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Life's Work: An Interview with Erno Rubik
Rubik, Erno; Beard, AlisonArticle HBS-R2006P-EStrategyThe inventor of the Rubik's Cube on creativity and innovation.Starting at €8.20
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Innovation for Impact
Carlson, Curtis R.Article HBS-R2006K-EStrategyWhen he was the CEO of SRI International, Curtis Carlson presided over the conception and development of Siri, HDTV, and other groundbreaking innovations. Since then he has shared his approach with more than 500 corporate, university, and government groupStarting at €8.20
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Five Missteps to Avoid in Volatile Times
Stauffer, DavidArticle HBS-U0811D-EStrategyBankruptcies, foreclosures, the credit crisis, and the $700 billion federal bailout. As the world economy reels, no one can be sure exactly when we'll reach recovery. But the experts Harvard Management Update consulted say there's far less uncertainty aboStarting at €8.20
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Developing Services Consumers Want
Senior, JohnArticle HBS-U0811C-EStrategyCreating new services that captivate consumers and boost the bottom line is a tough job today. The abundance of offerings, vendors, and channels makes the competition for consumers' attention especially keen. John Senior, a partner at worldwide consultancStarting at €8.20
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Balanced Scorecard Hall of Fame Report 2008
Balanced Scorecard CollaborativeArticle HBS-2797-EStrategyThe annual BSC Hall of Fame Report highlights every organization inducted into the Balanced Scorecard Hall of Fame in the preceding calendar year. Each 1,000-word executive summary recounts the challenges the winner faced and how it achieved and sustainsStarting at €8.20
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Connect, Then Lead (Spanish version)
Cuddy, Amy J.C.; Kohut, Matthew; Neffinger, JohnArticle HBS-R1307CStrategyIn puzzling over whether it's better to be feared or loved as a leader, Machiavelli famously said that, because it's nigh impossible to do both, leaders should opt for fear. Research from Harvard Business School's Amy Cuddy and consultants Matthew Kohut and John Neffinger refutes that theory, arguing that leaders would do much better to begin with "love"--that is, to establish trust through warmth and understanding. Most leaders today approach th...Starting at €8.20
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The Ecosystem of Shared Value (Spanish version)
Kramer, Mark R.; Pfitzer, MarcArticle HBS-R1610GStrategy(1) a common agenda, which helps align the players' efforts and defines their commitment; (2) a shared measurement system; (3) mutually reinforcing activities; (4) constant communication, which builds trust and ensures mutual objectives; and (5) dedicated "backbone" support, delivered by a separate, independently funded staff, which builds public will, advances policy, and mobilizes resources.Starting at €8.20
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What's Your Negotiation Strategy
Hughes, Jonathan; Ertel, DannyArticle HBS-R2004E-EStrategyMany people don't tackle negotiations in a proactive way; instead, they simply react to moves the other side makes. While that approach may work in a lot of instances, complex deals demand a much more strategic approach. The best negotiators look beyond tStarting at €8.20
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Your Company Is Too Risk-Averse
Lovallo, Dan; Koller, Tim; Uhlaner, Robert; Kahneman, DanielArticle HBS-R2002H-EStrategyIn theory, companies create value for stakeholders by making risky investments. In practice, however, managers in large corporations routinely quash risky ideas in favor of marginal improvements, cost-cutting, and "safe" investments. Why are managers in lStarting at €8.20
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The Elements of Good Judgment
Likierman, AndrewArticle HBS-R2001H-EStrategyJudgment--the ability to combine personal qualities with relevant knowledge and experience to form opinions and make decisions--is "the core of exemplary leadership," according to Noel Tichy and Warren Bennis (the authors of Judgment: How Winning LeadersStarting at €8.20