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Getting Personal: Developing Yourself as a Design Thinker
Martin, RogerBook Chapter HBS-5506BC-EThe CEO is not the only one in the organization who should be a design thinker. In fact, if the CEO and other senior managers in your organization are resistant to design-thinking principles and nurture a culture that is hostile to innovation in favor of maintaining the status quo, it may be up to you to hone your own design-thinking skills, increase awareness, and encourage others in the organization to adopt a design approach. This chapter will...Starting at €8.20
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Management Is Much More Than a Science
Martin, Roger; Golsby-Smith, TonyArticle HBS-R1705L-EThe idea that management is a hard science, which MBA programs have promoted for the past six decades, has become even more entrenched in the era of big data. But a scientific approach has its limits, say Martin, the coauthor of the best-seller "Playing to Win," and consultant Golsby-Smith. In fact, overreliance on scientific analysis tends to narrow strategic options and shut down innovation. That's because it's designed to understand natural ph...Starting at €8.20
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Dancing Through Complexity: Shaping Resolutions by Resisting Simplification
Martin, RogerBook Chapter HBS-8211BC-EThis chapter identifies how the twin forces of simplification and specialization-hallmarks of modern life and business-discourage integrative thinking, and describes how these forces can be countered. This chapter is excerpted from "The Opposable Mind: How Successful Leaders Win Through Integrative Thinking."Starting at €8.20
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The Balancing Act: How Design-Thinking Organizations Embrace Reliability and Validity--Creating an Environment That Fosters Innovation
Martin, RogerBook Chapter HBS-5501BC-EDesign-thinking organizations remain a small minority in the corporate world, and on the whole are relatively small themselves. Bankers want to see budget projections and proof that they will be met, boards reject initiatives that can't be proved prior to experience, and shareholders demand that the company meet its profit goals every quarter without fail. This may satisfy short-term expectations, but in the long run, companies that focus on reli...Starting at €8.20
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Design Thinking: How Thinking Like a Designer Can Create Sustainable Advantage
Martin, RogerBook Chapter HBS-5497BC-EDesigners tend to actively look for new data points, challenge prevailing wisdom, and wonder about possible new worlds. However, to many middle managers, asking them to think like a designer is tantamount to asking them to be less productive and more subversive and flaky. For many leaders, the risk of breaking with time-tested data and experience in favor of innovation is too great. But for design-thinking expert Roger Martin, the real danger to ...Starting at €8.20
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M&A: The One Thing You Need to Get Right
Martin, RogerArticle HBS-R1606B-EStrategyThe financial world set a record in 2015 for mergers and acquisitions. It's too soon to have data on how those deals will work out, but the signs are not promising. Last year Microsoft wrote off 96% of the value of the handset business it had acquired from Nokia in 2014 for $7.9 billion. The rule, confirmed by nearly all studies, remains true: M&A is a mug's game, in which some 70% to 90% of acquisitions are abysmal failures. The author has an ex...Starting at €8.20
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The Overvaluation Trap
Martin, Roger; Kemper, AlisonArticle HBS-R1512H-ELeadership and People ManagementIn 2007, Chuck Prince, then the CEO of Citigroup, made a notorious comment about the subprime mortgage market: "As long as the music's playing, you've got to get up and dance. We're still dancing." Soon after, the financial system crashed, and that remark came to be seen as a cavalier justification for excessive risk taking by the bank. But authors Martin and Kemper raise another possibility: Prince may have been painted into a corner, because Ci...Starting at €8.20
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Bringing Science to the Art of Strategy
Lafley, A.G.; Martin, Roger; Rivkin, Jan W.; Siggelkow, NicolajArticle HBS-R1209C-EStrategyMany managers feel doomed to trade off the futile rigor of ordinary strategic planning for the hit-or-miss creativity of the alternatives. In fact, the two can be reconciled to produce novel but realistic strategies. The key is to recognize that conventional strategic planning, for all its analysis, is not actually scientific--it lacks the careful generation and testing of hypotheses that are at the heart of the scientific method. The authors out...Starting at €8.20
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The Age of Customer Capitalism
Martin, RogerArticle HBS-R1001B-EModern capitalism can be broken down into two major eras. The first, managerial capitalism, began in 1932 and was defined by the then radical notion that firms ought to have professional management. The second, shareholder value capitalism, began in 1976. Its governing premise is that the purpose of every corporation should be to maximize shareholders' wealth. If firms pursue this goal, the thinking goes, both shareholders and society will benefi...Starting at €8.20
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World-Class Explorers: Leading the Design-Thinking Organization
Martin, RogerBook Chapter HBS-5505BC-EHow can the circus be updated for today's more sophisticated tastes? This was the question that Guy Lalibert , founder of Cirque du Soleil, asked himself. The answer was a show that after 25 years is still innovating its format and delighting its audiences around the world to the tune of $600 million a year. His great innovation? To cultivate an environment that consciously put creativity before profit making. This chapter discusses the ways in ...Starting at €8.20