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Cultural Change That Sticks (Spanish version)
Katzenbach, Jon R.; Steffen, Ilona; Kronley, CarolineArticle HBS-R1207KLeadership and People Management1) Match strategy to culture. Culture trumps strategy every time, no matter how brilliant the plan, so the two need to be in alignment. 2) Focus on a few critical shifts in behavior. Wholesale change is hard; choose your battles wisely. 3) Honor the strengths of the existing culture. Every culture is the product of good intentions and has strengths; put them to use. 4) Integrate formal and informal interventions. Don't just implement new rules a...Starting at €8.20
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Discipline of Teams (Spanish version)
Katzenbach, Jon R.; Smith, Douglas K.Article HBS-R0507PLeadership and People Managementthose that recommend things--task forces or project groups; those that make or do things--manufacturing, operations, or marketing groups; and those that run things--groups that oversee some significant functional activity. For managers, the key is knowing where in the organization these teams should be encouraged. Managers who can foster team development in the right place at the right time prime their organizations for top performance.Starting at €8.20
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Cultural Change That Sticks
Katzenbach, Jon R.; Steffen, Ilona; Kronley, CarolineArticle HBS-R1207K-ELeadership and People ManagementWhen a major change initiative runs aground, leaders often blame their company's culture for pushing it off course. They try to forge ahead by overhauling the culture--a tactic that tends to fizzle, fail, or backfire. Most cultures are too well entrenched to be jettisoned. The secret is to stop fighting your culture--and to work with and within it, until it evolves in the right direction. Today's best-performing companies, such as Southwest Airli...Starting at €8.20
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The Team That Wasn't (HBR Case Study and Commentary)
Wetlaufer, Suzy; Katzenbach, Jon R.; Hackman, J. Richard; Segol, Genevieve; Baard, Paul P.; Musselwhite, Ed; Hurson, Kathleen; Garber, MichaelArticle HBS-94612-ELeadership and People ManagementEric Holt had one responsibility as FireArt's director of strategy: to put together a team of people from each division and create and implement a comprehensive plan for the company's strategic realignment within six months. It seemed like an exciting, rewarding challenge. Unfortunately, the team got off on the wrong foot from its first meeting. Randy Louderback, FireArt's charismatic and extremely talented director of sales and marketing, seemed...Starting at €8.20