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The Fall and Rise of Strategic Planning 2 reviews
Henry Mintzberg
Harvard Business Review, 1994
The Fall and Rise of Strategic Planning
Strategic Planning came on the scene in the mid-1960s and was embraced by organizations as the most effective way to draw up and implement strategies. However, it fell from the pedestal it once occupied. According to Mintzberg, this fall was due to confusing strategic planning with strategic thinking. Planning is concerned with analysis, which entails breaking down goals into steps and ...
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Off-Ramps and On-Ramps: Keeping Talented Women on the Road to Success9 reviews
Sylvia Ann Hewlett, Carolyn Buck Luce
Harvard Business Review, 2005
Hits the Mark Perfectly!
This book honestly and openly explores what I believe thousands of professional women are facing today - the deep challenge of creating a successful professional life of meaning, fulfillment, and balance, in today's current dominant work model. As one who works with hundreds of professional women each year, I see over and over the ill-effects of professional women striving to fit into a model ...
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How Competitive Forces Shape Strategy2 reviews
Michael E. Porter
Harvard Business Review, 1979
Strategy formulation = Coping with five competitive forces
Michael E. Porter is a Harvard Business School professor and a leading authority on competition. He has written several important novels and articles in the field of competition and strategic management. This article, published in the March-April 1979 issue of Harvard Business Review, meant the start of a great string of articles by Michael E. Porter. More importantly, it was the start of the ...
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One More Time: How Do You Motivate Employees? (HBR Classic)2 reviews
Frederick Herzberg
Harvard Business Review, 2003
People want interesting work, challenge and responsibility
Frederick Herzberg was Head of the department of Psychology at Case Western Reserve University in Cleveland when he wrote this Harvard Business Review-article in 1968. He currently is Professor of Management at the University of Utah. In this article the author tries to answer one of the main questions in management: "How do I get an employee to do what I want?" There is the taditional method to ...
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The power of virtual integration: An interview with Dell Computer's Michael Dell (HBR OnPoint)2 reviews
Joan Magretta
Harvard Business Review, 2001
Insights into Dell Computer's direct business model
In this March-April 1998 Harvard Business Review article, editor-at-large Joan Magretta interviews Michael Dell, the Founder and Chairman of Dell Computer. "How do you create a $12 billion company in just 13 years?" Michael Dell did this by introducing the direct business model in 1984. In this formula, he would sell personal computers directly to customers and build products to order. It ...
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Building Better Boards (HBR OnPoint Enhanced Edition)2 reviews
David A. Nadler
Harvard Business Review, 2004
Must-Read for Today's Business Executive and Shareholders Alike
With the increased scrutiny on company accounting practices, executive compensation, and the Board's role in setting strategy, this book on corporate governance is an extremely timely and important one. The authors thoughtfully detail the issues Boards face, how best to work with CEOs and plan for their successor, and develop strategies for effective leadership. There's even a section on Boards ...
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What makes a leader? (Harvard business review)2 reviews
Daniel Goleman
Harvard Business Review, 1998
The five components of emotional intelligence
Daniel Goleman is co-chairman of the Consortium for Research on Emotional Intelligence in Organizations, based at Rutgers University. He is the author of the bestsellers 'Emotional Intelligence' (1995) and 'Working with Emotional Intelligence' (1998). This article was published in the November-December 1998 issue of the Harvard Business Review. "... most effective leaders are alike in one crucial ...
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Organization Design: Fashion or Fit?3 reviews
Henry Mintzberg
Harvard Business Review, 1981
An excellent guide into organizational structures and design
Henry Mintzberg is Professor of Management Studies at McGill University in Montreal, Canada, and a Professor of Organization at INSEAD in Fontainebleau, France. This classic article was published in the January-February 1981 issue of the Harvard Business Review. In order the discuss and distinguish the five distinct organizational configurations, Mintzberg first discusses the five component parts ...
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Strategy and the Internet (HBR OnPoint Enhanced Edition)6 reviews
Michael E. Porter
Harvard Business Review, 2001
The impact of the Internet on competition and strategy
Michael E. Porter is Harvard Business School professor and a leading authority on competition. He has written several important novels and articles in the field of competition and strategic management. In this Harvard Business Review article, Michael Porter describes the impact of the Internet on competition and strategy, through discussing distorted market signals, the impact on industry ...
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Managers and Leaders: Are They Different? (HBR Classic)2 reviews
Abraham Zaleznik
Harvard Business Review, 2004
The difference in development of managers and leaders
Abraham Zaleznik is Professor of Leadership Emeritus at Harvard Business School. He has written several books and articles on general management and leadership issues. Zaleznik comes straight at the point in this article, he start with this question: "What is the ideal way to develop leadership?" Most societies provide their own answer to this question. According to Zaleznik business has ...
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Clusters and the New Economics of Competition1 review
Michael E. Porter
Harvard Business Review, 1998
Clusters: The latest paradox in global competition
Michael E. Porter is Professor of Business Administration at Harvard Business School and a leading authority on competition and strategic management. This article was published in the November-December 1998 issue of the Harvard Business Review. "Today's economic map of the world is dominated by what I call clusters: critical masses - in one place - of unusual competitive success in particular ...
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The Coming of the New Organization1 review
Peter F. Drucker
Harvard Business Review, 1988
The shift to knowledge-based organizations
Peter F. Drucker, born in 1918, is probably the 20st Century's greatest management thinker. He was Professor at New York University and currently teaches at the Graduate Management School of Claremont University, California. Drucker is the authors of numerous books and award-winning articles. This article was published in the January-February 1988 issue of the Harvard Business Review. Drucker ...
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Strategic Intent (HBR OnPoint Enhanced Edition)2 reviews
Gary Hamel, C. K. Prahalad
Harvard Business Review, 2004
Unseat the best or remain the best, worldwide
Gary Hamel is Founder and Chairman of Strategos and Visiting Professor to the London Business School. C.K. Prahalad is Professor of Corporate Strategy and International Business at the University of Michigan. This article was published in the May-June 1989 issue of Harvard Business Review. "Companies that have risen to global leadership over the past 20 years invariably began with ambitions that ...
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Primal Leadership: The Hidden Driver of Great Performance (HBR OnPoint Enhanced Edition)2 reviews
Daniel Goleman, Richard Boyatzis, ...
Harvard Business Review, 2001
The impact of emotional leadership on performance
Daniel Goleman is co-chairman of the Consortium for Research on Emotional Intelligence in Organizations, based at Rutgers University; Richard Boyatzis is Chair of the Department of Organizational Behavior at the Weatherhead School of Management at Case Western Reserve University; and Annie McKee is on the faculty of the University of Pennsylvania, Graduate School of Education. This Harvard ...
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Barriers and gateways to communication1 review
Carl R Rogers
Harvard Business Review Reprint Service, 1982
Effective communication means how to listen
The late Carl R. Rogers was a Professor of Psychology at the University of Chicago and the late F.J. Roethlisberger was Professor of Human Relations at Harvard Business School when this article was published in the July-August 1952 issue of the Harvard Business Review. This OnPoint version, published in November-December 1991, includes a retrospective summary by Harvard Business School professor ...
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Overloaded Circuits: Why Smart People Underperform2 reviews
Edward M. Hallowell
Harvard Business Review, 2005
Maximize employee performance
I didn't create my Fortune 500 company from scratch by mollycoddling my managers, and I sure as rain didn't oversee double-digit revenue growth five years running by catering to weakness. HR always gets complaints that I drive the employees too hard, but I never paid much attention to the whiners and complainers until that horrible day one of my most loyal workers snapped and very nearly blew my ...
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Creativity Is Not Enough (HBR Classic) (HBR OnPoint Enhanced Edition)1 review
Theodore Levitt
Harvard Business Review, 2002
Debunking the myths about creativity and innovation
Theodore Levitt is Professor Emeritus of Marketing at the Harvard Business School. He has written numerous management books and articles. This Harvard Business Review classic was originally published in 1963, this On-Point version is an August 2002 reprint. The authors comes straight to the point in the first sentence: "Creativity is not the miraculous road to business growth and affluence that ...
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Customers as Innovators: A New Way to Create Value (HBR OnPoint Enhanced Edition)1 review
Stefan Thomke, Eric von Hippel
Harvard Business Review, 2002
Good document to stimulate strategic thinking
This 9-page article from the Harvard Business Review is a very useful document that can be used within a company to stimulate strategic thinking - specifically, how a company can best address its customers needs. Not by creating a new product, but by creating a toolkit that allows the customers to design the product themselves. One example in the article was a flavoring manufacturer who had ...
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The discipline of building character1 review
Joseph Badaracco
Harvard Business Review, 1998
How to choose between right and right - and feel good!
Joseph L. Badaracco is a famous Professor of Business Ethics at Harvard Business School. This article, published in the March-April 1998 issue of the Harvard Business Review, is based on his 1997-book 'Defining Moments'. His latest book is 'Leading Quietly' (2002). "We have all experienced, at one time or another, situations in which our professional responsibilities unexpectedly come into ...
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Best of HBR on Leadership: Emotionally Intelligent Leadership (HBR Article Collection)1 review
Harvard Business Review, 2001
The emotional intelligence and skills for good leadership
Daniel Goleman is co-chairman of the Consortium for Research on Emotional Intelligence in Organizations, based at Rutgers University; Richard Boyatzis is Chair of the Department of Organizational Behavior at the Weatherhead School of Management at Case Western Reserve University; and Annie McKee is on the faculty of the University of Pennsylvania, Graduate School of Education. This publication is ...
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