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Obama's First 90 Days
Watkins, Michael D.Article HBS-R0906C-ELeadership and People ManagementIn this article, the author of The First 90 Days assesses Barack Obama's attempts to build momentum for change. Creating substantive early wins is critical for transitioning leaders, and Obama's moves to close the U.S. military detention facility at Guantanamo Bay and reverse longstanding policies on stem-cell research have won him broad support. Laying the foundation for longer-term changes is also important, and Obama scores well here in part b...Starting at €8.20
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Too Many Projects
Hollister, Rose; Watkins, Michael D.Article HBS-R1805C-ELeadership and People ManagementIf "the essence of strategy is choosing what not to do," as Michael Porter famously wrote, then the essence of execution is truly not doing it. That may sound simple, but most organizations struggle to kill initiatives, even those that no longer support their strategy. Unaware of the cumulative impact or unwilling to part with pet projects or both, senior leaders pile on more and more, expecting teams to absorb it all. Productivity, engagement, p...Starting at €8.20
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Los primeros 90 días del presidente Obama
Watkins, Michael D.Article HBS-R0906CLeadership and People ManagementEn este artículo, el autor de los primeros 90 días evalúa los intentos de Barack Obama a la acumulación impulso para el cambio. La creación de los primeros triunfos de fondo es crítico para los líderes en Transición, y se mueve de Obama de cerrar el centro de detención militar de EE.UU. en Guantánamo y revertir las políticas de larga data sobre la investigación de células madre le han ganado un amplio apoyo. Sentar las bases de los cambios a larg...Starting at €8.20
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Sunk Costs: The Plan to Dump the Brent Spar (D) (Spanish Version)
Watkins, Michael D.; Passow, SamuelCase HBS-909S06StrategyComplementa el caso (A).Starting at €5.74
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Your Next Move--Understanding the Challenges of Eight Classic Career Transitions
Watkins, Michael D.Book Chapter HBS-5336BC-EYou've got big plans and ambitions in your career, and you've done well. But are you ready for your next move? Because your path to the top will be built through a series of major career moves, and each time you make a change you have the opportunity to shine or to stumble. Shine and you will be positioned for still greater things. Stumble and you may never recover. Whether you've been promoted, are joining a new company, or moving to an office a...Starting at €8.20
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The Leading-Former-Peers Challenge: A Guide to Navigating this Important Career Transition
Watkins, Michael D.Book Chapter HBS-5341BC-EIf it hasn't happened already, it is very likely that you will experience the challenge of leading former peers at some point in your career. Many go through it multiple times as they climb the corporate ladder. But too many learn to make this challenging transition through trial and error. They make predictable mistakes, like not establishing sufficient authority with new teams or not understanding that their relationship with their boss must ch...Starting at €8.20
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Designing Companywide Transition-Acceleration Systems: Basic Design Principles
Watkins, Michael D.Book Chapter HBS-5348BC-EWhile there are many different types of transitions leaders will go through in their careers, there are certain underlying imperatives that are fundamental to all of them: to diagnose the situation rapidly and well, to crystallize the organizational-change and personal development challenges, to craft a plan that creates momentum, and to manage them for personal excellence. What are the implications for how companies should accelerate key transit...Starting at €8.20
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The STARS Portfolio Challenge: A Leader's Guide to Navigating this Important Career Transition
Watkins, Michael D.Book Chapter HBS-5349BC-EIt's possible that as a new leader in an organization, you'll encounter one of the following transition scenarios: start-up, turnaround, accelerated growth, realignment, or sustaining success. The reality, however, is that you'll rarely encounter a pure situation that fits neatly into one category. Instead, it's likely that you will inherit a complex mix of all of them--a STARS portfolio, with different parts of your organization immersed in thei...Starting at €8.20
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Help Newly Hired Executives Adapt Quickly (Spanish version)
Watkins, Michael D.Article HBS-F0706FLeadership and People ManagementOften, executives who are hired from outside a firm fail because they can't fit in with its culture. Here's how to help them avoid missteps.Starting at €8.20
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Leading the Team You Inherit
Watkins, Michael D.Article HBS-R1606D-EMost leaders don't have the luxury of building their teams from scratch. Instead they're put in charge of an existing group, and they need guidance on the best way to take over and improve performance. Watkins, an expert on transitions, suggests a three-step approach: (1) Assess. Act quickly to size up the personnel you've inherited, systematically gathering data from one-on-one chats, team meetings, and other sources. Reflect, too, on the busine...Starting at €8.20