Harvard business review最新文献_第3页

Becoming a first-class noticer. How to spot and prevent ethical failures in your organization. 成为一流的观察者。如何发现并防止组织中的道德失误。

IF 14.7 4区管理学

Harvard business review Pub Date : 2014-07-01

Max H Bazerman

引用次数: 0

Managing investors. 管理投资者。

IF 14.7 4区管理学

Harvard business review Pub Date : 2014-06-01

Sam Palmisano, Justin Fox

{"title":"Managing investors.","authors":"Sam Palmisano, Justin Fox","doi":"","DOIUrl":"","url":null,"abstract":"Managers and academics often lament that Wall Street's shortterm focus makes it impossible for corporations to plan for the long run. Palmisano disagrees. Yes, there are some on Wall Street, such as the sell-side analysts who dominate quarterly earnings conference calls, who can't see more than a few months out. But CEOs shouldn't participate in those calls anyway, he believes. They should instead focus their energies on the institutional investors who will embrace the long view if they are given ways to judge a company's progress. In this edited interview with one of HBR's executive editors, Palmisano describes how IBM's top management made significant changes to how the firm set goals and communicated them to investors. \"The model,\" a rolling multi-year road map for earnings growth and cash generation, included an emphasis on R&D investment even during downturns, a plan for execution that involved every unit in the organization, and a shift toward long-term compensation. Transparency and open dialogues with large shareholders were also key. The CEO is a steward, Palmisano argues, charged with protecting a company and its returns for decades to come. But that vision need not clash with success on the visible horizon; during Palmisano's tenure, IBM's stock price soared.","PeriodicalId":12874,"journal":{"name":"Harvard business review","volume":"92 6","pages":"80-5, 137"},"PeriodicalIF":14.7,"publicationDate":"2014-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"32526647","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

21st-Century talent spotting. 21世纪的人才发掘。

IF 14.7 4区管理学

Harvard business review Pub Date : 2014-06-01

Claudio Fernández-Aráoz

{"title":"21st-Century talent spotting.","authors":"Claudio Fernández-Aráoz","doi":"","DOIUrl":"","url":null,"abstract":"How can a person who seems so qualified for a position fail miserably in it? How can someone who clearly lacks relevant skills and experience succeed? The answer is potential, the ability to adapt and grow into increasingly complex roles and environments. For the past several decades, organizations have based their hiring decisions on competencies. But we have entered a new era of talent spotting. Geopolitics, business, industries, and jobs are changing so rapidly that it's impossible to predict the capabilities employees and leaders will need even a few years out. The question now is not whether people have the right skills; it's whether they have the potential to learn new ones. Research points to five markers of potential: a strong motivation to excel in the pursuit of challenging goals combined with the humility to put the group ahead of individual needs; an insatiable curiosity to explore new ideas and avenues; keen insight into connections that others don't see; a strong engagement with work and people; and the determination to overcome obstacles. Once organizations have hired true high potentials--a challenge, given the increasing scarcity of senior talent-and identified the ones they already have, it's crucial to focus on retaining them and on helping them live up to their potential by offering development opportunities that push them out of their comfort zones.","PeriodicalId":12874,"journal":{"name":"Harvard business review","volume":"92 6","pages":"46-54, 56, 138"},"PeriodicalIF":14.7,"publicationDate":"2014-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"32526646","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Mastering the intermediaries. 掌握中介。

IF 14.7 4区管理学

Harvard business review Pub Date : 2014-06-01

Benjamin Edelman

引用次数: 0

Collective genius. 集体天才。

IF 14.7 4区管理学

Harvard business review Pub Date : 2014-06-01

Linda A Hill, Greg Brandeau, Emily Truelove, Kent Lineback

引用次数: 0

Career choices when life is short. 人生短暂时的职业选择。

IF 14.7 4区管理学

Harvard business review Pub Date : 2014-06-01

Joshua D Margolis, Amy Gallo

引用次数: 0

Engaging doctors in the health care revolution. 让医生参与医疗保健革命。

IF 14.7 4区管理学

Harvard business review Pub Date : 2014-06-01

Thomas H Lee, Toby Cosgrove

引用次数: 0

Manage your team's collective time. 管理团队的集体时间。

IF 14.7 4区管理学

Harvard business review Pub Date : 2014-06-01

Leslie Perlow

引用次数: 0

Get your team to do what it says it's going to do. 让你的团队按照承诺去做。

IF 14.7 4区管理学

Harvard business review Pub Date : 2014-05-01

Heidi Grant

{"title":"Get your team to do what it says it's going to do.","authors":"Heidi Grant","doi":"","DOIUrl":"","url":null,"abstract":"It's one thing to set goals-and entirely another to get the people in your organization to actually accomplish them. To make the leap from vision to execution, you can't just define what needs doing; you also need to spell out the details of getting it done. One motivational tool that enables this is \"if-then planning,\" which helps people express and carry out their intentions. If-then plans work because contingencies are built into our neurological wiring, says social psychologist Halvorson. Humans are very good at encoding information in \"If x, then y\" terms and using such connections to guide their behavior, often unconsciously. When people decide exactly when, where, and how they'll fulfill a goal, they create a link in their brains between the situation or cue (If or when x happens) and the behavior that should follow (then I will do y). This creates powerful triggers for action. To date, most of the research on if-then plans has focused on individuals, but new studies show that they're very effective with groups, improving performance by sharpening focus and prompting members to execute key activities in a timely manner. If-then planning helps organizations avoid poorly expressed goals, groupthink, the tendency to cling to lost causes, and other problems. It pinpoints conditions for success, increases everyone's sense of responsibility, and helps close the troublesome gap between knowing and doing.","PeriodicalId":12874,"journal":{"name":"Harvard business review","volume":"92 5","pages":"82-7, 133"},"PeriodicalIF":14.7,"publicationDate":"2014-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"32447346","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Beware the next big thing. 当心下一件大事。

IF 14.7 4区管理学

Harvard business review Pub Date : 2014-05-01

Julian Birkinshaw

{"title":"Beware the next big thing.","authors":"Julian Birkinshaw","doi":"","DOIUrl":"","url":null,"abstract":"Innovative management ideas that bubble up in other companies pose a perennial quandary for leaders: Should you attempt to borrow new ideas, and if so, which ones and how? Even the most promising practices can be disastrous if they're transplanted into the wrong company, writes Julian Birkinshaw of London Business School. Broadly speaking, there are two ways to borrow from innovative companies, he argues. The first, observe and apply, is the most commonly used approach for adopting new management ideas. It can and does work well, but only under Limited sets of circumstances: when the observed practice easily stands alone or involves just a small constellation of supporting behaviors (think of GE's well-regarded succession-planning process) and when a company's management model or way of thinking is very similar to the originator's (think of two software firms that both use the Agile development approach). The second method is to extract a management practice's essential principle-its underlying logic-and ask a series of questions to determine if it is right for your firm, including: How is your company different from the originating firm? Are the goals of the practice important to your organization? Many management innovations are launched with great fanfare, only to fade in popularity. With careful analysis, you can avoid falling prey to this hype cycle. And even if it turns out that a borrowed idea isn't right for you, the analysis will help you better understand your own management models and sharpen your practices.","PeriodicalId":12874,"journal":{"name":"Harvard business review","volume":"92 5","pages":"50-7, 134"},"PeriodicalIF":14.7,"publicationDate":"2014-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"32447343","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0