Showing results by narrator "Todd Mundt" in All Categories

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.

When executives talk about “knowledge management” today, the conversation usually turns very quickly to the challenge of big data and analytics. That’s hardly surprising: Extraordinary amounts of rich, complicated data about customers, operations, and employees are now available to most managers, but that data is proving difficult to translate into useful knowledge. Surely, the thinking goes, if the right experts and the right tools are set loose on those megabytes, brilliant strategic insights will emerge.

"ハーバード・ビジネス・レビュー" は、2014 年に最も業績を上げた CEO の一覧を作成した。これらの経営者が、どのようにして長期にわたってすばらしい結果を達成できたかが説明されている。

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

Leaders who can detect hidden “fault lines” that signal impending industry change are better able to prepare and adapt to it.

It’s no secret that family businesses can struggle with governance, leadership transitions, and even survival.

When Georgia Aquarium opened, in 2005, it was the biggest aquarium in the world. During its first year more than 3.5 million visitors came to see its exhibits, which feature some 120,000 animals spread across 60 habitats in more than 8 million gallons of water. “We didn’t have to do any marketing at all,” says Carey Rountree, the senior vice president of sales and marketing. “It was a case where you’re closing the doors and they’re coming in through the windows.”

Company life spans are shrinking in the face of an increasingly complex business environment. Natural ecosystems hold lessons about adaptation and robustness.

Michael E. Porter, the Bishop Lawrence University Professor at Harvard University, and Thomas H. Lee, chief medical officer at Press Ganey and the former network president of Partners HealthCare, write about why providers must lead the way in making value the overarching goal.

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.

Research shows that eating together enhances group performance.

In the fall of 2014 an investor contacted HBS professor Clayton Christensen with a friendly challenge. Christensen is best known for his theory of disruptive innovation, which describes how firms that introduce rudimentary products can eventually overrun established players by systematically improving the products until they meet the needs of mainstream consumers, generally at low prices.

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.

Simple techniques to overcome the biases that get in the way of creativity.

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.

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.

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.

When we hear about unethical executives whose careers and companies have gone down in flames, it’s sadly unsurprising. Hubris and greed have a way of catching up with people, who then lose the power and wealth they’ve so fervently pursued. But is the opposite also true? Do highly principled leaders and their organizations perform especially well?

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.

Though they’re powerful predictive tools, algorithms can run amok if you don’t understand how to apply them.