4254 FEBRUARY 9‚ 2011 JOHN J. GABARRO COLLEEN KAFTAN Jamie Turner at MLI‚ Inc. “Had I known how hard this job would be‚ I might have thought twice about leaving the one at Wolf River‚” Jamie Turner reflected as he waited for his boss‚ Pat Cardullo‚ to arrive at the office on a blustery September morning. At 32‚ Turner was struggling in his third marketing management position since completing his MBA six years earlier. Only six months into his current assignment at Modern Lighting Industries
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by Clayton M. Christensen‚ Matt Marx‚ and Howard H. Stevenson YEL MAG CYAN BLACK Managers can use a variety of carrots and sticks to encourage people to work together and accomplish change. Their ability to get results depends on selecting tools that match the circumstances they face. the primary task of management is to get people to work together in a systematic way. Like orchestra conductors‚ managers direct the talents and actions of various players to produce a desired result.
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lead Cynthia A. Montgomery A Harvard Business School professor reflects on what she has learned from senior executives about the unique value that strategic leaders can bring to their companies. Seven years ago‚ I changed the focus of my strategy teaching at the Harvard Business School. After instructing MBAs for most of the previous quarter-century‚ I began teaching the accomplished executives and entrepreneurs who participate in Harvard’s flagship programs for business owners and leaders. Shifting
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MICHAEL BEER ELIZABETH COLLINS Engstrom Auto Mirror Plant: Motivating in Good Times and Bad There had been several rough quarters at the Engstrom Auto Mirror plant in Richmond‚ Indiana‚ a privately owned business that manufactured mirrors for trucks and automobiles and employed 209 people. For more than a year‚ plant manager Ron Bent and his assistant‚ Joe Haley‚ had focused their Friday meetings on the troubling numbers‚ but the tenor of their May 14‚ 2007‚ meeting was different. Both men
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4438 MAY 31‚ 2012 MICHAEL BEER RACHEL SHELTON BoldFlash: Cross-Functional Challenges in the Mobile Division On January 16‚ 2012‚ Dr. Roger Cahill walked into his office in BoldFlash’s Waltham‚ Massachusetts headquarters at 7 a.m.‚ less than a year into his new role as Vice President of the company’s Mobile Division. His predecessor’s personal photos and mementos had been packed up months ago‚ but they still sat in a corner‚ patiently waiting for someone to collect them. Cahill didn’t
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Threat of Global Gridlock by George Stalk‚ Jr. Reprint R0907T This article is made available to you with compliments of BCG. Further posting‚ copying or distributing is copyright infringement. The Threat of Global Gridlock COPYRIGHT © 2009 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. by George Stalk‚ Jr. As our worldwide transportation network becomes less and less able to support the demands of a global economy‚ we’re heading straight into a crisis. A crisis? How can
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previously discarded food waste into a source of renewable energy and organic fertilizer. Having a great idea is just the beginning‚ to take this to the market they will have many issues to overcome. Opportunities Issues Time is always an issue for new business‚ but in this industry it is a little more crucial because the industry is growing very fast. Many competitors with similar ideas can appear with more money overnight so it’s possible other solutions could arise cheaper than R2. There are a handful
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Weiss I 122 Harvard Business Review | Studies show that the number of corporate alliances increases by some 25% a year and that those alliances account for nearly a third of many companies’ revenue and value – yet the failure rate for alliances hovers between 60% and 70%. And despite an abundance of advice on how to make alliances work‚ that dismal record hasn’t improved in the past decade. The conventional advice from the experts is quite consistent: Create a solid business plan backed up
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only 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
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Institute of Management - Calcutta‚ 2015 Industries follow distinctive change trajectories. Investments in innovation are more likely to pay off if you take those pathways into account. How Industries Change by Anita M. McGahan COPYRIGHT © 2004 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. You can’t make intelligent investments within your organization unless you understand how your whole industry is changing. If the industry is in the midst of radical change‚ you’ll eventually
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