My workgroup in office is in the midst of a turmoil. Archaic processes, change of leadership, strained team dynamics and average business performance in these challenging times have led to the cause. We are now in the midst of a rethink exercise for the future. I think these articles from HBS are extremely useful in this situation...
Why Don't Managers Think Deeply?
Professor Jim Heskett poses this provacative question to HBS Working Knowledge readers.
The Seven Things That Surprise New CEOs
In the newly released book On Competition, professor Michael E. Porter updates his classic articles on the competitive forces that shape strategy. We excerpt a portion on advice for new CEOs, written with HBS faculty Jay W. Lorsch and Nitin Nohria.
Strategy Execution and the Balanced Scorecard
Companies often manage strategy in fits and starts, with strategy execution lost along the way. A new book by Balanced Scorecard creators Robert S. Kaplan and David P. Norton aims to make strategy a continual process.
Creating a Positive Professional Image
In today's diverse workplace, your actions and motives are constantly under scrutiny. Time to manage your own professional image before others do it for you. An interview with professor Laura Morgan Roberts.
Seven Tips for Managing Price Increases
Consumers get hit with the price-increase hammer every time they drive past a gas station. Harvard Business School professor John Quelch offers tips on how marketers can cope with inflation and consumer sticker shock.
Marketing Your Way Through a Recession
In a recession, consumers become value oriented, distributors are concerned about cash, and employees worry about their jobs. But a downturn is no time to stop spending on marketing. The key, says professor John Quelch, is to understand how the needs of your customers and partners change, and adapt your strategies to the new reality.
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