Harvard Business Review on Finding & Keeping the Best People (Harvard Business Review Paperback Seri

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Given the growth and maturity of the field of business and peace, the authors of this article call for the creation of an index that would present a scorecard of company behaviors. The authors provide a set of principles and drivers that would be necessary for the creation of such an index.

This article presents a study of what makes some people willing to justify unethical behavior. The creative intensity of the global economy has grown substantially in recent years. To prosper in the global economy, the authors argue that every region and industry must boost the creative content of all types of work while continuing to encourage and support the growth of creative jobs. Corporate social responsibility CSR refers to the voluntary decision of companies to address social and environmental concerns by contributing to a public good, reducing external costs, and increasing fairness or distributional equity.

CSR is looked at from an economic point of view, focusing on environmental and natural resource issues, with a particular emphasis on water. The term CSR is first clarified and contextualized before being situated in the economics literature. This note studies CSR from an economic angle and looks at how it is in line with economic incentives. Technological innovation is on the brink of fueling momentous change throughout the global economy, generating great benefits and challenges in equal measure. So says the chairman of the World Economic Forum. To thrive in this environment, he argues, public-private research collaborations should increase and should be structured to build knowledge and human capital for the benefit of all.

Privatization of state-owned enterprises represents a significant realm of business for investment banks around the world. It also involves balancing a number of sometimes conflicting objectives among buyers and sellers and a host of risks for both sides as well as the financial firm itself. This case focuses on a large partial privatization in the Middle East that illustrates all these issues and came to define the requirements for investment banks to perform successfully in future privatizations.

The case involves tapping global capital markets for an important revenue-driven project in a developing country. It addresses key issues in project and infrastructure finance in the context of a major Peruvian toll road project. This article presents results from a field study conducted to understand how the behavior of employees influences fuel efficiency and how low-cost company interventions can influence that behavior.

Mark Roberge; Frank V. What marketing channels are best to invest in? How aggressively should an executive team align sales with customer success? Early-stage founders, sales leaders, and marketing executives often face 1, and sometimes all, of the above scenarios as they grow their ventures. This case presents 3 short vignettes, with 3 fictitious organizations, to facilitate a discussion of these important decisions. The authors describe the nature of breakthrough innovation, including how mature industries can be disrupted and what stages breakthrough innovations progress through, providing examples from several different industries.

Drawing on IBM and the Horizons of Growth Innovation Lifecycle Model as an example, the authors also identify the internal capabilities and leadership approaches that incumbents must master to guide promising ideas through the innovation life cycle including mature businesses, high-growth businesses, and emerging business opportunities. The authors then offer suggestions for how incumbents can collaborate with external parties to further drive breakthrough innovation, exploring 4 collaboration models: Mark Roberge; Thomas R.

Using 9 months of data from 50, user activations, available as a case supplement, students are asked to project the number of new users eSig will acquire in Q1 and recommend how much they should spend during the quarter on each major marketing channel e. Why is profitable growth so hard to achieve and sustain? In fact, companies experience a set of predictable internal crises, at predictable stages. This book demonstrates to students the strong relationship between these 3 traits and their ability to sustain performance.

This case focuses on the entrepreneurial career of John Hanke. Two soon-to-be MBA graduates are considering a business opportunity in the boutique hotel industry. Students assess the merits of the proposed project, as well as the overall attractiveness of the boutique hotel industry and the career opportunity it presents. Convinced that she could turn the division around if given complete independence from corporate headquarters, Fletcher relocated the group, rebranded it as Malenti Strings, repositioned the guitar strings as high-performance products, and transformed Malenti into a fast-growing, profitable business.

The case also discusses the role and development of the partnerships that helped solidify and grow the business. Coming off its high-end success, Malenti must now decide whether to move into the mid-price market with a new line of electric guitar strings called True. The Wipebook case follows a start-up company over a 2-year period. The company originated from a product idea—an erasable, reusable notebook—proposed by a student as part of an MBA entrepreneurship course.

Twelve months into the project, the team had realized one of the most successful crowdfunding campaigns in Canadian history: As the reality of the entrepreneurial process set in following the initial euphoria, a number of challenges arose. This case tells the story of how Sarah Kauss, a young female entrepreneur, built a premium water bottle brand from scratch. But now many analysts and mutual fund managers were asking the same thing: This Reading introduces students to the theory of capital structure. The Reading begins with an overview and comparison of the distinctive characteristics of debt and equity securities and why the choice between them is relevant.

The effects of leverage on measures of company financial performance and on the allocation of risk between debt and equity holders follow, laying the groundwork for a discussion of capital structure choice that is initially cast in terms of selecting a target leverage ratio.

Numerical examples and an interactive illustration are used to illustrate the propositions. Alternative theories of optimal capital structure—including the static tradeoff model and the pecking order theory—are developed and compared. The case presents students with financial ratios for 8 pairs of unidentified companies and asks them to mate the description of the company with the financial profile derived from the ratios.

The primary objective of this case is to introduce students to financial ratio analysis—in particular, the range of ratios and the insights each one affords. This case presumes that students have already been introduced to the definitions of various financial ratios through other readings or lectures. The structured exploration of pairs of companies within an industry affords a number of important insights into strategy and financial performance. First, the economics of individual industries account for significant variations in financial ratios because of differences in technologies, product characteristics, or competitive structures.

Second, financial performance results from managerial choices; within industries, the wide variation in financial ratios is often a result of the differences in corporate strategy in marketing, operations, and finance. For those reasons, this case is a good springboard to subsequent classes, which deal with the interaction of strategy and financial performance. In the aftermath of the financial crisis of , Fullerton India Credit Company Limited, a nonbanking finance company, faced a dismal future. Weak credit issuance standards had exposed the company to significant risk and led its parent, Temasek, to inject new capital into the company to keep it afloat.

The case also brings into focus issues related to organizational design, incentive mechanisms, and performance measurement. This case sets the context of a fast-growing company, its financing and working capital requirements, and important aspects the banker should consider while extending the facilities and how the banker can structure working capital solutions.

It provides a comprehensive understanding of the types of financial products being extended by banks to a large corporate entity, especially in working capital finance. Students are expected to assume the position of the banker and raise various questions to the borrowing firm and utilize effectively the credit monitoring tools such as review of current account transactions, funds flow statement, financial statement analysis, and so on.

This case helps in understanding the intriguing relationship between accounting profits, cash flow, operating cycle, and working capital of the company. Finally, the case concludes with structuring a working capital finance solution.

Managing your Boss - MBA智库文档

This proposal created a lot of controversy among existing shareholders. Although President Toyoda claimed that no one would be disadvantaged by these shares, it remained unclear how many shareholders had confidence in this assurance. At the same time, Model AA shares resembled a convertible debt issue with voting rights with a conversion ratio to be determined later.

What was the difference between Model AA shares and bonds or convertible bonds?

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Finally, if the vote was approved, how should Model AA shares be priced? This case features Wealthfront, a Palo Alto, California-based financial technology start-up. Wealthfront created a fully automated, low-cost, online investment platform targeting the millennial generation. The founders positioned Wealthfront as a disruptive force within the asset management industry.

By dramatically lowering the minimum investment required, they sought to democratize access to sophisticated investing. CEO Adam Nash contemplates a variety of strategic questions, including whether Wealthfront should maintain its focus on the consumer channel or expand into business-to-business channels in order to increase AUM.

They could rely on the numbers to make intelligent estimates of the magnitude, timing, and uncertainty of future cash flows and to judge whether the resulting estimate of value was fairly represented in the current stock price. And they could make wise decisions about whether to invest in or acquire a company, thus promoting the efficient allocation of capital. First, financial statements necessarily depend on estimates and judgment calls that can be widely off the mark, even when made in good faith.

Second, standard financial metrics intended to enable comparisons from one company to another often fall short, giving rise to unofficial measures that have their own problems. Finally, executives routinely face strong incentives to manipulate financial statements. Meanwhile, the growing importance of online platforms has dramatically changed the competitive environment for all businesses. In this article, the authors examine the impact of those developments and consider new techniques to combat the gaming of performance numbers.

As part of that transformation, it has initiated a massive effort to help its workers acquire new digital skills. The challenges are sizable. The firm employs , workers, and their average tenure is 22 years not counting people in call centers. At least half the workforce has been assigned a new role and is expected to get the credentials or training to fill it. To manage the talent overhaul, the company has revised its performance metrics, raised performance expectations, and redesigned compensation plans.

Suraj Srinivasan; Lynn S. In November and December , Target Corporation suffered one of the largest cyber breaches to date. The breach that occurred during the busy holiday shopping season resulted in personal and credit card information of about million Target customers being compromised. The case then discusses the role of managers and the board of directors in cybersecurity at Target. The case is designed to allow for a discussion of the causes and consequences of the cyber breach and the accountability of directors in cybersecurity.

This case focuses on the Ford Motor Company in spring and how its current CEO, Mark Fields, and his senior management team should best respond to several emerging disruptive technologies that will ultimately force the automaker to modify its current business model. These disruptive technologies include electric vehicles, connectivity-autonomous vehicles, car ownership and use, and emergence of subcompact cars.

Having experienced a successful financial turnaround under the leadership of its prior CEO, Alan Mulally, during and after the recession, Ford must now decide whether its current investment in responding to these new emerging technologies is too much, too little, or just right. As Ford considers the degree of its response, it also faces new competitors in the fast-changing automotive landscape—besides its traditional automaker rivals like General Motors, Toyota, and Hyundai—that now include Google, Apple, and Tesla from Silicon Valley as well as BYD and LeEco from China.

Governments, NGOs, companies, and community members all must be involved in programs to create shared value, yet they work more often in opposition than in alignment. In the process, companies will find economic opportunities that their competitors miss. Five elements must be in place for a collective-impact effort to achieve its aims: This book covers the most current management issues, with authors from Clayton M. Christensen to Adam Grant and company examples from Intel to Uber.

Students will gain insight into working in the face of advancing automation, transforming a business using a platform strategy, applying design thinking to create innovative products, identifying where too much collaboration may be holding people back, seeing the theory of disruptive innovation in a new light, and recognizing the signs when cross-cultural negotiation may be falling apart. When Jeffrey Joerres first joined Manpower in , the labor market was relatively stable and the company still focused largely on traditional office, clerical, and industrial staffing.

But since then, globalization and rapid advances in technology have dramatically reshaped the employment landscape. Joerres advises companies that want to develop a workforce strategy to put multiple work models in place—crowdsourcing, distant manufacturing, temporary contractors moving to full time—and truly practice them. In July , composer, writer, actor, and rapper Lin-Manuel Miranda; director Tommy Kail; and producer Jeffrey Seller met to discuss how to launch Hamilton, a new musical based on the life of the first Treasury secretary of the U.

With a hip-hop score and an ethnically diverse cast that looked nothing like their historical counterparts, Hamilton was an unlikely candidate for success on Broadway. The trio needed to decide which of 2 popular routes was best to bring their new musical to Broadway: Could a hip-hop musical about a largely forgotten Founding Father be a Broadway blockbuster? And if so, what was the right next step in bringing Hamilton closer to that goal? In an increasingly digital and connected environment, leaders of established companies frequently find themselves facing opportunities that they—or even their industries—cannot seize alone.

It also differs from traditional partnership efforts because it brings multiple partners together at a very early stage all at once. They describe the basic principles and the process, identify the most common traps, and explain how leaders can capture valuable opportunities.

The process allows companies to bring extremely diverse ideas, skills, and resources together to solve ecosystem-level problems at an astonishing speed. The best of Peter F. For nearly half a century, he inspired and educated managers—and powerfully shaped the nature of business—with his iconic articles in Harvard Business Review. These articles also offer a firm and practical grasp of the roles of the manager and the executive today—their responsibilities, their relationships, their decisions, and detailed processes that can make their work more effective.

A celebrated thinker at his best, in this volume Drucker paints a clear and comprehensive picture of management thinking and practice—both as it is and as it will be. Hated by bosses and subordinates alike, traditional performance appraisals have been abandoned by more than a third of U. The authors explain how performance management has evolved over the decades and why current thinking has shifted: Other firms are trying hybrid approaches—for example, giving employees performance ratings on multiple dimensions, coupled with regular development feedback.

And as it is only a matter of time before the news will be common knowledge among both music industry insiders and fans, how should Spotify respond in the public domain? How quickly should she try to roll out the platform, and across how many countries? How was she going to recruit a full-time team for Vendedy?

Could the company succeed in transforming how global travelers accessed the products and stories of street vendors around the world? Looking back, the board reflected on what they had done well and what they might have done differently, and pondered whether another company might be able to implement a similar CEO transition process. The case centers on questions of how to adapt this successful model to new demands in different service domains, specifically cybersecurity and defense-related areas. The case also explores how the company is innovating and refining its assessment and training processes in support of the program.

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Fee for service, the dominant payment model in the U. A battle is currently raging, outside the public eye, between the advocates of 2 radically different payment approaches: The stakes are high, and the outcome will define the shape of the health care system for many years to come, for better or for worse. In this article, the authors argue that although capitation may deliver modest savings in the short run, it brings significant risks and will fail to fundamentally change the trajectory of a broken system.

The bundled payment model, in contrast, triggers competition between providers to create value where it matters—at the individual patient level—and puts health care on the right path. The authors provide robust proof-of-concept examples of bundled payment initiatives in the U. Performance reviews are awkward and biased. They stick people in boxes and leave them waiting far too long for feedback. Ratings are done subjectively, behind the scenes, and without input from the people being evaluated. Decisions about pay and promotions have to be made.

In the absence of formal evaluations, those decisions are made in a black box. Facebook has chosen to hang on to evaluations despite their costs to help ensure fairness, transparency, and talent development. When the company analyzed its performance management system a few years ago, it conducted focus groups and a follow-up survey of more than people. The feedback was clear: They wanted to know where they stood.

Evaluations were put into place for good reasons; getting rid of them might be an overreaction to poor execution. The case focuses on how this studio, which was well-known for having a closely knit, employee-oriented culture, managed such a complicated process. The final section of the case includes an interactive exercise in which students must make key decisions about how the company should manage the process through its various complicated phases.

In this article, an entrepreneur weighs the pros and cons of rehiring a valuable colleague. After Wall Street firms repeatedly had to shell out millions to settle discrimination lawsuits, businesses started to get serious about their efforts to increase diversity.

And the usual tools—diversity training, hiring tests, performance ratings, grievance systems—tend to make things worse, not better. But as lab studies show, this kind of force-feeding can activate bias and encourage rebellion. However, in their analysis, the authors uncovered numerous diversity tactics that do move the needle, such as recruiting initiatives, mentoring programs, and diversity task forces. They engage managers in solving the problem, increase contact with women and minority workers, and promote social accountability. It seems rarely does a day go by without another front-page story about a firm being breached by cyber attackers.

Even experts in the field are far from immune to the unsustainable status quo. Still, it is something that firms must do, since infinite investment cannot breed infinite security. This article takes lessons from the burgeoning field of cyber peace studies and applies them to private-sector cyber risk mitigation strategies.

The case highlights the challenges and risks of IT projects for SMEs, the importance of evaluating and selecting the right IT supplier and managing relationships, and how, during a retrospective, lessons learned from a project failure can be transferred and applied to other IT projects. Now with a new preface and updated technology references, this book invites students to accompany new CIO Jim Barton as he steps up to leadership at his company.

Instructors can adopt individual chapters or the entire book—each comes with a Teaching Note. The case describes a scenario that occurs frequently in the real world, in which a decision offers some real but qualitative value in ways that are difficult or impossible to quantify. The discussion and analysis give students the opportunity to consider the factors that will drive the internal rate of return IRR , net present value NPV , and discounted payback period calculations without constructing comprehensive spreadsheet models.

Analyzing the case suggests the limits of such approaches in cases where perceived value is difficult to quantify. Rasmus Hougaard is the Founder and Managing Director of Potential Project, the global leading provider of leadership and organizational effectiveness solutions based on training the mind.

Rasmus has practiced and taught mindfulness for more than two decades. She has over twenty years of experience working with organizations around the globe to enhance effectiveness and improve performance. Together, they are the authors of One Second Ahead: Enhance Your Performance at Work with Mindfulness. Enter your mobile number or email address below and we'll send you a link to download the free Kindle App. Then you can start reading Kindle books on your smartphone, tablet, or computer - no Kindle device required. Would you like to tell us about a lower price?

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Join the global movement that's making corporations more people-centric to achieve great results. The world is facing a global leadership crisis. Seventy-seven percent of leaders think they do a good job of engaging their people, yet 88 percent of employees say their leaders don't engage enough. There is also a high level of suffering in the workplace: This is an enormous waste of human talent--despite the fact that dollar 46 billion is spent each year on leadership development. Based on extensive research, including assessments of more than 35, leaders and interviews with C-level executives, the Mind of the Leader concludes that organizations and leaders aren't meeting employees' basic human needs of finding meaning, purpose, connection and genuine happiness in their work.

But more than a description of the problem, the Mind of the Leader offers a radical, yet practical, solution. To solve the leadership crisis, organizations need to put people at the center of their strategy. They need to develop managers and executives who lead with three core mental qualities: Using real-world inspirational examples from Marriott, Accenture, McKinsey and Company, LinkedIn and many more, the Mind of the Leader shows how this new kind of leadership turns conventional leadership thinking upside down.

It represents a radical redefinition of what it takes to be an effective leader--and a practical, hard-nosed solution to every organization's engagement and execution problems. Read more Read less. Save Extra with 1 offer. Add both to Cart. One of these items is dispatched sooner than the other.

Buy the selected items together This item: The Mind of the Leader: Sold by uRead-Store and ships from Amazon Fulfillment. Sponsored products related to this item What's this? Page 1 of 1 Start over Page 1 of 1. The Power of Your Subconscious Mind: Unlock Your Master Key to Success. Short and sweet, zaps through some key points and has an extensive bibliography for more in depth reading on particular topics.

Feb 09, David Jaquith rated it really liked it Shelves: A useful, practical guide that will help anyone better organize their work day. Jan 31, Jerzy rated it liked it Shelves: Not many new insights, but hey, at least it's short. That can include emails you haven't responded to! Don't just leave them sitting in your inbox with no end-date. For email, besides Archive, have 2 distinct "action" folders: Followup I need to act on this and Hold waiting on others to act.

Archiv Not many new insights, but hey, at least it's short. Archive everything else and you'll keep your inbox clear. If you're procrastinating because you don't know how to begin, ask a colleague for help. Virtual work collaborating over email and Skype is hard. And always respond promptly, even if it's only a quick acknowledgment that you got the email and will write more soon. Ideally at least a short time at the end of each day, but also a longer one for the week.

I use the stapler daily, so it stays. But I use the camera charger monthly, so hide it somewhere else. Jan 10, Mayank Garg rated it really liked it. The main focus of this book is how to align your daily tasks list with the goals you have identified at the start of year. Are you working on the things you should be doing, the things that will allow you to reach those goals, or you are getting bogged down by unrelated tasks or unexpected crises?

This book runs you through the basics of prioritizing your work, staying focused, delegating tasks and using technology to help you get more done. Great learning for all managers. A completely impractical guide describing how management is simplified to a belief that it is possible for a person to assess and therefore manage every detail of the work life in order to keep on track.

The narrative is filled with an ideal of how to control and plan and communicate, but in the end it simply shows that the skill comes not in doing the work, but in reassessing how you can evaluate your work so that what you actually achieve can be considered what was set out to be acheived. Mar 03, LadyS rated it liked it Shelves:

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