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The Overcommitted Organization
Mortensen, Mark; Gardner, Heidi K.Article HBS-R1705C-EBy assigning people to multiple teams at once, organizations can make more-efficient use of time and brainpower and do a better job of solving complex problems and sharing knowledge across groups. But competing priorities and other conflicts can make it hard for teams with overlapping membership to stay on track. Group cohesion often suffers, and people serving on several teams concurrently may experience burnout. Through extensive research and c...Starting at €8.20
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Back Channels in the Boardroom
Gardner, Heidi K.; Peterson, Randall S.Article HBS-R1905G-ELeadership and People ManagementThe agendas of company boards are so packed that it's hard to get to every question and concern during regular meetings. So between meetings, directors do what members of a team always do in this situation: They start having conversations on the side. Conducted properly, side discussions allow directors to work together efficiently--to trade opinions, share information, and exert influence. But conducted improperly, they encourage political maneu...Starting at €8.20
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When Senior Managers Won't Collaborate
Gardner, Heidi K.Article HBS-R1503E-EStrategyFor professional services firms, the only way to address clients' most complex issues is for specialists to work together across the boundaries of their expertise. When they do, their firms earn higher margins, inspire greater client loyalty, and gain a competitive edge. The author's research shows that the more practice groups involved in a client engagement, the greater the average annual revenue the client generates. And the more cross-special...Starting at €8.20
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For an Agile Transformation, Choose the Right People
Cross, Rob; Gardner, Heidi K.; Crocker, AliaArticle HBS-R2102C-EKnowledge and Communicationtapping "hidden stars," who will be less overloaded, for agile initiatives, and then identifying and reaching out to highly connected potential resources who can bring in expertise as needed.Starting at €8.20
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Coming Through When It Matters Most (Spanish version)
Gardner, Heidi K.Article HBS-R1204ELeadership and People ManagementAs pressure mounts, team members start driving toward consensus in ways that shut out vital information. Without even realizing it, they give more weight to shared knowledge and dismiss specialized expertise, such as insights into the client's technologies, culture, and aspirations. The more generically inclined the team becomes, the more concerned the client grows, which turns up the pressure and pushes the team even further down the generic ro...Starting at €8.20
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Getting Your Stars to Collaborate
Gardner, Heidi K.Article HBS-R1701G-ELeadership and People ManagementBy pooling their know-how and resources across internal boundaries, organizations can solve problems more creatively, increase their productivity, and reap higher profits. But collaboration is not easy, given how time-pressed managers are, how reluctant they are to cede control over projects and relationships, and how tough it is for them to stop working in silos when they've been doing it for ages. About 10 years ago, leaders at the Dana-Farber ...Starting at €8.20
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Coming Through When It Matters Most
Gardner, Heidi K.Article HBS-R1204E-ELeadership and People ManagementAll teams would like to think they do their best work when the stakes are highest--when the company's future or their own rests on the outcome of their projects. But too often something else happens. In extensive studies of teams at professional service fStarting at €8.20