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Run Experiments: Leading Adaptive Change with an Experimental Mindset
Heifetz, Ronald; Grashow, Alexander; Linsky, MartyBook Chapter HBS-3294BC-ELeadership and People ManagementLeadership is an improvisational art. Everything you do in leading adaptive change is an experiment. Many people, however, fail to see it that way, feeling and succumbing to the enormous pressure to produce certain results from their actions. Framing everything as an experiment offers you more room to try new strategies, to ask questions, to discover what's essential, what's expendable, and what innovation can work. This chapter will help you ado...Starting at €8.20
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Leadership in a (Permanent) Crisis
Heifetz, Ronald; Grashow, Alexander; Linsky, MartyArticle HBS-R0907F-ELeadership and People ManagementThe current economic crisis is not just another rough spell. Today's mix of urgency, high stakes, and uncertainty will continue even after the recession ends. The immediate crisis - which we will get through with policy makers' expert technical adjustments - sets the stage for a sustained, or even permanent, crisis, a relentless series of challenges no one has encountered before. Instead of hunkering down and relying on their familiar expertise t...Starting at €8.20
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Zola
Foster, G; Rosenthal, SCase SGSB-E623-EEntrepreneurshipThe case describes the journey of Zola, an online wedding registry designed to greatly improve the clunky and impersonal wedding registry process. With innovative features such as group gifting, scheduled delivery, and honeymoon donations, Zola was described as the registry for Millenials. As the company achieved significant traction and looked to scale, it had to choose from three distinct strategic growth paths to pursue: 1) become the go-to ...Starting at €8.20
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Zola - Teaching note
Foster, G; Rosenthal, STeaching Note SGSB-E623TN-EEntrepreneurshipThe case describes the journey of Zola, an online wedding registry designed to greatly improve the clunky and impersonal wedding registry process. With innovative features such as group gifting, scheduled delivery, and honeymoon donations, Zola was described as the registry for Millenials. As the company achieved significant traction and looked to scale, it had to choose from three distinct strategic growth paths to pursue: 1) become the go-to ...Starting at €0.00
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Leadership in a (Permanent) Crisis (Spanish version)
Heifetz, Ronald; Grashow, Alexander; Linsky, MartyArticle HBS-R0907FLeadership and People ManagementThe current economic crisis is not just another rough spell. Today's mix of urgency, high stakes, and uncertainty will continue even after the recession ends. The immediate crisis - which we will get through with policy makers' expert technical adjustments - sets the stage for a sustained, or even permanent, crisis, a relentless series of challenges no one has encountered before. Instead of hunkering down and relying on their familiar expertise t...Starting at €8.20
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Tiny Prints (A)
Child, M; Rosenthal, SCase SGSB-E426A-ELeadership and People ManagementThe Tiny Prints case describes the founding of the online stationery company in 2004, through its growth and evolution to 2007. The three cofounders bootstrapped the company from the beginning, primarily so that they could retain control over the decision-making and strategic direction of the company. While that decision allowed the cofounders flexibility and independence, it also led to capital constraints and a “good enough” culture that had ...Starting at €8.20
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Tiny Prints (B)
Child, M; Rosenthal, SCase SGSB-E426B-ELeadership and People ManagementPart B of the case explores the management team’s decision to move forward with a purchase offer from Shutterfly or to maintain control of the company and continue to grow organically.Starting at €5.74
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Tiny Prints Background
Child, M; Rosenthal, SCase SGSB-E426-ELeadership and People ManagementThe Tiny Prints case describes the founding of the online stationery company in 2004, through its growth and evolution to 2007. The three cofounders bootstrapped the company from the beginning, primarily so that they could retain control over the decision-making and strategic direction of the company. While that decision allowed the cofounders flexibility and independence, it also led to capital constraints and a “good enough” culture that had ...Starting at €8.20
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Tiny Prints - Teaching note
Child, M; Rosenthal, STeaching Note SGSB-E426ATN-ELeadership and People ManagementThe Tiny Prints case describes the founding of the online stationery company in 2004, through its growth and evolution to 2007. The three cofounders bootstrapped the company from the beginning, primarily so that they could retain control over the decision-making and strategic direction of the company. While that decision allowed the cofounders flexibility and independence, it also led to capital constraints and a “good enough” culture that had ...Starting at €0.00
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Coley Andrews - Teaching note
Grousbekc, I; Rosenthal, STeaching Note SGSB-E567TN-EEntrepreneurshipTeaching note for case E567Starting at €0.00