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.

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.

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.

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

Nick Lovegrove, a director emeritus of McKinsey, a senior director of the Albright Stonebridge Group, and a senior fellow at Harvard Kennedy School, and Matthew Thomas, executive director of the InterSector Project, chairman of Young Canadians in Finance, and a member of the World Economic Forum community, write about why we need executives who can easily move among the business, government, and social spheres.

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.

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.

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.

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.

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.

"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.

David C. Edelman, a co-leader of McKinsey & Company's Global Digital Marketing Strategy practice, reports on how driving online advocacy may be the most effective way to strengthen your brand.

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

Chris Zook and James Allen, partners at the global consulting firm Bain & Company, report on how leveraging a simple formula allows companies to create new and more lasting differentiation.

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.

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

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.

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.

Karan Girotra, a professor of technology and operations management at INSEAD, and Serguei Netessine, a professor of Global Technology and Innovation at INSEAD, write about how the secret to success lies in who makes what decisions when and why.

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.”