Harvard business review最新文献_第6页

Connect, then lead. 连接，然后领导。

IF 14.7 4区管理学

Harvard business review Pub Date : 2013-07-01

Amy J C Cuddy, Matthew Kohut, John Neffinger

引用次数: 0

Leadership lessons from the Chilean mine rescue. 从智利矿难救援中学到的领导力教训。

IF 14.7 4区管理学

Harvard business review Pub Date : 2013-07-01

Faaiza Rashid, Amy C Edmondson, Herman B Leonard

{"title":"Leadership lessons from the Chilean mine rescue.","authors":"Faaiza Rashid, Amy C Edmondson, Herman B Leonard","doi":"","DOIUrl":"","url":null,"abstract":"Three years ago, when a cave-in at the San José mine in Chile trapped 33 men under 700,000 metric tons of rock, experts estimated the probability of getting them out alive at less than 1%. Yet, after spending a record 69 days underground, all 33 were hoisted up to safety. The inspiring story of their rescue is a case study in how to lead in situations where the stakes, risk, and uncertainty are incredibly high and time pressure is intense. Today executives often find themselves in similar straits. When they do, many feel torn. Should they be directive, taking charge and commanding action? Or should they be empowering, enabling innovation and experimentation? As the successful example of André Sougarret, the chief of the mine rescue operation, shows, the answer is yes--to both. The choice is a false dichotomy. Implementing this dual approach involves three key tasks. Each has directive and enabling components. The first task is envisioning, which requires instilling both realism and hope. The second task is enrolling, which means setting clear boundaries for who is on and off the team, but inviting in helpful collaborators. The third task is engaging--leading disciplined execution while encouraging innovation and experimentation. The authors of this article describe how Sougarret ably juggled all of these tasks, orchestrating the efforts of hundreds of people from different organizations, areas of expertise, and countries in an extraordinary mission that overcame impossible odds.","PeriodicalId":12874,"journal":{"name":"Harvard business review","volume":"91 7-8","pages":"113-9, 134"},"PeriodicalIF":14.7,"publicationDate":"2013-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"32259999","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

How experts gain influence. 专家如何获得影响力。

IF 14.7 4区管理学

Harvard business review Pub Date : 2013-07-01

Anette Mikes, Matthew Hall, Yuval Millo

{"title":"How experts gain influence.","authors":"Anette Mikes, Matthew Hall, Yuval Millo","doi":"","DOIUrl":"","url":null,"abstract":"In theory, the risk management groups of two British banks--Saxon and Anglo--had the same influence in their organizations. But in practice, they did not: Saxon's was engaged in critical work throughout the bank, while Anglo's had little visibility outside its areas of expertise. In their study of these two financial institutions, the authors identified four competencies--trailblazing, toolmaking, teamwork, and translation--that help functional leaders or groups compete for top management's limited attention and increase their impact. Anglo's risk managers were strong in only some of the competencies, but Saxon's were strong in all four. They consistently scanned the internal and external environment for important issues to which they could apply a risk management perspective (trailblazing) and then developed tools--such as quarterly risk reports--that spread their expertise (toolmaking). While controlling the tools' design and implementation, the risk managers incorporated business managers' insights (teamwork) and made sure everyone could understand the findings (translation). Ultimately, experts' roles must fit the organization's strategy and structural needs. In some situations, functional experts can raise their profile by cultivating just two of the competencies. But those who are strong in all four are likely to be the most influential.","PeriodicalId":12874,"journal":{"name":"Harvard business review","volume":"91 7-8","pages":"70-4, 132"},"PeriodicalIF":14.7,"publicationDate":"2013-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"32259993","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

The network secrets of great change agents. 伟大变革推动者的网络秘密。

IF 14.7 4区管理学

Harvard business review Pub Date : 2013-07-01

Julie Battilana, Tiziana Casciaro

{"title":"The network secrets of great change agents.","authors":"Julie Battilana, Tiziana Casciaro","doi":"","DOIUrl":"","url":null,"abstract":"Change is hard, especially in a large organization. Yet some leaders succeed--often spectacularly--at transforming their workplaces. what makes them able to exert this sort of influence when the vast majority can't? The authors tracked 68 change initiatives in the UK's National Health Service, an organization whose size, complexity, and tradition can make reform difficult. They discovered several predictors of change agents' success--all of which emphasize the importance of networks of personal relationships: Change agents who were central in the organization's informal network had a clear advantage, regardless of their position in the formal hierarchy. People who bridged disconnected groups or individuals were more effective at implementing dramatic reforms. The resisters in their networks did not necessarily know one another and so were unlikely to form a coalition. Change agents with cohesive networks, in which all individuals were connected, were better at instituting minor changes. Their contacts rallied around the initiative and helped convince others of its importance. Being close to people who were ambivalent about a change was always beneficial. In the end, fence-sitters were reluctant to disappoint a friend. But close relationships with resisters were a double-edged sword: Such ties helped push through minor initiatives but were a hindrance when attempting major change.","PeriodicalId":12874,"journal":{"name":"Harvard business review","volume":"91 7-8","pages":"62-8, 132"},"PeriodicalIF":14.7,"publicationDate":"2013-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"32259990","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

The uses (and abuses) of influence. 影响力的使用(和滥用)

IF 14.7 4区管理学

Harvard business review Pub Date : 2013-07-01

Robert Cialdini, Sarah Cliffe

引用次数: 0

Your brain at work. What a new approach to neuroscience can teach us about management. 你的大脑在工作。神经科学的新方法可以教会我们管理。

IF 14.7 4区管理学

Harvard business review Pub Date : 2013-07-01

Adam Waytz, Malia Mason

引用次数: 0

If you want to do something really big. 如果你想做大事。

IF 14.7 4区管理学

Harvard business review Pub Date : 2013-06-01

John Hewko

引用次数: 0

The performance frontier: innovating for a sustainable strategy. 绩效前沿:为可持续战略而创新。

IF 14.7 4区管理学

Harvard business review Pub Date : 2013-05-01

Robert G Eccles, George Serafeim

{"title":"The performance frontier: innovating for a sustainable strategy.","authors":"Robert G Eccles, George Serafeim","doi":"","DOIUrl":"","url":null,"abstract":"A mishmash of sustainability tactics does not add up to a sustainable strategy. Too often, companies launch sustainability programs with the hope that they'll be financially rewarded for doing good, even when those programs aren't relevant to their strategy and operations. They fail to understand the trade-offs between financial performance and performance on environmental, social, and governance (ESG) issues. Improving one typically comes at a cost to the other. But it doesn't have to be this way. It's possible to simultaneously boost both financial and ESG performance-if you focus strategically on issues that are the most \"material\" to shareholder value, and you develop major innovations in products, processes, and business models that prioritize those concerns. Maps being developed by the Sustainability Accounting Standards Board, which rank the materiality of 43 issues for 88 industries, can provide valuable guidance. And broad initiatives undertaken by three companies-Natura, Dow Chemical, and CLP Group-demonstrate the kind of innovations that will push performance into new territory. Communicating the benefits to stakeholders is also critical, which is why integrated reports, which combine financial and ESG reporting, are now gaining in popularity.","PeriodicalId":12874,"journal":{"name":"Harvard business review","volume":"91 5","pages":"50-6, 58, 60, 150"},"PeriodicalIF":14.7,"publicationDate":"2013-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"31618507","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

Health care's service fanatics. 医疗服务的狂热者。

IF 14.7 4区管理学

Harvard business review Pub Date : 2013-05-01

James I Merlino, Ananth Raman

{"title":"Health care's service fanatics.","authors":"James I Merlino, Ananth Raman","doi":"","DOIUrl":"","url":null,"abstract":"The Cleveland Clinic has long had a reputation for medical excellence. But in 2009 the CEO acknowledged that patients did not think much of their experience there and decided to act. Since then the Clinic has leaped to the top tier of patient-satisfaction surveys, and it now draws hospital executives from around the world who want to study its practices. The Clinic's journey also holds Lessons for organizations outside health care that must suddenly compete by creating a superior customer experience. The authors, one of whom was critical to steering the hospital's transformation, detail the processes that allowed the Clinic to excel at patient satisfaction without jeopardizing its traditional strengths. Hospital leaders: Publicized the problem internally. Seeing the hospital's dismal service scores shocked employees into recognizing that serious flaws existed. Worked to understand patients' needs. Management commissioned studies to get at the root causes of dissatisfaction. Made everyone a caregiver. An enterprisewide program trained everyone, from physicians to janitors, to put the patient first. Increased employee engagement. The Clinic instituted a \"caregiver celebration\" program and redoubled other motivational efforts. Established new processes. For example, any patient, for any reason, can now make a same-day appointment with a single call. Set patients' expectations. Printed and online materials educate patients about their stays--before they're admitted. Operating a truly patient-centered organization, the authors conclude, isn't a program; it's a way of life.","PeriodicalId":12874,"journal":{"name":"Harvard business review","volume":"91 5","pages":"108-16, 150"},"PeriodicalIF":14.7,"publicationDate":"2013-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"31618509","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

Creating the best workplace on earth. 创造世界上最好的工作场所。

IF 14.7 4区管理学

Harvard business review Pub Date : 2013-05-01

Rob Goffee, Gareth Jones

引用次数: 0