Summary: Keeping the "pace" of innovation is a primary objective to 3M managers and the success of Computer Privacy Screen project‚ by itself‚ is irrelevant in the scope of maintaining such entrepreneurial flow. Assuming this project fits into the desired "pace" of innovation‚ Guehler should approve it; Wong should support it unconditionally. Intrapreneurship at 3M: With a requirement that divisions derive 30% of sales from products introduced within the last four years‚ the "15% rule‚" and a heavy
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childless woman. This problem is caused by the barriers that women face in business. High level positions require managers to be forceful; however‚ women who qualify these requirements are often seen as aggressive and lacking in social skills. Two arguments are raised: “Should company leave their opinions at home and avoid this legal risk?” “Should the society give working mothers more equal and fair opportunities in business?” In my opinion‚ the maternal wall bias is a global concern. Many employers
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Four commentators offer expert advice. Reprint R0209A Paragon Tool is pouring money into growth initiatives. How long can it afford to wait for profits to bounce back? H B R CAS E ST U D Y Growing for Broke COPYRIGHT © 2002 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. by Paul Hemp Look‚ you’ve got to grow. It’s what our economy is all about. Hey‚ it’s what our country is all about! Certainly‚ it’s what drives me. My father‚ Constantine Anaptyxi‚ came to
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the importance of this concern about organizational change. Today‚ more and more managers must deal with new government regulations‚ new products‚ growth‚ increased competition‚ technological developments‚ and a changing workforce. In 130 Harvard Business Review 1320 Kotter.indd 130 | July–August 2008 | Justine Beckett “IT MUST BE hbr.org 6/5/08 7:33:49 PM Best of HBR Choosing Strategies for Change response‚ most companies or divisions of major corporations find
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such as the actors’ mouths and Prominent Branding Puts Off Viewers weave the brand image throughout the ad. Experiments have shown that this can increase viewership by as much as 20%. One of the best examples of the technique is March 2012 Harvard Business Review 25 The solution: Utilize “brand pulsing.” Smart
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THE IDEA PHOTOGRAPHY: GETTY IMAGES Companies always say employees are their most valuable asset. Kevin Ryan thinks that few of them act accordingly. He believes a CEO’s most important job is managing talent. hen I think about starting a business‚ my view is that the idea itself is worth between zero and very little. Most new companies already have competitors when they launch—and if they don’t‚ they soon will. DoubleClick‚ where I was CEO from 1996 to 2005‚ had dozens of competitors within
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www.hbr.org The Core Competence of the Corporation by C.K. Prahalad and Gary Hamel Included with this full-text Harvard Business Review article: 1 Article Summary The Idea in Brief—the core idea The Idea in Practice—putting the idea to work 2 The Core Competence of the Corporation 15 Further Reading A list of related materials‚ with annotations to guide further exploration of the article’s ideas and applications Reprint 90311 The Core Competence of the Corporation The Idea in Brief
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twice. She sheltered her eyes from the lights and glared at Sanchez. “Like I can even see the stupid logo‚” she whined. “Maybe you could fix it on a computer or something?” No Do COPYRIGHT © 2002 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. by Thomas J. Waite harvard business review • february 2002 “Or maybe you should just do what I say‚” Sanchez shot back. “Then we might have some hope of airing this 30-second spot before your 15 minutes of fame are up!” He turned abruptly
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Case Study EXPERIENCE HBR.ORG Thomas J. DeLong is the Philip J. Stomberg Professor of Management Practice at Harvard Business School. Vineeta Vijayaraghavan is a senior research fellow at Innosight Institute. A dance troupe debates who should determine its creative choices. by Thomas J. DeLong and Vineeta Vijayaraghavan The Experts Should You Listen to the Customer? atalia Georgio knocked on the door of her new marketing director’s ofce. Elizabeth Gardos hadn’t done much with the
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VisiCalc‚ the first electronic spreadsheet‚ we didn’t realize it would jump-start the personal computer industry–let alone revolutionize the way businesses kept records and tested financial scenarios. In the midst of my studies at Harvard Business School‚ I had grown more than a little frustrated by having to manually calculate and recalculate every single change on a spreadsheet as I worked through a case study. There had to be a better way‚ I figured‚ so I started designing a computer
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