Harvard Business School Publishing

Displaying 1-18 of 18 results

  • White Papers // Sep 2010

    Why Corporate Leaders Won't Abolish Performance Reviews

    Performance reviews, in which bosses look for weaknesses and pretend to speak objectively for the company, while subordinates grin and bear it, misapply the hierarchical structure that is necessary in any organization. They ensure that the relationship is about power and subordination, making candor all but impossible, and defensiveness the...

    Provided By Harvard Business School Publishing

  • White Papers // Jun 2010

    Ditch Performance Reviews - How About Learn To Do Them Well?

    Few activities in a workplace polarize like performance reviews. Some see them as subjective and ungrounded, one-sided and boss-dominated and something we should do away with entirely, an opinion put forth most recently in a Wall Street Journal article. Others find them an invaluable tool to develop employees and move...

    Provided By Harvard Business School Publishing

  • White Papers // Apr 2010

    Envy At Work

    Comparing yourself with successful coworkers can be motivating, but it can also trigger envy. The authors' research suggests that such feelings may cause real damage, both to your own career and to your organization's success. Denying or concealing envy makes the problem worse. To help you manage your feelings, the...

    Provided By Harvard Business School Publishing

  • White Papers // Mar 2010

    Imitation Is More Valuable Than Innovation

    Imitation is underappreciated. It can be more important to business growth than innovation is. Imitation is not mindless repetition; It's and intelligent search for cause and effect. The author exhaustively re-viewed research on major business-model innovations and on breakthroughs in eight scientific and academic disciplines, ranging from history to neuroscience....

    Provided By Harvard Business School Publishing

  • White Papers // Nov 2009

    How To Connect With Virtual Learners

    Learning organizations are adding more virtual learning into their training and leadership development programs - and not just for the short term. A carefully designed and implemented virtual learning program offers ongoing learning opportunities that are highly relevant to participants' roles and closely linked to their organization's goals. This drives...

    Provided By Harvard Business School Publishing

  • White Papers // Nov 2009

    The Real Reason People Won't Change

    Tearing out the managerial hair over employees who just won't change - especially the ones who are clearly smart, skilled, and deeply committed to the company and their plans for improvement? Before you throw up your hands in frustration, listen to recent psychological research: These otherwise valued employees aren't purposefully...

    Provided By Harvard Business School Publishing

  • White Papers // Aug 2009

    Teaming Up To Crack Innovation And Enterprise Integration

    Your company is continuously creating new generations of products, services, and business processes. These innovations require seamless collaboration across your firm's different parts. But in most large corporations, innovation and integration are unnatural acts. Resistance stifles new ideas, and silos block cross-functional cooperation. Yet as Cash, Earl, and Morison explain,...

    Provided By Harvard Business School Publishing

  • White Papers // Jun 2009

    Avoid The Four Perils Of CRM

    Customer Relationship Management (CRM) software spending may soar from $20 billion in 2001 to $46 billion in 2003 - and no wonder! With its emphasis on identifying valuable customers, securing their loyalty through tailor-made offerings, and reducing costs of serving them, CRM has seized managers' imaginations. So why do 55%...

    Provided By Harvard Business School Publishing

  • White Papers // May 2009

    The Hard Work Of Being A Soft Manager

    The soft management enables you to build credibility with the people your company needs most to succeed. Soft management hinges on candor, sensitivity, and the willingness to suffer painful consequences of unpopular decisions. The paper says leaders who make themselves vulnerable and accessible gain huge advantages over traditional armor-plated managers....

    Provided By Harvard Business School Publishing

  • White Papers // Apr 2009

    Is Your Growth Strategy Flying Blind?

    Your company's best growth opportunities may be hidden by the big picture. To find those opportunities, look at markets and performance under a microscope. For example, a large industrial company suffered stagnant growth until a highly granular market analysis identified 4,000 growth pockets with $10 billion in revenue potential. To...

    Provided By Harvard Business School Publishing

  • White Papers // Apr 2009

    The Ownership Quotient

    Lanham Napier is CEO of Rackspace Hosting, based in San Antonio, Texas. Napier is obsessed with the development of customer owners, even though he doesn't use the term. His organization, which provides IT hosting services for its business customers, makes surprisingly high profits in a commoditized business that many regard...

    Provided By Harvard Business School Publishing

  • White Papers // Mar 2009

    Predicting Your Competitor's Reaction

    Considering launching a new product? Making a price change? Implementing some other strategic move? If so, one needs to know how the toughest competitors might respond. But most competitive analysis tools (such as game theory) become unwieldy in the real world with its multiple players - each of whom might...

    Provided By Harvard Business School Publishing

  • White Papers // Mar 2009

    How To Market In A Downturn

    No two recessions are alike, so you're in poorly charted waters every time. How should you market in this downturn? Resegment consumers according to their emotional responses to the recession: Slam-on-the-brakes consumers feel hardest hit and reduce all spending. Pained-but-patients economize, but less aggressively. Comfortably well-offs keep buying, but more...

    Provided By Harvard Business School Publishing

  • White Papers // Jan 2009

    How Risky Is Your Company?

    Success brings your company profits, growth, and unbounded optimism. It can also blind you to risks that creep in with success. For example, a fast-growing firm accelerates hiring. Soon new, inexperienced employees are making dangerous mistakes - such as mishandling key customers. How to manage the risks lurking within your...

    Provided By Harvard Business School Publishing

  • White Papers // Jan 2009

    Finding And Grooming Breakthrough Innovators

    Just 5% - 10% of your high-potential managers have the skills to become breakthrough innovators. If you don't find and groom these rarities, some other company will mastermind the next big thing. Take your innovators out of their line positions and place them in the middle of the company's organization...

    Provided By Harvard Business School Publishing

  • White Papers // Nov 2008

    When You Shouldn't Go Global

    Globalization promises substantial advantages like new growth and scale. For some companies, it's paid off handsomely. But global mania has also blinded many firms to a hard truth: global strategies are devilishly tough to execute. The landscape has become littered with some of these unfortunates' remains. DaimlerChrysler and ABN Amro...

    Provided By Harvard Business School Publishing

  • White Papers // Nov 2008

    Reinventing Your Business Model

    When Apple introduced the iPod, it did something far smarter than wrap a good technology in a snazzy design. It wrapped a good technology in a great business model. Combining hardware, software, and service, the model provided game-changing convenience for consumers and record-breaking profits for Apple. Great business models can...

    Provided By Harvard Business School Publishing

  • White Papers // Jun 2008

    Putting The Service- Profit Chain To Work

    What drives growth and profitability in a service business? Highly satisfied customers. And to keep those customers profitable, you need to manage all the aspects of your operation that affect customer satisfaction - what the authors call the service-profit chain. Here's how the service-profit chain works: Employee satisfaction soars when...

    Provided By Harvard Business School Publishing

  • White Papers // Apr 2009

    The Ownership Quotient

    Lanham Napier is CEO of Rackspace Hosting, based in San Antonio, Texas. Napier is obsessed with the development of customer owners, even though he doesn't use the term. His organization, which provides IT hosting services for its business customers, makes surprisingly high profits in a commoditized business that many regard...

    Provided By Harvard Business School Publishing

  • White Papers // Apr 2010

    Envy At Work

    Comparing yourself with successful coworkers can be motivating, but it can also trigger envy. The authors' research suggests that such feelings may cause real damage, both to your own career and to your organization's success. Denying or concealing envy makes the problem worse. To help you manage your feelings, the...

    Provided By Harvard Business School Publishing

  • White Papers // Jan 2009

    How Risky Is Your Company?

    Success brings your company profits, growth, and unbounded optimism. It can also blind you to risks that creep in with success. For example, a fast-growing firm accelerates hiring. Soon new, inexperienced employees are making dangerous mistakes - such as mishandling key customers. How to manage the risks lurking within your...

    Provided By Harvard Business School Publishing

  • White Papers // Aug 2009

    Teaming Up To Crack Innovation And Enterprise Integration

    Your company is continuously creating new generations of products, services, and business processes. These innovations require seamless collaboration across your firm's different parts. But in most large corporations, innovation and integration are unnatural acts. Resistance stifles new ideas, and silos block cross-functional cooperation. Yet as Cash, Earl, and Morison explain,...

    Provided By Harvard Business School Publishing

  • White Papers // Jun 2010

    Ditch Performance Reviews - How About Learn To Do Them Well?

    Few activities in a workplace polarize like performance reviews. Some see them as subjective and ungrounded, one-sided and boss-dominated and something we should do away with entirely, an opinion put forth most recently in a Wall Street Journal article. Others find them an invaluable tool to develop employees and move...

    Provided By Harvard Business School Publishing

  • White Papers // Sep 2010

    Why Corporate Leaders Won't Abolish Performance Reviews

    Performance reviews, in which bosses look for weaknesses and pretend to speak objectively for the company, while subordinates grin and bear it, misapply the hierarchical structure that is necessary in any organization. They ensure that the relationship is about power and subordination, making candor all but impossible, and defensiveness the...

    Provided By Harvard Business School Publishing

  • White Papers // Apr 2009

    Is Your Growth Strategy Flying Blind?

    Your company's best growth opportunities may be hidden by the big picture. To find those opportunities, look at markets and performance under a microscope. For example, a large industrial company suffered stagnant growth until a highly granular market analysis identified 4,000 growth pockets with $10 billion in revenue potential. To...

    Provided By Harvard Business School Publishing

  • White Papers // Nov 2008

    When You Shouldn't Go Global

    Globalization promises substantial advantages like new growth and scale. For some companies, it's paid off handsomely. But global mania has also blinded many firms to a hard truth: global strategies are devilishly tough to execute. The landscape has become littered with some of these unfortunates' remains. DaimlerChrysler and ABN Amro...

    Provided By Harvard Business School Publishing

  • White Papers // Nov 2009

    The Real Reason People Won't Change

    Tearing out the managerial hair over employees who just won't change - especially the ones who are clearly smart, skilled, and deeply committed to the company and their plans for improvement? Before you throw up your hands in frustration, listen to recent psychological research: These otherwise valued employees aren't purposefully...

    Provided By Harvard Business School Publishing

  • White Papers // Mar 2009

    Predicting Your Competitor's Reaction

    Considering launching a new product? Making a price change? Implementing some other strategic move? If so, one needs to know how the toughest competitors might respond. But most competitive analysis tools (such as game theory) become unwieldy in the real world with its multiple players - each of whom might...

    Provided By Harvard Business School Publishing

  • White Papers // Nov 2008

    Reinventing Your Business Model

    When Apple introduced the iPod, it did something far smarter than wrap a good technology in a snazzy design. It wrapped a good technology in a great business model. Combining hardware, software, and service, the model provided game-changing convenience for consumers and record-breaking profits for Apple. Great business models can...

    Provided By Harvard Business School Publishing

  • White Papers // Mar 2009

    How To Market In A Downturn

    No two recessions are alike, so you're in poorly charted waters every time. How should you market in this downturn? Resegment consumers according to their emotional responses to the recession: Slam-on-the-brakes consumers feel hardest hit and reduce all spending. Pained-but-patients economize, but less aggressively. Comfortably well-offs keep buying, but more...

    Provided By Harvard Business School Publishing

  • White Papers // Jun 2009

    Avoid The Four Perils Of CRM

    Customer Relationship Management (CRM) software spending may soar from $20 billion in 2001 to $46 billion in 2003 - and no wonder! With its emphasis on identifying valuable customers, securing their loyalty through tailor-made offerings, and reducing costs of serving them, CRM has seized managers' imaginations. So why do 55%...

    Provided By Harvard Business School Publishing

  • White Papers // Jan 2009

    Finding And Grooming Breakthrough Innovators

    Just 5% - 10% of your high-potential managers have the skills to become breakthrough innovators. If you don't find and groom these rarities, some other company will mastermind the next big thing. Take your innovators out of their line positions and place them in the middle of the company's organization...

    Provided By Harvard Business School Publishing

  • White Papers // Jun 2008

    Putting The Service- Profit Chain To Work

    What drives growth and profitability in a service business? Highly satisfied customers. And to keep those customers profitable, you need to manage all the aspects of your operation that affect customer satisfaction - what the authors call the service-profit chain. Here's how the service-profit chain works: Employee satisfaction soars when...

    Provided By Harvard Business School Publishing

  • White Papers // Mar 2010

    Imitation Is More Valuable Than Innovation

    Imitation is underappreciated. It can be more important to business growth than innovation is. Imitation is not mindless repetition; It's and intelligent search for cause and effect. The author exhaustively re-viewed research on major business-model innovations and on breakthroughs in eight scientific and academic disciplines, ranging from history to neuroscience....

    Provided By Harvard Business School Publishing

  • White Papers // May 2009

    The Hard Work Of Being A Soft Manager

    The soft management enables you to build credibility with the people your company needs most to succeed. Soft management hinges on candor, sensitivity, and the willingness to suffer painful consequences of unpopular decisions. The paper says leaders who make themselves vulnerable and accessible gain huge advantages over traditional armor-plated managers....

    Provided By Harvard Business School Publishing

  • White Papers // Nov 2009

    How To Connect With Virtual Learners

    Learning organizations are adding more virtual learning into their training and leadership development programs - and not just for the short term. A carefully designed and implemented virtual learning program offers ongoing learning opportunities that are highly relevant to participants' roles and closely linked to their organization's goals. This drives...

    Provided By Harvard Business School Publishing