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Quest for Resilience (Spanish version)
Hamel, Gary; Valikangas, LiisaArticle HBS-R0309CStrategyIn less turbulent times, executives had the luxury of assuming that business models were more or less immortal. Companies always had to work to get better, but they seldom had to get different--not at their core, not in their essence. Today, getting different is the imperative. It's the challenge facing Coca-Cola as it struggles to raise its "share of throat" in noncarbonated beverages. It's the task that bedevils McDonald's as it tries to restar...Starting at €8.20
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First, Let's Fire All the Managers (Spanish version)
Hamel, GaryArticle HBS-R1112BStrategythe personal mission statement, and the Colleague Letter of Understanding, or CLOU. In a personal mission statement, each employee outlines how he or she will help the company achieve its goals. The CLOU, which must be hammered out every year with colleagues, is an operating plan for fulfilling it. A CLOU covers as many as 30 activity areas and spells out relevant performance metrics. The system isn't without its challenges, and it isn't for eve...Starting at €8.20
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Reputation and the "Golden Rule"
Leggett, Brian O'ConnorTechnical Note DPON-20-ELeadership and People ManagementYou may ask how are we to conduct ourselves where meaning and perception are often ambiguous, in a market place where people are ambitious and often aggressive? How can we build and maintain a good reputation in such an environment? One way is to observe the Golden Rule as a minimum standard for our behaviour. Because the Golden Rule as a minimalist standard has emerged in almost every civilised society, it can be categorised as universal and a u...Starting at €8.20
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The Languages of Influence
Leggett, Brian O'ConnorTechnical Note DPON-58-EKnowledge and CommunicationUnderstanding other peoples' languages will give us an enormous advantage, as it will help us to know what language to use, and how they feel, and what they need most. It will help us to empathize with them. It will help us to speak to them and understand their replies. We all speak, according to William Isaacs, an MIT researcher and author, a combination of three different languages: the language of "feeling," "meaning" and "action" (or "power")...Starting at €8.20
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Politeness: A Strategy or Beginnings of Virtue
Leggett, Brian O'ConnorTechnical Note DPON-56-ELeadership and People ManagementAndré Comte-Sponville in his excellent book, Great Virtues, says that "Without politeness we would have to be virtuous to become virtuous." Comte-Sponville continues by telling us that "Morality starts at the bottom - with politeness. But it has to start somewhere." Politeness is that pretence of virtue from which virtues arise. So we must first acquire the appearance and manner of "good" and then imitate it. It is from this that we gradually dev...Starting at €8.20
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A Communication Perspective of Charismatic Leadership
Leggett, Brian O'ConnorTechnical Note DPON-31-ELeadership and People ManagementHas the term charismatic personality lost its lustre, and, in effect, had its day? Probably it has lost much of its glitter, but it is sure to remain with us as long as it helps us to explain why some people are able to offer visionary leadership when difficult situations demand it. In effect, charismatic leadership has three dimensions: its compelling vision, the person, and the situation. It is about the link between these three dimensions. In ...Starting at €8.20
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End of Management
Hamel, Gary; Breen, BillBook Chapter HBS-2509BC-EGiven how little the practice of management has changed over the past several decades, it's hardly surprising that most people have a hard time imagining how management might be reinvented. In this chapter, the author considers the evolution of modern management and the challenges managers face in the 21st century, calling for a radical reinvention of management in the years to come. This chapter was originally published as chapter 1 of "The Futu...Starting at €8.20
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Escaping the Shackles: Imagining the Future of Management
Hamel, Gary; Breen, BillBook Chapter HBS-2516BC-EWhen your company is deeply conventional and has been for decades, how do you get the ball rolling? This chapter discusses how to wage war against precedent to encourage breakthrough management thinking. This chapter was originally published as chapter 7 of "The Future of Management."Starting at €8.20
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Learning from the Fringe: Imagining the Future of Management
Hamel, Gary; Breen, BillBook Chapter HBS-2519BC-EAccording to the author, uncommon insights often come from uncommon places. This chapter suggests that in order to glimpse the future of management, you must search for "positive deviants"--organizations and social systems that defy the norms of conventional practice. This chapter was originally published as chapter 9 of "The Future of Management."Starting at €8.20
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St. Martin's Hospital
Leggett, Brian O'Connor; Binford, A.Case L-2-ELeadership and People ManagementThis case concerns a hospital in Berkley, California where the informal lines of communication have broken down. The human resources manager must recreate a wonkable informal communication network and raise the commitment level of the staff.Starting at €8.20