Showing results by narrator "Todd Mundt" in All Categories

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.

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.

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.

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

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

Eric T. Anderson, a professor of Marketing at Northwestern's Kellogg School of Management, and Duncan Simester, a professor of Management Science at MIT's Sloan School of Management, report on how every company can profit from testing customers' reactions to changes.

The knock on most business leaders is that they don’t take the long view – that they’re fixated on achieving short-term goals to lift they pay. So which global CEOs actually delivered solid results over the long run? Our 2014 list of top performers provides and objective answer.

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.

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.

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

Pankaj Ghemawat writes about why the post-crisis world demands a much more flexible approach to global strategy and organization.

"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.

Lynn S. Paine, a professor of Business Administration and the senior associate dean for faculty development at Harvard Business School, writes about how companies would do well to follow Nike’s example – create a board-level committee dedicated to corporate responsibility.

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.

Roger L. Martin, the dean of the Rotman School of Management at the University of Toronto from 1998 to 2013, writes about how to rein in the dynamic that enriches executives and financiers – at everyone else’s expenses.

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.

Robert C. Merton, a professor of Finance at MIT, reports on how to make good decisions in order to avoid the trade-offs that are inherent in innovation.

Robert C. Merton, a professor of Finance at MIT, reports on how to make good decisions in order to avoid the trade-offs that are inherent in innovation.

Marco Bertini, an assistant professor of marketing at London Business School, and Luc Wathieu, the associate dean of faculty at the European School of Management an Technology, write that – your best tool for getting people to see beyond price may be the price itself.

Douglas A. Ready of the London Business School, Jay A. Conger of Claremont McKenna College, and Linda A. Hill of the Harvard Business School, explain how you can be the up-and-comer corporate leaders are looking for.