Harvard Business Review Press publishes the best thinking in the areas of business strategy, general management, technology, leadership, human resources, and innovation. Intelligent business readers turn to them for answers to the questions they face every day, and for the guidance and debate that will have a profound impact on their lives — both personally and professionally.
ByHBR.org
Strategy is the single most important responsibility of senior executives. Unfortunately, many companies fail or struggle to develop effective models in an increasingly complex environment. As a result, contemporary strategic-planning processes don’t help enterprises cope with some of the biggest problems they face. These strategy issues are inherently, tough and persistent, in fact, they are…
ByHBR.org
After a 1999 report revealed that upto 98,000 patients die in hospitals annually due to medical errors that could have been prevented, the attempt at improving health care has become a central goal in clinical, research, government and political arenas. With medical errors still being a pervasive problem, the healthcare industry is pressed to address this issue through…
ByHBR.org
Alexander Osterwald, Yves Pigneur & Kavi Guppta examines why 7 out of 10 employees are not actively engaged at work. HBR collectively believes the answer has everything to do with the culture of a company- being the formal and informal values, behaviors, and beliefs practiced therein. The fact is that very few companies intentionally work on their culture, that…
ByHBR.org
Although continuous and sustained growth is universally pursued by organizations, the goal itself remains elusive for some. Many companies say they aren’t fully confident their company will realize its growth targets, while others yet do succeed in growing annually. To name some of these, companies like Amazon, Apple, Danaher, Haier, IKEA, Natura, and Starbucks are presented as having…
ByHBR.org
Generally, business people and theorists tend to draw distinctions between management and leadership. The respective definitions are put forth as follows: “Managers do things right, while leaders do the right thing”. Though many of us tend to abide by this difference between the two terms, the question now arises: Is this conundrum in fact real? In other…
ByHBR.org
What exactly defines a great leader? Answers that come to mind include good judgment, integrity, and people skills, and so forth. But although is it true that the main ingredients of leadership are universal, the full leadership recipe is also dependent on specific and varying cultures. This, in turn, is because cultural differences impact on implicit…
