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
What is the difference between product disruption and platform disruption? Harvard Business Review successfully attempts to answer this question with the intent on providing clarity on these two concepts. The definitions given recognize that product vs. platform isn’t just black-and-white, and are better used for practical purposes. Professor of business administration Juan Pablo Vazquez Sampere…
ByHBR.org
Harvard Business Review poses the question “What makes an effective leader?” and attempts to answer it based on the findings of a study of 195 leaders in 15 countries over 30 global organizations. Author of the article, Leadership development consultant and organizational scientist Dr. Sunnie Giles, outlines 5 main themes as taken from the top 10…
ByHBR.org
The latest word from Harvard Business Review in regard to up-keeping organizational performance, has much to do with how to stay relevant in today’s ever-changing technological atmosphere. As opposed to having your employees learn a set of skills and then being “prepared” for their careers ahead, it’s more about getting them to keep learning over…
ByHBR.org
Disruptive innovation has been praised by entrepreneurial and large, well-established organizations alike, including Intel and Salesforce.com. But According to Harvard Business Review, the theory increasingly stands in danger of becoming the victim of its own success. This, being due to the fact that it’s generally misunderstood and its basic tenets frequently misapplied. As it happens, many…
ByHBR.org
At a recent strategy meeting with the leaders of a Fortune-500 company, the word “culture” came up almost 30 times in just 1.5 hours. As most business leaders believe, a strong organizational culture is crucial to success, yet culture tends to feel like some magical force that can’t be controlled. As such, most executives manage it using pure intuition. By…
ByHBR.org
Any company worth its salt should be aware of the possibility that their current process for evaluating the work of people is increasingly out of step with their main objectives. This is precisely why Deloitte is one such company that’s redesigning their performance management system. They are dead set on developing something squarely focused on fueling performance…
