Showing results by narrator "Todd Mundt"

This issue includes four complete articles, all on the theme of this month's issue: leadership. In "Becoming the Boss", Linda Hill offers some tips from common mistakes first time managers make. In "Firing Back", Jeffrey Sonnenfeld and Andrew Ward talk to leaders about their career disasters and how they bounced back.

"The Real Leadership Lessons of Steve Jobs" by Walter Isaacson; "Saving the Planet: A Tale of Two Strategies" by Roger Martin and Alison Kemper; and "Retail Doesn’t Cross Borders" by Marcel Corstjens and Rajiv Lal.

Businesses hoping to survive over the long term will have to remake themselves into better competitors at least once along the way. These efforts have gone under many banners: total quality management, reengineering, rightsizing, restructuring, cultural change, and turnarounds, to name a few. In almost every case, the goal has been to cope with a new, more challenging market by changing the way business is conducted. In this article, John Kotter outlines the eight largest errors that can doom these efforts.

The views and insights of Harvard Business School are among the most sought after by the world's top business leaders. With this Audible audio exclusive, you can have Harvard Business Review read to you each month, placing the latest business trends and managerial wisdom within earshot!

The National Commission on Terrorist Attacks Upon the United States, also known as the 9-11 Commission, was created by congressional legislation and the signature of President George W. Bush in late 2002. This independent, bipartisan commission had the task of producing a full and complete account of the circumstances surrounding the attack, including preparedness and immediate response, and providing recommendations designed to guard against future attacks.

The vast majority of companies are more exposed to cyber-attacks than they have to be. To close the gaps in their security, CEOs can take a cue from the U.S. military.

A look at the tenets of disruption theory, its usefulness and limitations, and its evolution over the past 20 years, by the leading experts on the subject.

Virtually all leaders believe that to stay competitive, their enterprises must learn and improve every day. But even companies revered for their dedication to continuous learning find it difficult to always practice what they preach.

The CEO and president of IDEO writes that when designers are involved from the very beginning of the innovation process, startling new ideas can result - as a U.S. health care provider, a Japanese bicycle components manufacturer, and a system of Indian eye hospitals learned.

First, V. Kumar, J. Andrew Petersen, and Robert Leone explain how to identify the customers who bring in the most referrals and then capitalize on that knowledge. Next, Alvin Roth discusses a new branch of economics that allows businesses to create markets where there were none or fix them when they go wrong. Also, Tony Schwartz on the science of stamina that enables individuals, teams, and whole organizations to significantly increase their capacity to get things done. Finally, you'll hear executive summaries of the remaining articles.

How companies can benefit from "inconspicuous consumption".

Despite their ubiquity, smartphones are still not very helpful at getting you information based on what you're already doing. For instance, if you get an e-mail from a friend asking if you want to check out a new restaurant in town, you have to leave the app behind and go conduct a Web search to learn more.

"New Thinking for a New Financial Order" by Diana Farrell; "How Pixar Fosters Collective Creativity" by Ed Catmull; "Seven Ways to Fail Big" by Paul B. Carroll and Chunka Mui; "Don't Try This Offshore" by Stephen Brown; "Social Intelligence and the Biology of Leadership" by Daniel Goleman and Richard Boyatzis; and "Where Oil-Rich Nations Are Placing Their Bets" by Rawi Abdelal, Ayesha Khan, and Tarun Khanna

"Back to the City" by Ania Wieckowski; "When You've Got to Cut Costs – Now" by Kevin P. Coyne, Shawn T. Coyne, and Edward J. Coyne Sr.; and "How to Stop Customers from Fixating on Price" by Marco Bertini and Luc Wathieu.

Despite massive investments of management time and money, innovation remains a frustrating pursuit in many companies. Innovation initiatives frequently fail, and successful innovators have a hard time sustaining their performance - as Polaroid, Nokia, Sun Microsystems, Yahoo, Hewlett-Packard, and countless others have found.

This month's issue includes three complete articles. From "Forethought," Ian Bremmer and Fareed Zakaria explain how to hedge your political risk in China. Then, in "Innovation, The Classic Traps," Rosabeth Moss Kanter offers practical tips on how to keep your creative team from getting bogged down. The third article, by Michael Useem, explores "How Well Run Boards Make Decisions."

At Deloitte we’re redesigning our performance management system. This may not surprise you. Like many other companies, we realize that our current process for evaluating the work of our people - and then training them, promoting them, and paying them accordingly - is increasingly out of step with our objectives.

Start-ups are getting bigger faster than ever - but that’s no guarantee of success.

Following a crisis, regulators and managers naturally take steps to prevent a recurrence. In 2002, after Enron and WorldCom succumbed to massive accounting fraud, U.S. legislators passed the Sarbanes-Oxley Act, which gave directors and executives new oversight responsibilities.

When researchers asked carpenters, roofers, and in-line skaters how to improve safety gear for all three activities, each group turned out to be significantly better at thinking of novel solutions for the fields other than its own. Studies like this one demonstrate the value of accessing expertise from "analogous fields"--areas that seem different on the surface but are similar on a deep structural level.