bottle; (7225BC) Recognizing Opportunities: Don't Let the Good Ones Slip By; (7232BC) Moving Innovation to Market: Will It Fly?; (7256BC) Creativity and Creative Groups: Two Keys to Innovation; (7263BC) Enhancing Creativity: Enriching the Organization and Workplace; (7270BC) What Leaders Must Do: Making a Difference.   Add   View  28 pp.  Idea Generation: Opening the Genie’s Bottle Publication Date: 06/18/2003 Product Type: HBS Press Chapter HBS Number: 7218BC Subjects: Customer relations; Focus groups; Ideas; Planning; R&D Academic Discipline: General management Product Description: This chapter explores six sources of innovative thinking and discusses the importance of prior mental preparation to the innovative process. Essentially, new ideas are the nutrients of innovation, and this chapter helps uncover key sources of inspiration. May be used with: (7195BC) Types of Innovation: Several Types on Many Fronts; (7201BC) The S-Curve: A Concept and Its Lessons; (7225BC) Recognizing Opportunities: Don't Let the Good Ones Slip By; (7232BC) Moving Innovation to Market: Will It Fly?; (7256BC) Creativity and Creative Groups: Two Keys to Innovation; (7263BC) Enhancing Creativity: Enriching the Organization and Workplace; (7270BC) What Leaders Must Do: Making a Difference.   Add   View  13 pp.  Recognizing Opportunities: Don’t Let the Good Ones Slip By Publication Date: 06/18/2003 Product Type: HBS Press Chapter HBS Number: 7225BC Subjects: Business growth; Ideas; Product development; Strategic market planning; Value creation Academic Discipline: General management Product Description: Most innovative ideas are fun and interesting. But from a crowded field, how can you recognize an idea that has real business potential? Opportunity recognition is a mental process that can help you make this assessment. This chapter gives you the tools you need to decide whether to invest in a new idea. May be used with: (7195BC) Types of Innovation: Several Types on Many Fronts; (7201BC) The S-Curve: A Concept and Its Lessons; (7218BC) Idea Generation: Opening the Genie's Bottle; (7232BC) Moving Innovation to Market: Will It Fly?; (7256BC) Creativity and Creative Groups: Two Keys to Innovation; (7263BC) Enhancing Creativity: Enriching the Organization and Workplace; (7270BC) What Leaders Must Do: Making a Difference.   Add   View  37 pp.  Moving Innovation to Market: Will It Fly? Publication Date: 06/18/2003 Product Type: HBS Press Chapter HBS Number: 7232BC Subjects: Breakeven analysis; Commercialization; Fixed costs; Ideas; Product development Academic Discipline: General management Product Description: Many ideas with commercial potential never make it to market. The innovator's challenge is to make the idea feasible, practical, not too costly to execute, and acceptable to customers. This chapter examines some best practices used to determine which ideas have the most merit and which ideas should be killed. May be used with: (7195BC) Types of Innovation: Several Types on Many Fronts; (7201BC) The S-Curve: A Concept and Its Lessons; (7218BC) Idea Generation: Opening the Genie's Bottle; (7225BC) Recognizing Opportunities: Don't Let the Good Ones Slip By; (7256BC) Creativity and Creative Groups: Two Keys to Innovation; (7263BC) Enhancing Creativity: Enriching the Organization and Workplace; (7270BC) What Leaders Must Do: Making a Difference.   Add   View  24 pp.  Creativity and Creative Groups: Two Keys to Innovation Publication Date: 06/18/2003 Product Type: HBS Press Chapter HBS Number: 7256BC Subjects: Creativity; Group behavior; Management communication; Management of professionals; Motivation; Teams Academic Discipline: Organizational behavior & leadership Product Description: Encouraging creativity is an important element to successful innovation. This chapter debunks certain myths about creativity and discusses the role of individual creativity and creative groups. The chapter offers six steps you can take to be more creative yourself and encourage creativity in your work groups. May be used with: (7195BC) Types of Innovation: Several Types on Many Fronts; (7201BC) The S-Curve: A Concept and Its Lessons; (7218BC) Idea Generation: Opening the Genie's Bottle; (7225BC) Recognizing Opportunities: Don't Let the Good Ones Slip By; (7232BC) Moving Innovation to Market: Will It Fly?; (7263BC) Enhancing Creativity: Enriching the Organization and Workplace; (7270BC) What Leaders Must Do: Making a Difference.   Add   View  27 pp.  Enhancing Creativity: Enriching the Organization and Workplace Publication Date: 06/18/2003 Product Type: HBS Press Chapter HBS Number: 7263BC Subjects: Creativity; Employee empowerment; Employee morale; Innovation; Management of professionals; Management philosophy; Teams; Work environment Academic Discipline: Organizational behavior & leadership Product Description: Crafting teams of creative people is an essential first step toward enhancing creativity. Equally important is making the workplace conducive to creative thinking and providing support to those with innovative thoughts. This chapter offers a checklist of organizational characteristics that support creativity and innovation. May be used with: (7195BC) Types of Innovation: Several Types on Many Fronts; (7201BC) The S-Curve: A Concept and Its Lessons; (7218BC) Idea Generation: Opening the Genie's Bottle; (7225BC) Recognizing Opportunities: Don't Let the Good Ones Slip By; (7232BC) Moving Innovation to Market: Will It Fly?; (7256BC) Creativity and Creative Groups: Two Keys to Innovation; (7270BC) What Leaders Must Do: Making a Difference.   Add   View  20 pp.  What Leaders Must Do: Making a Difference Publication Date: 06/18/2003 Product Type: HBS Press Chapter HBS Number: 7270BC Subjects: Creativity; Innovation; Leadership; Management communication; Management of professionals; Management philosophy; Organizational behavior; R&D Academic Discipline: Organizational behavior & leadership Product Description: For an idea generated by a middle manager to reach its full potential, there must be some support from higher ranking individuals. These people play an important role in shaping the culture, giving direction, and allocating funds. This chapter explains the importance of involving senior management and outlines what leaders must do to assure that innovation flourishes. May be used with: (7195BC) Types of Innovation: Several Types on Many Fronts; (7201BC) The S-Curve: A Concept and Its Lessons; (7218BC) Idea Generation: Opening the Genie's Bottle; (7225BC) Recognizing Opportunities: Don't Let the Good Ones Slip By; (7232BC) Moving Innovation to Market: Will It Fly?; (7256BC) Creativity and Creative Groups: Two Keys to Innovation; (7263BC) Enhancing Creativity: Enriching the Organization and Workplace.    Harvard Business Essentials: Manager’s Toolkit — The 13 Skills Managers Need to Succeed   Add   View  18 pp.  Setting Goals that Others Will Pursue: Committing to an Outcome Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5047BC Subjects: After action reviews; Goal setting; Management by objectives; Management communication; Management of professionals; Priorities Academic Discipline: General management Product Description: By setting goals and measuring their achievement, you can focus on what is most important, waste less energy on noncritical tasks, and achieve greater results. Whether your organization takes a top-down approach to goal setting or a bottom-up one, you are responsible for setting goals for your unit and for yourself. This chapter breaks down the priorities, the obstacles, and the after-action review of goal setting and achieving. May be used with: (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Added   View  28 pp.  Hiring the Best: The Role of Human Assets Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5078BC Subjects: Employee benefits; Employee training; Human capital; Human resources management; Interviews; Personnel policies; Recruitment Academic Discipline: General management Product Description: In a world where human assets have become the key differentiator between competing firms, the quality and capabilities of the people you bring onto your team will determine its success. And like many other activities undertaken by organizations, hiring is a business process — a set of activities that turn inputs into outputs. This chapter examines this five-step process for getting the most out of your personnel investments. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Add   View  26 pp.  Keeping the Best: Why Retention Matters Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5085BC Subjects: Compensation; Employee benefits; Employee morale; Employee retention; Employee training; Human resources management; Personnel policies Academic Discipline: General management Product Description: This chapter focuses on employee retention. It explains why it is so important to your business — and why it is so challenging. The chapter provides insights into why people stay with their current employers and what factors influence them to leave. It also offers suggestions on what you, as a manager, can do to retain your best people. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed.   Add   View  17 pp.  Delegating with Confidence: Avoid Being Overworked and Overwhelmed Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5108BC Subjects: Delegation of authority; Management communication; Management of professionals Academic Discipline: General management Product Description: Delegation is one of the most important skills demonstrated by successful managers and the one often neglected by overworked managers. Effective delegators spend less time doing and more time planning work assignments, organizing resources for delegates, and coaching people who need help. This chapter explains the principles of delegating and gives practical ideas for applying them. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Add   View  18 pp.  Managing Your Time: Making the Most Out of Your Day Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5115BC Subjects: Time wasters; Upper management; Work environment; Work hours Academic Discipline: General management Product Description: Time management is about forcing yourself to be explicit about what you value in your professional and personal life, which in turn helps avoid burnout stress while making you more productive. This chapter gives you the tools to manage your work week better while avoiding time wasters such as overreaching, reverse delegation, procrastination, avoidable travel, and unnecessary meetings. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Add   View  25 pp.  Managing Teams: Forming a Team that Makes a Difference Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5139BC Subjects: Collaboration; Employee morale; Group decision making; Group dynamics; Interpersonal behavior; Management communication; Management of professionals; Management teams; Team leadership Academic Discipline: General management Product Description: Individuals are the source of most innovative ideas, but teams of people working together are an organization's best instruments for turning those ideas into marketable products and services. You, as a manager, must learn how to act in this setting — where you cannot be the boss — finding a collaborative way to contribute and support your colleagues. This chapter teaches you that skill. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Add   View  31 pp.  Appraisal and Coaching: Improving Results with Feedback Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5146BC Subjects: Coaching; Employee development; Employee morale; Feedback; Management of professionals; Performance effectiveness; Performance measurement Academic Discipline: General management Product Description: The first half of this chapter shows you how to handle a performance appraisal and offers eight steps for doing it right. The balance of the chapter explains how to improve performance through coaching. These two activities provide opportunities for both the manager and the subordinate to provide feedback to one another on what is working and what is not — feedback that is an essential element of management. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Added   View  23 pp.  Handling Problem Employees: Motivating and Letting Go Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5153BC Subjects: Employees; Motivation; Performance management; Terminations Academic Discipline: Human resources management Product Description: Although some employees can be helped through coaching that corrects performance pitfalls, others are able to do the job, but for some reason or another, are not motivated to do it. This chapter deals with the unmotivated employee. It concentrates on motivating problem employees, dealing with “C” employees, and handling dismissals when necessary. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Add   View  19 pp.  Dealing with Crises: Don’t Wait Until They Hit Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5160BC Subjects: Change management; Crisis management; Decision making; Problem solving; Risk management Academic Discipline: General management Product Description: Crises affect all businesses sooner or later. Some are preventable. Others can be anticipated. But no matter what their origins, the things managers do and the decisions they make can make the situation a lot worse — or better. This chapter offers practical ideas for preventing crises, anticipating them, and managing them when they occur. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Add   View  25 pp.  Developing Your Career: And Theirs Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5184BC Subjects: Career advancement; Career changes; Careers & career planning; Management communication; Mentors Academic Discipline: Organizational behavior & leadership Product Description: Career development is the process of assessing where you are in your work life, deciding where you want to be, and then making the changes necessary to get there. It's a process you can manage and an opportunity for you to lead by example. This chapter gives you practical ideas for managing your career and mentoring the careers of those who work for you — whether you are both just beginning or well along the road. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Add   View  19 pp.  Becoming a Leader: The Final Challenge Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5191BC Subjects: Conflict; Leadership; Management by objectives; Management communication; Management of professionals; Motivation; Vision Academic Discipline: General management Product Description: To be effective, leadership cannot only be about inspiration and grand visions; it must also be about getting results. Managers become leaders when they create a vision that others will follow, align people and resources with their vision, use communication skills to muster support, gather resources, motivate others to do their best, and harness the power of creative conflict. This chapter helps you navigate this course. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Add   View  14 pp.  Strategy: A Primer Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5214BC Subjects: Competitive advantage; Competitive decision making; Strategic market planning; Strategy formulation; Strategy implementation Academic Discipline: Competitive strategy Product Description: Operational efficiency is about doing things right; strategy is about doing the right things. This chapter focuses on how to formulate strategies that will differentiate your enterprise, giving it competitive advantage, and on how to scan the horizon for new opportunities or for changes that may undermine your current strategy. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Add   View  31 pp.  Budgeting: Seeing the Future Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5221BC Subjects: Budgeting; Business expenses; Financial literacy; Financial management; Financing; Long term financing; Operating costs; Short term financing Academic Discipline: Finance Product Description: Budgeting can cause stress and conflict, eating up lots of hours. But a good budget can be the difference between financial success and insolvency. In this chapter, you'll learn about the many types of budgets that serve different purposes. You'll also learn how to determine which type most effectively helps you meet your business goals. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Add   View  22 pp.  Understanding Financial Statements: Making More Authoritative Decisions Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5238BC Subjects: Balance sheets; Business expenses; Cash flow statements; Financial accounting; Financial literacy; Financial management; Financial planning; Financial reporting; Income statements Academic Discipline: Finance Product Description: What is the state of your company's financial health? This chapter helps you answer that question by explaining the three essential financial statements: the balance sheet, the income statement, and the cash flow statement. It also helps you understand some of the managerial issues implicit in them and broadens your financial know-how through discussion of two vital concepts: financial leverage and the financial structure of the firm. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Add   View  18 pp.  Net Present Value and Internal Rate of Return: Accounting for Time Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5245BC Subjects: Decision making; Financial analysis; Financial management; Financial strategy; Inflation; Present value; Rates of return Academic Discipline: Finance Product Description: This chapter introduces you to financial decision-making tools that account for time value: specifically, present and future value, net present value, and internal rate of return. These are among the most powerful and useful decision tools available to managers. Whether you're considering the development of a new product, the purchase of a new asset, or any other type of investment, these time-value tools are essential. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.   Add   View  8 pp.  Breakeven Analysis and Operating Leverage: Understanding Cash Flow Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 5252BC Subjects: Breakeven analysis; Budgeting; Cash flow; Contribution margin; Financial analysis; Financial literacy; Financial management; Fixed costs; Operating leverage; Variable costs Academic Discipline: Finance Product Description: This chapter explains breakeven analysis — how much (or how much more) you need to sell to pay for a fixed investment — another financial tool that many managers find useful in making decisions. The chapter elucidates this and several other concepts that that every manager should understand (fixed costs, variable costs, contribution margin, and operating leverage) to determine at what point you will break even on your cash flow and when you will exceed it. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5184BC) Developing Your Career: And Theirs; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time.    Harvard Business Essentials: Managing Projects Large & Small: The Fundamental Skills for Delivering on Budget & on Time   Add   View  15 pp.  Project Management as a Process: Four Phases Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 6181BC Subjects: Management by objectives; Management of professionals; Project planning Academic Discipline: General management Product Description: Managing projects of all shapes and sizes requires a fluid, nonlinear framework that has applications across all essential elements of project planning. This chapter outlines a four-phase process that suggests how to allow for readjustment between the phases. May be used with: (6198BC) The Cast of Characters: Who's Who in Project Management; (6211BC) A Written Charter: Your Marching Orders; (6228BC) A Framework for Action: Important First Steps; (6242BC) Scheduling the Work: Put the Horse Before the Cart; (6259BC) Adjustments and Tradeoffs: More Fine Tuning; (6235BC) Work Breakdown: From Huge Job to Manageable Tasks; (6266BC) Managing Risk: Scanning the Hazy Horizon; (6273BC) Project Adaptation: Dealing with What You Cannot Anticipate; (6280BC) Getting Off on the Right Foot: Project Needs to Keep in Mind; (6297BC) Keeping on Track: Maintaining Control; (6303BC) The Closedown Phase: Wrapping It Up.   Add   View  37 pp.  The Cast of Characters: Who’s Who in Project Management Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 6198BC Subjects: Goal setting; Management by objectives; Management of professionals; Project management; Project planning; Team building Academic Discipline: General management Product Description: Getting the right people on board is an essential part of a successful project plan. This chapter offers guidelines ranging from choosing the most effective project manager to choosing the right team members. This cast of characters is responsible for the achievement of a particular goal, so choosing members should ideally be determined by who is best suited to accomplish the work. May be used with: (6181BC) Project Management as a Process: Four Phases; (6211BC) A Written Charter: Your Marching Orders; (6228BC) A Framework for Action: Important First Steps; (6242BC) Scheduling the Work: Put the Horse Before the Cart; (6259BC) Adjustments and Tradeoffs: More Fine Tuning; (6235BC) Work Breakdown: From Huge Job to Manageable Tasks; (6266BC) Managing Risk: Scanning the Hazy Horizon; (6273BC) Project Adaptation: Dealing with What You Cannot Anticipate; (6280BC) Getting Off on the Right Foot: Project Needs to Keep in Mind; (6297BC) Keeping on Track: Maintaining Control; (6303BC) The Closedown Phase: Wrapping It Up.   Add   View  17 pp.  A Written Charter: Your Marching Orders Publication Date: 03/31/2004 Product Type: HBS Press Chapter HBS Number: 6211BC Subjects: Communication; Goal setting; Management by objectives; Management of professionals; Project management; Project planning; Teams Academic Discipline: General management Product Description: Writing a charter authorizes a particular project by providing a clear sense of the project's scope, value-added benefit, and overall objective. Having a clearly defined plan is important when allocating resources, and without a formal charter, a plan is likely to deviate from its intended path. This road map should be unambiguous and not act as a rigid plan. It should spell out the ends, not the means. May be used with: (6181BC) Project Management as a Process: Four Phases; (6198BC) The Cast of Characters: Who's Who in Project Management; (6228BC) A Framework for Action: Important First Steps; (6242BC) Scheduling the Work: Put the Horse Before the Cart; (6259BC) Adjustments and Tradeoffs: More Fine Tuning; (6235BC) Work Breakdown: From Huge Job to Manageable Tasks; (6266BC) Managing Risk: Scanning the Hazy Horizon; (6273BC) Project Adaptation: Dealing with What You Cannot Anticipate; (6280BC) Getting Off on the Right Foot: Project Needs to Keep in Mind; (6297BC) Keeping on Track: Maintaining Control; (6303BC) The Closedown Phase: Wrapping It Up.   Add   View  27 pp.  A Framework for Action: Important First Steps Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 6228BC Subjects: Action planning; Decision making; Management communication; Management of professionals; Meetings; Project finance; Project management; Project planning; Technology; Time management Academic Discipline: General management Product Description: Establishing procedures and operational mechanisms before the real work begins on any project is crucial. A good deal of time can be lost on unproductive debates over making decisions, and communication is vital to moving beyond these obstacles. Creating both an organizational plan, including a budget, as well as a communication plan can help to steer team members away from time-wasting activities and help to streamline the process. May be used with: (6181BC) Project Management as a Process: Four Phases; (6198BC) The Cast of Characters: Who's Who in Project Management; (6211BC) A Written Charter: Your Marching Orders; (6242BC) Scheduling the Work: Put the Horse Before the Cart; (6259BC) Adjustments and Tradeoffs: More Fine Tuning; (6235BC) Work Breakdown: From Huge Job to Manageable Tasks; (6266BC) Managing Risk: Scanning the Hazy Horizon; (6273BC) Project Adaptation: Dealing with What You Cannot Anticipate; (6280BC) Getting Off on the Right Foot: Project Needs to Keep in Mind; (6297BC) Keeping on Track: Maintaining Control; (6303BC) The Closedown Phase: Wrapping It Up.   Add   View  18 pp.  Work Breakdown: From Huge Job to Manageable Tasks Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 6235BC Subjects: Management by objectives; Management communication; Management of professionals; Management performance; Project management; Project planning; Resources; Time management Academic Discipline: General management Product Description: Deconstructing a large job into a series of manageable tasks helps managers achieve their goals and understand both how much time each task will take to complete and what it will cost. A work breakdown structure helps you answer critical questions about how to allocate the appropriate amount of time and money. May be used with: (6181BC) Project Management as a Process: Four Phases; (6198BC) The Cast of Characters: Who's Who in Project Management; (6211BC) A Written Charter: Your Marching Orders; (6228BC) A Framework for Action: Important First Steps; (6242BC) Scheduling the Work: Put the Horse Before the Cart; (6259BC) Adjustments and Tradeoffs: More Fine Tuning; (6235BC) Work Breakdown: From Huge Job to Manageable Tasks; (6266BC) Managing Risk: Scanning the Hazy Horizon; (6273BC) Project Adaptation: Dealing with What You Cannot Anticipate; (6280BC) Getting Off on the Right Foot: Project Needs to Keep in Mind; (6297BC) Keeping on Track: Maintaining Control; (6303BC) The Closedown Phase: Wrapping It Up.   Add   View  15 pp.  Scheduling the Work: Put the Horse Before the Cart Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 6242BC Subjects: Management by objectives; Management communication; Management of professionals; Project management; Scheduling Academic Discipline: General management Product Description: Sequencing activities matters a great deal when managing projects both large and small. Introducing a practical process should work to eliminate stagnant projects in the pipeline and shed light on missed opportunities. This chapter outlines four simple steps to create a workable schedule aimed at optimizing a project's potential. May be used with: (6181BC) Project Management as a Process: Four Phases; (6198BC) The Cast of Characters: Who's Who in Project Management; (6211BC) A Written Charter: Your Marching Orders; (6228BC) A Framework for Action: Important First Steps; (6259BC) Adjustments and Tradeoffs: More Fine Tuning; (6235BC) Work Breakdown: From Huge Job to Manageable Tasks; (6266BC) Managing Risk: Scanning the Hazy Horizon; (6273BC) Project Adaptation: Dealing with What You Cannot Anticipate; (6280BC) Getting Off on the Right Foot: Project Needs to Keep in Mind; (6297BC) Keeping on Track: Maintaining Control; (6303BC) The Closedown Phase: Wrapping It Up.   Add   View  11 pp.  Adjustments and Tradeoffs: More Fine Tuning Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 6259BC Subjects: Management by objectives; Management of professionals; Project evaluation; Project management; Scheduling Academic Discipline: General management Product Description: It's not uncommon to recognize discrepancies between the objectives stated in the project charter and what the project is actually delivering. When addressing these gaps, decision makers must decide which trade-offs to focus on. This chapter focuses on how to facilitate the conversation, making room for better judgments about what is required to get the job done. May be used with: (6181BC) Project Management as a Process: Four Phases; (6198BC) The Cast of Characters: Who's Who in Project Management; (6211BC) A Written Charter: Your Marching Orders; (6228BC) A Framework for Action: Important First Steps; (6242BC) Scheduling the Work: Put the Horse Before the Cart; (6235BC) Work Breakdown: From Huge Job to Manageable Tasks; (6266BC) Managing Risk: Scanning the Hazy Horizon; (6273BC) Project Adaptation: Dealing with What You Cannot Anticipate; (6280BC) Getting Off on the Right Foot: Project Needs to Keep in Mind; (6297BC) Keeping on Track: Maintaining Control; (6303BC) The Closedown Phase: Wrapping It Up.   Add   View  12 pp.  Managing Risk: Scanning the Hazy Horizon Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 6266BC Subjects: Contingency planning; Management by objectives; Management of professionals; Project management; Project planning; Risk assessment; Risk management; Uncertainty Academic Discipline: General management Product Description: Hedging risks during the project planning process helps to mitigate those risks later on. Built into every project plan are certain assumptions about time, money, and performance of team members. Although it is impossible to avoid some risk, crafting a strong management framework makes it easier to deal with unforeseen adverse developments as they arise. May be used with: (6181BC) Project Management as a Process: Four Phases; (6198BC) The Cast of Characters: Who's Who in Project Management; (6211BC) A Written Charter: Your Marching Orders; (6228BC) A Framework for Action: Important First Steps; (6242BC) Scheduling the Work: Put the Horse Before the Cart; (6259BC) Adjustments and Tradeoffs: More Fine Tuning; (6235BC) Work Breakdown: From Huge Job to Manageable Tasks; (6273BC) Project Adaptation: Dealing with What You Cannot Anticipate; (6280BC) Getting Off on the Right Foot: Project Needs to Keep in Mind; (6297BC) Keeping on Track: Maintaining Control; (6303BC) The Closedown Phase: Wrapping It Up.   Add   View  14 pp.  Project Adaptation: Dealing with What You Cannot Anticipate Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 6273BC Subjects: Adaptability; Contingency planning; Management by objectives; Management of professionals; Project management; Project planning; Risk; Uncertainty Academic Discipline: General management Product Description: Dealing with hard-to-anticipate risks requires a certain amount of adaptability. Unanticipated risks tend to originate from three main sources: new technology, new kinds of work, and a substantially larger project scope than team members are accustomed to. For projects with a high degree of uncertainty, an adaptive project management style reduces reliance on decision tools that require predictability. May be used with: (6181BC) Project Management as a Process: Four Phases; (6198BC) The Cast of Characters: Who's Who in Project Management; (6211BC) A Written Charter: Your Marching Orders; (6228BC) A Framework for Action: Important First Steps; (6242BC) Scheduling the Work: Put the Horse Before the Cart; (6259BC) Adjustments and Tradeoffs: More Fine Tuning; (6235BC) Work Breakdown: From Huge Job to Manageable Tasks; (6266BC) Managing Risk: Scanning the Hazy Horizon; (6280BC) Getting Off on the Right Foot: Project Needs to Keep in Mind; (6297BC) Keeping on Track: Maintaining Control; (6303BC) The Closedown Phase: Wrapping It Up.   Add   View  12 pp.  Getting Off on the Right Foot: Project Needs to Keep in Mind Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 6280BC Subjects: Collaboration; Communication; Management by objectives; Management of professionals; Managerial behavior; Meetings; Project management; Project planning; Teams Academic Discipline: General management Product Description: Launching a project increases the likelihood of that project's success. Because project management requires a team effort, managers must attend to a number of important issues, including an official launch and communicating the norms of behavior that allow for team-based activities to succeed. This chapter reveals why these elements are important for the overarching project goal. May be used with: (6181BC) Project Management as a Process: Four Phases; (6198BC) The Cast of Characters: Who's Who in Project Management; (6211BC) A Written Charter: Your Marching Orders; (6228BC) A Framework for Action: Important First Steps; (6242BC) Scheduling the Work: Put the Horse Before the Cart; (6259BC) Adjustments and Tradeoffs: More Fine Tuning; (6235BC) Work Breakdown: From Huge Job to Manageable Tasks; (6266BC) Managing Risk: Scanning the Hazy Horizon; (6273BC) Project Adaptation: Dealing with What You Cannot Anticipate; (6297BC) Keeping on Track: Maintaining Control; (6303BC) The Closedown Phase: Wrapping It Up.   Add   View  24 pp.  Keeping on Track: Maintaining Control Publication Date: 02/18/2004 Product Type: HBS Press Chapter HBS Number: 6297BC Subjects: Communication; Conflict; Interpersonal relations; Management by objectives; Management of professionals; Motivation; Project finance; Project management; Project planning; Teams Academic Discipline: General management Product Description: Keeping project team members motivated and focused is vital to the success of any project. This chapter focuses on three key responsibilities of project managers that allow them to master conflict and handle problems that might arise. Communication is an essential system that must be in place before an effective project management model is created. May be used with: (6181BC) Project Management as a Process: Four Phases; (6198BC) The Cast of Characters: Who's Who in Project Management; (6211BC) A Written Charter: Your Marching Orders; (6228BC) A Framework for Action: Important First Steps; (6242BC) Scheduling the Work: Put the Horse Before the Cart; (6259BC) Adjustments and Tradeoffs: More Fine Tuning; (6235BC) Work Breakdown: From Huge Job to Manageable Tasks; (6266BC) Managing Risk: Scanning the Hazy Horizon; (6273BC) Project Adaptation: Dealing with What You Cannot Anticipate; (6280BC) Getting Off on the Right Foot: Project Needs to Keep in Mind; (6303BC) The Closedown Phase: Wrapping It Up.   Add   View  13 pp.  The Closedown Phase: Wrapping It Up Publication Date: 03/31/2004 Product Type: HBS Press Chapter HBS Number: 6303BC Subjects: Management of professionals; Performance effectiveness; Performance measurement; Project evaluation; Project management; Project planning Academic Discipline: General management Product Description: Having the opportunity to share individual experiences and examining one's own performance at the conclusion of any project gives team members a sense of closure and accomplishment. Asking questions about the effectiveness of the project plan, as well as things that went right and things that went wrong, are important functions of the closedown phase, as many of these lessons can be applied to future projects. May be used with: (6181BC) Project Management as a Process: Four Phases; (6198BC) The Cast of Characters: Who's Who in Project Management; (6211BC) A Written Charter: Your Marching Orders; (6228BC) A Framework for Action: Important First Steps; (6242BC) Scheduling the Work: Put the Horse Before the Cart; (6259BC) Adjustments and Tradeoffs: More Fine Tuning; (6235BC) Work Breakdown: From Huge Job to Manageable Tasks; (6266BC) Managing Risk: Scanning the Hazy Horizon; (6273BC) Project Adaptation: Dealing with What You Cannot Anticipate; (6280BC) Getting Off on the Right Foot: Project Needs to Keep in Mind; (6297BC) Keeping on Track: Maintaining Control.    Harvard Business Essentials: Power, Influence and Persuasion   Add   View  18 pp.  The Necessity of Power: You Can’t Manage Without It Publication Date: 05/03/2005 Product Type: HBS Press Chapter HBS Number: 5443BC Subjects: Management communication; Management controls; Management of professionals; Management philosophy; Management styles; Power & influence Academic Discipline: General management Product Description: Ideal managers are those who use power to advance the interests of the organization, giving those interests priority over their own. But that is easier said than done. This chapter discusses how people feel about power, why it is an essential part of organizational life, and how it is restrained by interpersonal dependencies. It also evaluates three managerial approaches to using power, assessing the effectiveness of manager types. May be used with: (5450BC) Power Sources: And How You Can Tap Them; (5467BC) Influence: Your Mechanism for Using Power; (5474BC) Tactics of Influence: Three Ways to Project Influence; (5481BC) Persuasion I: The Basics; (5498BC) Persuasion II: Winning Minds and Hearts; (5504BC) The Knockout Presentation: A Timeless Tool of Persuasion; (5511BC) The Ethics of Power, Influence, and Persuasion: Points to Honor.   Added   View  25 pp.  Power Sources: And How You Can Tap Them Publication Date: 05/03/2005 Product Type: HBS Press Chapter HBS Number: 5450BC Subjects: Coalitions; Interpersonal relations; Management communication; Management of professionals; Managerial behavior; Power & influence Academic Discipline: General management Product Description: Power is a necessary element of organizational work. This chapter deconstructs its three sources, helping you understand how to build it through coalitions and interpersonal dependencies and how to detect and monitor where power resides within an organization. May be used with: (5443BC) The Necessity of Power: You Can't Manage Without It; (5467BC) Influence: Your Mechanism for Using Power; (5474BC) Tactics of Influence: Three Ways to Project Influence; (5481BC) Persuasion I: The Basics; (5498BC) Persuasion II: Winning Minds and Hearts; (5504BC) The Knockout Presentation: A Timeless Tool of Persuasion; (5511BC) The Ethics of Power, Influence, and Persuasion: Points to Honor.   Add   View  15 pp.  Influence: Your Mechanism for Using Power Publication Date: 05/03/2005 Product Type: HBS Press Chapter HBS Number: 5467BC Subjects: Management communication; Management development; Management of professionals; Power & influence Academic Discipline: General management Product Description: This chapter describes the limitations of direct power and explains how managers can use their power indirectly to influence the outcomes they seek. The objectives are to strengthen and widen your spheres of influence and to increase influence through “currencies of exchange.” May be used with: (5443BC) The Necessity of Power: You Can't Manage Without It; (5450BC) Power Sources: And How You Can Tap Them; (5474BC) Tactics of Influence: Three Ways to Project Influence; (5481BC) Persuasion I: The Basics; (5498BC) Persuasion II: Winning Minds and Hearts; (5504BC) The Knockout Presentation: A Timeless Tool of Persuasion; (5511BC) The Ethics of Power, Influence, and Persuasion: Points to Honor.   Add   View  14 pp.  Tactics of Influence: Three Ways to Project Influence Publication Date: 05/03/2005 Product Type: HBS Press Chapter HBS Number: 5474BC Subjects: Management communication; Management of professionals; Management philosophy; Market positioning; Market research; Marketing implementation; Power & influence; Tactics Academic Discipline: General management Product Description: This chapter examines three tactics for transforming power into influence: framing, information, and technical authority. Each is a practical mechanism for influencing others. May be used with: (5443BC) The Necessity of Power: You Can't Manage Without It; (5450BC) Power Sources: And How You Can Tap Them; (5467BC) Influence: Your Mechanism for Using Power; (5481BC) Persuasion I: The Basics; (5498BC) Persuasion II: Winning Minds and Hearts; (5504BC) The Knockout Presentation: A Timeless Tool of Persuasion; (5511BC) The Ethics of Power, Influence, and Persuasion: Points to Honor.   Add   View  28 pp.  Persuasion I: The Basics Publication Date: 05/03/2005 Product Type: HBS Press Chapter HBS Number: 5481BC Subjects: Management communication; Management of professionals; Management philosophy; Persuasion; Power & influence Academic Discipline: General management Product Description: The days of executive command-and-control have given way to a world increasingly characterized by cross-functional teams of peers, joint ventures, and intercompany partnerships. Persuasion has four elements: credibility, understanding of an audience, a solid argument, and effective communication. This chapter gives you steps for strengthening all of these aspects, building your power of persuasion. May be used with: (5443BC) The Necessity of Power: You Can't Manage Without It; (5450BC) Power Sources: And How You Can Tap Them; (5467BC) Influence: Your Mechanism for Using Power; (5474BC) Tactics of Influence: Three Ways to Project Influence; (5498BC) Persuasion II: Winning Minds and Hearts; (5504BC) The Knockout Presentation: A Timeless Tool of Persuasion; (5511BC) The Ethics of Power, Influence, and Persuasion: Points to Honor.   Add   View  30 pp.  Persuasion II: Winning Minds and Hearts Publication Date: 05/04/2005 Product Type: HBS Press Chapter HBS Number: 5498BC Subjects: Decision making; Management communication; Management philosophy; Persuasion; Power & influence; Presentations Academic Discipline: General management Product Description: Even the most rock-solid case will fail to persuade without a winning presentation. Emotions, perceptions, and predispositions also play major roles in how people make business decisions. To persuade others, you thus need to address your listeners' minds and their hearts. This chapter focuses on strategies for winning both. May be used with: (5443BC) The Necessity of Power: You Can't Manage Without It; (5450BC) Power Sources: And How You Can Tap Them; (5467BC) Influence: Your Mechanism for Using Power; (5474BC) Tactics of Influence: Three Ways to Project Influence; (5481BC) Persuasion I: The Basics; (5504BC) The Knockout Presentation: A Timeless Tool of Persuasion; (5511BC) The Ethics of Power, Influence, and Persuasion: Points to Honor.   Add   View  25 pp.  The Knockout Presentation: A Timeless Tool of Persuasion Publication Date: 05/03/2005 Product Type: HBS Press Chapter HBS Number: 5504BC Subjects: Decision making; Management of professionals; Management philosophy; Persuasion; Power & influence; Presentations Academic Discipline: General management Product Description: Beginning with the basics of a proven presentation structure, this chapter examines several rhetorical devices, audience learning styles, and presentation visuals that will give your presentations greater impact. It concludes with tips for anticipating and answering questions, receiving feedback, and wrapping up your knockout presentation. May be used with: (5443BC) The Necessity of Power: You Can't Manage Without It; (5450BC) Power Sources: And How You Can Tap Them; (5467BC) Influence: Your Mechanism for Using Power; (5474BC) Tactics of Influence: Three Ways to Project Influence; (5481BC) Persuasion I: The Basics; (5498BC) Persuasion II: Winning Minds and Hearts; (5511BC) The Ethics of Power, Influence, and Persuasion: Points to Honor.   Add   View  24 pp.  The Ethics of Power, Influence, and Persuasion: Points to Honor Publication Date: 05/03/2005 Product Type: HBS Press Chapter HBS Number: 5511BC Subjects: Corporate culture; Ethics; Management of professionals; Management philosophy; Organizational behavior; Power & influence Academic Discipline: General management Product Description: Power is essential to the functioning of organizations and society, but it can also be used to corrupt. This chapter explains how managers can create a culture of ethical behavior that is self-policing and self-perpetuating and that sets a high standard for all employees. May be used with: (5443BC) The Necessity of Power: You Can't Manage Without It; (5450BC) Power Sources: And How You Can Tap Them; (5467BC) Influence: Your Mechanism for Using Power; (5474BC) Tactics of Influence: Three Ways to Project Influence; (5481BC) Persuasion I: The Basics; (5498BC) Persuasion II: Winning Minds and Hearts; (5504BC) The Knockout Presentation: A Timeless Tool of Persuasion.    Harvard Business Essentials: Time Management   Add   View  24 pp.  Use Goals as a Guide: Your Compass to Personal Effectiveness Publication Date: 05/03/2005 Product Type: HBS Press Chapter HBS Number: 5962BC Subjects: Goal setting; Management of professionals; Priorities Academic Discipline: General management Product Description: Prioritizing things according to their importance or urgency is an important first step to learning the art of effective time management. This chapter helps you set, sort, and decompose goals to make better use of your time by helping to differentiate between what is urgent and what is important. Most important, the chapter demonstrates how goals can be broken down into achievable tasks and, subsequently, how to develop goals for subordinates and direct reports. May be used with: (5979BC) How You Spend Your Time: Where Does It Go?; (5993BC) Time Robbers: And How to Defeat Them; (5986BC) Scheduling Your Time: Start with Your Priorities; (6006BC) Delegation: Gaining Time for Yourself; (6013BC) The Time-Wasting Boss: How to Cope; (6020BC) The Personal Side of Time: Mastering Work-Life Balance; (6037BC) What Companies Can Do to Help: Ideas for Improving Employee Time Management.   Add   View  14 pp.  How You Spend Your Time: Where Does It Go? Publication Date: 05/03/2005 Product Type: HBS Press Chapter HBS Number: 5979BC Subjects: Goal setting; Management of professionals; Time wasters Academic Discipline: General management Product Description: Taking an introspective approach to time management can be quite an eye-opening experience. To understand how to use time more effectively, it is important to understand how you are currently spending your time. Creating an activity log, a chronology of the day's events, is an important exercise that can be used to examine how and where you are wasting valuable time. May be used with: (5962BC) Use Goals as a Guide: Your Compass to Personal Effectiveness; (5986BC) Scheduling Your Time: Start with Your Priorities; (5993BC) Time Robbers: And How to Defeat Them; (6006BC) Delegation: Gaining Time for Yourself; (6013BC) The Time-Wasting Boss: How to Cope; (6020BC) The Personal Side of Time: Mastering Work-Life Balance; (6037BC) What Companies Can Do to Help: Ideas for Improving Employee Time Management.   Add   View  18 pp.  Scheduling Your Time: Start with Your Priorities Publication Date: 05/03/2005 Product Type: HBS Press Chapter HBS Number: 5986BC Subjects: Goal setting; Management of professionals; Priorities; Scheduling Academic Discipline: General management Product Description: Systematically approaching all prioritized tasks for which you are responsible is an important aspect of time management. After you have identified a goal and analyzed time-spending habits, the next step is to shift your thinking to scheduling and allocating the right amount of time to accomplish these important tasks. Whether it be scheduling highest priority work first or making a to-do list, scheduling your time is indispensable to successful time management. May be used with: (5962BC) Use Goals as a Guide: Your Compass to Personal Effectiveness; (5979BC) How You Spend Your Time: Where Does It Go?; (5993BC) Time Robbers: And How to Defeat Them; (6006BC) Delegation: Gaining Time for Yourself; (6013BC) The Time-Wasting Boss: How to Cope; (6020BC) The Personal Side of Time: Mastering Work-Life Balance; (6037BC) What Companies Can Do to Help: Ideas for Improving Employee Time Management.   Add   View  32 pp.  Time Robbers: And How to Defeat Them Publication Date: 05/03/2005 Product Type: HBS Press Chapter HBS Number: 5993BC Subjects: Behavior; Goal setting; Management of professionals; Procrastination; Scheduling; Time wasters; Travel Academic Discipline: General management Product Description: Learning to deal with life's disruptive obstacles can be difficult. Equally difficult is learning to differentiate between unanticipated crises and self-imposed time robbers. In an attempt to understand how to defeat time-wasting habits and behaviors, this chapter tackles them directly, looking specifically at procrastination, overreaching, taking on subordinates' problems, unnecessary travel, and e-mail and paperwork. May be used with: (5962BC) Use Goals as a Guide: Your Compass to Personal Effectiveness; (5979BC) How You Spend Your Time: Where Does It Go?; (5986BC) Scheduling Your Time: Start with Your Priorities; (6006BC) Delegation: Gaining Time for Yourself; (6013BC) The Time-Wasting Boss: How to Cope; (6020BC) The Personal Side of Time: Mastering Work-Life Balance; (6037BC) What Companies Can Do to Help: Ideas for Improving Employee Time Management.   Add   View  18 pp.  Delegation: Gaining Time for Yourself Publication Date: 05/03/2005 Product Type: HBS Press Chapter HBS Number: 6006BC Subjects: Delegation of authority; Management communication; Management of professionals; Time management Academic Discipline: General management Product Description: Delegating tasks is the transferring of a specific duty from one person to another and includes the transfer of work as well as accountability for that work. The art of effective delegation is a key function of a successful manager and, ironically, it is one often neglected by those who claim to be overworked. May be used with: (5962BC) Use Goals as a Guide: Your Compass to Personal Effectiveness; (5979BC) How You Spend Your Time: Where Does It Go?; (5986BC) Scheduling Your Time: Start with Your Priorities; (5993BC) Time Robbers: And How to Defeat Them; (6013BC) The Time-Wasting Boss: How to Cope; (6020BC) The Personal Side of Time: Mastering Work-Life Balance; (6037BC) What Companies Can Do to Help: Ideas for Improving Employee Time Management.   Add   View  16 pp.  The Time-Wasting Boss: How to Cope Publication Date: 05/03/2005 Product Type: HBS Press Chapter HBS Number: 6013BC Subjects: Management communication; Management of professionals; Meetings; Superior & subordinate; Supervisors; Time wasters Academic Discipline: General management Product Description: Preventing problems caused by time-wasting bosses is important to the issue of time management. Some people unwittingly behave in ways that waste their boss' time, and some bosses create time-wasting impediments. This chapter offers tips you can use to avoid these time-consuming problems. May be used with: (5962BC) Use Goals as a Guide: Your Compass to Personal Effectiveness; (5979BC) How You Spend Your Time: Where Does It Go?; (5986BC) Scheduling Your Time: Start with Your Priorities; (5993BC) Time Robbers: And How to Defeat Them; (6006BC) Delegation: Gaining Time for Yourself; (6020BC) The Personal Side of Time: Mastering Work-Life Balance; (6037BC) What Companies Can Do to Help: Ideas for Improving Employee Time Management.   Add   View  17 pp.  The Personal Side of Time: Mastering Work-Life Balance Publication Date: 05/03/2005 Product Type: HBS Press Chapter HBS Number: 6020BC Subjects: Job satisfaction; Personal strategy & style; Scheduling; Time management; Work environment; Work life balance; Working conditions Academic Discipline: General management Product Description: Balancing work and a personal life is a time management issue that people have always struggled to manage. Often, eliminating time-wasting activities in one's personal life (grocery shopping multiple times a week, etc.) makes time for the real value-added activities that are sometimes put on hold. Time management at home leads to a more effective and fulfilling life. May be used with: (5962BC) Use Goals as a Guide: Your Compass to Personal Effectiveness; (5979BC) How You Spend Your Time: Where Does It Go?; (5986BC) Scheduling Your Time: Start with Your Priorities; (5993BC) Time Robbers: And How to Defeat Them; (6006BC) Delegation: Gaining Time for Yourself; (6013BC) The Time-Wasting Boss: How to Cope; (6037BC) What Companies Can Do to Help: Ideas for Improving Employee Time Management.   Add   View  23 pp.  What Companies Can Do to Help: Ideas for Improving Employee Time Management Publication Date: 05/03/2005 Product Type: HBS Press Chapter HBS Number: 6037BC Subjects: Flexible hours; Human resources management; Meetings; Telecommuters; Time management; Travel; Work environment; Working conditions Academic Discipline: General management Product Description: Achieving effective time management is ultimately the employee's responsibility, but every company has a vested interest in its employees' appropriate use of time. This chapter touches upon three things companies can do to help employees use their time wisely. May be used with: (5962BC) Use Goals as a Guide: Your Compass to Personal Effectiveness; (5979BC) How You Spend Your Time: Where Does It Go?; (5986BC) Scheduling Your Time: Start with Your Priorities; (5993BC) Time Robbers: And How to Defeat Them; (6006BC) Delegation: Gaining Time for Yourself; (6013BC) The Time-Wasting Boss: How to Cope; (6020BC) The Personal Side of Time: Mastering Work-Life Balance.

Iconoclast: A Neuroscientist Reveals How to Think Differently   Add   View  14 pp.  Doing What Can’t Be Done: Learning to Think More Like an Iconoclast Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7684BC Subjects: Cognitive psychology; Creativity; Influence; Innovation; Leadership; Social capital Academic Discipline: General management Product Description: From the frontiers of psychology and neuroscience, important new insight into what it takes to think like an iconoclast — and how doing so can lead to greater success.   Add   View  25 pp.  Through the Eye of an Iconoclast: Think Differently by Seeing Differently Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7749BC Subjects: Cognitive psychology; Creativity; Influence; Innovation; Leadership; Social capital Academic Discipline: General management Product Description: Dale Chihuly is a prototypical iconoclast: he has single-handedly torn down conventional notions of glass art and created something entirely new in its place. He has been able to do so partly because an accident that left him blind in his left eye forced his brain to reinterpret visual stimuli in a new way. In this chapter, neuroscientist Gregory Berns explains how the iconoclast perceives things differently than most people in order to illustrate the importance of new perspectives in creating new ideas.   Add   View  28 pp.  From Perception to Imagination: How Iconoclasts Free Themselves from Conventional Thinking Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7750BC Subjects: Cognitive psychology; Creativity; Influence; Innovation; Leadership Academic Discipline: General management Product Description: Humans depend on vision, more than any other sense to navigate through the world. Most of the time, the efficiency of our visual systems works to our advantage. Automatic processes, however, also get in the way of seeing things differently. Automatic thinking destroys the creative process that forms the foundation of iconoclastic thinking. This chapter takes a close look at the ways in which iconoclasts break down the brain's categorization processes and shows why to think like an iconoclast, you need novel experiences.   Add   View  27 pp.  Fear: The Inhibitor of Action—How Iconoclasts Free Themselves from Fear Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7751BC Subjects: Cognitive psychology; Creativity; Fear; Influence; Innovation; Leadership; Stress Academic Discipline: General management Product Description: Humans possess a stress response system that evolved in very different circumstances than exist today. In fact, the stress system is so important and active that it can override every other system in the brain. It reacts when provoked, and this reaction is powerful enough to derail many of the most innovative people out there. How does an iconoclast squelch the fear of the unknown, the fear of physical harm, and the fear of social isolation that come along with challenging conventional thinking? This chapter describes some cognitive strategies for keeping the fear system under control.   Add   View  27 pp.  How Fear Distorts Perception: And How Iconoclasts Conquer the Fear of Social Isolation Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7752BC Subjects: Cognitive psychology; Creativity; Fear; Influence; Innovation; Leadership Academic Discipline: General management Product Description: Fear can inhibit action, even for the most daring innovators. Another pernicious effect of fear on potential iconoclasts: it can interact with the perceptual system and change what a person sees (or thinks he sees). When this occurs, the danger is not only the inhibition of action, but choosing the wrong course of action altogether. This chapter describes the strategies of trail-blazing iconoclasts for controlling fear (especially the fear of social isolation) that comes with the territory of challenging conventional thinking.   Add   View  26 pp.  Why the Fear of Failure Makes People Risk Averse: And How Iconoclasts Conquer this Fear Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7754BC Subjects: Cognitive psychology; Creativity; Fear; Influence; Innovation; Leadership; Risk management Academic Discipline: General management Product Description: The fear of failure, or the risk of a perceived loss, distorts the functioning of the perceptual system in the brain. The end result is often an irrational decision. Iconoclasts, however, are consistently able to resist this perceptual distortion to manage risk objectively. This chapter looks at how the iconoclastic brain functions in a way that gives some innovators the chops to go against the herd, while others fall in line.   Add   View  29 pp.  Brain Circuits for Social Networking: How Successful Iconoclasts Leverage Social Intelligence Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7753BC Subjects: Cognitive psychology; Creativity; Influence; Innovation; Leadership; Networking; Social capital Academic Discipline: General management Product Description: A key driver of success for iconoclasts who consistently challenge conventional thinking is social intelligence, or the ability to sell your unconventional ideas to others. Connecting with noniconoclasts depends on two aspects of social intelligence: familiarity and reputation. Both functions can be understood through the circuits in the brain that implement them.   Add   View  27 pp.  Private Spaceflight: A Case Study of Iconoclasts Working Together Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7755BC Subjects: Cognitive psychology; Creativity; Influence; Innovation; Leadership; Social capital Academic Discipline: General management Product Description: Putting ordinary citizens into space strikes most people as crazy. Space is a frontier that the vast majority of humanity currently has no access to, no interest in, and wonders why anyone should spend exorbitant sums of money to travel to. To even consider such a venture flies in the face of conventional wisdom, which is why the privatization of spaceflight represents a unique case study in iconoclasm. The key players are all people who exemplify the three characteristics of iconoclastic thinkers: they see differently, deal with fear, and have high levels of social intelligence.   Add   View  25 pp.  When Iconoclast Becomes Icon: How to Win Wide Appeal for Unconventional Ideas Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7756BC Subjects: Cognitive psychology; Creativity; Influence; Innovation; Leadership; Social capital Academic Discipline: General management Product Description: Whether naturally born or made, iconoclasts pride themselves on their nonconformity and ability to see things differently than other people. Some, however, go beyond mere iconoclasm, making the transition — through either luck or hard work — to icon. Although it is not a strict requirement for success, this transformation from an outsider with crazy ideas to an object of worship is a lesson in how to get ideas that are initially strange to most people accepted by the masses.   Add   View  26 pp.  The Iconoclast’s Pharmacopoeia Author(s): Berns, Gregory Publication Date: 10/01/2008 Product Type: HBS Press Chapter HBS Number: 7757BC Subjects: Cognitive psychology; Creativity; Innovation; Leadership Academic Discipline: General management Product Description: The successful iconoclast learns to see things clearly for what they are and is not influenced by others opinions; he keeps fear in check and does not let it rule his decision making; and he expertly navigates the complicated waters of social networking so that others come to see things the way he does. Some drugs may have a limited role in augmenting certain iconoclastic brain functions while diminishing other mental processes that seem to get in the way. This chapter provides a brief summary of the known effects of certain psychoactive drugs. In no way should this be taken as medical advice. Many of these substances are potentially harmful and may lead to death or disability.    Leading Change   Add   View  17 pp.  Successful Change and the Force That Drives It Author(s): Kotter, John P. Publication Date: 08/07/2096 Product Type: HBS Press Chapter HBS Number: 4723BC Subjects: Change management; Corporate strategy; Creativity; Leadership; Management development Academic Discipline: General management Product Description: In order to make it in the global marketplace, organizations must be willing to radically transform. According to John Kotter, the world's foremost expert on leadership, change that improves the organization at an acceptable cost requires two things: an eight-step process that creates power and motivation sufficient to overwhelm all the sources of inertia, and high-quality leadership.   Add   View  17 pp.  Establishing a Sense of Urgency: Overcoming Barriers to Organizational Change Author(s): Kotter, John P. Publication Date: 08/07/2096 Product Type: HBS Press Chapter HBS Number: 4724BC Subjects: Change management; Collaboration; Corporate strategy; Creativity; Leadership; Management development Academic Discipline: General management Product Description: Creating change in any organization is extremely difficult and requires a large number of employees to collaborate effectively. Creating a sense of urgency is crucial to inspiring needed cooperation, initiative, and willingness to make sacrifices.   Add   View  18 pp.  Creating the Guiding Coalition: Overcoming Barriers to Organizational Change Author(s): Kotter, John P. Publication Date: 08/07/2096 Product Type: HBS Press Chapter HBS Number: 4725BC Subjects: Change management; Corporate strategy; Creativity; Leadership; Management development; Teams Academic Discipline: General management Product Description: Because major change is so difficult to accomplish, a powerful force is required to sustain the process. A strong guiding coalition is always needed — one with the right composition, level of trust, and shared objective.   Add   View  19 pp.  Developing a Vision and Strategy: Overcoming Barriers to Organizational Change Author(s): Kotter, John P. Publication Date: 08/07/2096 Product Type: HBS Press Chapter HBS Number: 4726BC Subjects: Change management; Corporate strategy; Creativity; Leadership; Management development; Vision Academic Discipline: General management Product Description: Leading change successfully requires a basic vision, or a picture of the future with some implicit or explicit commentary on why people should strive to create that future. A strong vision clarifies the general direction of change, motivates people to take action in the right direction, and helps coordinate the actions of different people in a fast and efficient way.   Add   View  18 pp.  Communicating the Change Vision: Overcoming Barriers to Organizational Change Author(s): Kotter, John P. Publication Date: 08/07/2096 Product Type: HBS Press Chapter HBS Number: 4727BC Subjects: Change management; Communication strategy; Corporate strategy; Creativity; Leadership; Management development; Vision Academic Discipline: General management Product Description: Communicating a vision for change and gaining understanding and commitment to a new direction is never an easy task, especially in large enterprises. However, the new vision must be constantly and effectively communicated in order to create a shared sense of a desirable future, which helps motivate and coordinate the transformation effort.   Add   View  17 pp.  Empowering Employees for Broad-Based Action: Overcoming Barriers to Organizational Change Author(s): Kotter, John P. Publication Date: 08/07/2096 Product Type: HBS Press Chapter HBS Number: 4728BC Subjects: Change management; Corporate strategy; Creativity; Employee empowerment; Leadership; Management development Academic Discipline: General management Product Description: With the right structure, training, systems, and supervisors to build on a well-communicated vision, increasing numbers of firms are finding that they can tap an enormous source of power to improve organizational performance — they can mobilize hundreds or thousands of people to help provide leadership to produce needed changes.   Add   View  16 pp.  Generating Short-Term Wins: Overcoming Barriers to Organizational Change Author(s): Kotter, John P. Publication Date: 08/07/2096 Product Type: HBS Press Chapter HBS Number: 4729BC Subjects: Change management; Corporate strategy; Creativity; Leadership; Management development Academic Discipline: General management Product Description: Major change takes time, sometimes lots of time. But running a transformation effort without serious attention to short-term wins is extremely risky. Planning for short-term results can provide much needed evidence that hard work, and investment of resources on behalf of change is paying off.   Add   View  16 pp.  Consolidating Gains and Producing More Change: Overcoming Barriers to Organizational Change Author(s): Kotter, John P. Publication Date: 08/07/2096 Product Type: HBS Press Chapter HBS Number: 4730BC Subjects: Change management; Corporate strategy; Creativity; Leadership; Management development Academic Discipline: General management Product Description: Major change often takes a long time, especially in big organizations. Short term wins are essential to keep the change effort going, but the celebration of those wins can be lethal if urgency is lost. If you let up before the job is done, critical momentum can be lost and regression may follow.   Add   View  16 pp.  Anchoring New Approaches in the Culture: Overcoming Barriers to Organizational Change Author(s): Kotter, John P. Publication Date: 08/07/2096 Product Type: HBS Press Chapter HBS Number: 4731BC Subjects: Change management; Corporate culture; Corporate strategy; Leadership; Management development; Values Academic Discipline: General management Product Description: When the new practices made in a transformation effort are not compatible with the relevant cultures, they will always be subject to regression. Changes in a work group, a division, or an entire company can come undone, even after years of effort, because the new approaches haven't been anchored firmly in group norms and values.   Add   View  15 pp.  The Organization of the Future: Winning Through Transformation Author(s): Kotter, John P. Publication Date: 08/07/2096 Product Type: HBS Press Chapter HBS Number: 4732BC Subjects: Change management; Corporate strategy; Creativity; Leadership; Management development Academic Discipline: General management Product Description: The rate of change in the business world is not going to slow down anytime soon. If anything, competition in most industries will probably speed up over the next few decades. This chapter considers the qualities that will be essential to winning in the twenty-first century.   Added   View  14 pp.  Leadership and Lifelong Learning: Leading Change in the Twenty-First Century Organization Author(s): Kotter, John P. Publication Date: 08/07/2096 Product Type: HBS Press Chapter HBS Number: 4733BC Subjects: Change management; Corporate strategy; Creativity; Leadership; Leadership development; Management development Academic Discipline: General management Product Description: The key to creating and sustaining a successful twenty-first century organization is leadership — not only at the top of the hierarchy, but also throughout the enterprise. And fortunately, according to John Kotter, leaders are not born, but are made over a lifetime of learning. This chapter examines the relationship between lifelong learning, the development of leadership skills, and the capacity to succeed in the future.    Smart Choices: A Practical Guide for Making Better Decisions   Add   View  16 pp.  Making Smart Choices: How to Think About Your Whole Decision Problem: A Proactive Approach Author(s): Hammond, John S., III; Keeney, Ralph L.; Raiffa, Howard Publication Date: 01/01/1999 Product Type: HBS Press Chapter HBS Number: 7945BC Subjects: Decision making; Decision trees; Goal setting; Probability; Problem solving; Risk; Uncertainty Academic Discipline: General management Product Description: The ability to make smart choices is a fundamental life skill. This chapter introduces a straightforward, proven approach for making decisions — professional and personal, major and minor — that can profoundly enrich your possibilities and increase your chances of finding satisfying solutions. May be used with: (7951BC) Problem: How to Define Your Decision Problem to Solve the Right Problem; (7953BC) Objectives: How to Clarify What You're Really Trying to Achieve With Your Decision; (7955BC) Alternatives: How to Make Smarter Choices by Creating Better Alternatives to Choose From; (7957BC) Consequences: How to Describe How Well Each Alternative Meets Your Objectives; (7959BC) Tradeoffs: How to Make Tough Compromises When You Can't Achieve All Your Objectives at Once; (7961BC) Uncertainty: How to Think About and Act on Uncertainties Affecting Your Decision; (7963BC) Risk Tolerance: How to Account for Your Appetite for Risk; (7965BC) Linked Decisions: How to Plan Ahead by Effectively Coordinating Current and Future Decisions; (7967BC) Psychological Traps: How to Avoid Some of the Tricks Your Mind Can Play on You When You're Deciding; (7969BC) The Wise Decision Maker: How to Make Smart Choices a Way of Life.   Add   View  17 pp.  Problem: How to Define Your Decision Problem to Solve the Right Problem Author(s): Hammond, John S., III; Keeney, Ralph L.; Raiffa, Howard Publication Date: 10/10/2006 Product Type: HBS Press Chapter HBS Number: 7951BC Subjects: Decision making; Decision trees; Goal setting; Problem solving; Uncertainty Academic Discipline: General management Product Description: The way you frame your decision at the outset can make all the difference. This chapter describes one of the keys to effective decision making: stating your decision problems carefully, acknowledging their complexity and avoiding unwarranted assumptions and prejudices. May be used with: (7945BC) Making Smart Choices: How to Think About Your Whole Decision Problem: A Proactive Approach; (7953BC) Objectives: How to Clarify What You're Really Trying to Achieve With Your Decision; (7955BC) Alternatives: How to Make Smarter Choices by Creating Better Alternatives to Choose From; (7957BC) Consequences: How to Describe How Well Each Alternative Meets Your Objectives; (7959BC) Tradeoffs: How to Make Tough Compromises When You Can't Achieve All Your Objectives at Once; (7961BC) Uncertainty: How to Think About and Act on Uncertainties Affecting Your Decision; (7963BC) Risk Tolerance: How to Account for Your Appetite for Risk; (7965BC) Linked Decisions: How to Plan Ahead by Effectively Coordinating Current and Future Decisions; (7967BC) Psychological Traps: How to Avoid Some of the Tricks Your Mind Can Play on You When You're Deciding; (7969BC) The Wise Decision Maker: How to Make Smart Choices a Way of Life.   Add   View  17 pp.  Objectives: How to Clarify What You’re Really Trying to Achieve With Your Decision Author(s): Hammond, John S., III; Keeney, Ralph L.; Raiffa, Howard Publication Date: 10/10/2006 Product Type: HBS Press Chapter HBS Number: 7953BC Subjects: Decision making; Decision trees; Goal setting; Problem solving Academic Discipline: General management Product Description: This chapter examines one of the keys to effective decision making: thinking through your objectives to give direction to your decision making. May be used with: (7955BC) Alternatives: How to Make Smarter Choices by Creating Better Alternatives to Choose From; (7957BC) Consequences: How to Describe How Well Each Alternative Meets Your Objectives; (7951BC) Problem: How to Define Your Decision Problem to Solve the Right Problem; (7945BC) Making Smart Choices: How to Think About Your Whole Decision Problem: A Proactive Approach; (7959BC) Tradeoffs: How to Make Tough Compromises When You Can't Achieve All Your Objectives at Once; (7961BC) Uncertainty: How to Think About and Act on Uncertainties Affecting Your Decision; (7963BC) Risk Tolerance: How to Account for Your Appetite for Risk; (7965BC) Linked Decisions: How to Plan Ahead by Effectively Coordinating Current and Future Decisions; (7967BC) Psychological Traps: How to Avoid Some of the Tricks Your Mind Can Play on You When You're Deciding.   Add   View  20 pp.  Alternatives: How to Make Smarter Choices by Creating Better Alternatives to Choose From Author(s): Hammond, John S., III; Keeney, Ralph L.; Raiffa, Howard Publication Date: 10/10/2006 Product Type: HBS Press Chapter HBS Number: 7955BC Subjects: Decision making; Decision trees; Goal setting; Problem solving Academic Discipline: General management Product Description: Alternatives are the raw material of decision making. This chapter looks at an important element of effective decision making: creating imaginative alternatives or different courses of action you have to choose from. May be used with: (7945BC) Making Smart Choices: How to Think About Your Whole Decision Problem: A Proactive Approach; (7951BC) Problem: How to Define Your Decision Problem to Solve the Right Problem; (7953BC) Objectives: How to Clarify What You're Really Trying to Achieve With Your Decision; (7957BC) Consequences: How to Describe How Well Each Alternative Meets Your Objectives; (7959BC) Tradeoffs: How to Make Tough Compromises When You Can't Achieve All Your Objectives at Once; (7961BC) Uncertainty: How to Think About and Act on Uncertainties Affecting Your Decision; (7963BC) Risk Tolerance: How to Account for Your Appetite for Risk; (7965BC) Linked Decisions: How to Plan Ahead by Effectively Coordinating Current and Future Decisions; (7967BC) Psychological Traps: How to Avoid Some of the Tricks Your Mind Can Play on You When You're Deciding; (7969BC) The Wise Decision Maker: How to Make Smart Choices a Way of Life.   Add   View  19 pp.  Consequences: How to Describe How Well Each Alternative Meets Your Objectives Author(s): Hammond, John S., III; Keeney, Ralph L.; Raiffa, Howard Publication Date: 01/01/1999 Product Type: HBS Press Chapter HBS Number: 7957BC Subjects: Decision making; Decision trees; Goal setting; Problem solving Academic Discipline: General management Product Description: This chapter looks at an important element of effective decision making: assessing frankly the consequences of each potential choice, which will help you identify those that best meet your objectives. May be used with: (7945BC) Making Smart Choices: How to Think About Your Whole Decision Problem: A Proactive Approach; (7951BC) Problem: How to Define Your Decision Problem to Solve the Right Problem; (7953BC) Objectives: How to Clarify What You're Really Trying to Achieve With Your Decision; (7955BC) Alternatives: How to Make Smarter Choices by Creating Better Alternatives to Choose From; (7959BC) Tradeoffs: How to Make Tough Compromises When You Can't Achieve All Your Objectives at Once; (7961BC) Uncertainty: How to Think About and Act on Uncertainties Affecting Your Decision; (7963BC) Risk Tolerance: How to Account for Your Appetite for Risk; (7965BC) Linked Decisions: How to Plan Ahead by Effectively Coordinating Current and Future Decisions; (7967BC) Psychological Traps: How to Avoid Some of the Tricks Your Mind Can Play on You When You're Deciding; (7969BC) The Wise Decision Maker: How to Make Smart Choices a Way of Life.   Add   View  28 pp.  Tradeoffs: How to Make Tough Compromises When You Can’t Achieve All Your Objectives at Once Author(s): Hammond, John S., III; Keeney, Ralph L.; Raiffa, Howard Publication Date: 01/01/1999 Product Type: HBS Press Chapter HBS Number: 7959BC Subjects: Decision making; Decision trees; Goal setting; Problem solving; Risk; Tradeoff analysis; Uncertainty Academic Discipline: General management Product Description: Because objectives frequently conflict with one another, you'll need to strike a balance. This chapter examines one of the keys to effective decision making: making tradeoffs among competing alternatives. May be used with: (7945BC) Making Smart Choices: How to Think About Your Whole Decision Problem: A Proactive Approach; (7951BC) Problem: How to Define Your Decision Problem to Solve the Right Problem; (7953BC) Objectives: How to Clarify What You're Really Trying to Achieve With Your Decision; (7955BC) Alternatives: How to Make Smarter Choices by Creating Better Alternatives to Choose From; (7957BC) Consequences: How to Describe How Well Each Alternative Meets Your Objectives; (7961BC) Uncertainty: How to Think About and Act on Uncertainties Affecting Your Decision; (7963BC) Risk Tolerance: How to Account for Your Appetite for Risk; (7965BC) Linked Decisions: How to Plan Ahead by Effectively Coordinating Current and Future Decisions; (7967BC) Psychological Traps: How to Avoid Some of the Tricks Your Mind Can Play on You When You're Deciding; (7969BC) The Wise Decision Maker: How to Make Smart Choices a Way of Life.   Add   View  27 pp.  Uncertainty: How to Think About and Act on Uncertainties Affecting Your Decision Author(s): Hammond, John S., III; Keeney, Ralph L.; Raiffa, Howard Publication Date: 01/01/1999 Product Type: HBS Press Chapter HBS Number: 7961BC Subjects: Decision making; Goal setting; Probability; Problem solving; Risk; Tradeoff analysis; Uncertainty Academic Discipline: General management Product Description: Situations will arise in which you won't know what the consequences will be until after deciding. This chapter looks at one of the keys to effective decision making: confronting uncertainty, judging the likelihood of different outcomes and assessing their possible impacts. May be used with: (7945BC) Making Smart Choices: How to Think About Your Whole Decision Problem: A Proactive Approach; (7951BC) Problem: How to Define Your Decision Problem to Solve the Right Problem; (7953BC) Objectives: How to Clarify What You're Really Trying to Achieve With Your Decision; (7955BC) Alternatives: How to Make Smarter Choices by Creating Better Alternatives to Choose From; (7957BC) Consequences: How to Describe How Well Each Alternative Meets Your Objectives; (7959BC) Tradeoffs: How to Make Tough Compromises When You Can't Achieve All Your Objectives at Once; (7963BC) Risk Tolerance: How to Account for Your Appetite for Risk; (7965BC) Linked Decisions: How to Plan Ahead by Effectively Coordinating Current and Future Decisions; (7967BC) Psychological Traps: How to Avoid Some of the Tricks Your Mind Can Play on You When You're Deciding; (7969BC) The Wise Decision Maker: How to Make Smart Choices a Way of Life.   Add   View  30 pp.  Risk Tolerance: How to Account for Your Appetite for Risk Author(s): Hammond, John S., III; Keeney, Ralph L.; Raiffa, Howard Publication Date: 01/01/1999 Product Type: HBS Press Chapter HBS Number: 7963BC Subjects: Decision making; Goal setting; Probability; Risk; Tradeoff analysis; Uncertainty Academic Discipline: General management Product Description: This chapter looks at an important element of effective decision making, demonstrating how an awareness of your willingness to accept risk will make your decision-making process smoother. May be used with: (7945BC) Making Smart Choices: How to Think About Your Whole Decision Problem: A Proactive Approach; (7951BC) Problem: How to Define Your Decision Problem to Solve the Right Problem; (7953BC) Objectives: How to Clarify What You're Really Trying to Achieve With Your Decision; (7955BC) Alternatives: How to Make Smarter Choices by Creating Better Alternatives to Choose From; (7957BC) Consequences: How to Describe How Well Each Alternative Meets Your Objectives; (7959BC) Tradeoffs: How to Make Tough Compromises When You Can't Achieve All Your Objectives at Once; (7961BC) Uncertainty: How to Think About and Act on Uncertainties Affecting Your Decision; (7965BC) Linked Decisions: How to Plan Ahead by Effectively Coordinating Current and Future Decisions; (7967BC) Psychological Traps: How to Avoid Some of the Tricks Your Mind Can Play on You When You're Deciding; (7969BC) The Wise Decision Maker: How to Make Smart Choices a Way of Life.   Add   View  27 pp.  Linked Decisions: How to Plan Ahead by Effectively Coordinating Current and Future Decisions Author(s): Hammond, John S., III; Keeney, Ralph L.; Raiffa, Howard Publication Date: 01/01/1999 Product Type: HBS Press Chapter HBS Number: 7965BC Subjects: Decision rights; Decision trees; Goal setting; Probability; Problem solving; Tradeoff analysis; Uncertainty Academic Discipline: General management Product Description: Many important decisions require you to select now among alternatives that will greatly influence your decisions in the future. This chapter addresses an important element of effective decision making, illustrating how to deal more effectively with decisions that are linked over time. May be used with: (7945BC) Making Smart Choices: How to Think About Your Whole Decision Problem: A Proactive Approach; (7951BC) Problem: How to Define Your Decision Problem to Solve the Right Problem; (7953BC) Objectives: How to Clarify What You're Really Trying to Achieve With Your Decision; (7955BC) Alternatives: How to Make Smarter Choices by Creating Better Alternatives to Choose From; (7957BC) Consequences: How to Describe How Well Each Alternative Meets Your Objectives; (7959BC) Tradeoffs: How to Make Tough Compromises When You Can't Achieve All Your Objectives at Once; (7961BC) Uncertainty: How to Think About and Act on Uncertainties Affecting Your Decision; (7963BC) Risk Tolerance: How to Account for Your Appetite for Risk; (7967BC) Psychological Traps: How to Avoid Some of the Tricks Your Mind Can Play on You When You're Deciding; (7969BC) The Wise Decision Maker: How to Make Smart Choices a Way of Life.   Add   View  30 pp.  Psychological Traps: How to Avoid Some of the Tricks Your Mind Can Play on You When You’re Deciding Author(s): Hammond, John S., III; Keeney, Ralph L.; Raiffa, Howard Publication Date: 01/01/1999 Product Type: HBS Press Chapter HBS Number: 7967BC Subjects: Decision making; Goal setting; Probability; Problem solving Academic Discipline: General management Product Description: Certain psychological traps can derail your ability to make smart choices and must be avoided. In this chapter, the authors show you how to identify and temper the impact of the most common psychological traps. May be used with: (7945BC) Making Smart Choices: How to Think About Your Whole Decision Problem: A Proactive Approach; (7951BC) Problem: How to Define Your Decision Problem to Solve the Right Problem; (7953BC) Objectives: How to Clarify What You're Really Trying to Achieve With Your Decision; (7955BC) Alternatives: How to Make Smarter Choices by Creating Better Alternatives to Choose From; (7957BC) Consequences: How to Describe How Well Each Alternative Meets Your Objectives; (7959BC) Tradeoffs: How to Make Tough Compromises When You Can't Achieve All Your Objectives at Once; (7961BC) Uncertainty: How to Think About and Act on Uncertainties Affecting Your Decision; (7963BC) Risk Tolerance: How to Account for Your Appetite for Risk; (7965BC) Linked Decisions: How to Plan Ahead by Effectively Coordinating Current and Future Decisions; (7969BC) The Wise Decision Maker: How to Make Smart Choices a Way of Life.   Add   View  20 pp.  The Wise Decision Maker: How to Make Smart Choices a Way of Life Author(s): Hammond, John S., III; Keeney, Ralph L.; Raiffa, Howard Publication Date: 01/01/1999 Product Type: HBS Press Chapter HBS Number: 7969BC Subjects: Decision making; Goal setting; Probability; Problem solving Academic Discipline: General management Product Description: This chapter steps back from the elements of a good decision-making approach to look at the ten core practices of the successful decision maker. May be used with: (7945BC) Making Smart Choices: How to Think About Your Whole Decision Problem: A Proactive Approach; (7951BC) Problem: How to Define Your Decision Problem to Solve the Right Problem; (7953BC) Objectives: How to Clarify What You're Really Trying to Achieve With Your Decision; (7955BC) Alternatives: How to Make Smarter Choices by Creating Better Alternatives to Choose From; (7957BC) Consequences: How to Describe How Well Each Alternative Meets Your Objectives; (7959BC) Tradeoffs: How to Make Tough Compromises When You Can't Achieve All Your Objectives at Once; (7961BC) Uncertainty: How to Think About and Act on Uncertainties Affecting Your Decision; (7963BC) Risk Tolerance: How to Account for Your Appetite for Risk; (7965BC) Linked Decisions: How to Plan Ahead by Effectively Coordinating Current and Future Decisions; (7967BC) Psychological Traps: How to Avoid Some of the Tricks Your Mind Can Play on You When You're Deciding.    The Heart of Change: Real-Life Stories of How People Change Their Organizations   Add   View  16 pp.  The Heart of Change: Appealing to the Heart, Not the Mind Author(s): Cohen, Dan S.; Kotter, John P. Publication Date: 06/17/2002 Product Type: HBS Press Chapter HBS Number: 4673BC Subjects: Leadership; Organizational change; Organizational management; Strategy implementation Academic Discipline: General management Product Description: An abstract is not available for this product.   Add   View  24 pp.  Increase Urgency: Toward Successful Large-Scale Change Author(s): Cohen, Dan S.; Kotter, John P. Publication Date: 06/17/2002 Product Type: HBS Press Chapter HBS Number: 4690BC Subjects: Change management; Complacency; Leadership; Organizational change; Organizational management; Strategy implementation Academic Discipline: General management Product Description: An abstract is not available for this product.   Add   View  26 pp.  Build the Guiding Team: Toward Successful Large-Scale Change Author(s): Cohen, Dan S.; Kotter, John P. Publication Date: 06/17/2002 Product Type: HBS Press Chapter HBS Number: 4674BC Subjects: Leadership; Organizational change; Organizational management; Strategy implementation; Teams Academic Discipline: General management Product Description: As this chapter shows, any team that is going to make change happen has to be emotionally committed and trusting of each other.   Add   View  24 pp.  Get the Vision Right: Toward Successful Large-Scale Change Author(s): Cohen, Dan S.; Kotter, John P. Publication Date: 06/17/2002 Product Type: HBS Press Chapter HBS Number: 4675BC Subjects: Corporate vision; Leadership; Organizational change; Organizational management; Strategy implementation Academic Discipline: General management Product Description: An abstract is not available for this product.   Add   View  21 pp.  Communicate for Buy-In: Toward Successful Large-Scale Change Author(s): Cohen, Dan S.; Kotter, John P. Publication Date: 06/17/2002 Product Type: HBS Press Chapter HBS Number: 4676BC Subjects: Communication; Leadership; Organizational change; Organizational management; Strategy implementation Academic Discipline: General management Product Description: An abstract is not available for this product.   Add   View  23 pp.  Empower Action: Toward Successful Large-Scale Change Author(s): Cohen, Dan S.; Kotter, John P. Publication Date: 06/17/2002 Product Type: HBS Press Chapter HBS Number: 4677BC Subjects: Employee empowerment; Leadership; Organizational change; Organizational management; Strategy implementation Academic Discipline: General management Product Description: An abstract is not available for this product.   Added   View  19 pp.  Create Short-Term Wins: Toward Successful Large-Scale Change Author(s): Cohen, Dan S.; Kotter, John P. Publication Date: 06/17/2002 Product Type: HBS Press Chapter HBS Number: 4678BC Subjects: Leadership; Organizational change; Organizational management; Strategy implementation Academic Discipline: General management Product Description: People are more likely to endorse change when they have short-term, achievable goals. Sufficient wins that are visible, timely, unambiguous, and meaningful to others, motivate people and hasten change.   Add   View  19 pp.  Don’t Let Up: Toward Successful Large-Scale Change Author(s): Cohen, Dan S.; Kotter, John P. Publication Date: 06/17/2002 Product Type: HBS Press Chapter HBS Number: 4679BC Subjects: Leadership; Organizational change; Organizational management; Strategy implementation Academic Discipline: General management Product Description: After short-term wins have been achieved, and momentum built, leaders must continue to maintain a sense of urgency about change and not declare victory prematurely.   Add   View  19 pp.  Make Change Stick: Toward Successful Large-Scale Change Author(s): Cohen, Dan S.; Kotter, John P. Publication Date: 06/17/2002 Product Type: HBS Press Chapter HBS Number: 4680BC Subjects: Corporate culture; Leadership; Organizational change; Organizational management; Strategy implementation Academic Discipline: General management Product Description: An abstract is not available for this product.   Add   View  9 pp.  We See, We Feel, We Change: Leading Change Successfully Author(s): Cohen, Dan S.; Kotter, John P. Publication Date: 06/17/2002 Product Type: HBS Press Chapter HBS Number: 4681BC Subjects: Leadership; Organizational change; Organizational management; Strategy implementation Academic Discipline: General management Product Description: An abstract is not available for this product.    The Living Company: Habits for Survival in a Turbulent Business Environment   Add   View  15 pp.  The Lifespan of a Company Author(s): De Geus, Arie P. Publication Date: 04/02/2002 Product Type: HBS Press Chapter HBS Number: 5157BC Subjects: Change management; Corporate culture; Loyalty; Organizational behavior; Organizational development Academic Discipline: General management Product Description: As this chapter illustrates, the corporate mortality rate is high; adopting the strategies of the living company — as opposed to the strictly economic company — can increase survival odds. May be used with: (5212BC) The Shift from Capitalism to a Knowledge Society; (5190BC) The Memory of the Future: Anticipating Your Reaction to Change; (5211BC) Tools for Foresight: Planning for the Unpredictable Future; (5192BC) Decision Making as a Learning Activity; (5193BC) Only Living Beings Learn: What is Your Company's Persona?; (5194BC) Managing for Profit or for Longevity: Is There a Choice?; (5195BC) Flocking: Nurturing Innovation in Your Organization; (5196BC) The Tolerant Company: Getting Diversity to Work for You; (5197BC) The Corporate Immune System: Maintaining the Health of the Community; (5198BC) Conservatism in Financing; (5199BC) Power: Nobody Should Have Too Much; (5200BC) The Company of the Future: Maintaining the Health of a Living Company.   Add   View  11 pp.  The Shift from Capitalism to a Knowledge Society Author(s): De Geus, Arie P. Publication Date: 04/02/2002 Product Type: HBS Press Chapter HBS Number: 5212BC Subjects: Change management; Corporate culture; Loyalty; Organizational behavior; Organizational development Academic Discipline: General management Product Description: Today's economy is based on learning. As this chapter illustrates, the people of your company — and their potential, loyalty, and experience — must be utilized to be part of a learning company. May be used with: (5157BC) The Lifespan of a Company; (5190BC) The Memory of the Future: Anticipating Your Reaction to Change; (5211BC) Tools for Foresight: Planning for the Unpredictable Future; (5192BC) Decision Making as a Learning Activity; (5193BC) Only Living Beings Learn: What is Your Company's Persona?; (5194BC) Managing for Profit or for Longevity: Is There a Choice?; (5195BC) Flocking: Nurturing Innovation in Your Organization; (5196BC) The Tolerant Company: Getting Diversity to Work for You; (5197BC) The Corporate Immune System: Maintaining the Health of the Community; (5198BC) Conservatism in Financing; (5199BC) Power: Nobody Should Have Too Much; (5200BC) The Company of the Future: Maintaining the Health of a Living Company.   Add   View  19 pp.  The Memory of the Future: Anticipating Your Reaction to Change Author(s): De Geus, Arie P. Publication Date: 04/02/2002 Product Type: HBS Press Chapter HBS Number: 5190BC Subjects: Change management; Corporate culture; Loyalty; Organizational behavior; Organizational development Academic Discipline: General management Product Description: This chapter tests five commonly held theories about why managers fail to anticipate, and react to, change in a productive manner. May be used with: (5157BC) The Lifespan of a Company; (5192BC) Decision Making as a Learning Activity; (5193BC) Only Living Beings Learn: What is Your Company's Persona?; (5194BC) Managing for Profit or for Longevity: Is There a Choice?; (5195BC) Flocking: Nurturing Innovation in Your Organization; (5196BC) The Tolerant Company: Getting Diversity to Work for You; (5197BC) The Corporate Immune System: Maintaining the Health of the Community; (5198BC) Conservatism in Financing; (5199BC) Power: Nobody Should Have Too Much; (5200BC) The Company of the Future: Maintaining the Health of a Living Company; (5211BC) Tools for Foresight: Planning for the Unpredictable Future; (5212BC) The Shift from Capitalism to a Knowledge Society.   Add   View  21 pp.  Tools for Foresight: Planning for the Unpredictable Future Author(s): De Geus, Arie P. Publication Date: 04/02/2002 Product Type: HBS Press Chapter HBS Number: 5211BC Subjects: Change management; Corporate culture; Loyalty; Organizational behavior; Organizational development Academic Discipline: General management Product Description: Though you can't predict the future, this chapter illustrates how future success depends on understanding the multiple ways the future could unfold. May be used with: (5157BC) The Lifespan of a Company; (5212BC) The Shift from Capitalism to a Knowledge Society; (5190BC) The Memory of the Future: Anticipating Your Reaction to Change; (5192BC) Decision Making as a Learning Activity; (5193BC) Only Living Beings Learn: What is Your Company's Persona?; (5194BC) Managing for Profit or for Longevity: Is There a Choice?; (5195BC) Flocking: Nurturing Innovation in Your Organization; (5196BC) The Tolerant Company: Getting Diversity to Work for You; (5197BC) The Corporate Immune System: Maintaining the Health of the Community; (5198BC) Conservatism in Financing; (5199BC) Power: Nobody Should Have Too Much; (5200BC) The Company of the Future: Maintaining the Health of a Living Company.   Add   View  24 pp.  Decision Making as a Learning Activity Author(s): De Geus, Arie P. Publication Date: 04/02/2002 Product Type: HBS Press Chapter HBS Number: 5192BC Subjects: Change management; Corporate culture; Loyalty; Organizational behavior; Organizational development; Organizational learning Academic Discipline: General management Product Description: Every act of decision making is a learning process. This chapter describes the elements of learning and how understanding the learning process can benefit your company. May be used with: (5157BC) The Lifespan of a Company; (5212BC) The Shift from Capitalism to a Knowledge Society; (5190BC) The Memory of the Future: Anticipating Your Reaction to Change; (5211BC) Tools for Foresight: Planning for the Unpredictable Future; (5193BC) Only Living Beings Learn: What is Your Company's Persona?; (5194BC) Managing for Profit or for Longevity: Is There a Choice?; (5195BC) Flocking: Nurturing Innovation in Your Organization; (5196BC) The Tolerant Company: Getting Diversity to Work for You; (5197BC) The Corporate Immune System: Maintaining the Health of the Community; (5198BC) Conservatis