This website uses technical, customisation and analytical cookies, both first-party and third-party, to anonymously facilitate browsing and analyse statistics on use of the website. Learn more
HBSP (USA)
-
Global Business Speaks English (Spanish version)
Neeley, TsedalArticle HBS-R1205HStrategyLike it or not, English is the global language of business. Today 1.75 billion people speak English at a useful level--that's one in four of us. Multinational companies such as Airbus, Daimler-Chrysler, SAP, Nokia, Alcatel-Lucent, and Microsoft in Beijing have mandated English as the corporate language. And any company with a global presence or global aspirations would be wise to do the same, says HBS professor Tsedal Neeley, to ensure good commu...Starting at €8.20
-
Global Teams That Work (Spanish version)
Neeley, TsedalArticle HBS-R1510DStrategy(1) Structure. If a team is made up of groups with different views about their relative power, the leader should connect frequently with those who are farthest away and emphasize unity. (2) Process. Meeting processes should allow for informal interactions that build empathy. (3) Language. Everyone, regardless of language fluency, should be empowered to speak up. (4) Identity. Team members must be active cultural learners and teachers to understa...Starting at €8.20
-
Greg James at Sun Microsystems, Inc. (A) (Spanish version)
Neeley, Tsedal; DeLong, Thomas J.Case HBS-415S01StrategyGreg James, a global manager at Sun Microsystems, Inc., sets out to meet with his entire 43-member customer implementation team spread across India, France, the United Arab Emirates, and the United States of America to resolve a dire customer system outage as required by a service agreement. Rather than finding a swift resolution to the rapidly escalating customer situation that motivated his trip, he finds himself facing distributed work, global...Starting at €8.20
-
Before You Begin: Preparing Yourself for the Challenges of Adaptive Leadership
Heifetz, Ronald; Grashow, Alexander; Linsky, MartyBook Chapter HBS-3274BC-ELeadership and People ManagementTo successfully lead adaptive change, you must connect with the values, beliefs, and anxieties of the people you are trying to move. But in addition to mobilizing others, adaptive leadership requires you to do some introspective work as well. Practicing adaptive leadership is difficult on the one hand and profoundly meaningful on the other--it is not something you should enter into casually. This chapter provides four tips to consider before taki...Starting at €8.20
-
Diagnose the System: The First Step in Leading Adaptive Change
Heifetz, Ronald; Grashow, Alexander; Linsky, MartyBook Chapter HBS-3275BC-ELeadership and People ManagementThe first step in tackling any adaptive challenge is to take a step back so you can see how your organizational system is responding to it. From this perspective, you will gain a clearer view of your company's structures, culture, and default responses to problems. You will grasp the nature of the adaptive challenges at hand, and map the networks of political relationships that will be relevant to how effectively you mobilize people to deal with ...Starting at €8.20
-
Diagnose the Political Landscape: Understanding Political Relationships in the Organization Will Help You Lead Adaptive Change
Heifetz, Ronald; Grashow, Alexander; Linsky, MartyBook Chapter HBS-3277BC-ELeadership and People ManagementUnderstanding the political relationships in your organization is key to seeing how your organization works as a system. This activity, which the authors call thinking politically, can help you design more effective strategies for leading adaptive change. The key assumption behind thinking politically is that people in an organization are seeking to meet the expectations of their various constituencies. When you understand the nature of those exp...Starting at €8.20
-
Qualities of an Adaptive Organization: How Does Your Organization Measure Up
Heifetz, Ronald; Grashow, Alexander; Linsky, MartyBook Chapter HBS-3278BC-ELeadership and People ManagementDiagnosing the organizational system, the adaptive challenge at hand, and the political landscape in an enterprise takes time, careful thought, and courage. You have to improvise creatively and responsively as you engage stakeholders inside and across the boundaries of your organization. Some organizations have the keen external sensors, internal norms, and a critical mass of people to do this. What distinguishes these enterprises? What makes som...Starting at €8.20
-
Make Interpretations: Helping Your Team Recognize and Deal with Adaptive Challenges
Heifetz, Ronald; Grashow, Alexander; Linsky, MartyBook Chapter HBS-3279BC-ELeadership and People ManagementWhen a problem is identified, people gravitate toward interpretations of the problem that are technical rather than adaptive, benign instead of conflictual, and individual rather than systemic. These kinds of problems are seen as having easy, painless solutions. Your job in exercising adaptive leadership is to wean people away from these interpretations and nudge them towards recognizing adaptive elements of the challenge, with the ultimate goal ...Starting at €8.20
-
Design Effective Interventions: Mobilizing People to Tackle an Adaptive Challenge
Heifetz, Ronald; Grashow, Alexander; Linsky, MartyBook Chapter HBS-3280BC-ELeadership and People ManagementEffective interventions mobilize people to tackle an adaptive challenge. They may be designed to make progress at any point in the process: for example, to surface a difficult issue, quash a diversion, or move people forward through a difficult period. At whatever stage of the process you are intervening, this chapter provides a checklist, a series of practices that can make your interventions more effective. This chapter was originally published...Starting at €8.20
-
Act Politically: Winning Allies and Managing Opponents of an Adaptive Challenge
Heifetz, Ronald; Grashow, Alexander; Linsky, MartyBook Chapter HBS-3281BC-ELeadership and People ManagementPeople who think politically understand the relationships and concerns among people in an organization. Ignore the human complexities when you try to lead adaptive change, and you greatly reduce your chances of succeeding. Acting politically means using your awareness of the limits of your own authority, and of stakeholders' interests, as well as power and influence networks in your organization, to forge alliances with people who will support yo...Starting at €8.20