Showing results by narrator "Todd Mundt" in All Categories

Businesses hoping to survive over the long term will have to remake themselves into better competitors at least once along the way. These efforts have gone under many banners: total quality management, reengineering, rightsizing, restructuring, cultural change, and turnarounds, to name a few. In almost every case, the goal has been to cope with a new, more challenging market by changing the way business is conducted. A few of these endeavors have been very successful.

Increasing your energy capacity is the best way to get more work done faster and better

The National Commission on Terrorist Attacks Upon the United States, also known as the 9-11 Commission, was created by congressional legislation and the signature of President George W. Bush in late 2002. This independent, bipartisan commission had the task of producing a full and complete account of the circumstances surrounding the attack, including preparedness and immediate response, and providing recommendations designed to guard against future attacks.

You'll hear how a CEO must be the steward of a living strategy that defines what the firm is and what it will become. From the January 2008 issue of Harvard Business Review.

The acting president and CEO of Harvard Management Company writes that fulfillment doesn�t come from clearing hurdles others set for you; it comes from clearing those you set for yourself.

Ram Nidumolu, the founder and CEO of InnovaStrat, C.K. Prahalad, a professor of Strategy at the University of Michigan, and M.R. Rangaswami, founder of the Corporate Eco Formun, report on how being environmentally-friendly is more than just a corporate social responsibility. It's the road to innovation.

One of the secrets to maintaining a thriving business is being able to recognize when it needs a fundamental change.

We begin with this month's Forethought: "A Strategic Approach to Climate" by Michael Porter and Forest Reinhardt. Then, three full length articles. "How Valuable Is Word of Mouth?" by V. Kumar, J. Andrew Petersen, and Robert Leone. You'll hear why the customers who buy the most from you are probably not your best marketers, and how your best marketers may be worth far more to your company than your most enthusiastic consumers.

Amy C. Edmondson, a professor of leadership and management at Harvard Business School, writes about how employees must feel safe admitting or reporting on failure in order for organizations to benefit from it. 

What you can do when a rival offers a free version of a product that’s similar to yours.

Increasing your energy capacity is the best way to get more work done faster and better. From the October 2007 issue of Harvard Business Review.

Guhan Subramanian, the Joseph Flom Professor of Law and Business at Harvard Law School, writes about how we need to return to first principles rather than meander toward “best practices.”

How CEOs can learn practical wisdom to help them do what’s right for their companies – and society.

A four-part process for defining problems in a way that invites innovative solutions.

Discover how new research shows that its tough to make a lot of money and run the show at the same time. From the February 2008 issue of Harvard Business Review.

Alex Rawson and Ewan Duncan, partners in McKinsey’s Seattle office, and Conor Jones, a partner in its Dublin office, write about why it’s the customer’s end-to-end journey that is most important – not touchpoints.

Linda A. Hill, a professor of Business Administration at Harvard Business School, Greg Brandeau, head of technology at Pixar, Emily Truelove, a researcher and a PhD candidate at the MIT Sloan School of Management, and Kent Lineback, a manager and executive with over 25 years of experience, write about how smart leaders of innovation don’t set a vision and motivate others to follow it; they create a community that is both willing and able to innovate.

"Competing on Talent Analysis" by Thomas H. Davenport and Jeremy Shapiro. "Unleashing the Power of Marketing" by Beth Comstock, Ranjay Gulati, and Stephen Liguori. "Building the Co-Creative Enterprise" by Venkat Ramaswamy and Francis Gouillart.

The five "discovery skills" that separate true innovators from the rest of us.

Innovation gets rediscovered as a growth enabler every half dozen years. Too often, grand declarations about innovation are followed by mediocre execution that produces anemic results, and innovation groups are quietly disbanded. Each managerial generation embarks on the same enthusiastic quest for the next new thing. And each faces the same challenges to protect existing critical revenue streams while supporting new concepts that may be crucial to future success.