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The Innovation Catalysts
Martin, RogerArticle HBS-R1106E-EA few years ago the software development company Intuit realized that it needed a new approach to galvanizing customers. The company's Net Promoter Score was faltering, and customer recommendations of new products were especially disappointing. Intuit decided to hold a two-day offsite for the company's top 300 managers with a focus on the role of design in innovation. One of the days was dedicated to a program called Design for Delight. The cente...Starting at €8.20
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Design for Action
Brown, Tim; Martin, RogerArticle HBS-R1509C-ELeadership and People ManagementEver since it became clear that smart design led to the success of many products, companies have been employing it in other areas, from customer experiences, to strategy, to business ecosystems. But as design is used in increasingly complex contexts, a new hurdle has emerged: gaining acceptance of the "designed artifact" into the status quo. In fact, the more innovative a new design is, the more resistance it's likely to meet. The solution, say...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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Rethinking the Decision Factory
Martin, RogerArticle HBS-R1310E-ECompanies everywhere compete to find the best talent in knowledge work, and often wind up with thousands of expensive employees who aren't as productive as hoped. So they lay off a huge number of them, and soon after are out recruiting again. This binge-and-purge cycle is highly destructive, writes the author: Aside from the human and social costs involved, it is an extremely inefficient way to manage any resources, let alone knowledge workers. T...Starting at €8.20
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The Public Corporation Is Finally in Eclipse
Martin, RogerArticle HBS-F1404F-EEconomicsIn 1989 Michael C. Jensen wrote an article for HBR titled "Eclipse of the Public Corporation," in which he analyzed early leveraged buyouts and identified a new form of corporate organization, the LBO association, which he believed would eventually outperform the traditional public company. Here Martin agrees with Jensen's assessment but acknowledges that it won't come to pass for some time, primarily because LBO associations rely on the existenc...Starting at €8.20
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The Execution Trap
Martin, RogerArticle HBS-R1007D-ELeadership and People ManagementThe realization of a strategy depends on countless employees. So it's no surprise that when a strategy fails, the reason cited is usually poor execution. But this view of strategy and execution relies on a false metaphor in which senior management is a choosing brain while those in the rest of the company are choiceless arms and legs that merely carry out the brain's bidding. The approach does damage to the corporation because it alienates the pe...Starting at €8.20
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Playing to Win: 4. How to Win
Lafley, A.G.; Martin, RogerBook Chapter HBS-7112BC-EStrategyP&G's Single Most Important Strategic Lesson."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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Don't Get Blinded by the Numbers
Martin, RogerArticle HBS-F1103E-EStrategyRoger Martin on a new challenge facing business schools: how to teach managers to look beyond the data and use factors such as empathy and trust when making important decisions.Starting at €8.20
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Reality, Resistance, and Resolution: How Integrative Thinkers Keep Their Options Open
Martin, RogerBook Chapter HBS-8209BC-EThis chapter illustrates how some business leaders have explored the tensions between opposing models of reality, and found creative solutions that go beyond trade-offs. This chapter is excerpted from "The Opposable Mind: How Successful Leaders Win Through Integrative Thinking."Starting at €8.20