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The Best Leaders Are Great Teachers
Finkelstein, SydneyArticle HBS-R1801M-EWhat sets exceptional business leaders apart? One thing, says Sydney Finkelstein, is their ongoing commitment to giving direct reports one-on-one instruction. Finkelstein, a management professor at Dartmouth's Tuck School of Business, has studied world-class leaders for more than a decade. He's found that they make a point of personally imparting memorable lessons that fall into three categories: pointers on professionalism, technical knowledge a...Starting at €8.20
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Why Good Leaders Make Bad Decisions (Spanish version)
Campbell, Andrew; Whitehead, Jo; Finkelstein, SydneyArticle HBS-R0902DLeadership and People Managementinject fresh experience or analysis, introduce further debate and more challenges to their thinking, and impose stronger governance. Rather than rely on the wisdom of experienced chairmen, the humility of CEOs, or the standard organizational checks and balances, the authors urge, everyone involved in important decisions should explicitly consider whether red flags exist and, if they do, lobby for appropriate safeguards.Starting at €8.20
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A New Era for Raiders
Subramanian, GuhanArticle HBS-F1011C-EStrategyThe days when companies could rely on a poison pill and antitakeover statutes to fend off hostile bidders are long gone.Starting at €8.20
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Corporate Governance 2.0
Subramanian, GuhanArticle HBS-R1503G-ELeadership and People ManagementAchieving best practices in corporate governance has been hindered, the author writes, by a patchwork system of regulation, a mix of public and private policy makers, and no accepted metric for determining what constitutes success. He proposes Corporate Governance 2.0: not quite a clean-sheet redesign, but a back-to-basics reconceptualization built on three core principles. They are: (1) Boards should have the right to manage the company for the ...Starting at €8.20
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Why Good Leaders Make Bad Decisions
Campbell, Andrew; Whitehead, Jo; Finkelstein, SydneyArticle HBS-R0902D-ELeadership and People ManagementDecision making lies at the heart of our personal and professional lives. Yet the daunting reality is that enormously important decisions made by intelligent, responsible people with the best information and intentions are nevertheless hopelessly flawed at times. In part, that's due to the way our brains work. Modern neuroscience teaches us that two hardwired processes in the brain - pattern recognition and emotional tagging - are critical to d...Starting at €8.20
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Negociación o subasta Una guía para cerrar tratos
Subramanian, GuhanArticle HBS-R0912LStrategy¿Cuál es la mejor manera de comprar o vender un activo? En caso de que una subasta y aceptar la oferta más atractiva? ¿O hay que identificar las más probables y negociar con ellos en privado? Subastas hicieron cada vez más popular después de la Internet abrió amplia el universo de posibles licitadores. La arruga es, subastas a menudo establecen relaciones de ganar-perder entre compradores y vendedores, dice Subramanian, profesor en las escuelas d...Starting at €8.20
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Secrets of the Superbosses
Finkelstein, SydneyArticle HBS-R1601J-EWhen you look at the top people in a given industry, you often find that many of them once worked for the same well-known leader. In the NFL, 20 of 32 head coaches trained under Bill Walsh or someone in his coaching tree. Dozens of top hedge fund managers got their start under Julian Robertson of Tiger Management. Nine of Larry Ellison's top execs became CEOs, COOs, or chairs of other companies. The list goes on: Jay Chiat, Alice Waters, Bob Noyc...Starting at €8.20
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Negotiation Auction A Deal Maker's Guide
Subramanian, GuhanArticle HBS-R0912L-EStrategyWhat's the best way to buy or sell an asset? Should you hold an auction and accept the most attractive offer? Or should you identify the most likely prospects and negotiate with them privately? Auctions became increasingly popular after the internet opened wide the universe of potential bidders. The wrinkle is, auctions often set up win-lose relationships between buyers and sellers, says Subramanian, a professor at Harvard's schools of business a...Starting at €8.20
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Don't Be Blinded by Your Own Expertise
Finkelstein, SydneyArticle HBS-R1903L-EA decade of research into top executives shows that expertise can actually severely impede performance, in two important ways. The first is overconfidence: believing that brilliance in one area leads to competence in another. The second is when deep knowledge and experience leave leaders incurious, blinkered, and vulnerable--even in their own fields. The solution is clear: Rededicate yourself to learning and growth, and rediscover just a bit of w...Starting at €8.20