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
Search results
-
Leaders as Decision Architects (Spanish version)
Beshears, John; Gino, FrancescaArticle HBS-R1505CLeadership and People Management(1) Understand the kinds of systematic errors people make and the factors that affect motivation. (2) Define the problem to determine whether behavioral issues are at play. (3) Diagnose the specific underlying causes. (4) Design a way to tweak the environment to reduce or mitigate the negative impact of cognitive biases and insufficient motivation on decisions. (5) Rigorously test the proposed solution.Starting at €8.20
-
Leaders as Decision Architects
Beshears, John; Gino, FrancescaArticle HBS-R1505C-ELeadership and People ManagementEveryone from CEOs to frontline workers commit preventable mistakes--from underestimating how long it will take to finish a project to focusing too much on information that supports their current view. It is extraordinarily difficult to rewire the human brain to undo the patterns that lead to such mistakes. But there is another approach: Alter the environment in ways that encourage people to make decisions that lead to good outcomes. Leaders can ...Starting at €8.20
-
Agenda for Management Innovation
Hamel, Gary; Breen, BillBook Chapter HBS-2511BC-EIn this chapter, the author identifies some roadblocks to innovation, and suggests that in order to maximize the chances for precedent-breaking management innovation, managers should devote themselves to a problem that is consequential and inspiring, essential and laudable. This chapter was originally published as chapter 3 of "The Future of Management."Starting at €8.20
-
Learning from the Fringe: Imagining the Future of Management
Hamel, Gary; Breen, BillBook Chapter HBS-2519BC-EAccording to the author, uncommon insights often come from uncommon places. This chapter suggests that in order to glimpse the future of management, you must search for "positive deviants"--organizations and social systems that defy the norms of conventional practice. This chapter was originally published as chapter 9 of "The Future of Management."Starting at €8.20
-
End of Management
Hamel, Gary; Breen, BillBook Chapter HBS-2509BC-EGiven how little the practice of management has changed over the past several decades, it's hardly surprising that most people have a hard time imagining how management might be reinvented. In this chapter, the author considers the evolution of modern management and the challenges managers face in the 21st century, calling for a radical reinvention of management in the years to come. This chapter was originally published as chapter 1 of "The Futu...Starting at €8.20
-
GiveDirectly, Teaching Note
Schwartzstein, Joshua R.; Beshears, JohnTeaching Note HBS-918040-ELeadership and People ManagementTeaching note for case 918036.Starting at €0.00
-
Becoming a Management Innovator
Hamel, Gary; Breen, BillBook Chapter HBS-2520BC-EWhile most companies have been hard at work reinventing their business processes over the last decade, few have devoted a similar degree of energy and imagination to reinventing their management processes. Proving there are exceptions to the rule, this chapter focuses on IBM and Best Buy, organizations that have turned revolutionary management thinking into practice. This chapter was originally published as chapter 10 of "The Future of Management...Starting at €8.20
-
Quest for Resilience
Hamel, Gary; Valikangas, LiisaArticle HBS-R0309C-EStrategyIn less turbulent times, executives had the luxury of assuming that business models were more or less immortal. Companies always had to work to get better, but they seldom had to get different--not at their core, not in their essence. Today, getting different is the imperative. It's the challenge facing Coca-Cola as it struggles to raise its "share of throat" in noncarbonated beverages. It's the task that bedevils McDonald's as it tries to restar...Starting at €8.20
-
Forging Management 2.0
Hamel, Gary; Breen, BillBook Chapter HBS-2523BC-EIsolated initiatives and one-time projects are no substitute for a sustained, companywide campaign of breakthrough management innovation. This chapter is designed to help you sketch out a blueprint for making management innovation less of an aberration and more of a systematic capability. This chapter was originally published as chapter 11 of "The Future of Management."Starting at €8.20
-
Ultimate Advantage: Why Management Innovation Matters
Hamel, Gary; Breen, BillBook Chapter HBS-2510BC-EThis chapter provides a detailed examination of management innovation, which, compared to other kinds of innovation, has an unmatched power to create dramatic and enduring shifts in competitive advantage. This chapter was originally published as chapter 2 of "The Future of Management."Starting at €8.20