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Use Teams and Other Routes to Silo Linking: CMO Strategies for Facilitating Silo Cooperation
Aaker, DavidBook Chapter HBS-6282BC-EMarketingA major challenge of creating business strategy is to develop organizational structures that will help overcome the parochialism and power of silo groups. Organizational structures and processes need to be developed that will create silo linking, whereby people can enhance cross-silo information flow and develop and implement programs across silos. This chapter discusses a variety of devices available for firms to forward silo linking, including ...Starting at €8.20
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Adapt the Master Brand to Silo Markets: Developing a Master Brand Strategy
Aaker, DavidBook Chapter HBS-6284BC-EMarketingStandardizing the brand and supporting marketing programs across all silos of an organization facilitates consistency in look, feel, and message. In addition, the chances of creating synergistic marketing programs will be enhanced, and the organization will be more likely to rally around the brand promise. However, there are situations in which a standardized brand is not optimal or even feasible because it cannot deliver a winning position in a ...Starting at €8.20
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Find the Right Role and Scope: The CMO's New Job Description
Aaker, DavidBook Chapter HBS-6301BC-EMarketingIn order to meet the challenge of reducing barriers to silo cooperation, the CMO must take on a new role in the organization. However, there are a variety of roles to choose from, from that of a facilitator to others that are more ambitious. The selection of the right role, which will vary over activities and over time, can be critical to CMO success or even survival. The determination of the country, product, and functional scope of the CMO team...Starting at €8.20
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Acting Unilaterally: Bringing Balance to Difficult Conversations
Weeks, HollyBook Chapter HBS-6412BC-EMost people think that trust and mutual respect are the two necessary ingredients for good results in difficult conversations. Unfortunately, in hard or even toxic talks, one side often does not bring trust or respect to the conversation. If we put our attention on working toward balance, and bringing self-respect and respect for our counterpart to the conversation, we can unilaterally alter the track of the conversation and increase neutrality. ...Starting at €8.20
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Out of Combat: Changing the Game--Finding Balance in Difficult Conversations
Weeks, HollyBook Chapter HBS-6414BC-EBecause a combat conversation is a struggle between winning and losing, it has to be unbalanced. We must change the game and move away from the combat model of difficult conversation to one with better odds of working well and inflicting less damage. We should prepare for conversations by working out our preferred outcome, preferred working relationship, and interferences. This will keep us realistic and strategically focused on the situation we ...Starting at €8.20
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Out of Emotion's Grip: Increasing Skill--Four Tactics You Can Use to Manage Disruptive Emotions During Difficult Conversations
Weeks, HollyBook Chapter HBS-6416BC-EWhen handling toxic conversations, we need to add real skill to prevent our emotions from interfering. In this chapter, the author outlines four tactics that can help: finding the middle ground between emotional extremes, immunizing ourselves against thwarting ploys, changing tack, and recovering from mistakes. She uses anecdotes to illustrate how events might play out in real life. This chapter is excerpted from "Failure to Communicate: How Con...Starting at €8.20
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Leaders for Knowledge Work: Types of Organizational Leaders
Maccoby, MichaelBook Chapter HBS-6436BC-EIn knowledge-creating companies, we find three kinds of leaders who have to work together: strategic visionaries, operational implementers, and bridge-builders. This chapter describes the different types of organizational leaders required for knowledge work and shows the role of social character in both facilitating and resisting the changes needed to make organizations more effective and efficient. This chapter is excerpted from "The Leaders We...Starting at €8.20
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The President We Need: Assess Personality Intelligence to Pick the Best Candidate
Maccoby, MichaelBook Chapter HBS-6439BC-ECiting history and using psychological analysis, in this chapter the author describes the qualities of a president who would be able to mobilize Americans to meet the tremendous challenges of our time. Since we can't always predict how a president will act from past behavior, he also lists the questions we should ask candidates to discover whether they have the Personality Intelligence we need in a president. This chapter is excerpted from "The ...Starting at €8.20
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What Is Financial Intelligence: The Three Main Components
Berman, Karen; Knight, JoeBook Chapter HBS-6532BC-EFundamentally, financial intelligence boils down to three distinct skill sets: understanding the foundation, understanding the art of finance, and understanding financial analysis. This chapter provides an overview of all three skills, along with a discussion about some roadblocks to financial intelligence. This chapter is excerpted from "Financial Intelligence for Entrepreneurs."Starting at €8.20
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Cracking the Code of the Income Statement: Financial Intelligence for Entrepreneurs
Berman, Karen; Knight, JoeBook Chapter HBS-6547BC-EThis chapter will help you understand the intricacies of the income statement. It outlines simple procedures and shows you how the income statement can help you understand what is going on in your company and how to use that information to lead. This chapter is excerpted from "Financial Intelligence for Entrepreneurs."Starting at €8.20