LARRY E. GREINER ELIZABETH COLLINS A Day in the Life of Alex Sander: Driving in the Fast Lane at Landon Care Products 5:25 A.M. Sweat dripped onto the handlebars of Alex Sander’s StairMaster. Sander was half an hour into a cardiovascular workout‚ while carrying on a conversation in the fitness center of the downtown condominium complex with a neighbor who was climbing steadily on his own StairMaster. At 32‚ Alex was the newest‚ and youngest‚ product manager in the Toiletries Division of Landon
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and progress. Diversity as Strategy COPYRIGHT © 2004 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. by David A. Thomas When most of us think of Lou Gerstner and the turnaround of IBM‚ we see a great business story. A less-told but integral part of that success is a people story—one that has dramatically altered the composition of an already diverse corporation and created millions of dollars in new business. By the time Gerstner took the helm in 1993‚ IBM already
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a huge amount of executives’ time‚ forcing them into endless rounds of dull meetings and tense negotiations. It encourages managers to lie and cheat‚ lowballing targets and inflating results‚ and it penalizes them for telling the truth. It turns business decisions into elaborate exercises in gaming. It sets colleague against colleague‚ creating distrust and ill will. And it distorts incentives‚ motivating people to act in ways that run counter to the best interests of their companies. Consider just
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23‚ 2011 Women in Business Kathy Tarrant Women As Buyers The Women’s Initiative at Deloitte has been a platform for transformational change. There’s a greater appreciation for the contributions women have made to the company. Through the progression of the initiative‚ the hidden but prevalent potential of women has unleashed and helped restructure the power into the hands of both women and men. Deloitte has influenced the promotion of women into the forefront of business. The Women as buyer’s
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advantage of their business in a simple statement. If they can’t‚ neither can anyone else. Can You Say What Your Strategy Is? by David J. Collis and Michael G. Rukstad Reprint R0804E It’s a dirty little secret: Most executives cannot articulate the objective‚ scope‚ and advantage of their business in a simple statement. If they can’t‚ neither can anyone else. Can You Say What Your Strategy Is? by David J. Collis and Michael G. Rukstad COPYRIGHT © 2008 HARVARD BUSINESS SCHOOL PUBLISHING
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INSIDE EMPLOYEES’ MINDS…page 72 www.hbr.org WHO’S A GENIUS?…page 121 May 2007 62 Surviving Your New CEO Kevin P. Coyne and Edward J. Coyne‚ Sr. 72 Inner Work Life: Understanding the Subtext of Business Performance Teresa M. Amabile and Steven J. Kramer 84 Strategies to Crack Well-Guarded Markets David J. Bryce and Jeffrey H. Dyer 96 Customer Focus 98 Silo Busting: How to Execute on the Promise of Customer Focus Ranjay Gulati 110 Even Commodities Have Customers François M. Jacques 22
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leaders face and offer solutions from experts. Eileen Roche (eroche@hbr.org) is a contributing editor at Harvard Business Review. Overpromoted and Over His Head Dan Sestak has had an impressive career at packaged-foods giant NutriSelect. But with his latest promotion‚ has he bitten off more than he can chew? by Eileen Roche D an Sestak scanned the article on page two of the business section again‚ his headache intensifying. “Three months after NutriSelect CEO Michael Botolph died of
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STRATEGY & COMPETITION M Honing & ACCOUNTING MARKETING MARKETING ORGANIZATION & CULTURE MANAGING TECHNOLOGY FINANC FINANCEYour Competitive Edge Employee Motivation A Powerful New Model by Nitin Nohria‚ Boris Groysberg‚ and Linda-Eling Lee 78 Harvard Business Review G | GETTING PEOPLE TO DO THEIR BEST WORK‚ even in trying cir- cumstances‚ is one of managers’ most enduring and slippery challenges. Indeed‚ deciphering what motivates us as human beings is a centuries-old puzzle. Some of history’s
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by STEPHANIE BIFOLCO in Global Strategy - BMBA1 - Back Bay at Hult International Business School2015. For the exclusive use of S. BIFOLCO2015. First-mover advantage is more than a myth but far less than a sure thing. Here’s how to tell when it’s likely to occur—and when it’s not. BEST PRACTICE The Half-Truth of First-Mover Advantage by Fernando Suarez and Gianvito Lanzolla COPYRIGHT © 2005 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. Some management concepts have such
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BUSA 4980 • Strategic Management • Fall 2013 Assignment – Blood Bananas: Chiquita in Colombia Access: Students have to purchase a copy of the case from Harvard Business School Publishing. Please follow the link below to access the case study‚ which will cost $3.95. https://cb.hbsp.harvard.edu/cbmp/access/22949615 Description: Chiquita Brands International and its leaders learned a very hard lesson about paying off terrorist groups to protect their employees. Over the past 25 years‚ no place
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