Hbspcat 9 Organizational

Organizational Behavior & Leadership 04/09/23 1

ILR0512GTitle: "A Players" or "A Positions"? The Strategic Logic of Workforce ManagementAuthor(s): Huselid, Mark A.; Beatty, Richard W.; Becker, Brian E.Publication Date: 12/01/2005Product Type: Harvard Business Review ArticleAbstract: Companies simply can't afford to have "A players" in all positions. Rather, businesses need to adopt a portfolio approach to workforce management, systematically identifying their strategically important A positions, supporting B positions and surplus C positions, then focusing disproportionate resources on making sure A players hold A positions. This is not as obvious as it may seem, because the three types of positions do not reflect corporate hierarchy, pay scales, or the level of difficulty in filling them. A positions are those that directly further company strategy and, less obviously, exhibit wide variation in the quality of the work done by the people who occupy them. Why variability? Because raising the average performance of individuals in these critical roles will pay huge dividends in corporate value. If a company like Nordstrom, for example, whose strategy depends on personalized service, were to improve the performance of its frontline sales associates, it could reap huge revenue benefits. B positions are those that support A positions or maintain company value. Inattention to them could represent a significant downside risk. (Think how damaging it would be to an airline, for example, if the quality of its pilots were to drop.) Yet investing in them to the same degree as A positions is ill-advised because B positions don't offer an upside potential. (Pilots are already highly trained, so channeling resources into improving their performance would probably not create much competitive advantage.) And C positions? Companies should consider outsourcing them--or eliminating them. We all know that effective business strategy requires differentiating a firm's products and services in ways that create value for customers. Accomplishing this requires a differentiated workforce strategy, as well.Industry Setting: High technology; Pharmaceutical industry; Retail industrySubjects: NO SUBJECTS(KEYWORDS)Length: 10pYear New: 2005

2424Title: "A Players" or "A Positions"? The Strategic Logic of Workforce

Management (HBR OnPoint Enhanced Edition)Author(s): Huselid, Mark A.; Beatty, Richard W.; Becker, Brian E.Publication Date: 12/01/2005Product Type: HBR OnPoint ArticleAbstract: Companies simply can't afford to have "A players" in all positions. Rather, businesses need to adopt a portfolio approach to workforce management, systematically identifying their strategically important A positions, supporting B positions and surplus C positions, then focusing disproportionate resources on making sure A players hold A positions. This is not as obvious as it may seem, because the three types of positions do not reflect corporate hierarchy, pay scales, or the level of difficulty in filling them. A positions are those that directly further company strategy and, less obviously, exhibit wide variation in the quality of the work done by the people who occupy them. Why variability? Because raising the average performance of individuals in these critical roles will pay huge dividends in corporate value. If a company like Nordstrom, for example, whose strategy depends on personalized service, were to improve the performance of its frontline sales associates, it could reap huge revenue benefits. B positions are those that support A positions or maintain company value. Inattention to them could represent a significant downside risk. (Think how damaging it would be to an airline, for example, if the quality of its pilots were to drop.) Yet investing in them to the same degree as A positions is ill-advised because B positions don't offer an upside potential. (Pilots are already highly trained, so channeling resources into improving their performance would probably not create much competitive advantage.) And C positions? Companies should consider outsourcing them--or eliminating them. We all know that effective business strategy requires differentiating a firm's products and services in ways that create value for customers. Accomplishing this requires a differentiated workforce strategy, as well.Subjects: NO SUBJECTS(KEYWORDS)Length: 10pList Price: $6.50Year New: 2005

2638BCTitle: "Be the Change You Wish to See in the World": Choosing to Be a Resonant LeaderAuthor(s): Boyatzis, Richard; McKee, AnniePublication Date: 10/27/2005

Product Type: HBS Press ChapterAbstract: Becoming a great and resonant leader does not happen by accident. This chapter asks leaders to tackle the challenges of personal transformation and renewal to achieve resonance. May be used with: (2627BC) Great Leaders Move Us: An Introduction to Resonant Leadership and Why It Matters; (2628BC) The Leader's Challenge: Resonant Leadership; (2630BC) Dissonance Is the Default: The Leader's Struggle to Sustain Resonance; (2632BC) Waking Up to Resonance and Renewal: Charting a Path to Self-Awareness and Great Leadership; (2633BC) Intentional Change: The Leader's Journey to Renewal; (2634BC) Mindfulness: An Essential Element of Resonant Leadership; (2635BC) Hope: An Essential Element of Resonant Leadership; (2636BC) Compassion: An Essential Element of Resonant Leadership; (2639BC) Appendix A: Power Stress, the Sacrifice Syndrome, and the Renewal Cycle: Understanding a Holistic Approach to Leadership; (2640BC) Appendix B: Additional Exercises: Resonant Leadership.Subjects: NO SUBJECTS(KEYWORDS)Length: 7pList Price: $6.95Year New: 2007

808040Title: "Doer's Profile" Nelson Mandela (1918-)Author(s): Stevenson, Howard; Spence, ShirleyPublication Date: 08/28/2007Revision Date: 04/28/2008Product Type: Case (Library)Abstract: Profile of Nelson Mandela designed to facilitate a discussion of the nature of enduring success. Includes both biographical data and excerpts from autobiographical records.Geographic Setting: South AfricaIndustry Setting: Government & regulatoryEvent Year Start: 1918Event Year End: 2007Subjects: NO SUBJECTS(KEYWORDS)Length: 13pSupplementary Materials: Teaching Note, (808140), 8p, by Howard Stevenson, Shirley M. SpenceYear New: 2007

U9804ATitle: 10 Myths About Post-heroic Leadership--And Why They're WrongAuthor(s): Stauffer, DavidPublication Date: 04/01/1998Product Type: Harvard Management

Customer Service Department • 60 Harvard Way • Boston, MA 02163-1001 ORDER TOLL FREE 1 • 800 • 545 • 7685


Update ArticleAbstract: Increasingly, the heroic model of leadership is being challenged by a movement toward shared responsibility. Post-heroic managers allow their employees to contribute to the process of managing and thereby produce better results and higher morale. As good as this sounds, the concept of post-heroic management is often met with strong resistance, particularly at upper levels. This article discusses 10 misunderstandings about post-heroic leadership and offers suggestions for getting past them.Subjects: Employee morale; Leadership; Managers; Participatory managementLength: 4pList Price: $4.50BESTSELLER

405022Title: 10 Uncommon Values (R): Optimizing the Stock-Selection ProcessAuthor(s): Groysberg, Boris; Healy, Paul M.Publication Date: 11/03/2004Revision Date: 03/20/2007Product Type: Case (Field)Abstract: In 2003, Steve Hash, research director at Lehman Brothers, prepared to initiate the firm's "Ten Uncommon Values" stock-picking process for the year. An investment committee had to pick the 10 best stocks from about 100 stock ideas presented by the firm's analysts. The performance of the stocks selected for the Ten Uncommon Values had historically been strong--an investment strategy to acquire the recommended stocks and hold them for one year would have outperformed the S&P 500 for 39 of the last 54 years. However, during the latest three years--2000 to 2002--the recommendations had performed poorly, generating an average return of -22.5% vs. -11.7% for the S&P 500. Hash pondered several questions: What was the importance of the Ten Uncommon Values for Lehman Brothers and its clients? How much time and effort should the firm put into the process of selecting stocks for the report? How many members should be on the Investment Policy Committee, and who should be selected? What should the process for selection be? Should analysts whose stocks were selected be compensated for their picks? Finally, should they continue the process? Teaching Purpose: Using both qualitative and quantitative data, to allow students to discuss a range of issues: the optimal process of selecting stocks, the optimal size of the committee, how much time to spend with each analyst,

private or public voting on stocks by the committee members, the right decision-making process, and whether incentives play a role in the process.Geographic Setting: United StatesIndustry Setting: Investment bankingNumber of Employees: 150Gross Revenues: $200-$300 million research budgetEvent Year Start: 2004Event Year End: 2004Subjects: Group dynamics; Human resources management; Investment banking; TeamsLength: 17pSupplementary Materials: Teaching Note, (407073), 35p, by Boris Groysberg, Paul M. HealyYear New: 2005

4015Title: The 180-Degree Turnaround (HBR Article Collection)Author(s): Kanter, Rosabeth Moss; Charan, Ram; Abrashoff, D. MichaelPublication Date: 06/01/2003Product Type: HBR OnPoint CollectionAbstract: Does your firm seem bogged down by an indefinable force, even if it's not on the brink of disaster? Do all your financial savvy, sound strategies, and product innovation appear useless? Your company may have a culture of indecision--an inability to make up its collective mind. The symptoms vary: People may be confused about how to execute key decisions. Or they hesitate to state that the emperor has no clothes--until he's left the meeting room. Untreated indecisiveness can spawn chronic underperformance. The antidote? Decisive dialogue--clear, honest, and creative interactions. Reward those who say what they're really thinking. Ask probing questions to reveal new and diverse information. Ensure that people leave meetings knowing what's expected of them. If your firm edges closer to the brink of failure--marked by finger pointing, turf protecting, and paralysis--initiate a psychological turnaround by restoring people's confidence in themselves and each other. Augment dialogue with three additional antidotes: respect, collaboration, and initiative. The three Harvard Business Review articles in this collection: "Conquering a Culture of Indecision" by Ram Charan (HBR reprint R0104D), "Leadership and the Psychology of Turnarounds" by Rosabeth Moss Kanter (HBR reprint R0306C), and "Retention Through Redemption" by D. Michael Abrashoff (HBR reprint R0102L).Subjects: Communication in organizations; Delegation of authority; Employee empowerment; Leadership;

Management of change; Organizational change; Organizational developmentLength: 35pList Price: $17.95

6633BNTitle: The 2001 HBR List: Change Is Changing, Special OfferPublication Date: 04/01/2001Product Type: Management ProgramAbstract: This special offer has been created around one of the groundbreaking business ideas featured in The 2001 HBR List: Breakthrough Ideas for Today's Business Agenda. The idea is about change. Is it revolution or evolution? Radical reinvention or incremental adjustment? How can companies best navigate a roiling business landscape? The authors square off on this question. Longtime revolution proponent Gary Hamel shows what a radical, grassroots uprising can do for a company in "Waking Up IBM." Eric Abrahamson, Nestle CEO Peter Brabeck, and Michael Beer and Nitin Nohria disagree. Abrahamson laments the danger in overly ambitious corporate reinvention and advises continual--but small--reconfigurations. Brabeck urges companies to clarify which of their aspects shouldn't change. Beer and Nohria recommend a blend of carefully timed large-scale change and small adjustments. This special offer includes the HBR OnPoint Collection, "Change Is Changing," which synthesizes the essence of four Harvard Business Review articles, including: "Waking Up IBM: How a Gang of Unlikely Rebels Transformed Big Blue" by Gary Hamel; "Change Without Pain" by Eric Abrahamson; "The Business Case Against Revolution: An Interview with Nestle's Peter Brabeck" by Suzy Wetlaufer; and "Cracking the Code of Change" by Michael Beer and Nitin Nohria. The collection features a one-page overview that draws out the main points from the articles and an annotated bibliography pointing you to related resources. This special offer also includes an individual HBR OnPoint article, "Meeting the Challenge of Disruptive Change" by Clayton M. Christensen and Michael Overdorf. It also includes the best-selling HBS Press book, Leading the Revolution by Gary Hamel.Subjects: Employee empowerment; Organizational change; Strategy implementationList Price: $45.95

C0102ETitle: 21st-Century Job DescriptionsPublication Date: 02/01/2001Product Type: Harvard Management



Communication Letter ArticleAbstract: The traditional job description has failed to keep pace with the fast-moving world of work. But there are ways to make these documents useful. One key: describe the results the company wants from the employee, rather than focusing on how he or she should spend his or her time.Subjects: Communication; Management communication; RecruitmentLength: 2pList Price: $4.50

U0803BTitle: 360-Degree MentoringAuthor(s): Collins, ElizabethPublication Date: 03/01/2008Product Type: Harvard Management Update ArticleAbstract: In today's business culture, your ideal mentor is not necessarily several rungs up the corporate ladder. Instead, your mentor might actually be a network of five or six individuals from all levels in your organization. Think of it as the 360-degree model of mentoring. In this article, thought leaders and practitioners lay out specific steps to take to wring the most value from your mentoring relationships. Among their advice: Clarify learning goals and expectations upfront. Make every mentoring relationship reciprocal. Keep the commitment strong on both sides--and know how to end the relationship when it's run its course.Subjects: NO SUBJECTS(KEYWORDS)Length: 3pList Price: $4.50

C0101DTitle: The 3G Mobile Phone: A Manager's GuidePublication Date: 01/01/2001Product Type: Harvard Management Communication Letter ArticleAbstract: The latest wireless telephone technology may have enormous implications on the way people communicate. Donal O'Shea and Mary Crowe, two technology experts, offer insight on how this technology could change the way business will be done.Subjects: Communication; Management communication; TechnologyLength: 2pList Price: $4.50

405018Title: The 48-Hour Diary: Assignment and InterpretationAuthor(s): Higgins, MonicaPublication Date: 10/13/2004Product Type: NoteAbstract: Instructions for a two-day, diary-keeping exercise designed to

reveal information about students' lifestyles. Teaching Purpose: To assist in career planning.Subjects: Careers & career planning; Self evaluationLength: 6pYear New: 2004

7835BCTitle: A Changing World: New Kinds of Organizations, New Kinds of TeamsAuthor(s): Bresman, Henrik; Ancona, DeborahPublication Date: 06/26/2007Product Type: HBS Press ChapterAbstract: The new fierce, innovation-based competitive environment has forced radical changes in the context in which teams must manage the challenges they're now being asked to tackle: specifically, changes in the organizational structures in which teams operate, in the structure of knowledge with which they work, and in the structure of tasks they perform. In the new loose, distributed organization, the model of internally focused teams that has dominated in the past is no longer sufficient. Today, teams need to find ways to proactively engage the external environment as well as the internal one and to exert bold organizational leadership.Subjects: NO SUBJECTS(KEYWORDS)Length: 24pList Price: $6.95

7597BCTitle: A Note on Impasse and DepressionAuthor(s): Butler, TimothyPublication Date: 03/14/2007Product Type: HBS Press ChapterAbstract: This chapter discusses the differences between impasse and depression, and gives suggestions on how to determine which one you're experiencing. The author takes care to note that regardless of whether you are feeling impasse or depression, you should never try to push through it alone.Subjects: NO SUBJECTS(KEYWORDS)Length: 6 minList Price: $6.95

BH257Title: A Strategic Risk Approach to Knowledge ManagementAuthor(s): Perrott, Bruce E.Publication Date: 11/01/2007Product Type: Case (Field)Publisher: Business Horizons/Indiana UniversityAbstract: In today's business environment, strong forces of competition and globalization have

created an urgency to focus how an organization controls and nurtures its intellectual capital. The concept of knowledge and its management has gained currency and momentum as technology has enabled thoughts and ideas to be more easily generated and distributed. With an increased application of technologies such as Internet, customer relationship management (CRM), and advanced software capabilities, it has been suggested the time has come for discussion of a new paradigm for knowledge management. Toward that end, this article examines the knowledge literature and reviews the experience of a leading private health care group, with the objective of gaining a better understanding of the issues that confront effective knowledge management in contemporary organizations. Finally, a tentative knowledge process model is developed herein, one which is intended to guide future discussion in the ongoing knowledge debate.Subjects: NO SUBJECTS(KEYWORDS)Length: 11pYear New: 2007

IMD172Title: ABB (A): The Barnevik Era (1988-2001)Author(s): Strebel, Paul; Govinder, NanciPublication Date: 01/01/2003Revision Date: 08/06/2004Product Type: Case (Field)Publisher: IMD - International Institute for Management DevelopmentAbstract: Examines the evolution of ABB under its four leaders, from the merger to 2002. Describes the history of both companies--Asea AB and Brown Boveri et Cie--the rationale for the merger, the merger process, and the integration and restructuring of the company under Percy Barnevik, the first CEO of ABB. Why was the merger so successful? What were the advantages and disadvantages of Barnevik's management system, especially the highly decentralized matrix structure? How did this structure serve ABB? At the end of 1996, Barnevik decided to step down as CEO. Who would succeed him? What challenges would the new CEO face?Geographic Setting: SwitzerlandIndustry Setting: EngineeringGross Revenues: $30 billion revenuesSubjects: Decentralization; Engineering; Leadership; Negotiations; Restructuring; Scandinavia; SwitzerlandLength: 15pSupplementary Materials: Teaching Note, (IMD173), 18p, by Paul Strebel,



Nanci Govinder; Supplement (Field), (IMD174), 7p, by Paul Strebel, Nanci Govinder; Supplement (Field), (IMD175), 6p, by Paul Strebel, Nanci Govinder; Supplement (Field), (IMD176), 5p, by Paul Strebel, Nanci GovinderYear New: 2005

IMD174Title: ABB (B): The Lindahl Era (1997-2001)Author(s): Strebel, Paul; Govinder, NanciPublication Date: 01/01/2003Revision Date: 08/06/2004Product Type: Supplement (Field)Publisher: IMD - International Institute for Management DevelopmentAbstract: Supplements the (A) case. Must be used with: (IMD172) ABB (A): The Barnevik Era (1988-2001).Geographic Setting: Scandanavia; SwitzerlandIndustry Setting: EngineeringSubjects: Decentralization; Engineering; Leadership; Negotiations; Restructuring; Scandinavia; SwitzerlandLength: 7pSupplementary Materials: Teaching Note, (IMD173), 18p, by Paul Strebel, Nanci GovinderYear New: 2005

IMD175Title: ABB (C): The Centerman Era (2001-2002)Author(s): Strebel, Paul; Govinder, NanciPublication Date: 01/01/2003Revision Date: 08/06/2004Product Type: Supplement (Field)Publisher: IMD - International Institute for Management DevelopmentAbstract: Supplements the (A) case. Must be used with: (IMD172) ABB (A): The Barnevik Era (1988-2001).Geographic Setting: Scandanavia; SwitzerlandIndustry Setting: EngineeringSubjects: Decentralization; Engineering; Leadership; Negotiations; Restructuring; Scandinavia; SwitzerlandLength: 6pSupplementary Materials: Teaching Note, (IMD173), 18p, by Paul Strebel, Nanci GovinderYear New: 2005

IMD176Title: ABB (D): The Dormann Era (2002--)Author(s): Strebel, Paul; Govinder, NanciPublication Date: 01/01/2003Revision Date: 08/06/2004Product Type: Supplement (Field)Publisher: IMD - International Institute for Management Development

Abstract: Supplements the (A) case. Must be used with: (IMD172) ABB (A): The Barnevik Era (1988-2001).Geographic Setting: Scandanavia; SwitzerlandIndustry Setting: EngineeringSubjects: Decentralization; Engineering; Leadership; Negotiations; Restructuring; Scandinavia; SwitzerlandLength: 5pSupplementary Materials: Teaching Note, (IMD173), 18p, by Paul Strebel, Nanci GovinderYear New: 2005

98C011Title: ABB PolandAuthor(s): Frost, Ann C.; Weinstein, MarcPublication Date: 11/24/1998Product Type: Case (Field)Publisher: Richard Ivey School of Business/UWOAbstract: This case gives students the opportunity to explore constraints imposed by an organizational structure that, in most parts of the world, provides the firm with significant benefits. However, in the context of Poland (and other former COMECON nations) the structure imposes a number of critical constraints.Geographic Setting: PolandIndustry Setting: Electronic instruments & controlsCompany Size: largeSubjects: Eastern Europe; Electric industries; Management of change; Matrix organization; Organizational structure; RestructuringLength: 14pSupplementary Materials: Teaching Note, (898C11), 9p, by Ann C. Frost

IMD128Title: ABB in the New Millennium: New Leadership, New Strategy, New OrganizationAuthor(s): Morosini, PieroPublication Date: 01/01/2000Revision Date: 12/17/2002Product Type: Case (Pub Mat)Publisher: IMD - International Institute for Management DevelopmentAbstract: Takes an inside look at ABB's unprecedented 1997 to 2000 transformation under Gvran Lindahl, the second CEO of this electrical engineering powerhouse, who succeeded Percy Barnevik during late 1996. After a highly successful first decade of existence under Barnevik (1988 to 1996), ABB found itself in the midst of a crisis by the end of 1997, after the combined effects of global deregulation, radical technological innovations, and an unpredictable but sweeping financial crisis across most

emerging markets. ABB's response was to shift its strategic focus radically to favor knowledge- and service-based offerings across all of its businesses. The company's implementation of such strategy took place in two bold steps. The first one comprised a major global restructuring of ABB, as a result of which the company divested from mature manufacturing businesses such as power generation and transportation and became a global leader in areas such as industrial process automation and electrical distribution solutions. The second step was to transform ABB into a fast-growing high-technology company, moving from old to new economy Internet-based services and solutions. The case contains two mini-cases in ABB distribution solutions and ABB's global information systems group--two instances that show first-hand the pains of rapidly transforming a vast, manufacturing concern into an Internet- and solutions-based powerhouse as the new millennium unfolds.Geographic Setting: GlobalIndustry Setting: EnergyGross Revenues: $25 billion revenuesSubjects: Electric power; Energy; Globalization; Implementation; Internet; Management of change; Organizational change; Restructuring; Strategy implementationLength: 11pSupplementary Materials: Teaching Note, (IMD129), 28p, by Piero MorosiniNEW

494075Title: ABC Sales and Service Division: A Case Study of Personal and Organizational TransformationAuthor(s): Mills, D. Quinn; Orwig, Brock W.; Pumo, Janet M.; Stilson, Todd C.; Wei, Richard C.Publication Date: 01/24/1994Product Type: Case (Field)Abstract: In the midst of dramatic changes in the information systems industry and declining profits at the ABC Co., the vice president in charge of the sales and service division, Jeff, and his managers attempt to transform their division. The transformation gets off to a good start but soon runs into problems as the managers are forced to lay off employees and to cancel a conference intended to move the transformation forward. Jeff wonders what he should do next as some members of his management team resign and morale is low.Geographic Setting: United StatesIndustry Setting: Information servicesGross Revenues: $3 billion revenuesSubjects: Corporate culture; Employee morale; Group dynamics; Leadership;



Management communication; Organizational changeLength: 15p

304095Title: ACCION International: Maintaining High Performance Through TimeAuthor(s): Chu, MichaelPublication Date: 03/19/2004Revision Date: 07/05/2005Product Type: Case (Field)Abstract: ACCION International has been a major innovator in microfinance for 30 years. Reviews organizational context under which key industry-shaping concepts were developed (from peer group lending, guarantee funds, equity investment funds, and regulated commercial banking institutions to joint ventures with banks) and assesses future challenges.Number of Employees: 102Gross Revenues: $12.2 million revenuesEvent Year End: 2004Subjects: Leadership; Management of change; Management performance; Networks; Organizational development; Social enterpriseLength: 30pYear New: 2005

306S01Title: ACCION International: Maintaining High Performance Through Time, Spanish VersionAuthor(s): Chu, MichaelPublication Date: 03/19/2004Revision Date: 07/05/2005Product Type: LACC CaseAbstract: ACCION International has been a major innovator in microfinance for 30 years. Reviews organizational context under which key industry-shaping concepts were developed (from peer group lending, guarantee funds, equity investment funds, and regulated commercial banking institutions to joint ventures with banks) and assesses future challenges.Number of Employees: 102Gross Revenues: $12.2 million revenuesEvent Year End: 2004Subjects: NO SUBJECTS(KEYWORDS)Length: 31p

407097Title: AFL-CIO: Office of Investment and Home DepotAuthor(s): Khurana, Rakesh; Weber, JamesPublication Date: 06/12/2007Revision Date: 12/18/2007Product Type: Case (Field)Abstract: Describes the AFL-CIO:

Office of Investments activities in their campaign to improve governance at Home Depot by calling attention to Home Depot CEO Robert Nardelli's compensation package and the company's poor performance. The AFL-CIO Office of Investments advocates for improved corporate governance at public companies, focusing on the problems of excessive chief executive compensation, improperly backdated stock options, insufficiently independent corporate board members, poor responsiveness to shareholders concerns, and a lack of transparency in the activities and decisions of boards. The AFL-CIO believes that such problems were indicators of underlying problems in corporate governance that could impact the long-term value of a public company. To advance its cause, the Office targeted Home Depot. In an effort to bring about change at the company, the AFL-CIO and AFSCME corresponded with Home Depot executives, staged public protests, appeared on talk shows, and maintained several Web sites. The trillion-dollar size of the union pension funds gave the Office a platform from which to work. The departure of Home Depot's CEO had been a significant step by Home Depot and the company had made other concessions as well. The AFL-CIO Office of Investment now needed to decide whether to continue to use its limited resources focusing on Home Depot or find a new target to forward their cause.Event Year Start: 2006Event Year End: 2007Subjects: NO SUBJECTS(KEYWORDS)Length: 20pYear New: 2007

497004Title: AT&T Resource Link: Revisioning the Managerial WorkforceAuthor(s): Bradach, Jeffrey L.; Sackley, NicolePublication Date: 10/07/1996Revision Date: 01/07/1997Product Type: Case (Field)Abstract: Resource Link is an in-house temporary firm, supplying managers and technical workers to the 26 business units of AT&T on a contract basis. The challenge facing Resource Link is how to grow, since an increasing number of managers are eager to use variable workers to staff their businesses. Resource Link must decide whether to bring outsiders into the pool or to continue to rely on AT&T employees who choose this way of working.Geographic Setting: United StatesIndustry Setting: Telecommunications industry

Number of Employees: 1,000Gross Revenues: $80 million revenuesSubjects: Careers & career planning; Human resources management; Organizational design; Personnel managementLength: 18pSupplementary Materials: Teaching Note, (497064), 12p, by Jeffrey L. Bradach

903118Title: Abby Joseph Cohen: A Career RetrospectiveAuthor(s): Nanda, Ashish; Lieb, Kristin J.Publication Date: 04/01/2003Revision Date: 06/09/2003Product Type: Case (Field)Abstract: This case provides a career retrospective as of 2003 on Goldman Sachs strategist Abby Joseph Cohen. It reviews Cohen's career path and progress through key decision points.Geographic Setting: New York, NYIndustry Setting: Financial servicesEvent Year End: 2003Subjects: Careers & career planning; Decision making; Investment banking; Professional servicesLength: 19pNEW

402043Title: Abelli and Saviotti at Banca Commerciale Italiana (A)Author(s): Casciaro, Tiziana; McGinn, Kathleen L.; Belingheri, MassimilianoPublication Date: 01/11/2002Revision Date: 06/06/2003Product Type: Case (Field)Abstract: In 1999, a powerful struggle amidst complex corporate and interpersonal networks led to the failed merger between Banca Commerciale Italiana and Unicredito Italiano--two of Italy's largest banking groups. This case analyzes the actions of Abelli and Saviotti, co-CEOs of Banca Commerciale Italiana at that time, as well as those of central players in Banca d'Italia, Mediobanca, and several prominent national and international banking and industrial groups. The events shed light on the management of multilayered resource dependencies and tactics of political influence as a critical precondition for implementing sound business strategy.Geographic Setting: ItalyIndustry Setting: Banking industryNumber of Employees: 20,000Gross Revenues: $4 billion revenuesSubjects: Banking; Italy; Management of change; Mergers; Networks; Power & influenceLength: 23pSupplementary Materials: Supplement



(Field), (402044), 3p, by Tiziana Casciaro, Massimiliano Belingheri, Kathleen L. McGinn; Teaching Note, (403170), 16p, by Tiziana Casciaro, Kathleen L. McGinn

402044Title: Abelli and Saviotti at Banca Commerciale Italiana (B)Author(s): Casciaro, Tiziana; Belingheri, Massimiliano; McGinn, Kathleen L.Publication Date: 01/07/2002Revision Date: 11/26/2002Product Type: Supplement (Field)Abstract: Supplements the (A) case. Must be used with: (402043) Abelli and Saviotti at Banca Commerciale Italiana (A).Geographic Setting: ItalyIndustry Setting: Banking industrySubjects: Banking; Italy; Management of change; Mergers; Networks; Power & influenceLength: 3pSupplementary Materials: Teaching Note, (403170), 16p, by Tiziana Casciaro, Kathleen L. McGinn

805115Title: Abraham Lincoln and the Civil WarAuthor(s): Koehn, Nancy F.Publication Date: 03/21/2005Revision Date: 05/21/2007Product Type: Case (Compilation)Abstract: Analyzes Abraham Lincoln's leadership during America's greatest crisis, the 1861-1865 Civil War. Using Lincoln's own words, the case traces the development of the 16th president's leadership philosophy, ethics, and skills in the years leading up to war.Geographic Setting: United StatesEvent Year Start: 1809Event Year End: 1865Subjects: Business history; Diversity; Ethics; Leadership; Organizational behavior; Politics; ValuesLength: 47pYear New: 2007

78307Title: The Abrasive PersonalityAuthor(s): Levinson, HarryPublication Date: 05/01/1978Product Type: Harvard Business Review ArticleAbstract: Abrasive personalities frequently prevent young, high-powered, and capable executives from gaining top positions in companies. A profile of the problem personality reveals a generally intelligent, analytical, hard worker who exhibits impatience with others and reluctance to delegate assignments. These highly competent people become key to the organization yet their political insensitivity makes them unpromotable. They tend to overorganize and

oversupervise and often demoralize their subordinates. Their problems must be approached in a forthright manner.Subjects: Human behavior; Personal strategy & styleLength: 7p

2177BCTitle: Accelerate Your Learning: The First 90 DaysAuthor(s): Watkins, MichaelPublication Date: 09/18/2003Product Type: HBS Press ChapterAbstract: When a new leader derails, failure to learn is almost always a factor. It is essential to figure out what you need to know about your new organization and then learn it as rapidly as possible. This chapter shows you how to identify the best sources of insight in an organization, rely on structured learning methods, and create and execute a learning plan. May be used with: (2175BC) Introduction: The First 90 Days; (2176BC) Promote Yourself: The First 90 Days; (2180BC) Match Strategy to Situation: The First 90 Days; (2182BC) Secure Early Wins: The First 90 Days; (2183BC) Negotiate Success: The First 90 Days; (2184BC) Achieve Alignment: The First 90 Days; (2185BC) Build Your Team: The First 90 Days; (2188BC) Create Coalitions: The First 90 Days; (2189BC) Keep Your Balance: The First 90 Days; (2190BC) Expedite Everyone: The First 90 Days; (2192BC) Conclusion: Beyond Sink or Swim (The First 90 Days).Subjects: NO SUBJECTS(KEYWORDS)Length: 0pList Price: $6.95NEW

U0309ETitle: Accelerating the New Manager's Start: Debriefing Linda A. HillAuthor(s): Johnson, Lauren KellerPublication Date: 09/01/2003Product Type: Harvard Management Update ArticleAbstract: Making the leap from individual contributor to manager counts as among the most challenging transitions in business life. New expectations, a new identity, new performance criteria--all can set a first-time manager's head spinning. Though newcomers to the managerial role must master their transition primarily through old fashioned on-the-job experience, their bosses can also help speed up the process. In an age when a company's success hinges on its ability to attract and manage topnotch talent, every executive should be able to master the art of managerial development.Subjects: Communication; Leadership;

Management developmentLength: 2pList Price: $4.50

5313CTitle: Accessing Your Creativity: Overcoming the Challenges of Time and StressAuthor(s): Ray, Michael L.Publication Date: 08/11/2005Product Type: Faculty Seminar VideoMedium: CD-ROMPublisher: Stanford UniversityAbstract: Most of us believe that the only constant is change. But, in fact, there is another constant--our own inner resources. In these times of change, continuous innovation is required for competitive advantage in business. To promote constant innovation, it is imperative to tap into people's inner creative resources, fully leveraging the rest of their skills, making their work more meaningful and allowing them to contribute to the best of their abilities. Drawing on 25 years of teaching his innovative Personal Creativity in Business class, Professor Michael L. Ray weaves together stories, tips for living, and exercises to help you combat the challenges of time and stress to bring this resource into your life more fully.Subjects: NO SUBJECTS(KEYWORDS)Length: 33 minYear New: 2005

5313FTitle: Accessing Your Creativity: Overcoming the Challenges of Time and Stress (Faculty Lecture CD-ROM for Group Use)Author(s): Ray, Michael L.Publication Date: 08/11/2005Product Type: Faculty Seminar VideoMedium: CD-ROMAbstract: Most of us believe that the only constant is change. But, in fact, there is another constant--our own inner resources. In these times of change, continuous innovation is required for competitive advantage in business. To promote constant innovation, it is imperative to tap into people's inner creative resources, fully leveraging the rest of their skills, making their work more meaningful and allowing them to contribute to the best of their abilities. Drawing on 25 years of teaching his innovative Personal Creativity in Business class, Professor Michael L. Ray weaves together stories, tips for living, and exercises to help you combat the challenges of time and stress to bring this resource into your life more fully.Subjects: NO



SUBJECTS(KEYWORDS)Length: 33 minYear New: 2005

BH248Title: The Accountability Lens: A New Way to View Management IssuesAuthor(s): Hall, Angela T.; Bowen, Micheal G.; Ferris, Gerald R.; Royle, M. Todd; Fitzgibbons, Dale E.Publication Date: 09/15/2007Product Type: Case (Field)Publisher: Business Horizons/Indiana UniversityAbstract: Contends that viewing organizations through an accountability lens (in terms of source, focus, salience, and intensity) helps illuminate issues of governance and ethical dilemmas common to most individuals at work. Proposes that disconnects between aspects of accountability may pressure individuals to behave unethically and seek to rationalize their behaviors and suggests that accountability is not only an organizational requirement, but also a perceptual lens that can be used to observe and understand behavior in, and of, organizations. Demonstrates how to make better sense of functional and dysfunctional behavior in organizations by applying the accountability lens. A key component of this accountability lens is the notion of an accountability environment: those aspects of an individual's immediate work environment that directly affect the subjective interpretation and experience of felt accountability. The notion that individuals perceive and interpret their accountabilities subjectively is critical to understanding why multiple employees can behave differently (and sometimes unethically) under the same accountability conditions.Subjects: NO SUBJECTS(KEYWORDS)Length: 9pYear New: 2007

HKU622Title: AccuForm: Ethical Leadership and Its Challenges in the Era of GlobalizationAuthor(s): Woo, Claudia, HL; Lau, Amy; Wong, RaymondPublication Date: 03/13/2006Product Type: Case (Field)Publisher: University of Hong KongAbstract: AccuForm, a German-Hong Kong joint venture specializing in the production of chemical coatings for application to garments, is confronted with a situation where an unauthorized Chinese manufacturer had stolen one of AccuForm's experimental coatings, applied it to their own brand of clothing, and sold it to the public as an AccuForm

product. The product had caused allergic reactions in some children, and the media had widely reported the incident. It was later discovered there was more to the situation than stolen coating, as some staff were found to have engaged in money laundering, misappropriation of company assets, acceptance of illegitimate rebates, and bribes. The general manager of AccuForm, in addition to having to deal with the media, also had to find a way to resolve the differences in business practices between the company's German and Hong Kong parents, which are thought to have been partially responsible for the incident, as well as rebuild staff morale and customers' confidence in AccuForm's products. Illustrates how differences in company cultures can create difficulty for management, and what are formulas for success in one country may be guarantees of failure in another.Geographic Setting: Hong KongIndustry Setting: Chemical industrySubjects: NO SUBJECTS(KEYWORDS)Length: 13pSupplementary Materials: Teaching Note, (HKU623), 11p, by Claudia Woo HL, Amy Lau, Raymond WongYear New: 2007

307048Title: Acelero Learning: Building a Culture of PerformanceAuthor(s): Childress, StaceyPublication Date: 02/14/2007Revision Date: 11/01/2007Product Type: Case (Field)Abstract: An abstract is not available for this product.Subjects: NO SUBJECTS(KEYWORDS)Length: 19pSupplementary Materials: Teaching Note, (309027), 13p, by Tiffany K. Cheng, Stacey Childress, Jason MahonYear New: 2007

2184BCTitle: Achieve Alignment: The First 90 DaysAuthor(s): Watkins, MichaelPublication Date: 09/18/2003Product Type: HBS Press ChapterAbstract: The higher you climb in organizations, the more you take on the role of organizational architect, creating the context within which others can achieve superior performance. No matter how charismatic you are, you cannot hope to do much if the key elements in your unit are fundamentally out of alignment. This chapter tackles the challenge of assessing the architecture of your group and identifying

areas for improvement in the alignment of strategy, structure, systems and skills in the first 90 days. May be used with: (2175BC) Introduction: The First 90 Days; (2176BC) Promote Yourself: The First 90 Days; (2177BC) Accelerate Your Learning: The First 90 Days; (2182BC) Secure Early Wins: The First 90 Days; (2183BC) Negotiate Success: The First 90 Days; (2185BC) Build Your Team: The First 90 Days; (2188BC) Create Coalitions: The First 90 Days; (2189BC) Keep Your Balance: The First 90 Days; (2190BC) Expedite Everyone: The First 90 Days; (2192BC) Conclusion: Beyond Sink or Swim (The First 90 Days).Subjects: NO SUBJECTS(KEYWORDS)Length: 0pList Price: $6.95NEW

SMR133Title: Achieving Deep Customer FocusAuthor(s): Vandermerwe, SandraPublication Date: 04/01/2004Product Type: SMR ArticleAbstract: Today's managers acknowledge the importance of customer focus. Yet the costly customer efforts they usually implement rarely bring the promised gains. The reason? A superficial understanding of what customer focus really means. True customer focus involves comprehensive organizational change. As Baxter Healthcare, LexisNexis, IBM, and BP are learning, the kind of customer focus that creates an advantage competitors have great difficulty copying calls for companywide transformation. The author's in-depth research over many years shows how 10 breakthroughs in thinking, remarkably consistent across industries, improve growth and profitability more effectively than customer relationship management software, loyalty programs, or satisfaction surveys. She describes how, for example, the manager of Baxter Healthcare Corp. Germany got employees thinking of themselves as doing postoperative "home-recovery enhancement" instead of merely providing postoperative nutritional products to hospitals--and how that ultimately led to Baxter becoming indispensable to customers. When deep customer focus gets rooted in employee behavior, people at all levels become innovators.Subjects: Competitive advantage; Customer relations; Leadership; Marketing implementation; Organizational changeLength: 11p



Year New: 2005

481010Title: Action Planning and Implementation: A Manager's ChecklistAuthor(s): Schlesinger, Leonard A.; Ware, James P.Publication Date: 07/01/1980Product Type: NoteAbstract: A checklist of suggested guidelines for managers embarking on action planning and implementation activities. Used as a supplement to assist in the preparation of case materials.Subjects: Action planning; Case method; Organizational behavior; Organizational changeLength: 7p

605079Title: Action Planning: An LCA Perspective, Module NoteAuthor(s): Sucher, Sandra J.Publication Date: 03/30/2005Revision Date: 05/11/2006Product Type: NoteAbstract: Module note for Leadership and Corporate Accountability course.Subjects: Action planning; Corporate responsibility; Ethics; LeadershipLength: 6pYear New: 2005

490087Title: Action Taking and Action PlanningAuthor(s): Barnes, Louis B.Publication Date: 04/15/1990Product Type: NoteAbstract: Written for the book Organizational Transactions by C. Kafter and L. Barnes.Subjects: Action planning; Decision making; Human behavior; Leadership; Managerial behavior; Organizational behaviorLength: 9p

407S13Title: Acton-Burnett, Inc., Spanish VersionAuthor(s): Gabarro, John J.Publication Date: 08/01/1975Product Type: LACC CaseAbstract: Describes the formation, selection, and experience of a task force with multidepartmental membership. The problems faced by the task force leader at the end of the case raise issues of who does the selection; the establishment of group norms, values, and goals; the leadership of a task force; confidentiality and responsibility; individual rivalry; and intergroup conflict and politics. Based on Belmont-White Co. and Vandercook Chain Stores, Inc. by E.P. Learned.

Geographic Setting: Midwestern United StatesIndustry Setting: MetalsGross Revenues: $400 million salesSubjects: NO SUBJECTS(KEYWORDS)Length: 9pYear New: 2007

476018Title: Acton-Burnett, Inc.Author(s): Gabarro, John J.Publication Date: 08/01/1975Revision Date: 07/15/1993Product Type: Case (Gen Exp)Abstract: Describes the formation, selection, and experience of a task force with multidepartmental membership. The problems faced by the task force leader at the end of the case raise issues of who does the selection; the establishment of group norms, values, and goals; the leadership of a task force; confidentiality and responsibility; individual rivalry; and intergroup conflict and politics. Based on Belmont-White Co. and Vandercook Chain Stores, Inc. by E.P. Learned.Geographic Setting: Midwestern United StatesIndustry Setting: MetalsCompany Size: largeGross Revenues: $400 million salesSubjects: Group dynamics; Interdepartmental relations; Interpersonal relations; Leadership; MetalsLength: 9p

484005Title: Acton-Burnett, Inc. (A)Author(s): Isenberg, Daniel J.Publication Date: 07/12/1983Revision Date: 03/25/1992Product Type: Case (Gen Exp)Abstract: Describes the formation, selection, and experience of a task force with multi-departmental membership. The problems faced by the task force leader raise issues concerning the selection of members for a task force, who does the selecting, the establishment of group norms, values, goals, the leadership of a task force, questions of confidentiality and responsibility, individual rivalry and intra-group conflict and politics. A rewritten version of an earlier case by J.J. Gabarro.Geographic Setting: Midwestern United StatesIndustry Setting: Non-ferrous metalsCompany Size: mid-sizeGross Revenues: $400 million salesSubjects: Group behavior; Interpersonal behavior; Leadership; TeamsLength: 5pSupplementary Materials: Supplement

(Gen Exp), (484006), 3p, by Daniel J. Isenberg; Supplement (Gen Exp), (484007), 3p, by Daniel J. Isenberg

484006Title: Acton-Burnett, Inc. (B)Author(s): Isenberg, Daniel J.Publication Date: 07/12/1983Revision Date: 11/20/1991Product Type: Supplement (Gen Exp)Abstract: Supplements the (A) case. A rewritten version of an earlier case. Must be used with: (484005) Acton-Burnett, Inc. (A).Subjects: Group behavior; Interpersonal behavior; Leadership; TeamsLength: 3p

484007Title: Acton-Burnett, Inc. (C)Author(s): Isenberg, Daniel J.Publication Date: 07/12/1983Revision Date: 03/25/1992Product Type: Supplement (Gen Exp)Abstract: Supplements the (A) case. A rewritten version of an earlier case. Must be used with: (484005) Acton-Burnett, Inc. (A).Subjects: Group behavior; Interpersonal behavior; Leadership; TeamsLength: 3p

482003Title: Adam Aron (A)Author(s): Sonnenfeld, Jeffrey A.; Fisher DPublication Date: 07/29/1981Product Type: Case (Field)Abstract: Young manager considers job change in the face of employer's financial crisis. Issues raised concern early career socialization, company loyalty, risks of job change, evaluating career opportunities, and definitions of career success.Geographic Setting: New York, NYIndustry Setting: Airline industryGross Revenues: $40 billion salesSubjects: Airlines; Careers & career planning; Cost benefit analysis; Human resources managementLength: 13p

483040Title: Adam Aron (B)Author(s): Sonnenfeld, Jeffrey A.; Dowd, James J.Publication Date: 09/10/1982Revision Date: 06/29/1983Product Type: Case (Field)Abstract: Describes the advances in Aron's career in the 18 months since his decision to stay with Pan Am and try to help save it.Geographic Setting: New York, NYIndustry Setting: Airline industrySubjects: Airlines; Careers & career



planning; Cost benefit analysis; Human resources managementLength: 5p

6670CDTitle: Adaptive Leadership Virtual Seminar with Ron HeifetzAuthor(s): Heifetz, Ronald A.Publication Date: 05/14/2009Product Type: Conference AudioAbstract: The Practice of Adaptive Leadership: Tools and Tactics for Changing your Organization and the World. A conversation with Ron Heifetz.Subjects: NO SUBJECTS(KEYWORDS)Length: 90 minList Price: $149.00

6670CFTitle: Adaptive Leadership Virtual Seminar with Ron HeifetzAuthor(s): Heifetz, Ronald A.Publication Date: 05/14/2009Product Type: ConferenceAbstract: The Practice of Adaptive Leadership: Tools and Tactics for Changing your Organization and the World. A conversation with Ron Heifetz.Subjects: NO SUBJECTS(KEYWORDS)Length: 90 minList Price: $349.00

B0507DTitle: Add a Customer Profitability Metric to Your Balanced ScorecardAuthor(s): Kaplan, Robert S.Publication Date: 07/15/2005Product Type: Balanced Scorecard Report ArticleAbstract: It's no news that increasing the customer base doesn't necessarily translate into higher profits. In fact, at too many companies, the quest to expand the number of customers--and find new ways to please them--translates into reduced profitability. What can companies do to prevent this self-defeating practice? Simple: Incorporate customer profitability metrics into their Balanced Scorecard. By applying the principles of time-driven, activity-based costing (a new variation on Robert S. Kaplan's accounting methodology), companies can more readily identify unprofitable customer relationships. The BSC can then help them take corrective action to better align internal and customer processes with the company's ultimate financial goals.Subjects: NO SUBJECTS(KEYWORDS)Length: 3pList Price: $9.50Year New: 2005

409014Title: Adobe Systems: Working Towards a "Suite" Release (A)Author(s): Barley, Lauren; Thomas, David A.Publication Date: 09/24/2008Product Type: Case (Field)Abstract: The case examines the tools a manager can use to keep her project on track and manage conflict and tension as Adobe prepares to launch Creative Suite 3, the biggest software release in the company's 25-year history. The protagonist, Yvonne Murray, is a group program manager at Adobe and responsible for coordinating the integration of her business unit's product--Device Central--in Creative Suite 3. Murray is copied on an email that warns the Device Central product team that Device Central may be pulled from the Creative Suite 3 marketing materials and from the launch entirely because it was in danger of missing a deadline. Murray wonders if and how to respond to the email that was addressed to her Device Central colleague, group product manager Carol Linburn.Geographic Setting: CaliforniaNumber of Employees: 6,000Gross Revenues: $2.6 billionEvent Year Start: 2006Event Year End: 2008Subjects: NO SUBJECTS(KEYWORDS)Length: 23pSupplementary Materials: Supplement (Field), (409015), 6p, by Lauren Barley, David A. Thomas

409015Title: Adobe Systems: Working Towards a "Suite" Release (B)Author(s): Barley, Lauren; Thomas, David A.Publication Date: 09/24/2008Product Type: Supplement (Field)Abstract: An abstract is not available for this product. Must be used with: (409014) Adobe Systems: Working Towards a "Suite" Release (A).Subjects: NO SUBJECTS(KEYWORDS)Length: 6p

406111Title: Adrian Ivinson at the Harvard Center for Neurodegeneration and RepairAuthor(s): Kaplan, Robert Steven; Kanji, AyeshaPublication Date: 04/26/2006Product Type: Case (Field)Abstract: Adrian Ivinson is the director of Harvard Center for Neurodegeneration and Repair (HCNR), a not-for-profit research center at the Harvard Medical School (HMS). The

center was started in late 2000 with a gift of $37.5 million from an anonymous donor. Its mandate was to conduct research that could lead to actual treatments for neurodegenerative disease (i.e., ALS, Parkinson's, Alzheimer's, MS, and Huntington's) and do so by encouraging collaboration among researchers in the HMS community. When Ivinson takes the helm in 2001, he finds a dysfunctional center with little organization or structure. In addition, he has little formal authority to make changes and he must navigate the complex culture of the HMS neurological research community as well as the HMS academic culture. Demonstrates Ivinson's efforts to develop HCNR as a catalyst for aligning scientific researchers in the HMS community by creating incentives for innovation and collaboration. Also, profiles the issues he faces as general manager at various stages of the organization's development--and how his style, priorities, and approach must change as the needs of the organization change. Provides an opportunity for action planning to address the major issues facing the HCNR at the end of 2005. Focuses on organizational culture, alignment, leadership style/fit, and change management.Geographic Setting: Boston, MAIndustry Setting: Health care industryNumber of Employees: 35Event Year End: 2005Subjects: NO SUBJECTS(KEYWORDS)Length: 25pSupplementary Materials: Teaching Note, (407004), 12p, by Robert Steven KaplanYear New: 2006

C0110ATitle: After the Bubble: How to Communicate NowAuthor(s): Morgan, NickPublication Date: 10/01/2001Product Type: Harvard Management Communication Letter ArticleAbstract: The dot-com era changed forever how we talk about our business to customers and employees. We face new communication challenges: a constant flow of information that continues to increase--and no easy way to sift out the important data. But what hasn't changed is the fact that our communications to customers and employees aren't as good, focused, or clear as they should be. Here, we offer some communication lessons from the dot-com boom--and suggest certain skills to hone for success in the next era.Subjects: Management communicationLength: 3p



List Price: $4.50

4251Title: Age of Paradox (Hardcover)Author(s): Handy, CharlesPublication Date: 02/17/1994Product Type: HBS Press BookAbstract: In this striking sequel to his best-selling book, Age of Unreason, Charles Handy shows how the changes he predicted are upon us. New developments in technology, radical changes in the global economy, and the relentless pursuit of productivity have altered forever our organizations, our careers, and our lifestyles. These changes are inevitable and irreversible, and they bring a host of new problems and paradoxes. This book identifies the unintended consequences of change and provides a set of guiding principles to cope with the paradoxes of modern life, leading to a more balanced existence for individuals, greater rewards for organizations, and a more just society for all. A paperback version is available: Order No. 6432, $12.95.Subjects: Business & society; Careers & career planning; Creativity; Demographics; Organizational behavior; Organizational design; Social change; Technological changeLength: 320pList Price: $24.95

6432Title: Age of Paradox (Paperback)Author(s): Handy, CharlesPublication Date: 06/21/1995Product Type: HBS Press BookAbstract: In this striking sequel to his best-selling book, Age of Unreason, Charles Handy shows how the changes he predicted are upon us. New developments in technology, radical changes in the global economy, and the relentless pursuit of productivity have altered forever our organizations, our careers, and our lifestyles. These changes are inevitable and irreversible, and they bring a host of new problems and paradoxes. This book identifies the unintended consequences of change and provides a set of guiding principles to cope with the paradoxes of modern life, leading to a more balanced existence for individuals, greater rewards for organizations, and a more just society for all.Subjects: Business & society; Careers & career planning; Creativity; Demographics; Ethics; Organizational behavior; Organizational design; Social change; Social enterprise; Technological changeLength: 320pList Price: $16.00

2461Title: Age of Unreason (Hardcover)Author(s): Handy, CharlesPublication Date: 09/01/1990Product Type: HBS Press BookAbstract: In an era when change is constant, random, and, as Handy calls it, discontinuous, it is necessary to break out of old ways of thinking in order to use change to our advantage. Handy examines how dramatic changes are transforming business, education, and the nature of work. We can see it in astounding new developments in technology, in the shift in demand from manual to cerebral skills, and in the virtual disappearance of lifelong, full-time jobs. Handy maintains that discontinuous change requires discontinuous, upside-down thinking, and discusses the need for new kinds of organizations, new approaches to work, new types of schools, and new ideas about the nature of our society. A paperback version is available: Order No. 3018, $12.95.Subjects: Business & society; Careers & career planning; Demographics; Organizational behavior; Social change; Technological changeLength: 288pList Price: $29.95

3018Title: Age of Unreason (Paperback)Author(s): Handy, CharlesPublication Date: 09/01/1991Product Type: HBS Press BookAbstract: In an era when change is constant, random, and, as Handy calls it, discontinuous, it is necessary to break out of old ways of thinking in order to use change to our advantage. Handy examines how dramatic changes are transforming business, education, and the nature of work. We can see it in astounding new developments in technology, in the shift in demand from manual to cerebral skills, and in the virtual disappearance of lifelong, full-time jobs. Handy maintains that discontinuous change requires discontinuous, upside-down thinking, and discusses the need for new kinds of organizations, new approaches to work, new types of schools, and new ideas about the nature of our society.Subjects: Business & society; Careers & career planning; Demographics; Ethics; Organizational behavior; Social change; Social enterprise; Technological changeLength: 288pList Price: $16.00BESTSELLER

OD1ATitle: Agilent Technologies:

Organizational Change (A)Author(s): Carroll, Glenn R.; Barnett, William P.; Chang, VictoriaPublication Date: 09/21/2001Revision Date: 12/01/2001Product Type: Case (Field)Publisher: Stanford UniversityAbstract: On March 2, 1999, Hewlett-Packard (HP) announced a plan to create a separate company, subsequently named Agilent Technologies, made up of HP's businesses in test and measurement, semiconductor products, healthcare solutions, chemical analysis, and the related portions of HP laboratories. In developing the transformation strategy, Agilent president and CEO, Ned Barnholt, grappled with how to improve the efficiency and effectiveness of the new company while still maintaining the best portions of HP's culture and practices. Barnholt adopted HP's values of innovation and contribution, trust and respect for individuals, and uncompromising integrity, but he added three new values: speed, focus, and accountability. Barnholt also wanted to improve the company's efficiency in terms of shared services. In mid-2001, the Agilent team faced a series of unexpected challenges. On April 5, 2001, Barnholt announced that business conditions had worsened more than previously expected. Barnholt wondered whether he and his team had gone too far in the organizational and cultural changes they had tried to implement. He wondered whether his vision of speed, focus, and accountability would be compatible with HP's legacy values and culture, and if so, how would he integrate the two.Geographic Setting: Silicon ValleyIndustry Setting: Computer industry; Electronic components; Electronic instruments & controls; Medical equipment & device industry; Network device; Semiconductor industryNumber of Employees: 46,000Gross Revenues: $10.8 billion revenuesSubjects: Computer industry; High technology; New process; Organizational change; Organizational design; Organizational development; Organizational management; Organizational problemsLength: 35pSupplementary Materials: Supplement (Field), (OD1B), 2p, by Glenn R. Carroll, William P. Barnett, Victoria Chang

OD1BTitle: Agilent Technologies: Organizational Change (B)Author(s): Carroll, Glenn R.; Barnett, William P.; Chang, Victoria



Publication Date: 09/21/2001Revision Date: 12/01/2001Product Type: Supplement (Field)Publisher: Stanford UniversityAbstract: Supplements (OD1A). Must be used with: (OD1A) Agilent Technologies: Organizational Change (A).Industry Setting: Computer industrySubjects: Computer industry; High technology; New process; Organizational change; Organizational design; Organizational development; Organizational management; Organizational problemsLength: 2p

IES111Title: Agnellis and the Fiat Group: The Story of a Family Empire (A)Author(s): Tapies, Josep; Toninato, FrancescaPublication Date: 02/23/2005Revision Date: 03/01/2005Product Type: Case (Field)Publisher: IESE Business SchoolAbstract: Synthesizes the most important events and turning points in the history of Fiat, one of the largest companies in Italy, and deals with the issues the Agnelli family faced to secure their control of the company, despite several financial crises and tragic family events. Brings up typical issues facing by family-owned businesses: how to manage and plan the succession to new generations (in Fiat, there are now representatives of the 5th generation sitting on the board of directors); control and manage possible conflicts among family members; avoid dilution of ownership and loss of control, even in tough financial periods; and regain effective control from CEOs and management teams not belonging to the family.Geographic Setting: ItalyIndustry Setting: Automotive industry; Manufacturing industriesSubjects: NO SUBJECTS(KEYWORDS)Length: 15pSupplementary Materials: Teaching Note, (IES114), 11p, by Josep Tapies, Francesca Toninato; Supplement (Field), (IES112), 13p, by Josep Tapies, Francesca Toninato; Supplement (Field), (IES113), 10p, by Josep Tapies, Francesca ToninatoYear New: 2006

IES112Title: Agnellis and the Fiat Group: The Story of a Family Empire (B)Author(s): Tapies, Josep; Toninato, FrancescaPublication Date: 02/14/2005Revision Date: 03/15/2005

Product Type: Supplement (Field)Publisher: IESE Business SchoolAbstract: An abstract is not available for this product. Must be used with: (IES111) Agnellis and the Fiat Group: The Story of a Family Empire (A).Subjects: NO SUBJECTS(KEYWORDS)Length: 13pSupplementary Materials: Teaching Note, (IES114), 11p, by Josep Tapies, Francesca ToninatoYear New: 2006

IES113Title: Agnellis and the Fiat Group: The Story of a Family Empire (C)Author(s): Tapies, Josep; Toninato, FrancescaPublication Date: 02/14/2005Revision Date: 03/18/2005Product Type: Supplement (Field)Publisher: IESE Business SchoolAbstract: An abstract is not available for this product. Must be used with: (IES111) Agnellis and the Fiat Group: The Story of a Family Empire (A).Subjects: NO SUBJECTS(KEYWORDS)Length: 10pSupplementary Materials: Teaching Note, (IES114), 11p, by Josep Tapies, Francesca ToninatoYear New: 2006

400022Title: Agrochemicals at Ciba-Geigy AG (A)Author(s): Tushman, Michael L.; Smith, Wendy K.; Radov, Daniel B.Publication Date: 12/20/1999Product Type: Case (Field)Abstract: After spending five years to develop a revolutionary product, the director of Ciba-Geigy's fungicide research department is handed an unfavorable market study. The case details the R&D process for the new product, including information on corporate partnerships, company structure, and departmental research procedures. The case ends with the R&D director faced with a decision about the best way of moving forward, if at all, with the product. May be used with: (400023) Agrochemicals at Ciba-Geigy AG (B).Geographic Setting: SwitzerlandIndustry Setting: Chemical industry; Pharmaceutical industrySubjects: Agribusiness; Innovation; Leadership; Management of change; Marketing strategy; Pharmaceuticals; Product development; Research & development; SwitzerlandLength: 8pYear New: 2007

400023Title: Agrochemicals at Ciba-Geigy AG (B)Author(s): Tushman, Michael L.; Smith, Wendy K.; Radov, Daniel B.Publication Date: 12/20/1999Revision Date: 01/10/2000Product Type: Case (Field)Abstract: Focuses on Pierre Urech's efforts to change the division structure at Ciba-Geigy to facilitate the marketing of the new product. Details the relationships Urech cultivates and the strategy he pursues as "product champion." Also describes the restructuring of the research department into small teams to improve product development. Other topics include the marketing of the new product in different regional settings, the emergence of a "dominant design," and a slow-down in subsequent innovation. May be used with: (400022) Agrochemicals at Ciba-Geigy AG (A).Geographic Setting: SwitzerlandIndustry Setting: Chemical industry; Pharmaceutical industrySubjects: Agribusiness; Innovation; Leadership; Management of change; Marketing strategy; Pharmaceuticals; Product development; Research & development; SwitzerlandLength: 9pYear New: 2006

479001Title: Al WesterfieldAuthor(s): Beer, Michael; Stein, EllenPublication Date: 08/01/1978Product Type: Case (Field)Abstract: Describes a mentor-protege relationship and the struggles and conflicts which have emerged in that relationship.Geographic Setting: TexasIndustry Setting: Computer industryCompany Size: mid-sizeSubjects: Computer industry; Human behavior; Interpersonal relations; Organizational behaviorLength: 11p

404S14Title: Alan Stein, Spanish VersionAuthor(s): Sloane, Carl S.; Zuboff, Shoshana; Giarman, R. KeithPublication Date: 05/17/1993Product Type: LACC CaseAbstract: Describes the career and personal history of an adult male, choice points in his life, and how he made critical career and personal choices. Focuses in particular on his decision to "retire" from Goldman, Sachs at an early age (46), make a transition into a state government role, and then make a transition back into an investment-banking position with a different firm in a



different and more self-fulfilling role.Geographic Setting: United StatesSubjects: Careers & career planning; Human behavior; Self evaluationLength: 10p

493088Title: Alan SteinAuthor(s): Sloane, Carl S.; Zuboff, Shoshana; Giarman, R. KeithPublication Date: 05/17/1993Product Type: Case (Field)Abstract: Deals with issues of adult and career development at mid-life. Describes the career and personal history of an adult male, choice points in his life, and how he made critical career and personal choices. Focuses in on his decision to "retire" from Goldman, Sachs at an early age (46), make a transition into a state government role, and then make a transition back into an investment banking position with a different firm in a different and more self-fulfilling role.Geographic Setting: United StatesSubjects: Careers & career planning; Human behavior; Self evaluationLength: 9p

489039Title: Alex DeanAuthor(s): Zuboff, Shoshana; Delong, David; Scharf, KathleenPublication Date: 09/09/1988Revision Date: 07/12/2000Product Type: Case (Field)Abstract: Traces the evolution of Alex Dean's internal and external careers, exploring his psychological and emotional development, as well as seemingly dramatic shifts in career direction from research scientist to venture capitalist. Designed to encourage students to reflect on the evolution of their own internal and external careers.Subjects: Careers & career planningLength: 15pSupplementary Materials: Teaching Note, (490069), 5p, by Shoshana Zuboff

405106Title: Alex Montana at ESH Manufacturing Co.Author(s): DeLong, Thomas J.; Kernish, MichaelPublication Date: 06/30/2005Revision Date: 05/04/2006Product Type: Case (Gen Exp)Abstract: Alex Montana sat at his desk pondering the career decision before him. Alex was director of the North American division of ESH Manufacturing, a $4.6 billion, Cleveland-based company with operations on three continents. ESH's CEO had just offered Montana a promotion to global vice-

president. Normally, Montana would have jumped at such an opportunity, but he worried about its impact on his already strained personal life. Since his last promotion, he had trouble balancing an increasingly demanding workload with his responsibilities to his wife and daughter at home. Montana felt pressure to accept the promotion. His boss expected him to accept; in fact, his boss had emphasized that he had no second choice. He had always dreamed of making it big in the business world. Success in this new role could put him in the running for COO and, eventually, CEO. But at what cost?Geographic Setting: Midwestern United StatesIndustry Setting: Manufacturing industriesEvent Year End: 2003Subjects: NO SUBJECTS(KEYWORDS)Length: 9pSupplementary Materials: Teaching Note, (407102), 10p, by Thomas J. DeLong, Terry HeymannYear New: 2005

B0409ATitle: Align the Organization to the StrategyAuthor(s): Norton, David P.; Russell, Randall H.Publication Date: 09/15/2004Product Type: Balanced Scorecard Report ArticleAbstract: The point of an organization is to make the whole greater than the sum of its parts--to create synergies. Whether it's about sharing resources (to cut costs) or sharing customers (to boost revenues), creating these new resources of value requires organizational alignment. In this article, authors David Norton and Randall Russell explore best practices in alignment--between and among corporate, its business and support units, external partners, and the board.Subjects: Balanced scorecard; Organizational development; Performance measurement; Strategy implementationLength: 5pList Price: $9.50Year New: 2004

B0411CTitle: Aligning Employees at Unibanco: A Unit Executive's ViewPublication Date: 11/15/2004Product Type: Balanced Scorecard Report ArticleAbstract: Read this interview with Jose Rudge, CEO, Unibanco AIG Insurance and Private Pensions. A 15-year veteran of Unibanco, Brazil's fourth-largest bank,

Rudge is also one of the champions of the bank's BSC program. His was the first of Unibanco's four business units to integrate fully the BSC into its operations. Rudge offers an inside look at the bank's BSC-guided transformation, with details on how the insurance unit and the company as a whole make strategy everyone's job.Geographic Setting: South AmericaIndustry Setting: Banking industry; Insurance industrySubjects: Balanced scorecard; Insurance; Interviews; Knowledge management; South America; Strategy implementationLength: 2pList Price: $9.50Year New: 2004

B0509DTitle: Aligning Enterprise Risk Management with Strategy Through the BSC: The Bank of Tokyo-Mitsubishi ApproachAuthor(s): Nagumo, TakehikoPublication Date: 09/15/2005Product Type: Balanced Scorecard Report ArticleAbstract: Following the wide-scale success of its Americas headquarters' Balanced Scorecard (BSC) implementation (BSR November-December 2002), international banking giant Bank of Tokyo-Mitsubishi (BTM) launched a global BSC implementation from its Tokyo headquarters. Led by President and CEO Nobuo Kuroyanagi, BTM has thus embarked on a journey to use BSC as an enterprisewide strategic management tool. In the process, BTM is undertaking a groundbreaking application of the BSC: integrating it with enterprise risk management. As a corporate governance instrument, this integrated model--and BTM's application of it--is sure to capture attention.Geographic Setting: TokyoIndustry Setting: Banking industrySubjects: NO SUBJECTS(KEYWORDS)Length: 4pList Price: $9.50Year New: 2005

B0601ATitle: Aligning Support FunctionsAuthor(s): Kaplan, Robert S.; Norton, David P.Publication Date: 01/15/2006Product Type: Balanced Scorecard Report ArticleAbstract: Historically, support units have been regarded as "discretionary expense centers." But it's a mistake to view them this way. When aligned to the strategy of the enterprise and the business units they support--through



strategy maps and Balanced Scorecards--support units can become value-creating organizations. But alignment isn't a one-time event; sustaining it calls for establishing processes, relationships, and tools with which the support unit can carry out its partnership with corporate and the business units.Subjects: NO SUBJECTS(KEYWORDS)Length: 5pList Price: $9.50Year New: 2006

B0603ATitle: Aligning the Board of DirectorsAuthor(s): Kaplan, Robert S.; Norton, David P.Publication Date: 03/15/2006Product Type: Balanced Scorecard Report ArticleAbstract: In the post-Enron era, few tools have come to the fore that remedy the gaping information holes, process flaws, and time constraints that hamstring boards of directors in executing their corporate governance responsibilities. And new regulations have created even more requirements for corporate governors. Yet, a solution already exists for getting the board and top executives on the same page. Learn how a Balanced Scorecard program for the board of directors provides the checks and balances the board needs to do its job efficiently and effectively while fulfilling its ultimate responsibility to shareholders, the capital markets, and the public.Subjects: NO SUBJECTS(KEYWORDS)Length: 7pList Price: $9.50Year New: 2006

SMR223Title: Aligning the Organization with the MarketAuthor(s): Day, George S.Publication Date: 10/01/2006Product Type: SMR ArticleAbstract: Responding to competitive pressures, a growing number of corporate managers are dismantling organizations and cultures that were built on selling particular products and replacing them with new structures designed to be more responsive to customer needs. The push to restructure around customers is more than a new management fad. It is supported by success stories at companies including IBM, Cummins India, Fidelity Investments, and Imation. Companies transitioning from product-oriented to customer-centered organizations progress along a continuum. They begin

with informal coordination to overcome the deficiencies of product or functional silos, adding integrating functions (such as key account managers and customer segment task forces) as needed. The market logic for becoming customer focused is often compelling. In surveying 347 companies, the author found that companies that embraced this approach saw accountability for customer relationships improve, and information about customers was more readily shared. These companies were also easier to do business with, according to customers. However, the author found that transforming product-centered cultures can be difficult and that the potential benefits do not necessarily translate into superior performance.Subjects: NO SUBJECTS(KEYWORDS)Length: 11pYear New: 2006

B0409ETitle: Alignment at Tata Motors' Commercial Vehicle Business UnitAuthor(s): Johnson, Lauren KellerPublication Date: 09/15/2004Product Type: Balanced Scorecard Report ArticleAbstract: Alignment at Tata Motors is a vertical, horizontal, cross-functional, and external experience. With unrelenting focus, India's largest commercial vehicle maker (and one of the world's top 10) has 26,000 employees, more than 100 dealerships, and three manufacturing plants on the same page--and has turned loss into profit in two years.Geographic Setting: IndiaIndustry Setting: Automotive industrySubjects: Automobile industry; Balanced scorecard; India; Manufacturing strategy; Performance measurementLength: 2pList Price: $9.50Year New: 2004

UV0478Title: All Means ALL: Maintaining Success in Norfolk Public SchoolsAuthor(s): Gillespie, Megan; Kelly, Dorothy C.; Fairchild, TierneyPublication Date: 10/07/2005Product Type: Case (Field)Abstract: Stephen Jones, the newly hired superintendent of Norfolk Public Schools (NPS), wants to pick up where his predecessor John Simpson left off. During his six-year tenure, Simpson had managed a successful turnaround for the school division and garnered tremendous praise. Yet one accolade continued to elude NPS: the prestigious Broad Prize in Urban Education. How can Jones step into a well-performing

organization and continue the momentum? What actions can he take to succeed where his predecessor had not? What can Jones do to take NPS to the next level?Industry Setting: Higher educationSubjects: NO SUBJECTS(KEYWORDS)Length: 29pYear New: 2008

R0601ZTitle: All the Wrong Moves (Commentary for HBR Case Study)Author(s): Garvin, David A.; McCormick, Christopher J.; Moje, Hauke; Biggadike, Ralph; Domorski, PaulPublication Date: 01/01/2006Product Type: Harvard Business Review ArticleAbstract: Nutrorim's products have been gaining national attention. In particular, sales of the company's organic, performance-enhancing sports supplement powder, ChargeUp, have gone through the roof. Now the new and improved version, called ChargeUp with Lipitrene, has recently hit the market, and expectations are high. CEO Don Rifkin has tried hard to build an inclusive, democratic culture at this successful company. But the organization's open decision-making process has proved problematic, especially during times of conflict and crisis--and a crisis there is. Several months after ChargeUp with Lipitrene is initially released, an investigator from the Minnesota state department of health calls Rifkin to report "11 cases of gastrointestinal distress" among those using the supplement. Nutrorim's top executives must now decide whether to recall the product. The head of R&D, Steve Ford, insists there is nothing wrong with the new ChargeUp, citing elaborate toxicity studies in animals and humans. Meanwhile, the heads of PR and legal want to stem any negative publicity by recalling the product and issuing a press release to that effect. The company decides to recall the supplement--but, two weeks later, the health department investigator calls back with good news: The people who had become ill, it turns out, had actually picked up a bug from their gym's smoothie bar. In other words, Nutrorim is exonerated. But the close call prompts Nutrorim to bring in a consultant to review the company's methods for making decisions. Among the many questions he's asking is, What's the right decision-making process for Nutrorim? May be used with: (R0601X) All the Wrong Moves (HBR Case Study).Industry Setting: Sports industry;



Vitamin & dietary supplementSubjects: NO SUBJECTS(KEYWORDS)Length: 5pYear New: 2006

R0601ATitle: All the Wrong Moves (HBR Case Study and Commentary)Author(s): Garvin, David A.; McCormick, Christopher J.; Moje, Hauke; Biggadike, Ralph; Domorski, PaulPublication Date: 01/01/2006Product Type: Harvard Business Review ArticleAbstract: Nutrorim's products have been gaining national attention. In particular, sales of the company's organic, performance-enhancing sports supplement powder, ChargeUp, have gone through the roof. Now the new and improved version, called ChargeUp with Lipitrene, has recently hit the market, and expectations are high. CEO Don Rifkin has tried hard to build an inclusive, democratic culture at this successful company. But the organization's open decision-making process has proved problematic, especially during times of conflict and crisis--and a crisis there is. Several months after ChargeUp with Lipitrene is initially released, an investigator from the Minnesota state department of health calls Rifkin to report "11 cases of gastrointestinal distress" among those using the supplement. Nutrorim's top executives must now decide whether to recall the product. The head of R&D, Steve Ford, insists there is nothing wrong with the new ChargeUp, citing elaborate toxicity studies in animals and humans. Meanwhile, the heads of PR and legal want to stem any negative publicity by recalling the product and issuing a press release to that effect. The company decides to recall the supplement--but, two weeks later, the health department investigator calls back with good news: The people who had become ill, it turns out, had actually picked up a bug from their gym's smoothie bar. In other words, Nutrorim is exonerated. But the close call prompts Nutrorim to bring in a consultant to review the company's methods for making decisions. Among the many questions he's asking is, What's the right decision-making process for Nutrorim?Industry Setting: Sports industry; Vitamin & dietary supplementSubjects: NO SUBJECTS(KEYWORDS)Length: 10pYear New: 2006

R0601XTitle: All the Wrong Moves (HBR Case Study)Author(s): Garvin, David A.Publication Date: 01/01/2006Product Type: Harvard Business Review ArticleAbstract: Nutrorim's products have been gaining national attention. In particular, sales of the company's organic, performance-enhancing sports supplement powder, ChargeUp, have gone through the roof. Now the new and improved version, called ChargeUp with Lipitrene, has recently hit the market, and expectations are high. CEO Don Rifkin has tried hard to build an inclusive, democratic culture at this successful company. But the organization's open decision-making process has proved problematic, especially during times of conflict and crisis--and a crisis there is. Several months after ChargeUp with Lipitrene is initially released, an investigator from the Minnesota state department of health calls Rifkin to report "11 cases of gastrointestinal distress" among those using the supplement. Nutrorim's top executives must now decide whether to recall the product. The head of R&D, Steve Ford, insists there is nothing wrong with the new ChargeUp, citing elaborate toxicity studies in animals and humans. Meanwhile, the heads of PR and legal want to stem any negative publicity by recalling the product and issuing a press release to that effect. The company decides to recall the supplement--but, two weeks later, the health department investigator calls back with good news: The people who had become ill, it turns out, had actually picked up a bug from their gym's smoothie bar. In other words, Nutrorim is exonerated. But the close call prompts Nutrorim to bring in a consultant to review the company's methods for making decisions. Among the many questions he's asking is, What's the right decision-making process for Nutrorim? May be used with: (R0601Z) All the Wrong Moves (Commentary for HBR Case Study).Industry Setting: Sports industry; Vitamin & dietary supplementSubjects: NO SUBJECTS(KEYWORDS)Length: 6pYear New: 2006

491066Title: Allen-Bradley's ICCG: Repositioning for the 1990sAuthor(s): Nohria, Nitin; Berkley, James D.Publication Date: 12/20/1990Product Type: Case (Field)

Abstract: Allen-Bradley's Industrial Computer and Communication Group (ICCG) underwent a period of rapid transformation in the 1980s, instituting a wide array of innovations from product development to information systems. In 1990 the Ohio-based group announced a major reorganization of its business and began carrying out a sweeping program of cultural change. The case requires students to develop an overall perspective on the process of organizational change and to think critically about the kind of challenges that lie ahead for ICCG.Geographic Setting: Highland Heights, OHNumber of Employees: 2,000Subjects: Control systems; Corporate culture; Information systems; Organizational structure; Performance measurement; ReorganizationLength: 20pSupplementary Materials: Teaching Note, (492057), 9p, by Nitin Nohria

R0501DTitle: Almost Ready: How Leaders Move UpAuthor(s): Ciampa, DanPublication Date: 01/01/2005Product Type: Harvard Business Review ArticleAbstract: Most designated CEO successors are talented, hardworking, and smart enough to go all the way--yet fail to land the top job. What they don't realize is, the qualities that helped them in their climb to the number two position aren't enough to boost them to No. 1. In addition to running their businesses well, the author explains, would-be CEOs must master the art of forming coalitions and winning support. They must also sharpen their self-awareness and their sensitivity to the needs of bosses and influential peers because they typically receive little performance feedback once they're on track to become CEO. Indeed, the ability to pick up on subtle cues is often an important part of the test. When succession doesn't go well--or fails altogether--many people pay the price. Among those at fault are boards that do not keep a close watch on the succession process, human resources organizations that should have the capacity to help but are not up to the task, and CEOs who do a poor job coaching potential successors. But the aspiring CEO also bears some responsibility. He can dramatically increase his chances of success by understanding his boss's point of view, knowing his own limitations, and managing what psychologist Gerry Egan has called the "shadow organization"--the political side of a company,



characterized by unspoken relationships and alliances--without being labeled "political." Most of all, he must learn to conduct himself with a level of maturity and wisdom that signals he is ready--not almost ready--to be chief executive.Subjects: Board of directors; Executives; Leadership; Management development; Succession planningLength: 11pYear New: 2005

2154BCTitle: The Alpha Commander: The Top Dog Who Can Be a Pit BullAuthor(s): Ludeman, Kate; Erlandson, EddiePublication Date: 10/10/2006Product Type: HBS Press ChapterAbstract: In this chapter, the authors examine the strengths and potential problems that confront one of the four alpha male types--the commander--and suggest strategies for overcoming the alpha commander's central challenges. May be used with: (2152BC) Alpha Male Syndrome: The Good, The Bad, the Ugly; (2153BC) The Variety of Alpha Males: The Roles They Play and the Masks They Wear; (2155BC) The Alpha Visionary: The Dreamer Whose Dreams Can Be Impossible; (2156BC) The Alpha Strategist: The Analytical Genius Who Can Be a Stubborn Know-It-All; (2157BC) The Alpha Executor: The Driver Who Can Drive You Up the Wall; (2158BC) The Alpha Male Team: The Club Where Everyone Wants to Be in Charge; (2159BC) The Care and Feeding of the Alpha Male: Achieving High-Level Health and Wellness; (2162BC) Coaching for Alphas: Making Real Changes, Making Changes Real.Subjects: NO SUBJECTS(KEYWORDS)Length: 34pList Price: $6.95Year New: 2006

2157BCTitle: The Alpha Executor: The Driver Who Can Drive You Up the WallAuthor(s): Ludeman, Kate; Erlandson, EddiePublication Date: 10/10/2006Product Type: HBS Press ChapterAbstract: In this chapter, the authors examine the unique strengths and potential problems that confront one of the alpha male types--the executor--and suggest some strategies for overcoming the alpha executor's central challenges. May be used with: (2152BC) Alpha Male Syndrome: The Good, The Bad, the Ugly; (2153BC) The Variety of Alpha Males: The Roles They Play and the Masks They Wear; (2154BC) The Alpha Commander: The Top Dog Who Can

Be a Pit Bull; (2155BC) The Alpha Visionary: The Dreamer Whose Dreams Can Be Impossible; (2156BC) The Alpha Strategist: The Analytical Genius Who Can Be a Stubborn Know-It-All; (2158BC) The Alpha Male Team: The Club Where Everyone Wants to Be in Charge; (2159BC) The Care and Feeding of the Alpha Male: Achieving High-Level Health and Wellness; (2162BC) Coaching for Alphas: Making Real Changes, Making Changes Real.Subjects: NO SUBJECTS(KEYWORDS)Length: 28pList Price: $6.95Year New: 2006

99C014Title: Alpha Gearing Systems Shanghai Co. Ltd.Author(s): Slaughter, Kathleen E.; Jie, Zhang; Everatt, DonnaPublication Date: 04/28/1999Revision Date: 10/21/2002Product Type: Case (Field)Publisher: Richard Ivey School of Business/UWOAbstract: Examines the relationship between management at Alpha Shanghai and San Yu Mopeds, a large Chinese moped producer, and a customer which Alpha Shanghai had hoped would become one of their largest. Specifically, the case focuses on the general manager's influence on the organization's communications strategy and the extent to which it was a departure from "typical" supplier relationships in China. The case poses the issue of to what extent the failure in the relationship was a function of the general manager's lack of exposure to doing business in China, and/or an insensitivity to local customs and business practices. By examining these issues, the students will learn to appreciate how culturally specific communication patterns are, as well as what societal and cultural assumptions affect the behavior, attitudes, and communication patterns within the organization, and between the organization and its local partners, suppliers, and strategic alliances.Geographic Setting: ShanghaiIndustry Setting: MotorcycleCompany Size: largeSubjects: China; Communication; Cross cultural relations; International business; Interpersonal relations; Motorcycles; NegotiationsLength: 18pSupplementary Materials: Teaching Note, (899C14), 10p, by Donna Everatt

1703ESTitle: Alpha Male Syndrome: A Harvard

Business School Press Book Summary in Partnership with getAbstractAuthor(s): Ludeman, Kate; Erlandson, EddiePublication Date: 11/15/2006Product Type: HBS Press Book SummaryAbstract: The business world abounds with alpha powerhouses who take charge, produce results, and bring great value to their organizations. But many unfortunately also leave a path of destruction in their wake. "Alpha Male Syndrome" provides an in-depth look at what makes alphas tick and how to better manage nonproductive alpha behavior. Using exercises, self-assessments, and other tools, the book shows alphas of all types how to leverage their strengths while curbing their destructive weaknesses.Subjects: NO SUBJECTS(KEYWORDS)Length: 5pYear New: 2006

9130Title: Alpha Male Syndrome: Curb the Belligerence, Channel the Brilliance (Hardcover)Author(s): Ludeman, Kate; Erlandson, EddiePublication Date: 10/10/2006Product Type: HBS Press BookAbstract: The business world swarms with alpha males--powerhouses who take charge, produce astonishing results, and bring enormous value to their organizations. But many alphas also leave a path of destruction in their wake. Competitive, belligerent, and impatient, these hard-charging leaders can run roughshod over colleagues and employees, to the detriment of their careers and the bottom line. In Alpha Male Syndrome, Kate Ludeman and Eddie Erlandson build on their Harvard Business Review article "Coaching the Alpha Male"--sounding a wake-up call to all alphas and the companies for which they work. The authors show alphas how to leverage their unique strengths while confronting their destructive "flip side risks." They describe the distinguishing dynamics of the alpha male syndrome and identify four breeds: commanders, executors, strategists, and visionaries. By understanding each type's nuances, alphas can transform themselves into more effective leaders. And those who work with alphas can transform nightmare work groups into collaborative dream teams. Exercises, checklists, and tips enable readers to harness the enormous power of the alpha personality while minimizing the downside of alpha behavior.Subjects: NO



SUBJECTS(KEYWORDS)Length: 288pList Price: $26.95Year New: 2006

2152BCTitle: Alpha Male Syndrome: The Good, The Bad, the UglyAuthor(s): Ludeman, Kate; Erlandson, EddiePublication Date: 10/10/2006Product Type: HBS Press ChapterAbstract: This chapter introduces the concept of alpha male syndrome, promising tools and advice for alphas, their families, coworkers, and organizations to harness the immense power of alpha males while minimizing their potential downside. May be used with: (2153BC) The Variety of Alpha Males: The Roles They Play and the Masks They Wear; (2154BC) The Alpha Commander: The Top Dog Who Can Be a Pit Bull; (2155BC) The Alpha Visionary: The Dreamer Whose Dreams Can Be Impossible; (2156BC) The Alpha Strategist: The Analytical Genius Who Can Be a Stubborn Know-It-All; (2157BC) The Alpha Executor: The Driver Who Can Drive You Up the Wall; (2158BC) The Alpha Male Team: The Club Where Everyone Wants to Be in Charge; (2159BC) The Care and Feeding of the Alpha Male: Achieving High-Level Health and Wellness; (2162BC) Coaching for Alphas: Making Real Changes, Making Changes Real.Subjects: NO SUBJECTS(KEYWORDS)Length: 39pList Price: $6.95Year New: 2006

2158BCTitle: The Alpha Male Team: The Club Where Everyone Wants to Be in ChargeAuthor(s): Ludeman, Kate; Erlandson, EddiePublication Date: 10/10/2006Product Type: HBS Press ChapterAbstract: Both the immense potential and the enormous challenges of teamwork are magnified when the players are alpha males. In this chapter, the authors illustrate how to harness the take-charge energy of alpha males which can ignite team members, enliven creative discussions, and drive productive action to new heights, while regulating the damage the same alphas can do if impatient, judgmental, and self-serving behavior goes unchecked. May be used with: (2152BC) Alpha Male Syndrome: The Good, The Bad, the Ugly; (2153BC) The Variety of Alpha Males: The Roles They Play and the Masks They Wear; (2154BC) The Alpha Commander: The Top Dog Who Can

Be a Pit Bull; (2155BC) The Alpha Visionary: The Dreamer Whose Dreams Can Be Impossible; (2156BC) The Alpha Strategist: The Analytical Genius Who Can Be a Stubborn Know-It-All; (2157BC) The Alpha Executor: The Driver Who Can Drive You Up the Wall; (2159BC) The Care and Feeding of the Alpha Male: Achieving High-Level Health and Wellness; (2162BC) Coaching for Alphas: Making Real Changes, Making Changes Real.Subjects: NO SUBJECTS(KEYWORDS)Length: 28pList Price: $6.95Year New: 2006

2156BCTitle: The Alpha Strategist: The Analytical Genius Who Can Be a Stubborn Know-It-AllAuthor(s): Ludeman, Kate; Erlandson, EddiePublication Date: 10/10/2006Product Type: HBS Press ChapterAbstract: In this chapter, the authors address the distinct strengths and potential problems brought to the table by the alpha strategist, one of the four alpha male types, and sugget strategies for overcoming the alpha strategist's major challenges. May be used with: (2152BC) Alpha Male Syndrome: The Good, The Bad, the Ugly; (2153BC) The Variety of Alpha Males: The Roles They Play and the Masks They Wear; (2154BC) The Alpha Commander: The Top Dog Who Can Be a Pit Bull; (2155BC) The Alpha Visionary: The Dreamer Whose Dreams Can Be Impossible; (2157BC) The Alpha Executor: The Driver Who Can Drive You Up the Wall; (2158BC) The Alpha Male Team: The Club Where Everyone Wants to Be in Charge; (2159BC) The Care and Feeding of the Alpha Male: Achieving High-Level Health and Wellness; (2162BC) Coaching for Alphas: Making Real Changes, Making Changes Real.Subjects: NO SUBJECTS(KEYWORDS)Length: 33pList Price: $6.95Year New: 2006

2155BCTitle: The Alpha Visionary: The Dreamer Whose Dreams Can Be ImpossibleAuthor(s): Ludeman, Kate; Erlandson, EddiePublication Date: 10/10/2006Product Type: HBS Press ChapterAbstract: In this chapter, the authors describe the strengths and potential problems that confront one of the alpha

male types--the visionary--and suggest strategies for overcoming the alpha visionary's central challenges. May be used with: (2152BC) Alpha Male Syndrome: The Good, The Bad, the Ugly; (2153BC) The Variety of Alpha Males: The Roles They Play and the Masks They Wear; (2154BC) The Alpha Commander: The Top Dog Who Can Be a Pit Bull; (2156BC) The Alpha Strategist: The Analytical Genius Who Can Be a Stubborn Know-It-All; (2157BC) The Alpha Executor: The Driver Who Can Drive You Up the Wall; (2158BC) The Alpha Male Team: The Club Where Everyone Wants to Be in Charge; (2159BC) The Care and Feeding of the Alpha Male: Achieving High-Level Health and Wellness; (2162BC) Coaching for Alphas: Making Real Changes, Making Changes Real.Subjects: NO SUBJECTS(KEYWORDS)Length: 27pList Price: $6.95Year New: 2006

492034Title: Amelia Rogers at Tassani Communications (A)Author(s): Hill, Linda A.; Conrad, Melinda B.Publication Date: 02/19/1992Revision Date: 03/16/1995Product Type: Case (Field)Abstract: Describes a conflict that has arisen between an account manager and a creative director at Tassani Communications, a Chicago-based advertising agency which is making the transition from entrepreneurial to professional management. The client, the marketing director of a muffler repair chain, has called the account manager to complain about the creative director's behavior. The account manager must figure out what to do. The object is to provide students with an opportunity to grapple with the challenges of managing relationships with peers and superiors. Students can discuss managing 1) cross-departmental relationships, 2) interpersonal conflicts, and 3) creativity.Geographic Setting: Chicago, ILIndustry Setting: Advertising industryCompany Size: smallNumber of Employees: 50Gross Revenues: $25 million revenuesSubjects: Advertising; Conflict; Creativity; Entrepreneurship; Interdepartmental relations; Interpersonal relations; Organizational behavior; Power & influenceLength: 15pSupplementary Materials: Supplement (Field), (492035), 1p, by Linda A. Hill, Melinda B. Conrad; Teaching Note, (494098), 20p, by Linda A. Hill,



Katherine S. Weber

492035Title: Amelia Rogers at Tassani Communications (B)Author(s): Hill, Linda A.; Conrad, Melinda B.Publication Date: 02/19/1992Revision Date: 03/16/1995Product Type: Supplement (Field)Abstract: Supplements the (A) case. Must be used with: (492034) Amelia Rogers at Tassani Communications (A).Industry Setting: Advertising industrySubjects: Advertising; Conflict; Creativity; Entrepreneurship; Interdepartmental relations; Interpersonal relations; Organizational behavior; Power & influenceLength: 1pSupplementary Materials: Teaching Note, (494098), 20p, by Linda A. Hill, Katherine S. Weber

494093Title: American Express (A)Author(s): Lorsch, Jay W.Publication Date: 04/25/1994Revision Date: 08/01/1996Product Type: Case (Library)Abstract: In January 1993, the American Express board met to decide who would succeed James D. Robinson, III as chairman and CEO. The board needed to act in the spotlight of intense media and investor scrutiny, and after leaks had revealed that there was a conflict among the board members about whether Robinson should have been asked to leave. The board needed to find a way of calming the public's concern over the future of American Express, at the same time choosing a leadership structure that would lead American Express for the foreseeable future. The case brings up several critical issues revolving around CEO succession and performance evaluation: What should the board take into account when deciding when to ask a CEO to step down? What kinds of processes can boards institute so that such battles over CEO succession will not ensue?Subjects: Board of directors; Corporate governance; Financial services; Leadership; Succession planningLength: 30pSupplementary Materials: Supplement (Library), (494094), 4p, by Jay W. Lorsch

494094Title: American Express (B)Author(s): Lorsch, Jay W.Publication Date: 04/25/1994Product Type: Supplement (Library)Abstract: Supplements the (A) case. Must be used with: (494093) American

Express (A).Subjects: Board of directors; Corporate governance; Financial services; Leadership; Succession planningLength: 4p

OD2Title: American Heart Association: Reorganization of the Western States AffiliateAuthor(s): Carroll, Glenn R.; Ho, KristinaPublication Date: 03/19/2002Revision Date: 05/20/2003Product Type: Case (Field)Publisher: Stanford UniversityAbstract: In 1997, the American Heart Association (AHA) Western States Affiliate reorganized to increase fundraising revenues for the nonprofit. Rather than having a wide range of fundraising and programmatic duties, all staff now had key fundraising and programmatic activities. Some staff had been dissatisfied with the new scope and reporting structure of their positions. Roman Bowser, the executive vice president and CEO of the affiliate, made several adjustments to the organizational structure to deal with problems that arose with the organization and had other issues to consider in 2002 related to staff and local community volunteers--the lifeblood of the organization. Furthermore, a national AHS task force was recommending a reorganization of the AHA along the same lines that Bowser had used for his Western States Affiliate. Bowser was not certain that the national center and other affiliates could learn and benefit from his model, which he had tailored for a particular staff and geographical territory. He wondered how and if the AHA could leverage his organizational model across disparate communities nationally and what the impact might be on the long-term viability of the AHA.Geographic Setting: United StatesNumber of Employees: 250Gross Revenues: $42 million revenuesSubjects: Implementation; Nonprofit organizations; Organizational design; ReorganizationLength: 19p

408040Title: The American National Red Cross (A)Author(s): Lorsch, Jay; Sherman, Eliot; Chen, DavidPublication Date: 12/03/2007Revision Date: 10/30/2008Product Type: Case (Field)Abstract: Describes the governance issues facing the Board of Governors of the American Red Cross. After a series

of issues--FDA consent decree on its blood operations; the response to 9/11 and Hurricane Katrina--the Red Cross board was under pressure to fix its governance from the public, the media, and from Congress. Describes the Red Cross governance structure and practices in place and the process used to examine them.Geographic Setting: United StatesIndustry Setting: NonprofitNumber of Employees: 90,000Event Year Start: 2006Event Year End: 2007Subjects: NO SUBJECTS(KEYWORDS)Length: 27pSupplementary Materials: Supplement (Field), (408041), 3p, by Jay Lorsch, Eliot ShermanYear New: 2007

408041Title: The American National Red Cross (B)Author(s): Lorsch, Jay; Sherman, EliotPublication Date: 12/03/2007Revision Date: 10/30/2008Product Type: Supplement (Field)Abstract: An abstract is not available for this product. Must be used with: (408040) The American National Red Cross (A).Subjects: NO SUBJECTS(KEYWORDS)Length: 3pYear New: 2007

404009Title: Amy Kelly's 48-Hour DiaryAuthor(s): Higgins, MonicaPublication Date: 08/18/2003Product Type: Case (Field)Abstract: The response of former Self-Assessment and Career Development student Amy Kelly to the "48-Hour Diary" assignment.Subjects: Careers & career planning; Interviews; Self evaluationLength: 3pNEW

404004Title: Amy Kelly's Job SearchAuthor(s): Higgins, Monica; Teebagy, ChristinePublication Date: 08/18/2003Revision Date: 03/10/2004Product Type: Case (Field)Abstract: Narrates the job search of former Self-Assessment and Career Development student Amy Kelly.Subjects: Careers & career planning; Interviews; Self evaluationLength: 15pNEW



404051Title: Amy Kelly's Written InterviewAuthor(s): Higgins, MonicaPublication Date: 08/18/2003Revision Date: 12/20/2004Product Type: Case (Field)Abstract: Presents former Self-Assessment and Career Development student Amy Kelly's response to the "Written Interview" assignment.Subjects: Careers & career planning; Education; Interviews; Self evaluationLength: 18pYear New: 2004

407032Title: Analyzing Work GroupsAuthor(s): Hill, Linda; Anteby, MichelPublication Date: 08/30/2006Product Type: NoteAbstract: Work groups are the building blocks of organizations. They are found in all areas of an organization, from research and development to customer service, and at all levels, from the executive suite to the factory floor. Some are incredibly successful, while others are dismal failures. Team work is hard work, and all too often groups do not live up to their potential. Provides a framework for analyzing work groups so that group leaders and members can identify actions that will enhance their effectiveness. Helps provide insight into the factors most profoundly shaping the development, dynamics, and effectiveness of task-performing groups and, in particular, group culture, its antecedents, and consequences. To illustrate how the framework is used, it looks at and analyzes an actual work group: the new product team of the Merit Corporation. Examines the impact of leadership style on group culture and outcomes and describes how one leader's individual style can affect the way teams operate and perform.Subjects: NO SUBJECTS(KEYWORDS)Length: 18pYear New: 2006

B0603CTitle: Anatomy of an Early OSM Adoption: Suzano Petroquimica's Office of Strategy ManagementAuthor(s): Winkler, CarolePublication Date: 03/15/2006Product Type: Balanced Scorecard Report ArticleAbstract: To thrive in an era of global competition and increasing price volatility, commodity producers must run a tight ship. Many have adopted the Balanced Scorecard (BSC) to help clarify strategy, sharpen performance, and fortify their competitive strengths by thinking and planning long term. It's no

coincidence that Polibrasil Resinas (now Suzano Petroquimica) had an Office of Strategy Management (OSM) in place a mere six months after adopting the BSC. Here's an inside look at the company's OSM--in particular, its innovative initiative management tool.Subjects: NO SUBJECTS(KEYWORDS)Length: 4pList Price: $9.50Year New: 2006

1674BCTitle: Anchor Yourself (Keeping a Sense of One's Essential Personal Identity Is Key to Weathering the Storms of Leadership)Author(s): Heifetz, Ronald A.; Linsky, MartyPublication Date: 04/09/2002Product Type: HBS Press ChapterAbstract: This chapter highlights how many people experience a rude awakening when they leave positions of authority. The benefits they enjoyed in the past were often more associated with their role or position than with their personal identity. It's critical--though hugely challenging--to distinguish oneself from one's job or one's organizational role. If a leader is anchored in his- or herself, and recognizes and respects his or her various but distinct roles, he or she is less vulnerable to the pains of leadership. May be used with: (1665BC) The Heart of Danger (Why Leading Change is Fraught with Risk); (1666BC) The Faces of Danger (Obstacles Leaders Must Learn to Recognize and Overcome); (1667BC) Get on the Balcony (Why Leaders Need to Step Back to Get Perspective); (1668BC) Think Politically (Nurturing Relationships Is Key to Successful Leadership); (1669BC) Orchestrate the Conflict (How to Creatively Engage Conflict to Achieve Leadership Goals); (1670BC) Give the Work Back (The Importance of Empowering Others to Achieve Difficult Goals); (1671BC) Hold Steady (How Leaders Need to Take the Heat and Let Issues Ripen); (1672BC) Manage Your Hungers (Why Recognizing and Managing Psychological Drives Is Essential to Successful Leadership); (1675BC) What's on the Line? (How Can Leaders Maintain a Deep Sense of Meaning in Their Work?); (1676BC) Sacred Heart (How to Maintain Compassion and an Open Heart Despite the Trials of Leadership).Subjects: NO SUBJECTS(KEYWORDS)Length: 23pList Price: $6.95

Year New: 2006

903138Title: An Ancient FableAuthor(s): Nanda, AshishPublication Date: 06/14/2003Revision Date: 10/30/2003Product Type: NoteAbstract: This case presents a thinly disguised account of Andersen's collapse, followed by a tightening of the oversight of audit firms. It raises questions on who lost and who gained, as well as the long-term implications of the changes for the accounting profession and society. It is distributed toward the end of class discussion on consulting by auditors. May be used with: (902161) Consulting by Auditors (A): Levitt's Campaign; (903069) Consulting by Auditors (B): The Compromise and Its Fallout.Industry Setting: Auditing; Consulting; Professional servicesSubjects: Auditing; Consulting; Professional services; Regulation; Service managementLength: 2pNEW

408035Title: Andrea Jung: Empowering Avon Women (A)Author(s): George, William W.Publication Date: 07/13/2007Revision Date: 01/28/2008Product Type: Case (Field)Abstract: In October 2005 Andrea Jung is coping with a 30% decline in Avon's stock price--the biggest test of her leadership since she became CEO in 2000.Geographic Setting: New York; United StatesIndustry Setting: CosmeticNumber of Employees: 49,000Gross Revenues: $8.1 billion revenuesEvent Year Start: 2005Event Year End: 2005Subjects: NO SUBJECTS(KEYWORDS)Length: 15pSupplementary Materials: Supplement, (408036), 2p, by William W. GeorgeYear New: 2007

408036Title: Andrea Jung: Empowering Avon Women (B)Author(s): George, William W.Publication Date: 07/13/2007Product Type: SupplementAbstract: An abstract is not available for this product. Must be used with: (408035) Andrea Jung: Empowering Avon Women (A).Subjects: NO SUBJECTS(KEYWORDS)



Length: 2pYear New: 2007

475068Title: Andrew CarnegieAuthor(s): Zaleznik, Abraham; Cohen, Audrey J.Publication Date: 12/01/1974Revision Date: 05/06/1999Product Type: Case (Library)Abstract: Concerns the life and wealth of Andrew Carnegie.Industry Setting: Steel industrySubjects: Organizational behavior; Power & influence; SteelLength: 25p

482023Title: Anne Cahill (A)Author(s): McCaskey, Michael B.; Balbaky, E. Mary LouPublication Date: 09/01/1981Product Type: Case (Field)Abstract: Describes Anne Cahill's work as a member of a consulting team. Presents a typical dilemma a consulting team might face. Students discuss what Cahill should do and why before reading the next case.Geographic Setting: New York, NYIndustry Setting: ConsultingGross Revenues: $6 million salesSubjects: Consulting; Project management; Teams; WomenLength: 5pSupplementary Materials: Supplement (Field), (482024), 5p, by Michael B. McCaskey, E. Mary Lou Balbaky; Supplement (Field), (482025), 4p, by Michael B. McCaskey, E. Mary Lou Balbaky

482024Title: Anne Cahill (B)Author(s): McCaskey, Michael B.; Balbaky, E. Mary LouPublication Date: 09/01/1981Product Type: Supplement (Field)Abstract: See Anne Cahill (A) for the abstract. Must be used with: (482023) Anne Cahill (A).Industry Setting: ConsultingSubjects: Consulting; Project management; Teams; WomenLength: 5p

482025Title: Anne Cahill (C)Author(s): McCaskey, Michael B.; Balbaky, E. Mary LouPublication Date: 09/01/1981Product Type: Supplement (Field)Abstract: See Anne Cahill (A) for the abstract. Must be used with: (482023) Anne Cahill (A).Industry Setting: ConsultingSubjects: Consulting; Project

management; Teams; WomenLength: 4p

405065Title: Anne Mulcahy: Leading Xerox Through the Perfect Storm (B)Author(s): George, Bill; McLean, Andrew N.Publication Date: 03/15/2005Product Type: Supplement (Field)Abstract: Supplements the (A) case. Must be used with: (405050) Anne Mulcahy: Leading Xerox Through the Perfect Storm (A).Industry Setting: Stock marketsSubjects: Bankruptcy; Families & family life; Leadership; Management of crises; Organizational behavior; Strategy formulationLength: 6pSupplementary Materials: Teaching Note, (408101), 22p, by William GeorgeYear New: 2005

405050Title: Anne Mulcahy: Leading Xerox Through the Perfect Storm (A)Author(s): George, William; McLean, Andrew N.Publication Date: 01/26/2005Product Type: Case (Field)Abstract: In 2000, Xerox faces bankruptcy amid a liquidity crisis, collapsed profitability, and an expanding SEC investigation. Traces the career and leadership development of Anne Mulcahy, a former sales executive unexpectedly named COO of the beleaguered company as a last effort to turn Xerox around. Describes how Mulcahy assembles and motivates her team, frames her priorities, and fills her knowledge gaps in the face of critics doubtful of Xerox's ability to change. Raises questions in her mind about stakeholder priorities, employee motivation, difficult strategic trade-offs, and finding profitability while trying to avoid bankruptcy.Industry Setting: Stock marketsSubjects: Bankruptcy; Families & family life; Leadership; Management of crises; Organizational behavior; Printing; Strategy formulationLength: 21pSupplementary Materials: Supplement (Field), (405065), 6p, by Bill George, Andrew N. McLean; Teaching Note, (408101), 22p, by William GeorgeYear New: 2005

390076Title: Annual Reports: Reading Beyond the FinancialsAuthor(s): Kent, Robert W.Publication Date: 05/15/1990Product Type: NoteAbstract: Helps readers gauge the

effectiveness of the so-called front matter, particularly the chairman's letter to shareholders. The questions management must address--who we are and what we do, what happened the past year and what we are worth, and where we are headed and why--are the same questions readers should be asking and seeking clear answers to. The "facts" do not speak for themselves. Management's interpretation of operations and the balance sheet is a key indicator of its capacity to manage.Subjects: Communication strategy; Goal setting; Management communication; Management performance; StockholdersLength: 2p

907C32Title: Anupam Majumdar: Relationship ManagerAuthor(s): Erskine, James A.; Kohli, UhnatPublication Date: 09/25/2007Product Type: Case (Field)Publisher: Richard Ivey School of Business/UWOAbstract: Anupam Majumdar, relationship manager, and Aditya Mehta, regional head of Hindustan Neon General Insurance Limited, India, were meeting an important client. Mehta asked Majumdar to serve them tea. This really embarrassed and infuriated Majumdar. It was not the first time that Mehta, Majumdar's boss, had treated him like a peon. Majumdar was about to take a three-week leave of absence to attend his brother's wedding in New York so he was not sure if this was the right time, if ever, to do anything about the situation.Geographic Setting: IndiaSubjects: NO SUBJECTS(KEYWORDS)Length: 8p

R0203HTitle: The Anxiety of Learning: An Interview with Edgar H. ScheinAuthor(s): Schein, Edgar H.; Coutu, Diane L.Publication Date: 03/01/2002Product Type: Harvard Business Review ArticleAbstract: Despite all of the time, money, and energy that executives pour into corporate change programs, the stark reality is that few companies ever succeed in genuinely reinventing themselves. That's because the people at those companies rarely master the art of transformational learning--that is, eagerly challenging deeply held assumptions about a company's processes and, in response, altering their thoughts and actions. Instead, most



people just end up doing the same old things in superficially tweaked ways. Why is transformational learning so hard to achieve? HBR senior editor Diane Coutu explores this question with psychologist and MIT professor Edgar Schein, a world-renowned expert on organizational development. In sharp contrast to the optimistic rhetoric that permeates the debate on corporate learning and change, Schein is cautious about what companies can and cannot accomplish. Corporate culture can change, he says, but this kind of learning takes time, and it isn't fun. In this article, he describes two basic types of anxiety--learning anxiety and survival anxiety--that drive radical relearning in organizations. Schein's theories spring from his early research on how American prisoners of war in Korea were brainwashed by their captors. Heavy socialization is back in style in U.S. corporations today, Schein says, even if no one is calling it that.Subjects: Corporate culture; Interviews; Learning; Management of change; Organizational change; Organizational learningLength: 7p

2639BCTitle: Appendix A: Power Stress, the Sacrifice Syndrome, and the Renewal Cycle: Understanding a Holistic Approach to LeadershipAuthor(s): Boyatzis, Richard; McKee, AnniePublication Date: 10/27/2005Product Type: HBS Press ChapterAbstract: In this chapter, the authors describe the physiological basis for the Sacrifice Syndrome and the Cycle of Sacrifice and Renewal to help readers understand a holistic approach to leadership and how the body, as well as the mind, heart, and spirit contribute to resonant leadership. May be used with: (2627BC) Great Leaders Move Us: An Introduction to Resonant Leadership and Why It Matters; (2628BC) The Leader's Challenge: Resonant Leadership; (2630BC) Dissonance Is the Default: The Leader's Struggle to Sustain Resonance; (2632BC) Waking Up to Resonance and Renewal: Charting a Path to Self-Awareness and Great Leadership; (2633BC) Intentional Change: The Leader's Journey to Renewal; (2634BC) Mindfulness: An Essential Element of Resonant Leadership; (2635BC) Hope: An Essential Element of Resonant Leadership; (2636BC) Compassion: An Essential Element of Resonant Leadership; (2638BC) "Be the Change You Wish to See in the World": Choosing to Be a Resonant Leader;

(2640BC) Appendix B: Additional Exercises: Resonant Leadership.Subjects: NO SUBJECTS(KEYWORDS)Length: 19pList Price: $6.95Year New: 2007

2640BCTitle: Appendix B: Additional Exercises: Resonant LeadershipAuthor(s): Boyatzis, Richard; McKee, AnniePublication Date: 10/27/2005Product Type: HBS Press ChapterAbstract: This chapter provides a number of activities to inspire self-reflection, achieve a better understanding of your approach to leadership, evaluate your current situation, and move deliberately forward toward the future of your dreams. May be used with: (2627BC) Great Leaders Move Us: An Introduction to Resonant Leadership and Why It Matters; (2628BC) The Leader's Challenge: Resonant Leadership; (2630BC) Dissonance Is the Default: The Leader's Struggle to Sustain Resonance; (2632BC) Waking Up to Resonance and Renewal: Charting a Path to Self-Awareness and Great Leadership; (2633BC) Intentional Change: The Leader's Journey to Renewal; (2634BC) Mindfulness: An Essential Element of Resonant Leadership; (2635BC) Hope: An Essential Element of Resonant Leadership; (2636BC) Compassion: An Essential Element of Resonant Leadership; (2638BC) "Be the Change You Wish to See in the World": Choosing to Be a Resonant Leader; (2639BC) Appendix A: Power Stress, the Sacrifice Syndrome, and the Renewal Cycle: Understanding a Holistic Approach to Leadership.Subjects: NO SUBJECTS(KEYWORDS)Length: 22pList Price: $6.95Year New: 2007

2402BCTitle: Appendix: The Knowing-Doing SurveyAuthor(s): Pfeffer, Jeffrey; Sutton, Robert I.Publication Date: 10/05/1999Product Type: HBS Press ChapterAbstract: Organizations should work to identify the gaps in what leaders know, and what is actually going on in the company can provide an agenda for action. This chapter is a tutorial in asking managers the right questions to identify and tackle knowing-doing gaps. May be used with: (2394BC) Knowing "What" to Do Is Not Enough: Understanding the

Knowing-Doing Gap; (2395BC) When Talk Substitutes for Action: Understanding the Knowing-Doing Gap; (2396BC) When Memory Substitutes for Thinking: Understanding the Knowing-Doing Gap; (2397BC) When Fear Prevents Acting on Knowledge: Understanding the Knowing-Doing Gap; (2398BC) When Measurement Obstructs Good Judgment: Understanding the Knowing-Doing Gap; (2399BC) When Internal Competition Turns Friends into Enemies: Understanding the Knowing-Doing Gap; (2400BC) Firms That Surmount the Knowing-Doing Gap; (2401BC) Turning Knowledge into Action: Reducing the Knowing-Doing Gap.Subjects: NO SUBJECTS(KEYWORDS)Length: 5pList Price: $6.95Year New: 2007

95M001Title: Archimax Systems Ltd.Author(s): Fry, Joseph N.; Jack, StephenPublication Date: 02/27/1995Revision Date: 10/03/2000Product Type: Case (Field)Publisher: Richard Ivey School of Business/UWOAbstract: Charles Douglas is a recent business school graduate and an equally recent employee of Archimax Systems. Archimax is a small company with big aspirations in the fast-changing virtual reality market. Douglas is soon caught up in the pace and uncertainty of work in such a company and is facing a particularly difficult set of decisions that call for him to integrate the interests of the company, his boss, and himself.Geographic Setting: North AmericaIndustry Setting: Service industriesCompany Size: smallSubjects: Careers & career planning; Decision making; Organizational change; Personal strategy & styleLength: 13pSupplementary Materials: Teaching Note, (895M01), 12p, by Joseph N. Fry

405067Title: Arctic Timber AB: Engineered Woods Division (A)Author(s): Tushman, Michael; Kiron, David; Smith, WendyPublication Date: 05/27/2005Revision Date: 03/28/2006Product Type: Case (Field)Abstract: Describes the leadership challenges involved in managing strategic innovation and change in a highly mature business unit. Allows systematic exploration of organizational structures, incentives, competencies,



and culture that impede innovation. Pivots on a new leader's dilemmas in shaping both his team and larger organization to initiate both incremental as well as radical innovation.Number of Employees: 500Gross Revenues: $1 billion revenuesSubjects: Careers & career planning; Human behavior; Self evaluationLength: 15pSupplementary Materials: Supplement (Field), (405068), 7p, by Michael Tushman, David Kiron, Wendy Smith; Supplement (Field), (405069), 1p, by Michael Tushman, David Kiron, Wendy SmithYear New: 2005

405068Title: Arctic Timber AB: Engineered Woods Division (B)Author(s): Tushman, Michael; Kiron, David; Smith, WendyPublication Date: 05/27/2005Revision Date: 04/17/2006Product Type: Supplement (Field)Abstract: Supplements the (A) case. Must be used with: (405067) Arctic Timber AB: Engineered Woods Division (A).Subjects: NO SUBJECTS(KEYWORDS)Length: 7pYear New: 2005

405069Title: Arctic Timber AB: Engineered Woods Division (C)Author(s): Tushman, Michael; Kiron, David; Smith, WendyPublication Date: 05/27/2005Revision Date: 04/17/2006Product Type: Supplement (Field)Abstract: Supplements the (A) case. Must be used with: (405067) Arctic Timber AB: Engineered Woods Division (A).Subjects: NO SUBJECTS(KEYWORDS)Length: 1pYear New: 2005

R0605ETitle: Are Leaders Portable?Author(s): Groysberg, Boris; McLean, Andrew N.; Nohria, NitinPublication Date: 05/01/2006Product Type: Harvard Business Review ArticleAbstract: Does management talent transfer from one company to another? The market certainly seems to think so. Stock prices spike when companies announce new CEOs from a talent generator like General Electric. But how do these executives perform over the long term? The authors studied the careers of 20 former GE executives who

went on to lead other major organizations, with strikingly uneven results. Even the best management talent, the authors found, is transferable only if it maps to the challenges of the new environment. More specifically, the authors identified five types of skills that may or may not transfer to a new job: general management human capital, or the skills to gather, cultivate, and deploy financial, technical, and human resources; strategic human capital, or individuals' expertise in cost cutting, growth, or cyclical markets; industry human capital, meaning the technical and regulatory knowledge unique to an industry; relationship human capital, or the extent to which a manager's effectiveness can be attributed to his or her experience working with colleagues or as part of a team; and company-specific human capital, or the knowledge about routines and procedures, corporate culture and informal structures, and systems and processes that are unique to a company. The GE executives' performance as CEOs depended on whether their new organizations were able to leverage each type of skill. The authors' findings challenge the conventional wisdom on human capital, which holds that there are two types of skill: general management, which is readily transferable, and company specific, which is not. In fact, they argue, other types of management capabilities can contribute significantly to performance, and company-specific skills can be an asset in a new job.Subjects: NO SUBJECTS(KEYWORDS)Length: 10pYear New: 2006

429XTitle: Are Leaders Portable? (HBR OnPoint Enhanced Edition)Author(s): Groysberg, Boris; McLean, Andrew N.; Nohria, NitinPublication Date: 05/01/2006Product Type: HBR OnPoint ArticleAbstract: Does management talent transfer from one company to another? The market certainly seems to think so. Stock prices spike when companies announce new CEOs from a talent generator like General Electric. But how do these executives perform over the long term? The authors studied the careers of 20 former GE executives who went on to lead other major organizations, with strikingly uneven results. Even the best management talent, the authors found, is transferable only if it maps to the challenges of the new environment. More specifically, the authors identified five types of skills that

may or may not transfer to a new job: general management human capital, or the skills to gather, cultivate, and deploy financial, technical, and human resources; strategic human capital, or individuals' expertise in cost cutting, growth, or cyclical markets; industry human capital, meaning the technical and regulatory knowledge unique to an industry; relationship human capital, or the extent to which a manager's effectiveness can be attributed to his or her experience working with colleagues or as part of a team; and company-specific human capital, or the knowledge about routines and procedures, corporate culture and informal structures, and systems and processes that are unique to a company. The GE executives' performance as CEOs depended on whether their new organizations were able to leverage each type of skill. The authors' findings challenge the conventional wisdom on human capital, which holds that there are two types of skill: general management, which is readily transferable, and company specific, which is not. In fact, they argue, other types of management capabilities can contribute significantly to performance, and company-specific skills can be an asset in a new job.Subjects: NO SUBJECTS(KEYWORDS)Length: 11pList Price: $6.50Year New: 2006

BH254Title: Are Movie Theaters Doomed? Do Exhibitors see the Big Picture as Theaters lose their Competitive Edge?Author(s): Silver, Jon; McDonnell, JohnPublication Date: 11/01/2007Product Type: Case (Field)Publisher: Business Horizons/Indiana UniversityAbstract: After three straight years of decline, movie theaters in the US may have recently ended a period of crisis with an increase in annual admissions (+3%) in 2006. This articles argues, however, that major problems are not over for the industry. Most movie theaters in the multiplex era have adopted a remarkable similar strategy, one which is also very vulnerable to recent trends such as the explosion of home cinema, pay TV, video-on-demand (VOD), discounting by Mass merchandisers of DVDs, computer games, and the collapse of video windows. Just as technological convergence has created a challenge for movie theaters, as it has in the past, so too can new technologies and creative use of assets (combined with multiple



target marketing) offer a counter measure for at least some movie theaters; at least so many multiplexes offer the same format as their competitors, appear to adopt a narrow definition of what business they are in, and manifest a 'one-size-should-fit-all' approach to customers, The industry has employed differentiation and niche marketing much less than other industries. As the extensive variety of necessary strategies cannot comprehensively be explored herein, this article focuses on two new technologies from the IMAX corporation, DMX and MPX, as an example of how a theater operator might counter audience declines.Industry Setting: DVD; Film industry; Home entertainment equipment; Theater; Video industrySubjects: NO SUBJECTS(KEYWORDS)Length: 11pYear New: 2007

R0110ZTitle: Are Some Customers More Equal than Others? (Commentary for HBR Case Study)Author(s): Nunes, Paul F.; Johnson, Brian A.; Harrington, John; Goldman, Edward; Labak, Alexander; Crandall, RobertPublication Date: 11/01/2001Product Type: Harvard Business Review ArticleAbstract: Jill Hoover was looking skyward, marveling at the heart-stopping beauty of Paradise Park-Seattle's newest attraction, its tallest and scariest roller coaster to date: the Anaconda. "Quite impressive," Jill thought. But a scuffle in the ride queue quickly brought the CEO of Paradise Parks back to earth. The company's 19 seasonal and year-round amusement parks had always been popular--ever since Jill's father founded the original Paradise Park just after the Second World War--but they hadn't been very profitable of late. Operating costs had been spiraling, and every dollar of extra revenue had been hard won. At the company's annual management off-site meeting, held that morning at the Seattle park, CFO Nathan Cortland proposed that Paradise offer its customers the option of a "preferred guest" card. Cardholders would pay more, but they would get first crack at the rides--entering through separate lines--and would get seated immediately at any of the parks' restaurants. According to Nathan, the plan would bolster Paradise's sagging finances because it would target the "mass affluents"--a rising demographic of moneyed but time-pressed people

who might visit the park more often and spend more if it weren't for long lines at the rides. Jill respects Nathan's idea--but hasn't her plan to upgrade some of the parks' souvenir shops to gift boutiques already shown some promise? And doesn't Nathan's plan smack of elitism, as Jill's longtime friend and park manager Adam Goodwin suggests? The CEO has resolved to get back to Nathan with a decision about "Operation Upmarket" by the time she leaves Seattle and returns to headquarters. Should Paradise Parks offer guests different levels of service? May be used with: (R0110X) Are Some Customers More Equal than Others? (HBR Case Study).Subjects: NO SUBJECTS(KEYWORDS)Length: 3pYear New: 2005

R0110ATitle: Are Some Customers More Equal than Others? (HBR Case Study and Commentary)Author(s): Nunes, Paul F.; Johnson, Brian A.; Harrington, John; Goldman, Edward; Labak, Alexander; Crandall, RobertPublication Date: 11/01/2001Product Type: Harvard Business Review ArticleAbstract: Jill Hoover was looking skyward, marveling at the heart-stopping beauty of Paradise Park-Seattle's newest attraction, its tallest and scariest roller coaster to date: the Anaconda. "Quite impressive," Jill thought. But a scuffle in the ride queue quickly brought the CEO of Paradise Parks back to earth. The company's 19 seasonal and year-round amusement parks had always been popular--ever since Jill's father founded the original Paradise Park just after the Second World War--but they hadn't been very profitable of late. Operating costs had been spiraling, and every dollar of extra revenue had been hard won. At the company's annual management off-site meeting, held that morning at the Seattle park, CFO Nathan Cortland proposed that Paradise offer its customers the option of a "preferred guest" card. Cardholders would pay more, but they would get first crack at the rides--entering through separate lines--and would get seated immediately at any of the parks' restaurants. According to Nathan, the plan would bolster Paradise's sagging finances because it would target the "mass affluents"--a rising demographic of moneyed but time-pressed people who might visit the park more often and spend more if it weren't for long lines at the rides. Jill respects Nathan's idea--but

hasn't her plan to upgrade some of the parks' souvenir shops to gift boutiques already shown some promise? And doesn't Nathan's plan smack of elitism, as Jill's longtime friend and park manager Adam Goodwin suggests? The CEO has resolved to get back to Nathan with a decision about "Operation Upmarket" by the time she leaves Seattle and returns to headquarters. Should Paradise Parks offer guests different levels of service?Event Year Start: 2Event Year End: 2Subjects: Customer service; Employee morale; Leadership; Management of professionals; Management styles; Managerial behaviorLength: 7p

R0110XTitle: Are Some Customers More Equal than Others? (HBR Case Study)Author(s): Nunes, Paul F.; Johnson, Brian A.Publication Date: 11/01/2001Product Type: Harvard Business Review ArticleAbstract: Jill Hoover was looking skyward, marveling at the heart-stopping beauty of Paradise Park-Seattle's newest attraction, its tallest and scariest roller coaster to date: the Anaconda. "Quite impressive," Jill thought. But a scuffle in the ride queue quickly brought the CEO of Paradise Parks back to earth. The company's 19 seasonal and year-round amusement parks had always been popular--ever since Jill's father founded the original Paradise Park just after the Second World War--but they hadn't been very profitable of late. Operating costs had been spiraling, and every dollar of extra revenue had been hard won. At the company's annual management off-site meeting, held that morning at the Seattle park, CFO Nathan Cortland proposed that Paradise offer its customers the option of a "preferred guest" card. Cardholders would pay more, but they would get first crack at the rides--entering through separate lines--and would get seated immediately at any of the parks' restaurants. According to Nathan, the plan would bolster Paradise's sagging finances because it would target the "mass affluents"--a rising demographic of moneyed but time-pressed people who might visit the park more often and spend more if it weren't for long lines at the rides. Jill respects Nathan's idea--but hasn't her plan to upgrade some of the parks' souvenir shops to gift boutiques already shown some promise? And doesn't Nathan's plan smack of elitism, as Jill's longtime friend and park manager Adam Goodwin suggests? The



CEO has resolved to get back to Nathan with a decision about "Operation Upmarket" by the time she leaves Seattle and returns to headquarters. Should Paradise Parks offer guests different levels of service? May be used with: (R0110Z) Are Some Customers More Equal than Others? (Commentary for HBR Case Study).Subjects: NO SUBJECTS(KEYWORDS)Length: 3pYear New: 2005

U9811CTitle: Are You Being Set Up to Fail?Author(s): Von Hoffman, ConstantinePublication Date: 11/01/1998Product Type: Harvard Management Update ArticleAbstract: A recent study published in Harvard Business Review shows that managers all over the world "create their own poor performers" by setting employees up to fail. The warning signs may be familiar--your boss seems to trust you less, questions your suggestions, and watches your every move. HMU consulted HR experts to find out how to cope if you find yourself in a set-up-to-fail situation. Includes a sidebar for managers who may be setting someone else up to fail.Subjects: Management styles; Managers; Performance effectiveness; SupervisionLength: 2pList Price: $4.50

7126BCTitle: Are You Change-Ready?: Preparing for Organizational ChangeAuthor(s): School Press, Harvard BusinessPublication Date: 12/04/2002Product Type: HBS Press ChapterAbstract: For an organization to be change-ready, three key conditions must be present. This chapter explores these conditions and explains how to cultivate them if they don't already exist in the organization. May be used with: (7119BC) The Dimensions of Change: Examining the Different Types and Approaches; (7133BC) Seven Steps to Change: A Systematic Approach; (7140BC) Implementation: Putting Your Plan in Motion; (7157BC) Social and Human Factors: Reactions to Change; (7164BC) Helping People Adapt: Strategies to Reduce Stress and Anxiety; (7188BC) Toward Continuous Change: Staying Competitive Through Change.Subjects: NO SUBJECTS(KEYWORDS)Length: 18pList Price: $6.95

Year New: 2006

U0407ATitle: Are You Delegating So It Sticks?Author(s): Johnson, Lauren KellerPublication Date: 07/01/2004Product Type: Harvard Management Update ArticleAbstract: Managers have come under increasing pressure to generate measurable results faster than ever. And during tough economic times, some managers fear being viewed as unimportant or unnecessary if they delegate more to employees; they assume that there's only so much power and authority to go around. But just as delegating can be difficult, it also can be crucial for companies seeking to compete. Fortunately, experts and executives across a wide range of industries have developed techniques aimed at making delegation easier and more effective.Subjects: Delegation of authority; Management by objectives; Managerial behavior; Managerial skillsLength: 3pList Price: $4.50Year New: 2004

C0605BTitle: Are You Giving Your Top Performers a Reason to Stay?Author(s): Field, AnnePublication Date: 05/01/2006Product Type: Harvard Management Communication Letter ArticleAbstract: Career development communication is crucial to retaining talent. Employees need to know that development opportunities exist and that their managers will work with them to make the most of those opportunities. Yet, many managers give career development short shrift in their discussions with employees. This article features concrete advice from development and retention experts on how to make career development conversations less difficult and more effective.Subjects: NO SUBJECTS(KEYWORDS)Length: 3pList Price: $4.50Year New: 2006

R0307GTitle: Are You In with the In Crowd?Author(s): Kleiner, ArtPublication Date: 07/01/2003Product Type: Harvard Business Review ArticleAbstract: At the core of your company, there is a group of people who seem to call the shots--or, rather, all the shots seem to be called for their benefit. This

core group can't be found on any organization chart. It exists in people's hearts and minds. It comprises the people whose perceived interests and needs are taken into account as decisions are made throughout the organization. In the best organizations, the core group can be a resource: Members represent the unique values and knowledge that distinguish their companies. When core groups display independence, creativity, and power, the rest of the company follows. Such behavior on the part of the company, in turn, creates value for shareholders, especially over the long term. But because of the core group's enormous power, members need to make themselves aware of the signals they send, both intended and unintended. For better and for worse, the core group reinforces whatever it pays attention to. If you do not know who constitutes the core group in your organization, or what the members stand for, you may find that leading will be extremely difficult--even if you are ostensibly the person in charge.Subjects: Communication in organizations; Innovation; Knowledge transfer; Leadership; Networks; Organizational behavior; Organizational change; Power & influenceLength: 7pNEW

C0104ATitle: Are You Listening to Me?Author(s): Bierck, RichardPublication Date: 04/01/2001Product Type: Harvard Management Communication Letter ArticleAbstract: How can you tell when you've lost someone's attention? And, more importantly, what can you do to get it back? The answers to these two questions take on new importance in today's information-flooded world. Even the best communications are worthless if they fall on deaf ears. Communication experts weigh in with advice on capturing--and retaining--your audience's attention. Among their tips: When you suspect a listener of taking a mental vacation from the conversation, ask a question related to one of your points. Or, get the audience involved as a group by asking for a show of hands on a practice or opinion.Subjects: Communication; Interpersonal relations; Management communicationLength: 3pList Price: $4.50

SMR203Title: Are You Networked for Successful Innovation?Author(s): Rizova, PollyPublication Date: 04/01/2006



Product Type: SMR ArticleAbstract: Research and development projects fail more often than they succeed. In fact, of every 10 R&D projects, five are flops, three are abandoned, and only two ultimately become commercially successful. A principal problem is that many companies don't know how best to organize their labs to conduct R&D work. A classic hierarchical structure, for instance, tends to impede the rapid spread of knowledge. Matrix organizations, on the other hand, can lead to information logjams, confusion, and conflict among employees. To investigate how companies can best manage their efforts to innovate, the author conducted an in-depth study of six R&D projects at the laboratory of a Fortune 500 corporation. She found that highly successful R&D projects have four crucial factors that reinforce each other: strong and sustained corporate support; the presence of open communication patterns and a low degree of formal reporting (beyond this, R&D teams must be organized in specific ways so that informal social networks are reinforced--not thwarted--by the formal organizational structures); inclusion in R&D projects of a person who is central to the "technical-advice network"; and inclusion of someone key to the "organizational-advice network." An understanding of the interplay between informal social networks and formal organizational structures can help companies design and maintain learning organizations in which employees exchange pertinent knowledge efficiently and willingly, leading to more successful R&D efforts.Subjects: NO SUBJECTS(KEYWORDS)Length: 9pYear New: 2006

R0202FTitle: Are You Picking the Right Leaders?Author(s): Sorcher, Melvin; Brant, JamesPublication Date: 02/01/2002Product Type: Harvard Business Review ArticleAbstract: When it comes time to hire or promote, top executives routinely overvalue certain skills and traits while overlooking others. Intuitively, for example, they might seek out team players, people who shine operationally, dynamic public speakers, or those who are demonstrably hungry for greater responsibility. But some attributes that seem like good indicators of leadership potential are, paradoxically, just the reverse. Team players and those who

excel operationally often make better seconds in command. Unfortunately, few organizations have the right procedures in place to produce complete and accurate pictures of their top prospects. Assessments are often based on hearsay, gossip, and casual observation. A new evaluation process will help you avoid that trap. Candidates are assessed by a group of people who have observed their behavior directly over time and in different circumstances.Subjects: Human behavior; Leadership; Management styles; Personal strategy & style; Succession planningLength: 7p

892XTitle: Are You Picking the Right Leaders? (HBR OnPoint Enhanced Edition)Author(s): Sorcher, Melvin; Brant, JamesPublication Date: 02/01/2002Product Type: HBR OnPoint ArticleAbstract: When it comes time to hire or promote, top executives routinely overvalue certain skills and traits while overlooking others. Intuitively, for example, they might seek out team players, people who shine operationally, dynamic public speakers, or those who are demonstrably hungry for greater responsibility. But some attributes that seem like good indicators of leadership potential are, paradoxically, just the reverse. Team players and those who excel operationally often make better seconds in command. Unfortunately, few organizations have the right procedures in place to produce complete and accurate pictures of their top prospects. Assessments are often based on hearsay, gossip, and casual observation. A new evaluation process will help you avoid that trap. Candidates are assessed by a group of people who have observed their behavior directly over time and in different circumstances.Subjects: Human behavior; Leadership; Management styles; Personal strategy & style; Succession planningLength: 10pList Price: $6.50

U0809CTitle: Are You Prepared for Change?Author(s): Johnson, Lauren KellerPublication Date: 09/01/2008Product Type: Harvard Management Update ArticleAbstract: "Be Prepared" isn't just the Boy Scout motto--it's a critical prerequisite for success in today's fast-moving, fast-changing business world. Prepared leaders anticipate change, envision the new opportunities change presents, and enable their organizations

to seize those opportunities. This article focuses on the work of Bill Welter and Jean Egmon, authors of The Prepared Mind of a Leader: Eight Skills Leaders Use to Innovate, Make Decisions, and Solve Problems, to identify eight skills that are essential in preparing your mind to react positively to change. Learn how to use these skills to develop not only your own preparedness for change, but to develop and retain forward-looking talent in your organization.Subjects: NO SUBJECTS(KEYWORDS)Length: 2pList Price: $4.50

C0602ATitle: Are You Promoting Change--or Hindering It?Author(s): Fendt, JacquelinePublication Date: 02/01/2006Product Type: Harvard Management Communication Letter ArticleAbstract: Most organizations today are busy changing direction in some way. Successful change requires not only sound strategic and financial decisions, but also effective leadership communication. Yet, many leaders inadvertently undermine the very commitment to change that they seek to foster; their communication style, rather than inspiring trust, hope, and optimism, demoralizes the work force and, thus, diminishes their chances of success. Based on extensive research, the author proposes that most leaders fall into one of three major communication styles: cartel, aesthetic, or video game. By identifying one's dominant style and consciously adopting the strengths of the other styles, the author argues, a leader can become a Holistic Communicator--someone with the communication flexibility, consistency, and creativity to navigate an organization successfully through major change.Subjects: NO SUBJECTS(KEYWORDS)Length: 3pList Price: $4.50Year New: 2006

U9610DTitle: Are You Ready for an Executive Coach?Author(s): Williams, Monci J.Publication Date: 10/01/1996Product Type: Harvard Management Update ArticleAbstract: In this age of customization, managers are benefiting from many services tailored to specific circumstances--including the ultimate educational service for managers: the executive coach. Proactive companies such as American Express, Corning,



Hewlett-Packard, Morgan Stanley, and Philip Morris have begun to offer private coaching as part of leadership development. When contacting prospective coaches, the recipient should be mindful of confidentiality concerns at the outset and ask for an agreement about what a coach will tell the employer. And don't try this at home by yourself: Coaches discourage coaching yourself--most of us toss out the truths we most need to hear.Subjects: Executives; Management developmentLength: 2pList Price: $4.50

C0302DTitle: Are You Ready to Get Serious About Networking?Author(s): Parker, Susan G.Publication Date: 02/01/2003Product Type: Harvard Management Communication Letter ArticleAbstract: Although networking groups have been around for a long time, you might want to think about joining one. The knowledge you gain from a networking group may help you take your business to the next level. What sets networking groups apart from simple one-on-one networking is that members are explicitly expected to help one another generate business and offer business services. Learn how to find networking groups where you live. Includes the sidebar "Finding a Networking Group."Subjects: Communication; Communication strategy; Group dynamics; Interpersonal behaviorLength: 3pList Price: $4.50

C0306DTitle: Are You Standing in the Way of Your Own Success?Author(s): Morgan, NickPublication Date: 06/01/2003Product Type: Harvard Management Communication Letter ArticleAbstract: The way you stand could change your life. For businesspeople, stance is an important indicator of how deeply you are engaged with your job, how much you believe in what you are selling, and how confident you are that your company will survive. This insight and many more are at the heart of modern communications research. Read the 10 categories of behavior that you should monitor and improve to help you at work.Subjects: Communication; Communication in organizations; Communication strategyLength: 1p

List Price: $4.50

R0511BTitle: Are You Working Too Hard? A Conversation with Herbert Benson, M.D.Author(s): Benson, Herbert, M.D.Publication Date: 11/01/2005Product Type: Harvard Business Review ArticleAbstract: Stress is an essential response in highly competitive environments. Before a race, before an exam, before an important meeting, your heart rate and blood pressure rise, your focus tightens, you become more alert and more efficient. But beyond a certain level, stress overloads your system, compromising your performance and, eventually, your health. So the question is: When does stress help and when does it hurt? To find out, HBR talked with Harvard Medical School professor Herbert Benson, M.D., founder of the Mind/Body Medical Institute. Having spent more than 35 years conducting worldwide research in the fields of neuroscience and stress, Benson is best known for his 1975 best seller The Relaxation Response, in which he describes how the mind can influence stress levels through such tools as meditation. His most recent research centers on what he calls "the breakout principle," a method by which stress is not simply reduced but carefully controlled so that you reap its benefits while avoiding its dangers. He describes a four-step process in which you first push yourself to the most productive stress level by grappling intently with a problem. Next, just as you feel yourself flagging, you disengage entirely by doing something utterly unrelated--going for a walk, petting a dog, taking a shower. In the third step, as the brain quiets down, activity paradoxically increases in areas associated with attention, space-time concepts, and decision making, leading to a sudden, creative insight--the breakout. Step four is achievement of a "new-normal state," in which you find that the improved performance is sustained, sometimes indefinitely. As counterintuitive as this research may seem, managers can doubtless recall times when they've had an "aha" moment at the gym, on the golf course, or in the shower. What Benson describes here is a way to tap into this invaluable biological tool whenever we want.Geographic Setting: ChinaSubjects: NO SUBJECTS(KEYWORDS)Length: 6pYear New: 2005

SMR278Title: Are You a "Vigilant Leader"?Author(s): Day, George S.; Schoemaker, Paul J.H.Publication Date: 04/01/2008Product Type: Case (Field)Abstract: Vigilant leaders are those who make a practice of being abundantly alert and deeply curious so that they can detect, and act on, the earliest signs of threat or opportunity. They seek to nurture equally vigilant employees by modeling such behavior and by providing incentives for managers to look for--and interpret--weak signals. While such icons as Andy Grove and Jack Welch exemplify vigilant CEOs, the trait remains in short supply. That is a conclusion the coauthors reached after surveying 119 global companies about their overall capacity for diligence. Among their findings: Just 23% of the businesses were run by CEOs who tried to pick up weak signals from the periphery. Most leaders, they theorize, rise to the top by demonstrating superior operational skills. To help leaders recognize and develop the habit of vigilance, the researchers examine in detail the three traits that characterize vigilant executives: focusing externally, applying strategic foresight and encouraging exploration by others. They also capture such leaders in action and provide examples in which a distinct lack of vigilance has led companies such as The Coca-Cola Co. to "miss the boat" by overlooking big opportunities. Companies like General Electric Co. and Johnson & Johnson have instituted systematic programs to instill employees with the qualities of vigilant leaders. The CEO of Denmark-based Novozymes A/S is curious, fast and enterprising, an attitude he nurtures in his workers. Organizations may encourage vigilant leadership by hiring specifically for it or by openly rewarding displays of it. Whatever strategy CEOs choose, the authors find that it is critical for them to set an example. After all, it is only through vigilance that companies can avoid hidden dangers--and discover opportunities ripe for innovation.Subjects: NO SUBJECTS(KEYWORDS)Length: 11pYear New: 2008

92104Title: Are You a Strategist or Just a Manager?Author(s): Hinterhuber, Hans H.; Popp, WolfgangPublication Date: 01/01/1992Product Type: Harvard Business Review ArticleAbstract: Successful managers are



born with the potential to be good strategists, but they must develop their natural talents. CEOs and top management can help by identifying and promoting such talents in their employees. A questionnaire has been developed to help measure strategic management competence. Strategic managers provide subordinates with general guidelines, just as the Prussian military strategist Helmuth von Moltke issued directives to his officers. Outstanding entrepreneurs and managers create a corporate culture in which their vision, philosophy, and business strategies are implemented by employees who think independently.Subjects: Creativity; Leadership; Management philosophy; Management styles; Strategic planningLength: 9p

U9809CTitle: Are Your Employees Bowling Alone?: How to Build a Trusting OrganizationAuthor(s): Smith, DouglasPublication Date: 09/01/1998Product Type: Harvard Management Update ArticleAbstract: From 1980 to 1993, the number of bowlers grew by 10%, while league membership shrank by 40%. In his widely read 1994 essay, "Bowling Alone: America's Declining Social Capital," sociologist Robert Putnam used this statistic as a metaphor for civic disengagement. Putnam was writing about civic society, but his observations apply to business as well. The same erosion of social cohesion and trust occurring in society at large operates in the corporate sector--affecting the work environment, productivity, and profits. This article suggest that a company's ability to promote cohesion, community spirit, and mutual accountability depends entirely on its leaders, and reveals the five identifying hallmarks shared by genuinely trusting organizations.Subjects: Human behavior; Leadership; LoyaltyLength: 5pList Price: $4.50

72107Title: Are Your Meetings Like This One?Author(s): Golde, Roger A.Publication Date: 01/01/1972Product Type: Harvard Business Review ArticleAbstract: A case study of a meeting conducted by the general manager of a company with four subordinate executives illustrates common pitfalls in the management of meetings. Approximately 200 executives discussed the case as part of a videocassette

workshop. The three dimensions of meetings that were developed and examined at the workshop are: clarification of purpose, classification of behavior patterns, and the effect of physical surroundings.Subjects: Group dynamics; HBR Case Discussions; Management communicationLength: 10p

C0101ATitle: Are Your Presentations Inspiring?Publication Date: 01/01/2001Product Type: Harvard Management Communication Letter ArticleAbstract: Many presentations are long-winded and simpleminded; few manage to say the right thing at the right time in the fewest possible words. One speech that did exactly that was John F. Kennedy's speech to the citizens of West Berlin in June of 1963. Kennedy's intent was to connect with the people of Berlin, to reassure them that they were not alone in spite of being isolated by the Berlin Wall. An analysis of Kennedy's brief but powerful speech reveals six lessons for making an impact on your audience: 1) write the speech yourself; 2) keep it simple and true; 3) meet the needs of the audience; 4) appeal to something larger than self-interest; 5) identify with your audience early on; and 6) repeat memorable phrases often.Subjects: Management communicationLength: 3pList Price: $4.50

403131Title: The Army Crew TeamAuthor(s): Snook, Scott A.; Polzer, Jeffrey T.Publication Date: 01/31/2003Revision Date: 03/30/2004Product Type: Case (Field)Abstract: The coach of the varsity Army crew team at West Point assembled his top eight rowers into the first crew team and the second tier of rowers into the second team using objective data on individual performance. As the second boat continually beat the first boat in races, the coach attempted to discern the team dynamics causing these aberrant results. By using very clean, objective performance data, the case makes clear that a team can be more (or less) than the sum of its individual parts, but allows students to analyze the factors that make this true.Geographic Setting: New York, NYIndustry Setting: MilitarySubjects: Conflict; Leadership; Performance measurement; TeamsLength: 11pSupplementary Materials: Teaching Note, (404117), 22p, by Scott A. Snook,

Jeffrey T. PolzerNEW

406P01Title: Army Crew Team, Portuguese VersionAuthor(s): Snook, Scott A.; Polzer, Jeffrey T.Publication Date: 01/31/2003Revision Date: 03/30/2004Product Type: LACC CaseAbstract: The coach of the varsity Army crew team at West Point assembled his top eight rowers into the first crew team and the second tier of rowers into the second team using objective data on individual performance. As the second boat continually beat the first boat in races, the coach attempted to discern the team dynamics causing these aberrant results. By using very clean, objective performance data, the case makes clear that a team can be more (or less) than the sum of its individual parts, but allows students to analyze the factors that make this true.Geographic Setting: New York, NYIndustry Setting: MilitarySubjects: NO SUBJECTS(KEYWORDS)Length: 12pYear New: 2007

493085Title: Arne ElifsonAuthor(s): Sloane, Carl S.Publication Date: 05/20/1993Product Type: Case (Field)Abstract: Deals with issues of adult and career development at mid-life. Describes the career and personal history of an adult male, choice points in his life and career, and how he went about making critical choices. Focuses in particular on his decision at age 51 to abandon a successful career with a large corporation in order to gain greater personal freedom by purchasing and controlling his own smaller business. Teaching Purpose: Illustrates the relationship between adult development needs and career choices, particularly the role that career choice plays in contributing to or blocking adult development. Also illustrates a number of practical considerations in purchasing a business and in moving from a large to a small company environment.Geographic Setting: United StatesEvent Year Start: 1960Subjects: Careers & career planning; Entrepreneurship; Human behavior; Self evaluationLength: 9p

484085Title: Arnheiter's Ninety-Nine DaysAuthor(s): Kets de Vries, Manfred F.R.



Publication Date: 04/09/1984Product Type: Case (Library)Abstract: Describes the ninety-nine days during which Captain Arnheiter commanded the USS Vance, a destroyer escort radar ship assigned to patrol the South Vietnamese coast to intercept infiltrators. A number of irregular practices led to his removal. Highlights the relationship between personality, leadership, and pathology.Geographic Setting: United StatesIndustry Setting: MilitaryEvent Year Start: 1965Event Year End: 1966Subjects: Human behavior; Interpersonal relations; LeadershipLength: 14p

3638Title: Art for Work: The New Renaissance in Corporate Collecting (Hardcover)Author(s): Jacobson, MarjoryPublication Date: 10/18/1993Product Type: HBS Press BookAbstract: The collaboration between art and business stretches back as far as Renaissance Italy, and in recent years has strengthened dramatically throughout the world. A growing number of corporate collections have come to rival those of museums; many contain masterpieces. In the uncertain economic times of the 1990s, why should corporations turn their workplaces into centers of cultural leadership? Marjory Jacobson's exhaustive research took her to thirty cities in eight countries to seek out the most innovative corporate patrons of contemporary art. Her conclusion: corporate patrons know the value of experiment, risk taking, and standard setting in business. Their art programs are a highly sophisticated management tool geared to enlightened self-interest. Beautifully illustrated, with more than 40 companies showcased, this book reveals not only how business has a vital role to play in the contemporary world, but also how art enhances the corporation: in selling an image in a competitive marketplace; in promoting corporate citizenship within increasingly demanding communities; and in experimenting with novel ways to educate and stimulate the workforce.Industry Setting: Architectural services industry; Arts administrationSubjects: Arts administration; Business & society; Corporate culture; Creativity; Innovation; Management philosophyLength: 256pList Price: $75.00

2887Title: Art of Business Negotiation (Paperback)

Author(s): HBRPublication Date: 12/01/1989Product Type: HBS Press BookAbstract: Whether you're dealing with labor unions or venture capitalists, superior negotiating skills are essential for successful managers. This paperback collection of Harvard Business Review articles includes a variety of selections on such topics as staying out of court, negotiating with bankers and unions, and making deals in foreign markets. HBR paperbacks are regularly revised with recent articles.Subjects: Conflict; Management communication; Managerial skills; Negotiations; Power & influenceLength: 72pList Price: $19.95

U0411BTitle: The Art of Developing Leaders at KraftAuthor(s): Vishwanath, Vijay; Blenko, MarciaPublication Date: 11/01/2004Product Type: Harvard Management Update ArticleAbstract: Of the handful of CEOs who were rumored last spring to be on the short list for the top job at Coca-Cola, three share strikingly similar backgrounds. Mattel's Robert Eckert, Hershey's Richard Lenny, and Gillette's Jim Kilts all cut their managerial teeth at Kraft General Foods. That's no coincidence. During the past two decades, Kraft General Foods has been a prodigious producer of big cheeses. The secret lies in Kraft's management development process. Although the company does have a formal program for training leaders, for the most part, executive development takes place on the job and, more important, for the job. Read more about why Kraft has produced so many corporate leaders and what you can learn from its success.Subjects: Leadership; Management development; Management philosophy; Managerial skillsLength: 3pList Price: $4.50Year New: 2004

7197BNTitle: The Art of Effective Leadership CollectionPublication Date: 04/28/2004Product Type: Management ProgramAbstract: This specially priced collection challenges the conventional wisdom surrounding leadership and reminds us that great leadership is not only about the mind, but the heart, and offers insights that could change the way you interact with others in every aspect of your life. This four-volume set includes:

"Primal Leadership: Learning to Lead with Emotional Intelligence" (paperback), drawing from decades of research within world-class organizations, Daniel Goleman, Richard Boyatzis, and Annie McKee show that great leaders excel not just through skill and smarts, but by connecting with others using EI competencies like empathy and self-awareness; "Changing Minds: The Art and Science of Changing Our Own Mind and Other People's Minds" (hardcover), wherein Harvard psychologist Howard Gardner offers an original framework for understanding exactly what happens during the course of changing a mind--and how to influence that process; "The 180-Degree Turnaround" (HBR OnPoint collection), which tells us that firms edging closer to the brink of failure--marked by finger pointing, turf protecting, and paralysis--should initiate a psychological turnaround by restoring people's confidence in themselves and each other; and "Remember Who You Are: Life Stories That Inspire the Heart and Mind," wherein the author gathers lessons on balancing the personal and professional responsibilities of leadership from faculty members of Harvard Business School. This perceptive collection will improve your understanding of effective leadership--all at a savings of more than 10% off the individual prices.Subjects: Interpersonal behavior; Leadership; Management of change; Management styles; Managerial skills; Organizational behavior; Organizational learningList Price: $69.95Year New: 2004

SMR178Title: The Art of Making Change Initiatives StickAuthor(s): Roberto, Michael A.; Levesque, Lynne C.Publication Date: 07/01/2005Product Type: SMR ArticleAbstract: Too many managers are burned out on strategic change. They have lived through the scenario in which the CEO announces a bold initiative designed to lift performance dramatically. The initiative calls for sweeping changes in the company's processes, systems, and culture--and large resource investments. Despite some short-term gains, it's common for the organization to slip back into old ways of doing things. Argues for a system that enables change initiatives to stick. Uses a detailed case study (a disguised large clothing retailer) to demonstrate what it takes to produce sustainable changes in processes, behavior, or performance. Uncovers four



critical processes--chartering, learning, mobilizing, and realigning--that pave the way for successful institutionalization of a strategic change initiative. The elements rely much more on an understanding of the mix of task-related, emotional, and behavioral factors than is fashionable in today's metrics-driven environment. Also highlights the study's divergence from conventional wisdom about programmatic change, arguing that managers need to set in motion a series of processes right at the start if widespread changes are to stick.Industry Setting: Apparel industry; Retail industrySubjects: NO SUBJECTS(KEYWORDS)Length: 10pYear New: 2005

U9811BTitle: The Art of Managing Virtual Teams: Eight Key LessonsAuthor(s): Wardell, CharlesPublication Date: 11/01/1998Product Type: Harvard Management Update ArticleAbstract: A company's ability to seize an opportunity often depends on how fast it can field a team of talented individuals, wherever they may be. That puts a big premium on the skills of virtual management--the ability to run a team whose members are not in the same location, don't report to you, and may not even work for your company. Methodologies for managing virtual teams are still pretty rare, but the subject is being studied extensively. This article provides eight key lessons from authorities on virtual management.Subjects: Organizational change; Teams; Virtual communitiesLength: 2pList Price: $4.50

1677Title: The Art of Middle Management: How to Outperform Your Company's--and Your Own--Expectations (HBR OnPoint Executive Edition)Author(s): Stewart, Thomas A.; Edelman, Russ; Hiltabiddle, Tim; Gosling, Jonathan; Mintzberg, Henry; Kanter, Rosabeth Moss; Gabarro, John J.; Kotter, John P.; Bruch, Heike; Ghoshal, Sumantra; Matta, Nadim F.; Ashkenas, Ronald N.; Rich, Stanley R.; Gumpert, David E.; Buckingham, Marcus; Morison, Robert; Erickson, Tamara; Dychtwald, Ken; Ibarra, HerminiaPublication Date: 11/14/2006Product Type: HBR Newsstand Special IssueAbstract: Middle managers are the backbone of most organizations--the

ones typically charged with executing the plans made by the C-suite. They have to motivate their teams, provide honest feedback to top-level managers, and are often closer to the customer and the customer's concerns than others in the organization. Middle managers are critical to the success of a company. But it can be difficult to manage effectively when you must answer both up and down--and when you aspire to keep moving up yourself. This Harvard Business Review OnPoint Executive Edition centers on how to excel and add value in this key role. It provides tactics you will need to succeed but also, more generally, illuminates the art of being a truly effective middle manager while simultaneously striving to advance in the organization The articles in this issue include "The Five Minds of a Manager," by Jonathan Gosling and Henry Mintzberg; "The Middle Manager as Innovator," by Rosabeth Moss Kanter; "Managing Your Boss," by John J. Gabarro and John P. Kotter (an HBR Classic); "What Great Managers Do," by Marcus Buckingham; "How to Stay Stuck in the Wrong Career," by Herminia Ibarra; and an HBR Case Study on whether or not a nice guy can make it to the C-suite.Subjects: NO SUBJECTS(KEYWORDS)Length: 136pYear New: 2006

7706Title: The Art of Possibility: Transforming Professional and Personal Life (Hardcover)Author(s): Zander, Rosamund Stone; Zander, BenjaminPublication Date: 08/28/2000Product Type: HBS Press BookAbstract: The Art of Possibility offers a set of breakthrough practices for creativity in all human enterprises. This inspirational book is a synthesis of Rosamund Stone Zander's knowledge of cutting-edge psychology and Benjamin Zander's experiences as the conductor of the Boston Philharmonic Orchestra. Infused with the energy of their dynamic partnership, the book joins together Ben's extraordinary talent as a mover and shaker, teacher, and communicator with Rosamund's genius for creating innovative paradigms for personal and professional fulfillment. In lively counterpoint, the authors provide us with a deep sense of the powerful role that the notion of possibility can play in every aspect of our lives. The Zanders' deceptively simple practices are based on two premises: that life is composed as a story ("it's all invented") and that, with new definitions, much more is

possible than people ordinarily think. The book shifts our perspective with uplifting stories, parables, and anecdotes. From "Giving an A" to the mysterious "Rule Number 6" to "Leading from Any Chair"--the account of Ben's stunning realization that the conductor/leader's power is directly linked to how much greatness he is willing to grant to others--each practice offers an opportunity for personal and organizational transformation. Subjects: Creativity; LeadershipLength: 224pList Price: $24.00

4332Title: Articulate Executive: Orchestrating Effective Communication (Hardcover)Author(s): Bartolome, Fernando, ed.Publication Date: 10/20/1993Product Type: HBS Press BookAbstract: This collection of articles illustrates the powerful connections between effective communication and effective leadership in the information age. In addition to providing guidelines for the mechanics--improving writing skills, presenting plans, conducting interviews, and holding meetings--the book emphasizes the variables beneath the surface, such as nonverbal cues and personal agendas, which have at least as great an impact on how messages are received and acted upon as they travel up, down, and across the organization. This collection features bestselling Harvard Business Review authors, such as Chris Argyis, Chester Burger, and Anthony Jay, and an introductory essay by Fernando Bartolome, who describes the challenges of achieving effective communication in diverse organizations.Subjects: Careers & career planning; Communication; Interpersonal relations; Leadership; Management communicationLength: 240pList Price: $29.95

2682Title: Articulate Executive: Improving Written, Interpersonal, and Group Communication (Paperback)Publication Date: 12/01/1989Product Type: HBS Press BookAbstract: Learn how to improve your written, interpersonal, and group communications. This paperback offers outstanding, best-selling Harvard Business Review articles on business communication. The sections of the book deal with one-on-one oral communication (including a selection on effectively interviewing management-level job candidates), business writing, and group communication dynamics. HBR paperbacks are regularly revised



with recent articles.Subjects: Group behavior; Interpersonal relations; Management communicationLength: 58pList Price: $19.95

908M54Title: The Ascendance of AirAsia: Building a Successful Budget Airline in AsiaAuthor(s): Doh, Jonathan P.; Lawton, ThomasPublication Date: 10/23/2008Product Type: Case (Field)Publisher: Richard Ivey School of Business/UWOAbstract: In September 2001, Tony Fernandes left his job as vice president and head of Warner Music's Southeast Asian operations. He reportedly cashed in his stock options, took out a mortgage on his house, and lined up investors to take control of AirAsia, a struggling Malaysian airline. Three days later, terrorists destroyed the World Trade Center. Despite the negative aftermath of the 9-11 attacks, by 2003, AirAsia had demonstrated that the low-fare model epitomized by Southwest and JetBlue in the United States, and by Ryanair and easyJet in Europe, had great potential in the Asian marketplace. Now, Fernandes had to make plans to ensure that AirAsia maintained its momentum while considering the influx of new entrants into the low-fare segment of the airline industry in Asia.Geographic Setting: AsiaIndustry Setting: Airline industrySubjects: NO SUBJECTS(KEYWORDS)Length: 15p

9-408-S05Title: Asda (A), Spanish VersionAuthor(s): Beer, Michael; Weber, James B.Publication Date: 10/09/1997Revision Date: 05/06/1998Product Type: LACC CaseAbstract: In the mid-1980s, Asda was one of the most successful retail companies in the United Kingdom. By 1991, the chain of 200 grocery stores had a lack of direction, a demoralized workforce, declining profits, rising debt, collapsing stock price, and was facing bankruptcy. This case describes the company's downfall and introduces Archie Norman, a young, highly talented chief executive, hired to restore the company.Geographic Setting: United KingdomIndustry Setting: Grocery stores; Retail industryNumber of Employees: 70,000Gross Revenues: $8 billion revenuesSubjects: NO

SUBJECTS(KEYWORDS)Length: 19pYear New: 2007

498005Title: Asda (A)Author(s): Beer, Michael; Weber, James B.Publication Date: 10/09/1997Revision Date: 05/06/1998Product Type: Case (Field)Abstract: In the mid-1980s, Asda was one of the most successful retail companies in the United Kingdom. By 1991, the chain of 200 grocery stores had a lack of direction, a demoralized workforce, declining profits, rising debt, collapsing stock price, and was facing bankruptcy. This case describes the company's downfall and introduces Archie Norman, a young, highly talented chief executive, hired to restore the company. May be used with: (498007) Asda (B).Geographic Setting: United KingdomIndustry Setting: Grocery stores; Retail industryNumber of Employees: 70,000Gross Revenues: $8 billion revenuesSubjects: Corporate culture; Organizational behavior; Organizational design; Supermarkets; United KingdomLength: 15pSupplementary Materials: Supplement (Field), (498006), 3p, by Michael Beer, James B. Weber; Supplement (Field), (498008), 5p, by Michael Beer, James B. Weber; Teaching Note, (498033), 19p, by Michael Beer, James B. Weber; Case Video, (499506), 31 min, by Michael Beer, James B. Weber; Case Video, (499507), 13 min, by Michael Beer, James B. Weber; Case Video, (400503), 14 min, by Asda; Case Video, DVD, (499508), 31 min, by Michael Beer, James B. Weber; Case Video, Streaming, (1-279-5), 31 min, by Michael Beer, James B. Weber

498006Title: Asda (A1)Author(s): Beer, Michael; Weber, James B.Publication Date: 10/09/1997Revision Date: 05/01/1998Product Type: Supplement (Field)Abstract: An abstract is not available for this product. Must be used with: (498005) Asda (A); (1-279-5) Asda: An Interview with Archie Norman and Allan Leighton, April 1998, Video (Streaming).Geographic Setting: United KingdomIndustry Setting: SupermarketsSubjects: Corporate culture; Organizational behavior; Organizational design; Supermarkets; United KingdomLength: 3pSupplementary Materials: Teaching

Note, (498033), 19p, by Michael Beer, James B. Weber; Case Video, (499506), 31 min, by Michael Beer, James B. Weber; Case Video, (499507), 13 min, by Michael Beer, James B. Weber; Case Video, (400503), 14 min, by Asda; Supplement (Field), (498007), 22p, by Michael Beer, James B. Weber; Supplement (Field), (498008), 5p, by Michael Beer, James B. Weber

9-408-S36Title: Asda (A1), Spanish VersionAuthor(s): Beer, Michael; Weber, James B.Publication Date: 10/09/1997Product Type: LACC SupplementAbstract: Supplements the (A) case.Geographic Setting: United KingdomIndustry Setting: SupermarketsSubjects: NO SUBJECTS(KEYWORDS)Length: 4p

498007Title: Asda (B)Author(s): Beer, Michael; Weber, James B.Publication Date: 10/09/1997Revision Date: 05/06/1998Product Type: Supplement (Field)Abstract: Describes Archie Norman's efforts over a five-year period to turn around the company by regaining financial control, delivering management, creating experimental projects where individuals felt free to innovate, instituting a back-to-roots strategy that put customers first, and creating a culture characterized by high involvement of employees and fast innovation and implementation of new ideas. Must be used with: (498006) Asda (A1). May be used with: (498005) Asda (A).Geographic Setting: United KingdomIndustry Setting: Grocery stores; Retail industryNumber of Employees: 70,000Gross Revenues: $8 billion revenuesSubjects: Corporate culture; Organizational behavior; Organizational design; Supermarkets; United KingdomLength: 22pSupplementary Materials: Teaching Note, (498033), 19p, by Michael Beer, James B. Weber; Case Video, (499506), 31 min, by Michael Beer, James B. Weber; Case Video, (499507), 13 min, by Michael Beer, James B. Weber; Case Video, (400503), 14 min, by Asda

9-408-S37Title: Asda (B), Spanish VersionAuthor(s): Beer, Michael; Weber, James B.Publication Date: 10/09/1997Product Type: LACC Supplement



Abstract: Describes Archie Norman's efforts over a five-year period to turn around the company by regaining financial control, delivering management, creating experimental projects where individuals felt free to innovate, instituting a back-to-roots strategy that put customers first, and creating a culture characterized by high involvement of employees and fast innovation and implementation of new ideas.Geographic Setting: United KingdomIndustry Setting: Grocery stores; Retail industryNumber of Employees: 70,000Gross Revenues: $8 billion revenuesSubjects: NO SUBJECTS(KEYWORDS)Length: 26p

498008Title: Asda (C)Author(s): Beer, Michael; Weber, James B.Publication Date: 10/09/1997Revision Date: 05/01/1998Product Type: Supplement (Field)Abstract: Supplements the (A) case. Must be used with: (498005) Asda (A); (1-279-5) Asda: An Interview with Archie Norman and Allan Leighton, April 1998, Video (Streaming).Geographic Setting: United KingdomIndustry Setting: SupermarketsSubjects: Corporate culture; Organizational behavior; Organizational design; Supermarkets; United KingdomLength: 5pSupplementary Materials: Teaching Note, (498033), 19p, by Michael Beer, James B. Weber; Case Video, (499506), 31 min, by Michael Beer, James B. Weber; Case Video, (499507), 13 min, by Michael Beer, James B. Weber; Case Video, (400503), 14 min, by Asda

9-408-S38Title: Asda (C), Spanish VersionAuthor(s): Beer, Michael; Weber, James B.Publication Date: 10/09/1997Product Type: LACC SupplementAbstract: Supplements the (A) case.Geographic Setting: United KingdomIndustry Setting: SupermarketsSubjects: NO SUBJECTS(KEYWORDS)Length: 5p

499507Title: Asda: Allan Leighton with the Advanced Management Program, May 31,1997, VideoAuthor(s): Beer, Michael; Weber, James B.Publication Date: 06/01/1999Product Type: Case Video

Abstract: Allan Leighton of the Asda Group addresses an executive education class at Harvard Business School after a discussion of the Asda case series. Must be used with: (498005) Asda (A); (498006) Asda (A1); (498007) Asda (B); (498008) Asda (C).Geographic Setting: United KingdomIndustry Setting: SupermarketsSubjects: Corporate culture; Organizational behavior; Organizational design; Supermarkets; United KingdomLength: 13 minList Price: $150.00

499506Title: Asda: An Interview with Archie Norman and Allan Leighton, April 1998, VideoAuthor(s): Beer, Michael; Weber, James B.Publication Date: 06/01/1999Product Type: Case VideoAbstract: Archie Norman and Allan Leighton discuss the transformation of Asda. Provides a follow-up to the Asda case series. Must be used with: (498005) Asda (A); (498006) Asda (A1); (498007) Asda (B); (498008) Asda (C).Geographic Setting: United KingdomIndustry Setting: SupermarketsSubjects: Corporate culture; Organizational behavior; Organizational design; Supermarkets; United KingdomLength: 31 minList Price: $150.00

499508Title: Asda: An Interview with Archie Norman and Allan Leighton, April 1998, Video (DVD)Author(s): Beer, Michael; Weber, James B.Publication Date: 06/01/1999Product Type: Case Video, DVDAbstract: Archie Norman and Allan Leighton discuss the transformation of Asda. Provides a follow-up to the Asda case series. Must be used with: (498005) Asda (A).Geographic Setting: United KingdomIndustry Setting: SupermarketsSubjects: NO SUBJECTS(KEYWORDS)Length: 31 minYear New: 2005

400503Title: Asda: Company VideoAuthor(s): AsdaPublication Date: 08/01/1999Product Type: Case VideoAbstract: Shows a series of brief clips from Asda News and other internal informational videos widely distributed to Asda employees. The clips show various activities discussed in the cases, including Asda Way of Communicating,

National Colleague Circle, and huddles. Video supports the Asda case series but is most useful with Asda (B). Must be used with: (498005) Asda (A); (498006) Asda (A1); (498007) Asda (B); (498008) Asda (C).Geographic Setting: United KingdomIndustry Setting: SupermarketsSubjects: Corporate culture; Organizational behavior; Organizational design; Supermarkets; United KingdomLength: 14 minList Price: $150.00

393004Title: Ashland Oil, Inc.: Fire Aboard the M/V JupiterAuthor(s): Livesey, Sharon M.Publication Date: 11/20/1992Product Type: Case (Field)Abstract: Describes how Ashland Oil Co. handled a major gasoline fire aboard one of its tankers at Bay City, MI. The objective is to introduce students to crisis management. In particular, focuses on relationship building with the press, community, and government agencies.Geographic Setting: Bay City, MIIndustry Setting: Petroleum industryCompany Size: Fortune 500Gross Revenues: $10 billion revenuesSubjects: Communication strategy; Community relations; Environmental protection; Management of crises; Petroleum; Public relationsLength: 18p

73106Title: Asinine Attitudes Toward MotivationAuthor(s): Levinson, HarryPublication Date: 01/01/1973Product Type: Harvard Business Review ArticleAbstract: American management attempts to motivate employees through the carrot-and-stick approach. According to the Great Jackson Fallacy executives unconsciously envision themselves as manipulators and controllers, and their subordinates as jackasses chasing the carrot. This attitude can place severe strain on management/employee relations and lead to employee inefficiency and low productivity. Executives should change their attitudes toward subordinates in order to ensure effective job performance.Subjects: Employee attitude; Leadership; Motivation; Organizational structure; Personnel managementLength: 6p

SKE067Title: Asociacion Chilena de Seguridad (ACHS)Author(s): Koljatic, Mladen; Silva, Monica



Publication Date: 07/23/2005Product Type: Case (Field)Abstract: Outlines the history of the Asociacion Chilena de Seguridad (ACHS), a nonprofit organization dedicated to the prevention, treatment, and rehabilitation of work-related accidents and illnesses. ACHS is part of the Chilean system of "workers insurance organizations," known generically as "mutuales." By law, these organizations may not be administered directly or indirectly by any for-profit company. At the end of 2003, ACHS administered seven hospitals, 27 clinics, and 70 medical centers throughout Chile. However, due to efficiency in accident prevention and advancements in medical treatment, hospital infrastructure far exceeded demand. To deal with this problem, ACHS is reviewing a possible alliance with one of its competitors. Focuses on this dilemma, along with the pending succession of the organization's president, who has led for 45 years. Illustrates the delicate balance between pursuing financial goals and remaining loyal to the organization's mission.Geographic Setting: Chile; Latin AmericaIndustry Setting: Insurance industry; NonprofitGross Revenues: $165 million revenuesEvent Year Start: 2003Event Year End: 2005Subjects: NO SUBJECTS(KEYWORDS)Length: 23pSupplementary Materials: Teaching Note, (SKE068), 12p, by Mladen Koljatic, Monica SilvaYear New: 2006

SKS058Title: Asociacion Chilena de Seguridad (ACHS), Spanish VersionAuthor(s): Koljatic, Mladen; Silva, MonicaPublication Date: 07/23/2005Product Type: LACC CaseAbstract: Outlines the history of the Asociacion Chilena de Seguridad (ACHS), a nonprofit organization dedicated to the prevention, treatment, and rehabilitation of work-related accidents and illnesses. ACHS is part of the Chilean system of "workers insurance organizations," known generically as "mutuales." By law, these organizations may not be administered directly or indirectly by any for-profit company. At the end of 2003, ACHS administered seven hospitals, 27 clinics, and 70 medical centers throughout Chile. However, due to efficiency in accident prevention and advancements

in medical treatment, hospital infrastructure far exceeded demand. To deal with this problem, ACHS is reviewing a possible alliance with one of its competitors. Focuses on this dilemma, along with the pending succession of the organization's president, who has led for 45 years. Illustrates the delicate balance between pursuing financial goals and remaining loyal to the organization's mission.Geographic Setting: Chile; Latin AmericaIndustry Setting: Insurance industry; NonprofitGross Revenues: $165 million revenuesEvent Year Start: 2003Event Year End: 2005Subjects: NO SUBJECTS(KEYWORDS)Length: 23pSupplementary Materials: LACC Teaching Note, (SKS057), 12p, by Mladen Koljatic, Monica Silva

C0007DTitle: Asserting Yourself: How to Say "No" and Mean ItAuthor(s): Saunders, RebeccaPublication Date: 07/01/2000Product Type: Harvard Management Communication Letter ArticleAbstract: Many senior executives find it difficult to be assertive. Rather, they'll ignore the poor performance of a senior staff member, say "yes" to a team decision they know has no chance of working, and even do their own clerical work rather than delegate it to a hot-tempered assistant who is likely to make a fuss. You can conquer this nonassertive behavior by making a commitment to change that behavior, learning to think of yourself positively, and developing a plan that helps you play to your strengths. The article includes a self-assessment: "How Assertive Are You?"Subjects: Communication; Management communication; Personal strategy & style; Power & influenceLength: 3pList Price: $4.50

12163Title: Assess Your Own Performance as a Leader (HBR Article Collection)Author(s): Kaufman, Stephen P.Publication Date: 10/01/2008Product Type: HBR OnPoint CollectionAbstract: When top executives stumble, they risk taking their companies down with them. How can you stay steady on your feet, so you keep delivering high-quality leadership? Feedback. But getting feedback on your own performance isn't easy. The higher you

climb on the corporate ladder, the harder it is to get candid input from colleagues uneasy about criticizing a peer. Few direct reports feel safe telling the boss uncomfortable truths about his performance. And members of the board often focus exclusively on executives' ability to deliver financial results; directors may ignore additional essential skills of leadership, such as strategy execution and talent management. For all these reasons, you'll have to proactively generate the information you need to spot and address weak areas. For example, set up a formal process for board members to evaluate you on all the skills crucial to exceptional leadership. And learn how to identify problematic behaviors in yourself--so you can take action immediately. Take charge in these ways, and you tackle your weaknesses before they can tackle you.Subjects: NO SUBJECTS(KEYWORDS)Length: 32pList Price: $17.95

494015Title: Aston-Blair, Inc.Author(s): Gabarro, John J.Publication Date: 07/27/1993Revision Date: 10/15/2004Product Type: Case (Gen Exp)Abstract: Describes the formation, selection, and experience of a task force with multidepartmental membership. The problems faced by the task force leader at the end of the case raise issues of who does the selection; the establishment of group norms, values, and goals; the leadership of a task force; confidentiality and responsibility; individual rivalry; and intergroup conflict and politics. A rewritten version of an earlier case.Geographic Setting: Midwestern United StatesIndustry Setting: MetalsCompany Size: largeGross Revenues: $400 million salesSubjects: Group dynamics; Interdepartmental relations; Interpersonal relations; Leadership; MetalsLength: 9p

378032Title: Audience Awareness: Strategy and ToneAuthor(s): Newman, Ruth G.Publication Date: 08/01/1977Product Type: NoteAbstract: Considers the importance of considering the audience before composing a report. Audience awareness determines what to say and how to say it.



Subjects: CommunicationLength: 3p

111AUTitle: Audio Set #1, Leadership & ChangePublication Date: 09/14/1998Product Type: HBR AudioAbstract: This specially priced audio set offers insights from leading thinkers including John P. Kotter, Henry Mintzberg, and Jerry Porras that will help you find, nurture, and empower leaders to achieve success and effectively manage in a constantly changing business environment. It includes the following Harvard Business Review full-text articles: Leading Change: Why Transformation Efforts Fail, Why Change Programs Don't Produce Change, Reaching and Changing Frontline Employees, Why Do Employees Resist Change?, What Leaders Really Do, The Manager's Job: Folklore and Fact, Building Your Company's Vision, and The Executive As Coach.Subjects: Employee development; Leadership; Management of change; Managers; Power & influenceList Price: $44.95

2172BCTitle: Authentic Followership: Being a More Effective LeaderAuthor(s): Goffee, Rob; Jones, GarethPublication Date: 01/01/2006Product Type: HBS Press ChapterAbstract: If leadership is a relationship, as the authors suggest, then followers also have a vital part to play. This chapter addresses the elements of effective leadership identified as most important to followers. May be used with: (2163BC) Be Yourself--More--with Skill: How to Be a More Effective Leader; (2164BC) Know and Show Yourself--Enough: How to Be a More Effective Leader; (2165BC) Introduction: Why Should Anyone Be Led by You?; (2166BC) Take Personal Risks: How to Be a More Effective Leader; (2167BC) Read--and Rewrite--The Context: How to Be a More Effective Leader; (2168BC) Remain Authentic--but Conform Enough: How to Be a More Effective Leader; (2169BC) Manage Social Distance: How to Be a More Effective Leader; (2170BC) Communicate--with Care: How to Be a More Effective Leader; (2174BC) The Price and Prize of Leadership: Being a More Effective Leader; (2714BC) Tools for Maximizing Your Leadership Potential.Subjects: NO SUBJECTS(KEYWORDS)Length: 16pList Price: $6.95

Year New: 2006

1483CTitle: Authentic LeadershipAuthor(s): George, William W.Publication Date: 12/01/2006Product Type: Faculty Seminar VideoMedium: CD-ROMAbstract: What is authentic leadership? How can you become and remain an authentic leader? In this timely presentation, Professor William George outlines what it means to be a leader. Leadership is not about style or emulating another leader. It's about responsibility and stewardship. A true leader appeals not only to people's minds, but to their hearts, as leaders demonstrate through their vision and values.Subjects: NO SUBJECTS(KEYWORDS)Length: 50 minYear New: 2006

2668CDTitle: Authenticity: Are You Delivering What Consumers Want? Featuring B. Joseph Pine II and James Gilmore, co-authors of Authenticity: What Consumers Really Want, A Harvard Business School Publishing Best Practice Briefing CD, Single UserAuthor(s): Pine, B. Joseph, II; Gilmore, JamesPublication Date: 12/06/2007Product Type: Conference AudioAbstract: Contrived. Disingenuous. Phony. Inauthentic. Do your customers use any of these words to describe what you sell--or how you sell it? If so, welcome to the club. Inundated by fakes and sophisticated counterfeits, people increasingly see the world in terms of real or fake. They would rather buy something real from someone genuine rather than something fake from some phony. When deciding to buy, consumers judge an offering's (and a company's) authenticity as much as--if not more than--price, quality, and availability. In this, 90-minute Best Practice Briefing, consumer behavior experts Joe Pine and Jim Gilmore explain why your company must grasp, manage, and excel at rendering authenticity in order to trounce rivals. Through examples from a wide array of industries as well as government, nonprofit, education, and religious sectors, they will show how to manage customers' perception of authenticity by: recognizing how businesses "fake it"; appealing to the five different genres of authenticity; charting how to be "true to self" and what you say you are; and crafting and implementing business strategies for rendering authenticity.

Pine and Gilmore, known for being insightful and ahead-of-the-curve on consumer trends, are the first to explore what authenticity really means for your business and how you can approach it both thoughtfully and thoroughly.Subjects: NO SUBJECTS(KEYWORDS)Length: 90 minList Price: $129.00Year New: 2007

R0803ZTitle: Authenticity: Is It Real or Is It Marketing? (Commentary for HBR Case Study)Author(s): Weinberger, David; Weindruch, Bruce; Arnold, Gillian; Gilmore, James H.; Pine II, B. Joseph; Brackett, GlennPublication Date: 03/01/2008Product Type: Harvard Business Review ArticleAbstract: Marty Echt, the new head of marketing at Hunsk Engines, is determined to bring the motorcycle maker back to its roots. He says it's not enough to project authenticity to customers--employees must personally subscribe to the brand's values. Should the company's CEO support Marty's "real deal" vision? Five experts comment on this fictional case study in R0803A and R0803Z. Bruce Weindruch, the founder and CEO of the History Factory, says that an authenticity-based campaign can be effective--but only if it's truly drawn from history. Marketers like Marty often remember their organization's past in a golden haze. Weindruch recommends exploring old engineering drawings, ads, and product photos in order to understand what customers and employees really valued back in the day. Gillian Arnold, a consultant to luxury fashion and fine jewelry brands, thinks Marty's approach is right: People in key marketing posts must be passionate about their products and know them inside and out. She argues that the CEO needs to commit more fully to the new campaign and address the significant gap between the staff and the brand. James H. Gilmore and B. Joseph Pine II, the cofounders of Strategic Horizons, point out that Hunsk needs to manage customers' perceptions rather than trying to be a "real company" or forming a management team whose personal interests match the brand. People purchase a product if it conforms to their self-image; that alone determines the brand's authenticity. Glenn Brackett of Sweetgrass Rods, a maker of bamboo fly-fishing rods, says Marty seems to be one of the few people who understand Hunsk motorcycles. If employees bring



blood, sweat, heart, and soul to a product, it will manifest that spirit, and customers will line up for it. May be used with: (R0803X) Authenticity: Is It Real or Is It Marketing? (HBR Case Study).Industry Setting: MotorcycleSubjects: NO SUBJECTS(KEYWORDS)Length: 5pYear New: 2007

R0803ATitle: Authenticity: Is It Real or Is It Marketing? (HBR Case Study and Commentary)Author(s): Weinberger, David; Weindruch, Bruce; Arnold, Gillian; Gilmore, James H.; Pine II, B. Joseph; Brackett, GlennPublication Date: 03/01/2008Product Type: Harvard Business Review ArticleAbstract: Marty Echt, the new head of marketing at Hunsk Engines, is determined to bring the motorcycle maker back to its roots. He says it's not enough to project authenticity to customers--employees must personally subscribe to the brand's values. Should the company's CEO support Marty's "real deal" vision? Five experts comment on this fictional case study in R0803A and R0803Z. Bruce Weindruch, the founder and CEO of the History Factory, says that an authenticity-based campaign can be effective--but only if it's truly drawn from history. Marketers like Marty often remember their organization's past in a golden haze. Weindruch recommends exploring old engineering drawings, ads, and product photos in order to understand what customers and employees really valued back in the day. Gillian Arnold, a consultant to luxury fashion and fine jewelry brands, thinks Marty's approach is right: People in key marketing posts must be passionate about their products and know them inside and out. She argues that the CEO needs to commit more fully to the new campaign and address the significant gap between the staff and the brand. James H. Gilmore and B. Joseph Pine II, the cofounders of Strategic Horizons, point out that Hunsk needs to manage customers' perceptions rather than trying to be a "real company" or forming a management team whose personal interests match the brand. People purchase a product if it conforms to their self-image; that alone determines the brand's authenticity. Glenn Brackett of Sweetgrass Rods, a maker of bamboo fly-fishing rods, says Marty seems to be one of the few people who understand Hunsk motorcycles. If employees bring blood, sweat, heart, and soul to a

product, it will manifest that spirit, and customers will line up for it.Industry Setting: MotorcycleSubjects: NO SUBJECTS(KEYWORDS)Length: 10pYear New: 2007

R0803XTitle: Authenticity: Is It Real or Is It Marketing? (HBR Case Study)Author(s): Weinberger, DavidPublication Date: 03/01/2008Product Type: Harvard Business Review ArticleAbstract: Marty Echt, the new head of marketing at Hunsk Engines, is determined to bring the motorcycle maker back to its roots. He says it's not enough to project authenticity to customers--employees must personally subscribe to the brand's values. Should the company's CEO support Marty's "real deal" vision? Five experts comment on this fictional case study in R0803A and R0803Z. Bruce Weindruch, the founder and CEO of the History Factory, says that an authenticity-based campaign can be effective--but only if it's truly drawn from history. Marketers like Marty often remember their organization's past in a golden haze. Weindruch recommends exploring old engineering drawings, ads, and product photos in order to understand what customers and employees really valued back in the day. Gillian Arnold, a consultant to luxury fashion and fine jewelry brands, thinks Marty's approach is right: People in key marketing posts must be passionate about their products and know them inside and out. She argues that the CEO needs to commit more fully to the new campaign and address the significant gap between the staff and the brand. James H. Gilmore and B. Joseph Pine II, the cofounders of Strategic Horizons, point out that Hunsk needs to manage customers' perceptions rather than trying to be a "real company" or forming a management team whose personal interests match the brand. People purchase a product if it conforms to their self-image; that alone determines the brand's authenticity. Glenn Brackett of Sweetgrass Rods, a maker of bamboo fly-fishing rods, says Marty seems to be one of the few people who understand Hunsk motorcycles. If employees bring blood, sweat, heart, and soul to a product, it will manifest that spirit, and customers will line up for it. May be used with: (R0803Z) Authenticity: Is It Real or Is It Marketing? (Commentary for HBR Case Study).Industry Setting: MotorcycleSubjects: NO

SUBJECTS(KEYWORDS)Length: 6pYear New: 2007

B0503CTitle: Automating Strategic Management: Hilton Hotels' Innovative InFocus SystemAuthor(s): Winkler, Carole A.Publication Date: 03/15/2005Product Type: Balanced Scorecard Report ArticleAbstract: Hilton Hotels' string of successes reflects its evolution as a strategy-focused organization--and the evolution of the systems and processes supporting its strategic management activities. This early adopter of the Balanced Scorecard (1997) and inaugural member of the Balanced Scorecard Hall of Fame (2000) has taken strategy execution to a whole new level with its new InFocus system.Industry Setting: Hotel industrySubjects: Balanced scorecard; Hotels & motels; Strategic planning; Strategy implementationLength: 3pList Price: $9.50Year New: 2005

404003Title: Aventis SA (A): Planning for a MergerAuthor(s): Margolis, Joshua D.; Knoop, Carin-IsabelPublication Date: 06/18/2004Product Type: Case (Field)Abstract: Eight executives at Hoechst and Rhone-Poulenc must make four crucial decisions on the eve of merging their companies to become Aventis--what would become the world's third largest pharmaceutical firm. In addition to formulating a vision and strategy, the two firms must plot their intensified efforts in the U.S. market, pick a leader, and choose between two approaches to research and development. The merger represents the ongoing efforts of the two predecessor companies to remake themselves into life science companies. They face a range of pressures, from falling prices and intensifying demands on R&D for blockbuster pharmaceuticals to union opposition to the merger, skepticism from research analysts, and regulatory scrutiny. Amid these pressures, they must combine national and corporate cultures, merge into a single entity, and deliver the promised synergies. Concludes with a surprising development, when one of Hoechst's major shareholders objects to the merger.Geographic Setting: France; Germany; United StatesIndustry Setting: Pharmaceutical



industryNumber of Employees: 80,000Gross Revenues: $14 billion revenuesSubjects: Corporate culture; Global Research Group; Mergers; Multinational corporations; Organizational behavior; Organizational design; Pharmaceuticals; Strategy formulation; VisionLength: 27pSupplementary Materials: Supplement (Field), (404108), 8p, by Joshua D. Margolis, Carin-Isabel KnoopYear New: 2004

404108Title: Aventis SA (B): A Company Is BornAuthor(s): Margolis, Joshua D.; Knoop, Carin-IsabelPublication Date: 06/18/2004Product Type: Supplement (Field)Abstract: Supplements the (A) case. Must be used with: (404003) Aventis SA (A): Planning for a Merger.Industry Setting: Pharmaceutical industrySubjects: Corporate culture; Global Research Group; Mergers; Multinational corporations; Organizational behavior; Organizational design; Pharmaceuticals; Strategy formulation; VisionLength: 8pYear New: 2004

R0704GTitle: Avoiding Integrity Land MinesAuthor(s): Heineman, Ben WPublication Date: 04/01/2007Product Type: Harvard Business Review ArticleAbstract: How does a large multinational keep thousands of employees, operating in hundreds of countries, honest in a high-pressure business environment? As the chief legal officer at General Electric for nearly 20 years, Ben Heineman was part of the senior management group that sought to do just that--to make sure its executives and employees are moved to do the right thing as strongly as they are motivated to make their numbers. Heineman describes a set of systems that combine the communication of clear expectations with oversight, deterrence, and incentives. Nowhere are the expectations higher--and the sanctions more powerful--than for top executives. Heineman recounts example after example of senior leaders terminated for ethical lapses even when the business consequences of doing so were painful--and even when they had no direct knowledge of the violations occurring on their watch. To make expectations clear throughout the company, GE has systematically sought to set uniform standards that stay well ahead of current

legal developments and stakeholders' changing attitudes about corporate accountability. Responsibility for implementing those standards, which are embedded in GE's operating practices, rests with the business leaders in the field. Oversight is both methodical and multifaceted. A host of auditing and assessment systems enables GE to compare the performance of its various business units against one another and against industry benchmarks. Perhaps the most powerful is the company's ombudsman system, which doesn't just allow but requires employees to lodge concerns. Failures to report into the system or up the line, or retaliation in any form, are firing offenses. The current intense focus on board-level governance has missed the point, Heineman argues. It is time to shift the debate from board oversight of the CEO to how top company leaders can most effectively infuse integrity at all levels of the corporation.Subjects: NO SUBJECTS(KEYWORDS)Length: 10pYear New: 2007

C0009ETitle: Avoiding Nonverbal BlundersPublication Date: 09/01/2000Product Type: Harvard Management Communication Letter ArticleAbstract: Many a cleverly-worded speech has gone down in flames because of some visual problem. What are some of the most common pitfalls to avoid?: 1) Not making eye contact; 2) Being defensive; 3) Doing the PowerPoint shuffle; 4) Doing the random walk; and 5) Making every statement sound like a question.Subjects: Communication; Management communication; Personal strategy & styleLength: 1pList Price: $4.50

C0105DTitle: Avoiding PR DisastersAuthor(s): Gossett, StevePublication Date: 05/01/2001Product Type: Harvard Management Communication Letter ArticleAbstract: Companies that try to figure out how to respond to a media relations crisis after it's occurred will find themselves playing catch-up long after everyone stops caring. With some careful planning and preparation, it doesn't have to be that way. Some keys: Be absolutely honest, convey empathy with authority, and get authoritative--and effective--company representatives out in front of the media. And don't let crises take you by surprise--prepare your

company by having a crisis plan in place.Subjects: Management of crises; Public relationsLength: 2pList Price: $4.50

SMR131Title: Avoiding Repetitive Change SyndromeAuthor(s): Abrahamson, EricPublication Date: 12/01/2004Product Type: SMR ArticleAbstract: Most management advice today--whether it's from books or articles, prescribed in courses or by consultants--says that change is good and more change is better. Advice on how to change varies quite a bit, but it has three features in common: "Creative destruction" is its motto. "Change or perish" is its justification. And "no pain, no change" is its rationale for overcoming a purportedly innate human resistance to change. The author admits that creative destruction may be necessary, and even preferable, in certain situations. Companies that have enjoyed captive markets, docile suppliers, and government support may need the rude awakening it provides. In such instances, organizational stability is so ingrained that creative destruction may even be the best way to achieve change with the least amount of pain. But for every change avoider today, he says, there are many more "change-aholics"--companies that have changed more aggressively, quickly, and repeatedly than any organization could hope to do successfully. In the process, they have often suffered from "more pain, less change." The author urges executives at such companies to monitor their organizations continually for symptoms of repetitive change syndrome: initiative overload, change-related chaos, employee cynicism, and burnout.Subjects: Change management; Corporate strategy; Leadership; Organizational behaviorLength: 5pYear New: 2005

IES023Title: BMW-British Aerospace: The Rover DealAuthor(s): Miller, PaddyPublication Date: 07/01/1994Revision Date: 03/01/1995Product Type: Case (Field)Publisher: IESE Business SchoolAbstract: In February 1994, British Aerospace announced the sale of Rover Group Holdings to BMW, the German automobile manufacturer. This case deals with the events leading up to the announcement and the implications for



Rover's partner, Honda. The reaction of politicians, the media, the stock exchange, and the trade unions was varied and posed difficult problems for Rover's management. Teaching Purpose: Provides the starting point for a discussion on whether leadership easily crosses cultural barriers.Geographic Setting: Great BritainIndustry Setting: Automotive industryCompany Size: largeSubjects: Automobiles; Cross cultural relations; Labor relations; Leadership; Mergers; Negotiations; United KingdomLength: 5pSupplementary Materials: Teaching Note, (IES024), 4p, by Paddy Miller

B0205BTitle: The BSC Goes to Jail: The Strategic Transformation of Prison Fellowship MinistriesAuthor(s): Anderson, Robert D.Publication Date: 05/15/2002Product Type: Balanced Scorecard Report ArticleAbstract: Founded in 1976 by Watergate co-conspirator Chuck Colson, Prison Fellowship Ministries is today the world's largest prison and crime victim outreach. However, meeting donation targets may be an act of faith for this Christian ministry that is dedicated to serving millions of prisoners, their families, and their victims. To institute a radical new strategy was going to take something a bit more secular. Bob Anderson explains how the Balanced Scorecard and BSCol resources helped transform Prison Fellowship Ministries from a staff-based to a volunteer-based operation by rapidly mobilizing the troops and opening new lines of communication.Subjects: Balanced scorecard; Management of change; Nonprofit organizations; Strategic planning; Strategy formulation; Strategy implementation; Work force managementLength: 2pList Price: $9.50

B0301FTitle: BSC Software Enables Early Adopter to Gain Competitive Edge Amid Industry TurmoilAuthor(s): Palazzolo, ChristopherPublication Date: 01/15/2003Product Type: Balanced Scorecard Report ArticleAbstract: Traditionally low-tech and tactical, travel agencies aren't known for their sophistication at performance measurement or strategic analysis. Adopting the Balanced Scorecard was, then, a daring move for McCord Travel Management (now WorldTravel BTI).

Automating its BSC--an even bigger undertaking--proved farsighted. It paved the way for the company's standout growth and success amid the industry turbulence exacerbated by the rise of Internet travel services, 9/11, and today's uncertain economy.Industry Setting: Travel industrySubjects: Balanced scorecard; Corporate strategy; Performance measurement; Software; Strategy formulation; Strategy implementationLength: 2pList Price: $9.50

407001Title: BT Plc: The Broadband Revolution (A)Author(s): Tushman, Michael; Kiron, David; Kleinbaum, Adam M.Publication Date: 09/27/2006Revision Date: 10/16/2007Product Type: Color CaseAbstract: In early 2003, CEO Ben Verwaayen and Chief Broadband Officer Alison Ritchie of BT Plc. are trying to transform the former British Telecom from a stodgy telephone company into a 21st century broadband company. Their efforts to focus the firm on broadband issues within the UK are being thwarted by a reluctant management team. Discusses the problems Verwaayen and Ritchie face in forging a social revolution within BT and illustrates the challenges of cross line of business innovation.Geographic Setting: United KingdomIndustry Setting: Telecommunications industryNumber of Employees: 100,000Event Year End: 2003Subjects: NO SUBJECTS(KEYWORDS)Length: 21pSupplementary Materials: Color Case, (407002), 21p, by Michael Tushman, David Kiron, Adam M. KleinbaumYear New: 2007

407002Title: BT Plc: The Broadband Revolution (B)Author(s): Tushman, Michael; Kiron, David; Kleinbaum, Adam M.Publication Date: 09/27/2006Revision Date: 10/16/2007Product Type: Color CaseAbstract: An abstract is not available for this product. Must be used with: (407001) BT Plc: The Broadband Revolution (A).Subjects: NO SUBJECTS(KEYWORDS)Length: 21pYear New: 2007

R0705BTitle: Back in Fashion: How We're

Reviving a British IconAuthor(s): Rose, StuartPublication Date: 05/01/2007Product Type: Harvard Business Review ArticleAbstract: Back in 1998, Marks & Spencer (M&S) was the first British retailer to reach a profit of 1 billion pounds. Just a few years later, profits were down to 145 million pounds, and the company's share price stood at two-thirds of its previous high. The problem, says CEO Stuart Rose, was that M&S lost sight of what had made it great for more than a century. In this first-person account, Rose explains that he was hired in the spring of 2004 to turn the company around--just in time to stave off retail investor Philip Green's hostile takeover attempt. He spent his first six weeks convincing reporters, analysts, and investors that he was the one to lead Marks & Spencer back to prosperity. Then, after Green withdrew his bid, Rose put his plans for M&S to work. He knew that three things needed to be done right away: improve the product, improve the stores, and improve the service. One of his first and most important changes was to tighten the reins on inventory. When Rose arrived at M&S, assistant buyers were spending more than 300 million pounds of the company's money without oversight. Management now gets weekly inventory updates. With a keen eye on fundamentals like stock control, Rose has tried to return Marks & Spencer to the levels of profitability it achieved before its sharp decline. Although there is more to do, the company is back on track. In November 2006, M&S posted half-year profits of 405.1 million pounds--up 32.2% from the previous fiscal year. Rose attributes the turnaround almost entirely to a renewed focus on core values. Now, with signs of health in the business, he is thinking about where to take it over the next four or five years, so M&S doesn't get stuck as the largest of the small retailers and the smallest of the large retailers in the United Kingdom.Subjects: NO SUBJECTS(KEYWORDS)Length: 9pYear New: 2007

1660Title: Bad Leadership: What It Is, How It Happens, Why It Matters (Hardcover)Author(s): Kellerman, BarbaraPublication Date: 08/18/2004Product Type: HBS Press BookAbstract: How is Saddam Hussein like Tony Blair? Or Kenneth Lay like Lou Gerstner? Answer: They are, or were, leaders. Many would argue that tyrants, corrupt CEOs, and other abusers of



power and authority are not leaders at all--at least not as the word is currently used. But, according to Barbara Kellerman, this assumption is dangerously naive. A provocative departure from conventional thinking, Bad Leadership compels us to see leadership in its entirety. Kellerman argues that the dark side of leadership--from rigidity and callousness to corruption and cruelty--is not an aberration. Rather, bad leadership is as ubiquitous as it is insidious--and so must be more carefully examined and better understood. Drawing on high-profile, contemporary examples--from Mary Meeker to David Koresh, Bill Clinton to Radovan Karadzic, Al Dunlap to Leona Helmsley--Kellerman explores seven primary types of bad leadership and dissects why and how leaders cross the line from good to bad. The book also illuminates the critical role of followers, revealing how they collaborate with, and sometimes even cause, bad leadership. Daring and counterintuitive, Bad Leadership makes clear that we need to face the dark side to become better leaders and followers ourselves. Barbara Kellerman is research director of the Center for Public Leadership and a lecturer in public policy at the Kennedy School of Government, Harvard University.Subjects: Ethics; Human behavior; Leadership; Nonprofit organizations; ValuesLength: 256pList Price: $38.00Year New: 2004

2806BCTitle: A Bad Meal, and the Truth: Stay grounded and accessible, by Stephen P. KaufmanAuthor(s): Wademan, DaisyPublication Date: 03/18/2004Product Type: HBS Press ChapterAbstract: One of the keys to being successful at the executive level is to be conscious of the treatment you receive because of your position, and how it affects you. In this chapter, Stephen Kaufman, Harvard Business School professor, former strategy consultant and CEO of Arrow Electronics, Inc., considers the importance of not letting success go to your head. May be used with: (2803BC) The Stuffed Bird: Ignore the distractions, have confidence, and focus on the task at hand, by Jeffrey F. Rayport; (2804BC) Be Like Yourself: Draw a nuanced distinction between who you are and what you do, by Richard S. Tedlow; (2805BC) A Matter of Black and White: Examine your own past, where your ideas come from, by Thomas K. McCraw; (2808BC)

Reunion: Reframe the way you think about risk, by David E. Bell; (2809BC) On the Fallacy of Perfection: Let a new image of yourself emerge, by Nancy F. Koehn; (2811BC) Sara's Story: Realize that no one is a number, by H. Kent Bowen; (2812BC) In the Moment: Give the gift of high expectations, by Frances X. Frei; (2813BC) Why People Will Work for You: Sacrifice some measure of your own power, by Timothy Butler; (2814BC) The Mount Rushmore Question: Help people gain more positive perspectives on themselves, by Thomas J. DeLong; (2816BC) The Race: Be tough, lucky, selfless, and fair, by Henry B. Reiling; (2817BC) The Oath: Begin to fix what has been broken, by Nitin Nohria; (2818BC) Remember Who You Are: Dream and hope and believe in yourself, by Kim B. Clark.Geographic Setting: GlobalSubjects: NO SUBJECTS(KEYWORDS)Length: 16pList Price: $6.95Year New: 2007

8185BCTitle: Bad Profits, Good Profits, and the Ultimate QuestionAuthor(s): Reichheld, FredPublication Date: 02/19/2008Product Type: HBS Press ChapterAbstract: Bad profits choke off a company's best opportunities for true growth, they endanger its reputation, and alienate customers and demoralize employees. This chapter shows companies how to tell the difference between good and bad profits and asks the ultimate question that will determine the future of your business. May be used with: (8183BC) The Measure of Success: Better Metrics for Customer Satisfaction; (8181BC) How the Net Promoter Score (NPS) Can Drive Growth: The Economic Advantage of Superior Customer Relationships; (8179BC) The Enterprise Story--Measuring What Matters; (8177BC) Why Satisfaction Surveys Fail; (8175BC) The Rules of Measurement: Principles for Building an Effective Customer Feedback System; (8173BC) Design Winning Customer Stratgies; (8171BC) Deliver--Building an Organization That Creates Promoters: Winning Over Customers Day After Day; (8169BC) Develop a Community of Promoters--By Listening: Let Customers Show You How to Delight Them; (8167BC) One Goal, One Number: Accountability for Customer Relationships.Subjects: NO SUBJECTS(KEYWORDS)

Length: 29pList Price: $6.95Year New: 2008

607704Title: Bain & Co. Inc., (Video DVD)Author(s): McAfee, AndrewPublication Date: 03/16/2007Product Type: Case Video, DVDAbstract: In late 2001, the consultancy Bain must decide whether to launch information technology as a practice area within the firm. The senior executives who are Bain's clients have been asking more and more IT-related questions of the firm's partners, who find themselves without good answers. Launching an IT practice, however, will mean acquiring significant amounts of new expertise and incorporating many new partners. Must be used with: (606010) Bain & Co.'s IT Practice (A).Subjects: NO SUBJECTS(KEYWORDS)Length: 27 minYear New: 2007

607705Title: Bain & Co. Inc., (Video VHS)Author(s): McAfee, AndrewPublication Date: 03/16/2007Product Type: Case VideoAbstract: In late 2001, the consultancy Bain must decide whether to launch information technology as a practice area within the firm. The senior executives who are Bain's clients have been asking more and more IT-related questions of the firm's partners, who find themselves without good answers. Launching an IT practice, however, will mean acquiring significant amounts of new expertise and incorporating many new partners.Subjects: NO SUBJECTS(KEYWORDS)Length: 27 minList Price: $150.00Year New: 2007

606010Title: Bain & Co.'s IT Practice (A)Author(s): McAfee, AndrewPublication Date: 09/01/2005Revision Date: 08/24/2006Product Type: Case (Field)Abstract: In late 2001, the consultancy Bain must decide whether to launch information technology as a practice area within the firm. The senior executives who are Bain's clients have been asking more and more IT-related questions of the firm's partners, who find themselves without good answers. Launching an IT practice, however, will mean acquiring significant amounts of new expertise and incorporating many new partners.



Geographic Setting: United StatesIndustry Setting: ConsultingNumber of Employees: 2,000Gross Revenues: $1 billion revenuesEvent Year End: 2005Subjects: NO SUBJECTS(KEYWORDS)Length: 7pSupplementary Materials: Supplement (Field), (606011), 1p, by Andrew McAfee; Supplement (Field), (606012), 4p, by Andrew McAfee; Case Video, (607705), 27 min, by Andrew McAfee; Case Video, DVD, (607704), 27 min, by Andrew McAfeeYear New: 2005

606011Title: Bain & Co.'s IT Practice (B)Author(s): McAfee, AndrewPublication Date: 09/01/2005Product Type: Supplement (Field)Abstract: An abstract is not available for this product. Must be used with: (606010) Bain & Co.'s IT Practice (A).Subjects: NO SUBJECTS(KEYWORDS)Length: 1pYear New: 2005

606012Title: Bain & Co.'s IT Practice (C)Author(s): McAfee, AndrewPublication Date: 09/01/2005Product Type: Supplement (Field)Abstract: An abstract is not available for this product. Must be used with: (606010) Bain & Co.'s IT Practice (A).Subjects: NO SUBJECTS(KEYWORDS)Length: 4pYear New: 2005

U0811BTitle: The Balance Needed to Lead ChangeAuthor(s): Bunker, Kerry A.; Wakefield, MichaelPublication Date: 10/31/2008Product Type: Harvard Management Update ArticleAbstract: One reason leading change is so difficult is the tension it sets up between managing business issues (creating a vision, aligning resources, restructuring the organization) and managing people issues (the legitimate concerns and feelings of those who must carry out the change and deal with its ramifications). Most managers are adept at the business side of leading change, but they fall short when it comes to the human side. How to strike a better balance? This article juxtaposes six pairs of opposite skills--such as being tough and being empathetic--that leaders must balance in order to create and sustain an environment of trust

during change.Subjects: NO SUBJECTS(KEYWORDS)Length: 3pList Price: $4.50

B08010Title: Balanced Scorecard Report January-February 2008, Volume 10, no.1Author(s): Collaborative, Balanced ScorecardPublication Date: 01/15/2008Product Type: Balanced Scorecard Report IssueAbstract: This issue of the Balanced Scorecard Report contains the following articles: "Developing the Strategy: Vision, Value Gaps, and analysis (part 1 of a 2-part series)"; "Statoil: Scorecard Success-the Second Time Around"; "Take an Initiative Management Health Check"; "HR at the Heart of Strategic Transformation: The EMC Turnaround"; and "Why the BSC Is Just as Effective for Small and Medium-Sized Firms."Subjects: NO SUBJECTS(KEYWORDS)Length: 16pList Price: $49.95Year New: 2008

B03010Title: Balanced Scorecard Report January/February 2003, Volume 5, Number 1Author(s): Kaplan, Robert S.; Johnson, Lauren Keller; Hunt, Avery; Howie, Robert; Catucci, Bill; Palazzolo, ChristopherPublication Date: 01/15/2003Product Type: Balanced Scorecard Report IssueAbstract: Includes these articles: "Managing Innovation," "A New Road Map to Performance Management: Volvofinans and the BSC," "Catalyst for Convergence: The BSC Makes News at Media General," "Board Governance and Accountability," "Ten Lessons for Implementing the Balanced Scorecard," and "BSC Software Enables Early Adopter to Gain Competitive Edge Amid Industry Turmoil."Subjects: Balanced scorecard; Corporate strategy; Ethics; Innovation; Performance measurement; Software; Strategy formulation; Strategy implementationLength: 16pList Price: $49.95

B03070Title: Balanced Scorecard Report July/August 2003, Volume 5, Number 4Author(s): Kaplan, Robert S.; Norton, David P.; Ross, Judith A.; Cohn, Jeffrey M.; Khurana, Rakesh; Donlon, Barnaby;

Smack, Kent; Contrada, MichaelPublication Date: 07/15/2003Product Type: Balanced Scorecard Report IssueAbstract: Includes these articles: "Managing Regulatory and Societal Processes," "The Best-Practice Hamburger: How Wendy's Enhances Performance with its BSC," "Strategy Maps for CEO Succession Planning," "Building a Cascading Program," "The How-To's of BSC Reporting: Part I," and "Free at Last: Moving Performance Management Beyond Budgeting."Industry Setting: Fast food industrySubjects: Balanced scorecard; Corporate governance; Corporate strategy; Fast food industry; Organizational structure; Performance measurement; Strategy formulation; Strategy implementationLength: 16pList Price: $49.95

B05010Title: Balanced Scorecard Report, January/February 2005, Volume 7, Number 1Publication Date: 01/15/2005Product Type: Balanced Scorecard Report IssueAbstract: This issue of the Balanced Scorecard Report contains the following articles: "Govern to Make Strategy a Continual Process," "Integrating Planning and Performance Management at Nordea," "A New Governance Model," "Driving Strategy at the Chrysler Group," "Implementing Strategy-Focused Business Planning," and "Mellon Europe: Mobilizing Change Through Executive Leadership."Subjects: Balanced scorecard; Leadership; Organizational change; Planning; Process innovation; Strategy formulation; Strategy implementationLength: 12pList Price: $49.95Year New: 2005

B06010Title: Balanced Scorecard Report, January/February 2006, Volume 8, Number 1Publication Date: 01/15/2006Product Type: Balanced Scorecard Report IssueAbstract: This issue of the Balanced Scorecard Report newsletter contains the following articles: "Aligning Support Functions," "Surmounting the Competitive Squeeze: Thai Manufacturer Adapts and Thrives with the BSC," "Catalyst for Global Growth: The Strategy Management Office at Serono," "Return on Customer: A Metric for Customer Profitability, An Interview with Martha Rogers," and



"Demonstrating the Value of Your BSC Program."Subjects: NO SUBJECTS(KEYWORDS)Length: 12pList Price: $49.95Year New: 2006

B07070Title: Balanced Scorecard Report, July-August 2007, Volume 9, Number 4Author(s): Collaborative, Balanced ScorecardPublication Date: 07/15/2007Product Type: Balanced Scorecard Report IssueAbstract: This issue of the Balanced Scorecard Report newsletter contains the following articles: "Measuring and Managing the Innovation Strategy with an Innovation BSC," "Overcoming the Barriers to Change When Implementing Your OSM," "Decision Analytics: From Back Office to Center Stage," and "The Challenges of Target Setting."Subjects: NO SUBJECTS(KEYWORDS)Length: 0pList Price: $49.95Year New: 2007

B02070Title: Balanced Scorecard Report, July/August 2002, Volume 4, Number 4Author(s): Kaplan, Robert S.; Johnson, Lauren Keller; Kelly, John; Kerr, Steven; Norton, David P.; Jackson, TedPublication Date: 07/15/2002Product Type: Balanced Scorecard Report IssueAbstract: Includes these articles: "Lead and Manage Your Organization with the Balanced Scorecard," "Linking Competitive Strategy to Everyday Operations at Siemens IC Mobile," "One CEO's Journey: Reflections on a Scorecard-Driven Transformation," "Tear Down These Walls!: How to Leverage Intellectual Capital," "In Their Own Words: Change Agents on Effective Strategic Transformation," and "Hit the Ground Running: Why Quaker Chemical Automated Its Scorecard from the Start."Subjects: Balanced scorecard; Corporate strategy; Leadership; Management of change; Organizational change; Strategy formulation; Strategy implementationLength: 16pList Price: $49.95

B05070Title: Balanced Scorecard Report, July/August 2005, Volume 7, Number 4Publication Date: 07/15/2005Product Type: Balanced Scorecard Report Issue

Abstract: This issue of the Balanced Scorecard Report contains the following articles: "Managing Alignment as a Process," "Sharpening Strategic Focus at Canon U.S.A.," "Putting Customer Understanding at the Heart of Your Strategy," "Add a Customer Profitability Metric to Your Balanced Scorecard," and "Using Indexes as Measures."Subjects: NO SUBJECTS(KEYWORDS)Length: 16pList Price: $49.95Year New: 2005

B06070Title: Balanced Scorecard Report, July/August 2006, Volume 8, Number 4Publication Date: 07/15/2006Product Type: Balanced Scorecard Report IssueAbstract: This issue of the Balanced Scorecard Report newsletter contains the following articles: "Why System, Not Structure, Is the Way Toward Strategic Alignment: A Historical Perspective," "Brazilian Industry Association Shapes National Agenda--With the BSC," "Renewing Strategy, Revitalizing Culture at EDA," "Expanding HR's Strategic Role: An Interview with Professor Dave Ulrich," and "Perception Is Reality: Why Subjective Measures Matter, and How to Maximize Their Impact."Subjects: NO SUBJECTS(KEYWORDS)Length: 16pList Price: $49.95Year New: 2006

B07030Title: Balanced Scorecard Report, March-April 2007, Volume 9, Number 2Author(s): Collaborative, Balanced ScorecardPublication Date: 03/15/2007Product Type: Balanced Scorecard Report IssueAbstract: This issue of the Balanced Scorecard Report newsletter contains the following articles: "Connecting the Dots: Using the Balanced Scorecard to Execute an Innovation Strategy; " "Emerging Best Practices of Hall of Fame Winners: Key Trends from 2004 to 2006; " "Peer and Partner: Canadian Blood Services' OSM and Its Key to Effectiveness; " "Using Customer Profitability Analytics to Execute a Client-Centric Strategy; " and "Dealing with Darwin: How Great Companies Cope with Globalization and Commoditization."Subjects: NO SUBJECTS(KEYWORDS)Length: 16pList Price: $49.95

Year New: 2007

B08030Title: Balanced Scorecard Report, March-April 2008, Vol 10., No. 2Author(s): Collaborative, Balanced ScorecardPublication Date: 03/01/2008Product Type: Balanced Scorecard Report IssueAbstract: This issue of the Balanced Scorecard Report contains the following articles: "Formulating (and Revising) the Strategy" (part 1 of a 2-part series); "Leveraging Information Assets to Execute Strategy"; "Moving from Performance Measurement to Strategy Management at Brigham and Women's/Faulkner Hospitals"; and "Strategy or Stakeholders: Which Comes First?"Subjects: NO SUBJECTS(KEYWORDS)Length: 16pList Price: $49.95Year New: 2008

B02030Title: Balanced Scorecard Report, March/April 2002, Volume 4, Number 2Author(s): Kaplan, Robert S.; Chesley, Julie A.; Forbes, Jay; Porter, Michael E.; Koch, Janice; Johnson, Lauren Keller; Norton, David P.Publication Date: 03/15/2002Product Type: Balanced Scorecard Report IssueAbstract: This issue contains the following articles: "Using Strategic Themes to Achieve Inter-Organizational Alignment," "The NRO: Out of the Closet, into a Customer-Focused World," "Transforming Business and Career with BSC," "The Importance of Being Strategic," "Change Agents: Equifax's Dynamic Duo," "Implementing BSC Software at Entergy," and "The First Balanced Scorecard."Subjects: Balanced scorecard; Corporate strategy; Leadership; Organizational change; Strategic planning; Strategy implementationLength: 16pList Price: $49.95

B05030Title: Balanced Scorecard Report, March/April 2005, Volume 7, Number 2Publication Date: 03/15/2005Product Type: Balanced Scorecard Report IssueAbstract: This issue of the Balanced Scorecard Report contains the following articles: "Mobilize Change Through Executive Leadership," "Motivating Cross-Boundary Thinking and Acting at Ingersoll-Rand," "Automating Strategic Management: Hilton Hotels' Innovative



InFocus System," "Excellence Redux: How The Balanced Scorecard Enhances the McKinsey 7-S Model," and "The Balanced Scorecard Strategy Review Meeting: What to Expect the First Year."Industry Setting: Hotel industrySubjects: Balanced scorecard; Hotels & motels; Leadership; Models; Organizational learning; Strategy formulation; Strategy implementationLength: 16pList Price: $49.95Year New: 2005

B06030Title: Balanced Scorecard Report, March/April 2006, Volume 8, Number 2Publication Date: 03/15/2006Product Type: Balanced Scorecard Report IssueAbstract: This issue of the Balanced Scorecard Report newsletter contains the following articles: "Aligning the Board of Directors," "Privatize, Unify, Decentralize: Endesa's Strategic Path to Global Expansion," "Anatomy of an Early OSM Adoption: Suzano Petroquimica's Office of Strategy Management," and "Driving the New Management Meeting with Technology."Subjects: NO SUBJECTS(KEYWORDS)Length: 12pList Price: $49.95Year New: 2006

B08050Title: Balanced Scorecard Report, May-June 2008, Vol. 10, No. 3Author(s): Collaborative, Balanced ScorecardPublication Date: 05/01/2008Product Type: Balanced Scorecard Report IssueAbstract: This issue of the Balanced Scorecard Report contains the following articles: "Integrating Strategy Planning and Operational Execution: A Six-Stage System," "Luxfer Gas Cylinders: Mastering the Strategy-Operations Linkage," and "Maximize Your 'Return on Initiatives' with the Initiative Portfolio Review Process."Subjects: NO SUBJECTS(KEYWORDS)Length: 16pList Price: $49.95Year New: 2008

B02050Title: Balanced Scorecard Report, May/June 2002, Volume 4, Number 3Author(s): Norton, David P.; Anderson, Robert D.; Bush, Patricia; Koziel, Diane; Frangos, Cassandra A.; Miyake, DylanPublication Date: 05/15/2002Product Type: Balanced Scorecard Report Issue

Abstract: Includes these articles: "Change Agents: Silent Heroes of the Balanced Scorecard Movement," "The BSC Goes to Jail: The Strategic Transformation of Prison Fellowship Ministries," "How and Why to Build an Internal Marketing Campaign," "Aligning Human Capital with Business Strategy: Perspectives from Thought Leaders," and "Reviewing the Reviews: The Lowdown on the First Major Balanced Scorecard Software Reports."Subjects: Balanced scorecard; Communication in organizations; Human resources management; Innovation; Management of change; Organizational change; Strategy implementation; TechnologyLength: 16pList Price: $49.95

B05050Title: Balanced Scorecard Report, May/June 2005, Volume 7, Number 3Publication Date: 05/15/2005Product Type: Balanced Scorecard Report IssueAbstract: This issue of the Balanced Scorecard Report contains the following articles: "Translate the Strategy into Operational Terms," "Staying on Track with the BSC: MTR Faces Down Major Challenges," "The Transformation of a Nonprofit: Hillside's BSC-Enabled Innovations," "Giving Customers Ultimate Input: Operational Excellence, Trammell Crow-Style," and "Three Steps to Successful Measures."Geographic Setting: AsiaIndustry Setting: RailroadSubjects: Asia; Balanced scorecard; Management of change; Operations management; Railroads; Strategy formulation; Strategy implementationLength: 16pList Price: $49.95Year New: 2005

B07110Title: Balanced Scorecard Report, November-December 2007, Volume 9, Number 6Author(s): Collaborative, Balanced ScorecardPublication Date: 11/15/2007Product Type: Balanced Scorecard Report IssueAbstract: This issue of the Balanced Scorecard Report newsletter contains the following articles: "Make It Breakthrough: Findings from the 2007 Global SFO Survey," "Initiative Management: Putting Strategy into Action," "Starting Out: Findings from a Baseline Survey of OSMs," and "Promoting Economic Development: Strategic Agendas in Action."Subjects: NO


B04110Title: Balanced Scorecard Report, November/December 2004, Volume 6, Number 6Publication Date: 11/15/2004Product Type: Balanced Scorecard Report IssueAbstract: This issue of the Balanced Scorecard Report contains the following articles: "Motivate to Make Strategy Everyone's Job," "The Human Advantage at Unibanco," "Aligning Employees at Unibanco: A Unit Executive's View," "How Big Blue Links Learning and Strategy," and "Creating a Strategy-Focused Workforce: Aligning Personal Goals to the BSC."Geographic Setting: South AmericaIndustry Setting: Banking industrySubjects: Balanced scorecard; Corporate strategy; Education; Knowledge management; South America; Strategic planning; Strategy implementationLength: 12pList Price: $49.95Year New: 2004

B07090Title: Balanced Scorecard Report, September-October 2007, Volume 9, Number 5Author(s): Collaborative, Balanced ScorecardPublication Date: 09/15/2007Product Type: Balanced Scorecard Report IssueAbstract: This issue of the Balanced Scorecard Report newsletter contains the following articles: "Managing by Strategic Themes," "Strategic Agendas: A New Tool for Economic and Social Development," "Why Strategic Agendas in Government Matter to Business," "Managing Human Capital for Strategic Advantage: Three Challenges," and "Avoid the Common Technology Pitfalls of the Employee Performance Management Process."Subjects: NO SUBJECTS(KEYWORDS)Length: 16pList Price: $49.95Year New: 2007

B05090Title: Balanced Scorecard Report, September/October 2005, Volume 7, Number 5Publication Date: 09/15/2005Product Type: Balanced Scorecard Report IssueAbstract: This issue of the Balanced



Scorecard Report contains the following articles: "Use the SFO Assessment to Make Strategy Execution a Core Competency," "Integrating Knowledge Management with the BSC at E-Land Group," "Creating a Strategy-Focused Workforce by Aligning Key HR Processes," "Aligning Enterprise Risk Management with Strategy Through the BSC: The Bank of Tokyo-Mitsubishi Approach," and "Walk the Talk: Effective Leadership Behavior for BSC Review Meetings."Subjects: NO SUBJECTS(KEYWORDS)Length: 16pList Price: $49.95Year New: 2005

B06090Title: Balanced Scorecard Report, September/October 2006, Volume 8, Number 5Publication Date: 09/15/2006Product Type: Balanced Scorecard Report IssueAbstract: This issue of Balanced Scorecard Report newsletter contains the following articles: "Linking Operations to Strategy and Budgeting," "KeyCorp: Executing a Customer Intimacy Strategy with the BSC," "Toward a More Perfect Union: How OSMs Supported Integration at Sprint Nextel," and "Charting New Horizons with Initiative Management."Subjects: NO SUBJECTS(KEYWORDS)Length: 16pList Price: $49.95Year New: 2006

B0503ETitle: The Balanced Scorecard Strategy Review Meeting: What to Expect the First YearAuthor(s): Gold, Robert S.; Weiser, Jay R.Publication Date: 03/15/2005Product Type: Balanced Scorecard Report ArticleAbstract: For an organization's leaders, periodic Balanced Scorecard strategy review meetings are where the ongoing process of strategic management really comes together. The insights and best practices described here help you start off on the right foot and enhance your strategy review meetings so your team remains focused on strategy execution and managing change.Subjects: Balanced scorecard; Leadership; Strategy formulationLength: 3pList Price: $9.50Year New: 2005

R00309Title: Balancing Act: How to Capture Knowledge Without Killing ItAuthor(s): Brown, John Seely; Duguid, PaulPublication Date: 05/01/2000Product Type: Harvard Business Review ArticleAbstract: Everyone knows that the way things are formally organized in most companies (their processes) is not the same as the way things are actually done (their practices). The difference between the two creates tension that can be very difficult for managers to handle. Lean too much toward practice and new ideas may bubble up and evaporate for lack of a structure to harness them. Lean too much toward process and you may get no new ideas at all. The goal, then, is to tap into the creativity at work in every layer of an organization with a combination of process and practice. Take, for example, the community of people who fix Xerox machines. Large machines, it turns out, are not as predictable as Xerox's documentation would suggest. So when following the service manual is not enough, the reps come together--over breakfast, at breaks, at the end of the day--and talk about their own best practices. So far so good. But Xerox goes a step further. It has set up a process similar to an academic peer-review system to gather, vet, and share those best practices across the company. The reps get much-welcome recognition for their creativity, and local best practices are deployed companywide. Dot-com companies are a hotbed of innovative practices. But as they mature, they, like Xerox, may find that they need seasoned managers who can harness those practices through the judicious application of constructive processes.Subjects: Information management; Knowledge management; Knowledge transfer; Knowledge workers; Process innovationLength: 5p

IES162Title: Balancing Family and Business Needs at Merck KGaAAuthor(s): Neumann, F.A.; Tapies, JosepPublication Date: 10/10/2006Product Type: Case (Field)Publisher: IESE Business SchoolAbstract: Describes the main turning points in Merck's more than 300-year history, with an emphasis on the events since World War II (internationalization, growth through acquisitions, policy of in-licensing, R&D focus). However, the main focus is on the company's

corporate and family governance structures, procedures, and systems, as these represent a unique combination of legal, structural, and organizational constructs that cement the influence of the descendants of the founding family in a highly effective way. The modus operandi of these bodies is illustrated in conjunction with Merck's (in the end, unsuccessful) hostile takeover bid for Schering, its German rival, that took place in March 2006.Geographic Setting: GermanyIndustry Setting: Chemical industry; Pharmaceutical industrySubjects: NO SUBJECTS(KEYWORDS)Length: 31pSupplementary Materials: Teaching Note, (IES163), 10p, by F.A. Neumann, Josep TapiesYear New: 2007

495012Title: Bankers Trust: The Quest for Institutional Creativity (A)Author(s): Kao, John J.; Klein, NormanPublication Date: 05/01/1995Revision Date: 06/05/1995Product Type: Case (Field)Abstract: Describes major innovations, strategic initiatives, and a range of creative activities at Bankers Trust in 1994. Background information also provides the settings and context for the changes, and further portrays the key players. Teaching Purpose: Designed to invite discussion of creativity in an institution. Students are asked to discuss the enabling and perhaps frustrating factors--to explore motivation and rewards, as well as the role of culture, leadership, and organizational design.Geographic Setting: New York, NYIndustry Setting: Investment bankingNumber of Employees: 13,000Gross Revenues: $600 million revenuesSubjects: Creativity; Innovation; Investment bankingLength: 14pSupplementary Materials: Supplement (Library), (495042), 2p, by John J. Kao, Norman Klein

495042Title: Bankers Trust: The Quest for Institutional Creativity (C), Bankers Trust: More Bad NewsAuthor(s): Kao, John J.; Klein, NormanPublication Date: 05/04/1995Product Type: Supplement (Library)Abstract: Supplements the (A) case. Must be used with: (495012) Bankers Trust: The Quest for Institutional Creativity (A).Industry Setting: Investment bankingSubjects: Creativity; Innovation;



Investment bankingLength: 2p

C0106CTitle: Barbara Jordan Gives a History Lesson on the ConstitutionAuthor(s): Morgan, NickPublication Date: 06/01/2001Product Type: Harvard Management Communication Letter ArticleAbstract: U.S. Representative Barbara Jordan's address to the House Judiciary Committee concerning the impeachment of President Richard Nixon demonstrates the impact of carefully chosen language and ideas. Some lessons from Jordan's speech: establish a firm grasp of your subject, let your audience know the stakes, and keep it simple, blunt, and honest.Subjects: Federal government; Leadership; Personal strategy & style; PoliticsLength: 2pList Price: $4.50

480055Title: Bargaining Strategies: Collaborative vs. Competitive ApproachesAuthor(s): Ware, James P.Publication Date: 01/01/1980Revision Date: 04/01/1980Product Type: NoteAbstract: Note describes aspects of bargaining situations that point toward either collaborative or distributive bargaining strategies. Focuses on the nature of the issues, the relationship between the negotiators, and broader contextual factors, and how these variables influence the negotiation climate. Also describes tactics for bargaining effectively in mixed situations that call for both kinds of strategies.Subjects: Collective bargaining; Decision analysis; Interpersonal relations; Negotiations; Organizational behaviorLength: 14p

52408Title: Barriers and Gateways to CommunicationAuthor(s): Rogers, Carl R.; Roethlisberger, Fritz J.Publication Date: 07/01/1952Product Type: Harvard Business Review ArticleAbstract: An analysis of the problems of interpersonal communication, as viewed from a human behavior standpoint. Real communication occurs when one listens to another person's viewpoint with empathic understanding. It is possible to facilitate achievement of this communication breakthrough by summarizing the speaker's thoughts and

feelings to his or her satisfaction before presenting a rebuttal. This procedure leads to the reduction of defensiveness and gradual achievement of mutual communication. A second analysis deals with communication in an industrial context. An example illustrates how differently two supervisors interpret an employee's reaction to a suggestion.Subjects: Human behavior; Human relations; Management communicationLength: 7p

91610Title: Barriers and Gateways to CommunicationAuthor(s): Rogers, Carl R.; Roethlisberger, Fritz J.Publication Date: 11/01/1991Product Type: Harvard Business Review ArticleAbstract: An analysis of the problems of interpersonal communication, as viewed from a human behavior standpoint. Real communication occurs when one listens to another person's viewpoint with empathic understanding. It is possible to facilitate achievement of this communication breakthrough by summarizing the speaker's thoughts and feelings to his or her satisfaction before presenting a rebuttal. This procedure leads to the reduction of defensiveness and gradual achievement of mutual communication. A second analysis deals with communication in an industrial context. An example illustrates how differently two supervisors interpret an employee's reaction to a suggestion. This article, first published in 1952, is reprinted to include a retrospective commentary by John J. Gabarro.Subjects: Communication in organizations; HBR Classics; Human behavior; Human relations; Interpersonal relations; Management communicationLength: 7p

C0010BTitle: The Basic Presentation ChecklistPublication Date: 10/01/2000Product Type: Harvard Management Communication Letter ArticleAbstract: In a perfect world, you would have months to prepare for presentations. But the reality is usually last minute--picking material from various old talks and hoping that no one will notice that it hasn't really been thought through. Even though you have limited time, there are things you can do to make sure you don't miss anything obvious. This article offers an eight-step checklist as insurance for making sure your audience doesn't walk out or doze off halfway through your speech.Subjects: Communication; Communication in organizations

Length: 3pList Price: $4.50

899138Title: Basil "Buzz" Hargrove and de Havilland, Inc. (A)Author(s): Keros, Angela; McGinn, Kathleen L.Publication Date: 06/30/1999Revision Date: 11/21/2006Product Type: Case (Library)Abstract: Buzz Hargrove, national president of the Canadian Auto Workers, needs to find a way to secure an agreement from a negotiated contract with de Havilland, Inc. Local union leaders feel the deal is not good enough, but Hargrove is convinced management will close the plant down otherwise.Geographic Setting: CanadaIndustry Setting: Aerospace industry; Automotive industrySubjects: Aerospace industry; Automobile industry; Canada; Labor relations; Negotiations; Power & influenceLength: 7pSupplementary Materials: Supplement (Library), (899176), 3p, by Angela Keros, Kathleen L. McGinn; Teaching Note, (801277), 24p, by Linda-Eling Lee, Kathleen L. McGinn; Case Video, DVD, (907701), 16 min, by Kathleen L. McGinn; Case Video, (907702), 16 min, by Angela Keros, Kathleen L. McGinn

899176Title: Basil "Buzz" Hargrove and de Havilland, Inc. (B)Author(s): Keros, Angela; McGinn, Kathleen L.Publication Date: 06/30/1999Revision Date: 03/29/2001Product Type: Supplement (Library)Abstract: Supplements the (A) case. Must be used with: (899138) Basil "Buzz" Hargrove and de Havilland, Inc. (A).Geographic Setting: CanadaIndustry Setting: Aerospace industry; Automotive industrySubjects: Aerospace industry; Automobile industry; Canada; Labor relations; Negotiations; Power & influenceLength: 3pSupplementary Materials: Teaching Note, (801277), 24p, by Linda-Eling Lee, Kathleen L. McGinn

907701Title: Basil "Buzz" Hargrove and de Havilland, Inc. (Video Supplement DVD)Author(s): McGinn, Kathleen L.Publication Date: 11/01/2006Product Type: Case Video, DVDAbstract: Buzz Hargrove, national president of the Canadian Auto Workers,



needs to find a way to secure an agreement from a negotiated contract with de Havilland, Inc. Local union leaders feel the deal is not good enough, but Hargove is convinced management will close the plant down otherwise. Must be used with: (899176) Basil "Buzz" Hargrove and de Havilland, Inc. (B); (899138) Basil "Buzz" Hargrove and de Havilland, Inc. (A).Subjects: NO SUBJECTS(KEYWORDS)Length: 16 minYear New: 2006

907702Title: Basil "Buzz" Hargrove and de Havilland, Inc. (Video VHS)Author(s): Keros, Angela; McGinn, Kathleen L.Publication Date: 11/01/2006Product Type: Case VideoAbstract: Buzz Hargrove, national president of the Canadian Auto Workers, needs to find a way to secure an agreement from negotiated contract with de Havilland, Inc. Local union leaders feel the deal is not good enough, but Hargove is convinced management will close the plant down otherwise. Must be used with: (899176) Basil "Buzz" Hargrove and de Havilland, Inc. (B); (899138) Basil "Buzz" Hargrove and de Havilland, Inc. (A).Subjects: NO SUBJECTS(KEYWORDS)Length: 16 minList Price: $150.00

2804BCTitle: Be Like Yourself: Draw a nuanced distinction between who you are and what you do, by Richard S. TedlowAuthor(s): Wademan, DaisyPublication Date: 03/18/2004Product Type: HBS Press ChapterAbstract: In this chapter, Richard Tedlow, author and professor in Harvard Business School's business history program, discusses the advantages of maintaining a distinction between who you are at the office and who you are at home. May be used with: (2803BC) The Stuffed Bird: Ignore the distractions, have confidence, and focus on the task at hand, by Jeffrey F. Rayport; (2805BC) A Matter of Black and White: Examine your own past, where your ideas come from, by Thomas K. McCraw; (2806BC) A Bad Meal, and the Truth: Stay grounded and accessible, by Stephen P. Kaufman; (2808BC) Reunion: Reframe the way you think about risk, by David E. Bell; (2809BC) On the Fallacy of Perfection: Let a new image of yourself emerge, by Nancy F. Koehn; (2811BC) Sara's Story: Realize that no one is a number, by H. Kent

Bowen; (2812BC) In the Moment: Give the gift of high expectations, by Frances X. Frei; (2813BC) Why People Will Work for You: Sacrifice some measure of your own power, by Timothy Butler; (2814BC) The Mount Rushmore Question: Help people gain more positive perspectives on themselves, by Thomas J. DeLong; (2816BC) The Race: Be tough, lucky, selfless, and fair, by Henry B. Reiling; (2817BC) The Oath: Begin to fix what has been broken, by Nitin Nohria; (2818BC) Remember Who You Are: Dream and hope and believe in yourself, by Kim B. Clark.Geographic Setting: GlobalSubjects: NO SUBJECTS(KEYWORDS)Length: 13pList Price: $6.95Year New: 2007

2163BCTitle: Be Yourself--More--with Skill: How to Be a More Effective LeaderAuthor(s): Goffee, Rob; Jones, GarethPublication Date: 01/01/2006Product Type: HBS Press ChapterAbstract: Given the hunger for leadership, why are leaders in such short supply? In this chapter, the authors suggest that effective leadership rests with full self-knowledge and tackle the key question: how can we leverage this self-knowledge to become more effective as leaders and developers of leaders? May be used with: (2165BC) Introduction: Why Should Anyone Be Led by You?; (2164BC) Know and Show Yourself--Enough: How to Be a More Effective Leader; (2166BC) Take Personal Risks: How to Be a More Effective Leader; (2167BC) Read--and Rewrite--The Context: How to Be a More Effective Leader; (2168BC) Remain Authentic--but Conform Enough: How to Be a More Effective Leader; (2169BC) Manage Social Distance: How to Be a More Effective Leader; (2170BC) Communicate--with Care: How to Be a More Effective Leader; (2172BC) Authentic Followership: Being a More Effective Leader; (2174BC) The Price and Prize of Leadership: Being a More Effective Leader; (2714BC) Tools for Maximizing Your Leadership Potential.Subjects: NO SUBJECTS(KEYWORDS)Length: 25pList Price: $6.95Year New: 2006

12302Title: Be a Better Leader (HBR OnPoint Executive Edition)Author(s): HBR

Publication Date: 11/18/2008Product Type: HBR Newsstand Special IssueAbstract: We all admire successful leaders and often wonder, What's their secret? Understanding your own leadership style--and its strengths and weaknesses--is just one step in the journey toward becoming a better leader. The articles in this issue of Harvard Business Review OnPoint will not only make you reflect on what kind of leader you are but also provide knowledge and ideas for taking command of your development into a smarter, more confident leader. They examine the need to maintain authenticity as your leadership skills are tested and as your position as a leader changes. Often the initial formal test of a leader is becoming a boss for the first time. One article identifies common misconceptions about this role and ways to make sure that you or others around you don't flop. You'll learn about the importance of emotional intelligence, "action logic," integrative thinking, and change management, as well as come to understand that great leaders do not need to have larger-than-life personalities. You'll also discover how to manage yourself in the areas of strategic networking and excelling at what you want to be doing--essential components of long-term success as a leader.Subjects: NO SUBJECTS(KEYWORDS)Length: 128p

R0804HTitle: Be a Better Leader, Have a Richer LifeAuthor(s): Friedman, Stewart D.Publication Date: 04/01/2008Product Type: Harvard Business Review ArticleAbstract: Work fills most executives' lives to the brim, leaving insufficient time for their families, their communities, and themselves. But Wharton professor Friedman suggests that, rather than view the problem as a set of trade-offs, executives use their leadership talents to benefit all four domains at once. The idea is to design experiments--small, short-term adjustments to their daily routines--that incorporate and mutually benefit the various aspects of their lives. If an experiment works out, everyone wins--employer, employee, family, and community; if it doesn't, it simply becomes a low-cost learning opportunity. Over time, the combination of small gains and lessons learned can lead to larger-scale transformation. The "Total Leadership" process involves identifying what's important to you, identifying what's important to everyone in your life,



using those insights to creatively explore possibilities for experiments, and then selecting and implementing a few at a time. Drawing on decades of experience, Friedman has distilled nine categories of experiments that offer a manageable, systematic approach to the daunting task of conceiving projects with four-way benefits. In one such experiment, an executive might raise money for a charity her company sponsors by running a marathon with her son, thus simultaneously gaining greater visibility at work, spending more time with her family, giving back to the community, and improving her health. To move toward the goal of becoming a CEO, another executive might join the board of a nonprofit agency in his neighborhood together with his wife. Friedman suspects that there are far more opportunities for simultaneous benefits than people realize. They are there for the taking. You just have to know how to look for them and then find the support and courage to pursue them.Subjects: NO SUBJECTS(KEYWORDS)Length: 11pYear New: 2007

F0105DTitle: The Beauty of BuzzwordsAuthor(s): Garber, Marjorie; Kirby, Julia; Coutu, Diane L.Publication Date: 05/01/2001Product Type: Harvard Business Review ArticleAbstract: TQM, thought leadership, dot-com, dot-bomb, golden parachute: the litany of business jargon could go on for pages. HBR talks with Marjorie Garber about jargon, why we respond to it as we do, and why it's here to stay.Subjects: Communication; Interviews; Management communicationLength: 3p

F0504LTitle: The Beauty of an Open Calendar: James Goodnight on MeetingsAuthor(s): Goodnight, JamesPublication Date: 04/01/2005Product Type: Harvard Business Review ArticleAbstract: Companies want to be flexible, but they're not flexible about people's time.Subjects: Organizational behaviorLength: 1pYear New: 2005

49542Title: Becoming a Learning OrganizationPublication Date: 07/09/1997Product Type: HBR CollectionAbstract: The tools and techniques to improve performance by systematically

generating knowledge and acting on it. This collection includes: Building a Learning Organization; Development Projects: The Engine of Renewal; Managing Professional Intellect: Making the Most of the Best; Teaching Smart People How to Learn; and Why (and How) to Take a Plant Tour.Subjects: Continuous improvement; Growth management; Innovation; Learning curves; Management of change; Organizational behavior; Organizational change; Organizational developmentLength: 72pList Price: $24.95

1734Title: Becoming a Resonant Leader: Develop Your Emotional Intelligence, Renew Your Relationships, Sustain Your EffectivenessAuthor(s): McKee, Annie; Boyatzis, Richard; Johnston, FranPublication Date: 02/01/2008Product Type: HBS Press BookAbstract: What distinguishes great leaders? Exceptional leaders capture passion. They lead for real: from the heart, smart and focused on the future, and with a commitment to being their very best. As Annie McKee and Richard Boyatzis have shown in their bestselling books "Primal Leadership" and "Resonant Leadership," they create resonance with others. Through resonance, leaders become attuned to the needs and dreams of people they lead. They create conditions where people can excel. They sustain their effectiveness through renewal. McKee, Boyatzis, and Frances Johnston share vivid, real-life stories illuminating how people can develop emotional intelligence, build resonance, and renew themselves. Reflecting 20 years of longitudinal research and practical wisdom with executives and leaders around the world, this new book is organized around a core of experience-tested exercises. These tools help you articulate your strengths and values, craft a plan for intentional change, and create resonance with others. Practical and inspiring, "Becoming a Resonant Leader" is your hands-on guide to developing emotional intelligence, renewing and sustaining yourself and your relationships, and taking your leadership to a whole new level. This book is ideal for anyone seeking personal and professional development and for consultants, coaches, teachers, and faculty to use with their clients or students.Subjects: NO SUBJECTS(KEYWORDS)Length: 224p

List Price: $24.95

5056BCTitle: Becoming a Results-Based LeaderAuthor(s): Smallwood, Norm; Ulrich, Dave; Zenger, JackPublication Date: 04/06/1999Product Type: HBS Press ChapterAbstract: This chapter addresses how any person currently in a leadership position can modify his or her leadership behavior to better focus on results and take charge of his or her own leadership development to become a more effective results-based leader. May be used with: (4944BC) Connecting Leadership Attributes to Results; (5061BC) Defining Desired Results: Developing Results-Based Leaders; (5060BC) Employee Results: Investing in Human Capital; (5059BC) Organization Results: Creating Capabilities; (5058BC) Customer Results: Build Firm Equity; (5057BC) Investor Relations: Building Shareholder Value; (5055BC) Leaders Building Leaders: Tools for Developing Results-Based Leaders.Subjects: NO SUBJECTS(KEYWORDS)Length: 25pList Price: $6.95Year New: 2008

7010BCTitle: Becoming a Team Player: Your Most Important AssignmentAuthor(s): School Press, Harvard BusinessPublication Date: 02/19/2004Product Type: HBS Press ChapterAbstract: A team is only as strong as the collective performance of those involved. Each member of the team must be committed, collaborative, and competent. If one person doesn't agree with the common goal, chances are his or her performance will affect others in the group. This chapter examines what it means to be an effective team player. May be used with: (6945BC) Team Concepts: Understand These First; (6952BC) Essentials for an Effective Team: The Foundation of Success; (6969BC) Forming the Team: The Crew and Its Charter; (6976BC) Getting Off on the Right Foot: Important First Steps; (6983BC) Team Management Challenges: Where Leaders Matter; (6990BC) Operating as a Team: Putting Ideas to Work; (7003BC) The Virtual Team: A Collaborative Effort.Subjects: NO SUBJECTS(KEYWORDS)Length: 16pList Price: $6.95Year New: 2006



7804Title: Becoming an Effective Leader: The Results-Driven Manager Series (Paperback)Author(s): School Press, Harvard BusinessPublication Date: 03/02/2005Product Type: HBS Press BookAbstract: Leadership is a balancing act. It requires communicating a compelling vision, convincing others to buy into that vision, and marshaling resources and talent to make it happen. This guide helps new and seasoned leaders master the complex art of the leadership role by improving decision making and communication, earning trust and building momentum, and inspiring and enabling others to excel. Managers are under increasing pressure to deliver better results faster than the competition. Meeting today's tough challenges requires complete mastery of a full array of management skills, from communicating and coaching to public speaking and managing people. The Results-Driven Manager series helps time-pressed managers hone and polish the skills they need most. Concise, action-oriented, and packed with invaluable strategies and tools, these timely guides help managers improve their job performance today and give them the edge they need to become the leaders of tomorrow.Subjects: Decision making; Leadership; Managerial skills; Teams; VisionLength: 192pList Price: $14.95Year New: 2004

R0701DTitle: Becoming the BossAuthor(s): Hill, Linda A.Publication Date: 01/01/2007Product Type: Harvard Business Review ArticleAbstract: Even for the most gifted individuals, the process of becoming a leader is an arduous, albeit rewarding, journey of continuous learning and self-development. The initial test along the path is so fundamental that we often overlook it: becoming a boss for the first time. That's a shame, because the trials involved in this rite of passage have serious consequences for both the individual and the organization. For a decade and a half, the author has studied people -- particularly star performers -- making major career transitions to management. As firms have become leaner and more dynamic, new managers have described a transition that gets more difficult all the time. But the transition is often harder than it need be because of managers' misconceptions about their role. Those

who can acknowledge their misconceptions have a far greater chance of success. For example, new managers typically assume that their position will give them the authority and freedom to do what they think is best. Instead, they find themselves enmeshed in a web of relationships with subordinates, bosses, peers, and others, all of whom make relentless and often conflicting demands. "You really are not in control of anything," says one new manager. Another misconception is that new managers are responsible only for making sure that their operations run smoothly. But new managers also need to realize they are responsible for recommending and initiating changes--some of them in areas outside their purview--that will enhance their groups' performance. Many new managers are reluctant to ask for help from their bosses. But when they do ask (often because of a looming crisis), they are relieved to find their superiors more tolerant of their questions and mistakes than they had expected.Subjects: NO SUBJECTS(KEYWORDS)Length: 11pYear New: 2007

1723Title: Becoming the Boss (HBR OnPoint Enhanced Edition)Author(s): Hill, Linda A.Publication Date: 01/01/2007Product Type: HBR OnPoint ArticleAbstract: Even for the most gifted individuals, the process of becoming a leader is an arduous, albeit rewarding, journey of continuous learning and self-development. The initial test along the path is so fundamental that we often overlook it: becoming a boss for the first time. That's a shame, because the trials involved in this rite of passage have serious consequences for both the individual and the organization. For a decade and a half, the author has studied people--particularly star performers--making major career transitions to management. As firms have become leaner and more dynamic, new managers have described a transition that gets more difficult all the time. But the transition is often harder than it need be because of managers' misconceptions about their role. Those who can acknowledge their misconceptions have a far greater chance of success. For example, new managers typically assume that their position will give them the authority and freedom to do what they think is best. Instead, they find themselves enmeshed in a web of relationships with subordinates, bosses, peers, and others,

all of whom make relentless and often conflicting demands. "You really are not in control of anything," says one new manager. Another misconception is that new managers are responsible only for making sure that their operations run smoothly. But new managers also need to realize they are responsible for recommending and initiating changes--some of them in areas outside their purview--that will enhance their groups' performance. Many new managers are reluctant to ask for help from their bosses. But when they do ask (often because of a looming crisis), they are relieved to find their superiors more tolerant of their questions and mistakes than they had expected.Subjects: NO SUBJECTS(KEYWORDS)Length: 11pList Price: $6.50Year New: 2007

401045Title: Bedrock ProductionsAuthor(s): Roberts, Michael J.; Tushman, Michael L.Publication Date: 06/21/2001Product Type: Case (Field)Abstract: Describes a young Web consulting firm going through a very rapid period of growth in late 1999 and 2000. The founder/CEO sees himself as a strategist and marketer who is less well-suited to the operational details, that are expanding as the firm grows. A president is hired, but fired soon after. Raises issues of what the founder's role is and should be, whether a new president is required, whether the new expanded senior team can take on some of these responsibilities, and if or how the founder must change.Geographic Setting: New York, NYIndustry Setting: Consulting; Internet & online services industriesCompany Size: smallNumber of Employees: 100Gross Revenues: $10 million revenuesSubjects: Consulting; Growth strategy; Leadership; Organizational structure; Teams; World Wide WebLength: 21p

U0810ETitle: Before You Say Yes, Negotiate for What You Need to SucceedAuthor(s): Kolb, Deborah M.Publication Date: 10/01/2008Product Type: Harvard Management Update ArticleAbstract: What happened the last time you were offered a new leadership opportunity? Chances are you negotiated your title, salary, bonus, and benefits. But did you negotiate for what you would need to succeed? Leadership



expert, professor, and author Deborah M. Kolb stresses the importance of negotiating for the tangible and intangible resources that will give you a leg up as you start your new job. She examines three faulty assumptions new leaders often make about their new roles and offers strategies to overcome them: (1) Negotiate the "fit" of your new position, (2) Negotiate a compelling introduction by key leaders, and (3) Negotiate for the resources you'll need to succeed.Subjects: NO SUBJECTS(KEYWORDS)Length: 3pList Price: $4.50

F0604JTitle: Before You Split that CEO/ChairAuthor(s): Pozen, Robert C.Publication Date: 04/01/2006Product Type: Harvard Business Review ArticleAbstract: What's the rationale for dividing the roles of chairman and CEO? Studies show that, usually, doing so has no effect on the company's performance.Geographic Setting: Switzerland; United Kingdom; United StatesSubjects: NO SUBJECTS(KEYWORDS)Length: 3pYear New: 2006

C0010ATitle: Before and After the MeetingAuthor(s): Krattenmaker, TomPublication Date: 10/01/2000Product Type: Harvard Management Communication Letter ArticleAbstract: Meetings are the kudzu of corporate life. They quickly cover everything, and nothing kills them. Can you think of a meeting that you wish had run longer? Fortunately, there is a way to make meetings work better. It requires thinking about meetings as a process that starts well in advance of the actual meeting and continues long after it's over.Subjects: Communication in organizationsLength: 3pList Price: $4.50

F0210CTitle: Behave Yourself: A Conversation with Executive Coach Marshall GoldsmithAuthor(s): Goldsmith, Marshall; Morse, GardinerPublication Date: 10/01/2002Product Type: Harvard Business Review ArticleAbstract: Executive consultant Marshall Goldsmith tells his CEO clients that he's not the real coach; the people around

them are. To change your behavior, he says, quit whining about the past and start asking your colleagues how you can do better. You're not done until they think you are.Subjects: Human resources management; Leadership; Performance effectiveness; Performance measurement; Personal strategy & styleLength: 2p

4889BCTitle: Behave with Urgency Every Day: Winning the Hearts and Minds of Change AgentsAuthor(s): Kotter, John P.Publication Date: 09/03/2008Product Type: HBS Press ChapterAbstract: Almost everyone is too busy today. But when you're going from one meeting to the next, all on different topics, all run inefficiently, attitudes and feelings about urgency drain out through sheer exhaustion. A steadily growing wave of people behaving with real urgency each and every day can help organizations conquer cynicism and negativity.Subjects: NO SUBJECTS(KEYWORDS)Length: 24pList Price: $6.95Year New: 2007

99301Title: Being Virtual: Character and the New EconomyAuthor(s): Carr, Nicholas G.Publication Date: 05/01/1999Product Type: Harvard Business Review ArticleAbstract: Given the changes wrought by the new economy, it makes sense for companies to pursue ever-greater levels of flexibility. But does it make sense for human beings? Do we really want to be free agents, hopping from job to job and from city to city, virtual employees of virtual companies? Richard Sennett doesn't think so. In The Corrosion of Character: The Personal Consequences of Work in the New Capitalism, Sennett, a sociologist and well-known social critic, lays out a dark vision of what the new economy means for working people at all levels of society. He draws on poignant stories to show how the flexibility demanded by the new economy causes us to lose the attachments--to people, places, or companies--that form our character. Without such attachments, we lose the ability to focus on the long term: if everything's going to change overnight, why worry about tomorrow? In the aggregate, the demands of flexibility erode society's foundations. But as Nicholas Carr points out, this isn't a

complete picture of what flexibility means for people today. For example, the spread of cheap computers is expanding opportunities to launch, market, and manage microbusinesses. And the networked economy--by making workdays more flexible and location less important--will give many of us more control over where we live and how we parcel out our time. Despite Sennett's blindness to the benefits offered by the new economy, his book provides a thoughtful counterbalance to the empty-headed boosterism that characterizes much of the current writing on the subject.Subjects: Careers & career planning; Information age; New economy; Social change; Technological change; Virtual communitiesLength: 5p

F0509HTitle: Benchmarking Your StaffAuthor(s): Goold, Michael; Collis, David J.Publication Date: 09/01/2005Product Type: Harvard Business Review ArticleAbstract: Here's how you can decide on the right size and composition of your corporate staff.Geographic Setting: Europe; United StatesSubjects: NO SUBJECTS(KEYWORDS)Length: 2pYear New: 2005

2363BCTitle: Bend the Rules: Problem-Solving Strategies for Quiet LeadersAuthor(s): Badaracco, Joseph L., Jr.Publication Date: 02/11/2002Product Type: HBS Press ChapterAbstract: This chapter looks at how quiet leaders often respond to ambiguous situations by imaginatively and creatively trying to bend the rules without breaking them. May be used with: (2359BC) Trust Mixed Motives: Lessons in Decision Making for Quiet Leaders; (2358BC) Don't Kid Yourself: Guiding Principles for Quiet Leaders; (2357BC) Introduction: Leading Quietly; (2360BC) Buy a Little Time: Problem-Solving Strategies for Quiet Leaders; (2361BC) Invest Wisely: Problem-Solving Strategies for Quiet Leaders; (2362BC) Drill Down: Problem-Solving Strategies for Quiet Leaders; (2364BC) Nudge, Test, and Escalate Gradually: Problem-Solving Strategies for Quiet Leaders; (2365BC) Craft a Compromise: Problem-Solving Strategies for Quiet Leaders; (2366BC) Three Quiet Virtues: Essential Characteristics for Practicing Quiet



Leadership.Subjects: NO SUBJECTS(KEYWORDS)Length: 19pList Price: $6.95Year New: 2007

406012Title: Bennie Wiley at The Partnership, Inc.Author(s): Roberts, Laura Morgan; Winston, Victoria W.Publication Date: 10/24/2005Revision Date: 12/12/2006Product Type: Case (Field)Abstract: Benaree Wiley, an African American, female HBS graduate (class of 1972), was appointed CEO and president in 1991 of The Partnership, a Boston-based nonprofit dedicated to developing leadership potential in professionals of color and in increasing their representation in area businesses and institutions. The organization suffered from a lack of unity among the board, an unclear mission, and financial challenges, including debt in excess of $100,000. Starting with only an administrative assistant, Wiley built the organization from the ground up, using her ability to develop and nurture relationships as the basis for growth. In December 2004, Wiley announced her impending retirement, leaving the organization with the strategic challenge of moving its programs and services to a level of greater impact (beyond the Boston community), without the leadership of its heralded CEO.Geographic Setting: Boston, MA; United StatesNumber of Employees: 5Event Year Start: 2005Event Year End: 2005Subjects: NO SUBJECTS(KEYWORDS)Length: 16pSupplementary Materials: Supplement (Field), (406013), 5p, by Laura Morgan Roberts, Victoria W. WinstonYear New: 2005

493059Title: Bernd Sterzel at the IVth Medizinische Klinik (A)Author(s): Hill, Linda A.; Conrad, Melinda B.Publication Date: 02/25/1993Revision Date: 03/21/1995Product Type: Case (Field)Abstract: After 10 years of running a small laboratory at Yale Medical School, Dr. R. Bernd Sterzel assumes leadership of a nephrology clinic in Nurnberg and Erlangen, Germany. In his ambitious efforts to transform the clinic into a leading academic research institution, he encounters numerous challenges

associated with health care management in a socialized medicine context.Geographic Setting: GermanyIndustry Setting: Hospital administrationSubjects: Germany; Health services; Hospital administration; Leadership; Management of change; Management of professionals; Organizational change; Power & influenceLength: 18pSupplementary Materials: Supplement (Field), (493060), 2p, by Linda A. Hill, Melinda B. Conrad; Supplement (Field), (493061), 6p, by Linda A. Hill, Melinda B. Conrad; Teaching Note, (494121), 24p, by Linda A. Hill, Joshua D. Margolis

493060Title: Bernd Sterzel at the IVth Medizinische Klinik (B)Author(s): Hill, Linda A.; Conrad, Melinda B.Publication Date: 02/25/1993Revision Date: 03/09/1995Product Type: Supplement (Field)Abstract: Supplements the (A) case. Must be used with: (493059) Bernd Sterzel at the IVth Medizinische Klinik (A).Geographic Setting: GermanyIndustry Setting: Health services; Hospital administrationSubjects: Germany; Health services; Hospital administration; Leadership; Management of change; Management of professionals; Organizational change; Power & influenceLength: 2pSupplementary Materials: Teaching Note, (494121), 24p, by Linda A. Hill, Joshua D. Margolis

493061Title: Bernd Sterzel at the IVth Medizinische Klinik (C)Author(s): Hill, Linda A.; Conrad, Melinda B.Publication Date: 02/25/1993Revision Date: 03/21/1995Product Type: Supplement (Field)Abstract: Supplements the (A) case. Must be used with: (493059) Bernd Sterzel at the IVth Medizinische Klinik (A).Geographic Setting: GermanyIndustry Setting: Health services; Hospital administrationSubjects: Germany; Health services; Hospital administration; Leadership; Management of change; Management of professionals; Organizational change; Power & influenceLength: 6pSupplementary Materials: Teaching Note, (494121), 24p, by Linda A. Hill,

Joshua D. Margolis

IES166Title: The Bertelsmann Reinhard Mohn Fellowship: CSR as Cultural ExchangeAuthor(s): Ganly, K.; Mair, JohannaPublication Date: 12/07/2005Product Type: Case (Field)Publisher: IESE Business SchoolAbstract: The Reinhard Mohn Fellowship is an initiative of Bertelsmann AG. It reflects Bertelsmann's ongoing commitment to fostering social, cultural, and individual development by aiming to reward and sponsor people with leadership qualities who have demonstrated enterprise, creativity, and entrepreneurial spirit. Provides for up to five social entrepreneurs from all over the world to be selected from a group of applicants to undertake a one-year program, offering them the opportunity to experience corporate culture, work on projects in various divisions, and build networks within Bertelsmann's global group of media companies. The idea behind the initiative is not only to provide a unique opportunity to socially innovative young entrepreneurs, but also to allow the company to benefit from their contrasting points of view and differing sets of experiences. Aims at stimulating students to think about innovative ways in which companies can contribute to society. Also allows for a discussion of the process of gaining and keeping momentum for social initiatives within large companies. Questions which might be posed include: Who benefits from the initiative? Is the program a success? Can its impact be measured? and, above all, Can it be replicated or provide a role model for other companies? In particular, allows for an interesting discussion of corporate responsibility initiatives in privately held companies.Geographic Setting: Europe; GermanyIndustry Setting: Advertising industry; MediaSubjects: NO SUBJECTS(KEYWORDS)Length: 26pSupplementary Materials: Teaching Note, (IES167), 15p, by K. Ganly, Johanna MairYear New: 2007

IES164Title: Bertelsmann: The Ownership QuestionAuthor(s): Neumann, F.A.; Tapies, JosepPublication Date: 10/10/2006Product Type: Case (Field)Publisher: IESE Business SchoolAbstract: Leaders of Bertelsmann AG (BAG), the 5th largest media



conglomerate worldwide, and first in Europe, had a decision to make in early 2006. Under an agreement it had reached in 2000, GBL, its only shareholder not controlled by the Mohn family, had the right to sell its 25% stake in the company in the stock market, provided it did not reach an agreement with the Mohn family beforehand for a buyback of this share package for a price to be negotiated. Briefly outlines Bertelsmann's business lines, corporate culture, and its governance structure in terms of family and business control, and the conditions of both alternatives and their consequences for the company are described (IPO vs. share buyback). Students are expected to deliver a well-rounded rationale for their recommendation on which alternative to take, as if they were in the shoes of Gunter Thielen, CEO of Bertelsmann.Geographic Setting: GermanyIndustry Setting: Advertising industry; MediaSubjects: NO SUBJECTS(KEYWORDS)Length: 15pSupplementary Materials: Teaching Note, (IES165), 8p, by F.A. Neumann, Josep TapiesYear New: 2007

R0501CTitle: The Best Advice I Ever GotAuthor(s): Wademan, DaisyPublication Date: 01/01/2005Product Type: Harvard Business Review ArticleAbstract: A young manager faces an impasse in his career. He goes to see his mentor at the company, who closes the office door, offers the young man a chair, recounts a few war stories, and serves up a few specific pointers about the problem at hand. Then, just as the young manager is getting up to leave, the elder executive adds one small kernel of avuncular wisdom--which the junior manager carries with him through the rest of his career. Such is the nature of business advice. Or is it? The six essays in this article suggest otherwise. Few of the leaders who tell their stories here got their best advice in stereotypical form, as an aphorism or a platitude. For Ogilvy & Mather chief Shelly Lazarus, profound insight came from a remark aimed at relieving the tension of the moment. For Novartis CEO Daniel Vasella, it was an apt comment made on a snowy day back when he was a medical resident. For publishing magnate Earl Graves and Starwood Hotels' Barry Sternlicht, advice they received about trust from early bosses took on ever deeper and more practical meaning as their careers

progressed. For Goldman Sachs Chairman Henry Paulson, Jr., it was as much his father's example as it was a specific piece of advice his father handed down to him. And fashion designer Liz Lange rejects the very notion that there's inherent wisdom in accepting other people's advice. As these stories demonstrate, people find wisdom when they least expect to, and they never really know what piece of advice will transcend the moment, profoundly affecting how they later make decisions, evaluate people, and examine--and reexamine--their own actions.Subjects: Careers & career planning; LeadershipLength: 9pYear New: 2005

F0711CTitle: The Best Advice I Ever Got: Fred Carl, Jr.Author(s): Carl, Fred, Jr.; Wademan, DaisyPublication Date: 11/01/2007Product Type: Harvard Business Review ArticleAbstract: The founder and CEO of Viking Range recalls the eventful words of an early adviser: "You should run this from day one like it's a public company. Treat it like it's going to be big." He did, and it was.Subjects: NO SUBJECTS(KEYWORDS)Length: 3pYear New: 2007

F0712FTitle: The Best Advice I Ever Got: Hans-Paul BurknerAuthor(s): Wademan, DaisyPublication Date: 12/01/2007Product Type: Harvard Business Review ArticleAbstract: By watching a colleague assemble diverse, high-performing teams, the CEO of the Boston Consulting Group learned the art of nurturing individual strengths and steering team members away from tasks that would expose their weaknesses.Subjects: NO SUBJECTS(KEYWORDS)Length: 3pYear New: 2007

F0811DTitle: The Best Advice I Ever Got: Maureen ChiquetAuthor(s): Dowling, Daisy WademanPublication Date: 11/01/2008Product Type: Harvard Business Review ArticleAbstract: The CEO of Chanel recalls her days as a young merchant, when

she was taken to task by a powerful executive for not listening. Twenty years later, his words still profoundly affect the way she thinks about her company's products and interacts with customers, employees, and other stakeholders.Subjects: NO SUBJECTS(KEYWORDS)Length: 3p

F0810DTitle: The Best Advice I Ever Got: Michelle PelusoAuthor(s): Dowling, Daisy WademanPublication Date: 10/01/2008Product Type: Harvard Business Review ArticleAbstract: The president and CEO of Travelocity remembers how her father built his environmental-engineering start-up into a business with 300 employees, in part through a striking degree of care for and interest in them as individuals. Peluso has 5,000 employees--and a global organization--but she's learned to scale up her father's techniques.Subjects: NO SUBJECTS(KEYWORDS)Length: 3p

F0806HTitle: The Best Advice I Ever Got: Stephen A. SchwarzmanAuthor(s): Dowling, Daisy WademanPublication Date: 06/01/2008Product Type: Harvard Business Review ArticleAbstract: The chairman and CEO of the Blackstone Group reflects on the advice of his high school track coach, who continually reminded him that the person who is most prepared is the one who wins.Subjects: NO SUBJECTS(KEYWORDS)Length: 3pYear New: 2007

F0805DTitle: The Best Advice I Ever Got: William P. LauderAuthor(s): Wademan Dowling, DaisyPublication Date: 05/01/2008Product Type: Harvard Business Review ArticleAbstract: The president and CEO of Estee Lauder Companies learned the importance of time management back when he worked under U.S. treasury secretary Donald Regan. The lesson sounds simple, but it has shaped his approach to strategy and his philosophy on motivating people.Subjects: NO SUBJECTS(KEYWORDS)Length: 4p



Year New: 2007

606049Title: Best Buy (B): The Journey AcceleratesAuthor(s): DeLacey, Brian J.; Leonard-Barton, DorothyPublication Date: 11/14/2005Product Type: Supplement (Field)Abstract: An abstract is not available for this product. Must be used with: (604043) Best Buy, Co., Inc. (A): An Innovator's Journey.Subjects: NO SUBJECTS(KEYWORDS)Length: 4pYear New: 2006

UV0761Title: Best Buy Co., Inc.Author(s): Hess, Edward D.Publication Date: 09/18/2007Product Type: Case (Field)Abstract: In 2007, Best Buy was the leading electronics retailer in the United States with more than 941 stores, revenue totaling $31 billion, and a market cap of $21 billion. In 2005, Best Buy had adopted a new business model, culture, and customer-segmentation template called Customer Centricity. This move created volatility in the price of Best Buy stock because of the higher-than-expected employee costs that went with this new way of doing business and the difficulty of executing the old and the new business models simultaneously while the new model was rolled out. Best Buy responded to Wall Street's short-term focus in a myriad of ways. It first asked for investor patience, and stressed the strong operating results achieved in Best Buy stores operating under the new model. But in June 2007, after the stock dropped again, the CEO knew he had to decide whether to open more Best Buy stores, increase the company's dividend, or increase the stock-repurchase program.Geographic Setting: United StatesSubjects: NO SUBJECTS(KEYWORDS)Length: 14pSupplementary Materials: Teaching Note, (UV0762), 6p, by Edward D. HessYear New: 2008

604043Title: Best Buy, Co., Inc. (A): An Innovator's JourneyAuthor(s): DeLacey, Brian J.; Leonard-Barton, DorothyPublication Date: 09/04/2003Revision Date: 11/18/2005Product Type: Case (Field)Abstract: The CEO of Best Buy, a hugely successful retailing company, has hired consulting firm Strategos to

imbue the company with an improved innovative capability. The six-month program of experimental learning yields new business ideas and also trains Best Buy employees as innovation coaches. However, this kind of learning is expensive and time consuming. The case details the learning journey as experienced by Best Buy employees and raises the question of when such development programs are appropriate. Focuses on the learning process and stimulates debate about how people and organizations learn in general, as well as how an innovation capability can be fostered.Geographic Setting: United StatesIndustry Setting: Retail industryNumber of Employees: 94,000Gross Revenues: $20 billion revenuesEvent Year End: 2003Subjects: Creativity; Employee development; Innovation; Learning; Organizational learning; Retailing; Strategy implementationLength: 20pSupplementary Materials: Case Video, DVD, (605703), 34 min, by Dorothy Leonard-Barton; Case Video, (605704), 34 min, by Dorothy Leonard-Barton; Supplement (Field), (606049), 4p, by Brian J. DeLacey, Dorothy Leonard-Barton; Case Video, Streaming, (1-180-7), 34 min, by Dorothy Leonard-BartonYear New: 2004

605703Title: Best Buy, Co., Inc. (A): An Innovator's Journey, Video (DVD)Author(s): Leonard-Barton, DorothyPublication Date: 03/01/2005Product Type: Case Video, DVDAbstract: Follows business development manager Toby Nord and his consumer insights team through the three stages of the Innovation Initiative: setting out to gain business insights through experiential learning both internally and outside the company; sharing insights and developing or synthesizing them into new business ideas; and selecting the business plans worthy of further investigation and development. Must be used with: (604043) Best Buy, Co., Inc. (A): An Innovator's Journey.Subjects: Creativity; Employee development; Innovation; Learning; Organizational learning; Retailing; Strategy implementationLength: 34 minYear New: 2005

605704Title: Best Buy, Co., Inc. (A): An Innovator's Journey, Video (VHS)Author(s): Leonard-Barton, DorothyPublication Date: 03/01/2005

Product Type: Case VideoAbstract: Follows business development manager Toby Nord and his consumer insights team through the three stages of the Innovation Initiative: setting out to gain business insights through experiential learning both internally and outside the company; sharing insights and developing or synthesizing them into new business ideas; and selecting the business plans worthy of further investigation and development. Must be used with: (604043) Best Buy, Co., Inc. (A): An Innovator's Journey.Subjects: NO SUBJECTS(KEYWORDS)Length: 34 minList Price: $150.00Year New: 2005

SMR135Title: Best Practices in IT Portfolio ManagementAuthor(s): Leliveld, Ingmar; Jeffery, MarkPublication Date: 04/01/2004Product Type: SMR ArticleAbstract: The reason most organizations struggle to demonstrate business gains from information technology investments is due to inadequate IT portfolio management (ITPM). Research at 130 companies, including Harrah's Entertainment, Waste Management, and Blue Cross Blue Shield, shows that only 17% are at the advanced, or synchronized, stage of ITPM. Scrutiny of that 17% reveals best practices for successfully aligning IT with strategic goals. The key to bridging the business-technology divide and improving results is early communication. Not only must senior business managers understand more about how IT affects both strategy and the bottom line, CIOs need to learn to communicate the vision, strategies, and goals of the IT organization in terms that non-IT executives can understand. The most effective partnerships studied were those in which the CIO took the initiative in discussing ITPM with business leaders and eventually transferred accountability to them. The most successful practitioners obtained cost savings of up to 40% of pre-ITPM budgets, better alignment between IT spending and business objectives, and greater central coordination of IT investments across the organization. By following certain specific steps to establish or upgrade ITPM and by benchmarking against synchronized companies, large organizations can make IT an integral part of their competitive advantage.Subjects: Communication; Competitive



advantage; Information systems; Leadership; Organizational developmentLength: 11pYear New: 2005

B0407ATitle: Best Practices in Managing the Execution of StrategyAuthor(s): Norton, David P.Publication Date: 07/15/2004Product Type: Balanced Scorecard Report ArticleAbstract: What separates successful users of the Balanced Scorecard from others? Is BSC success an art or a science? Is it luck, or is just that with so many BSC users, there are bound to be some successes? Over the past year, the Balanced Scorecard Collaborative engaged in a research study to help answer these questions. The results, as distilled in five key points, provide insights from which all BSC users can benefit.Subjects: Balanced scorecard; Performance appraisal; Performance measurement; Strategy implementationLength: 8pList Price: $9.50Year New: 2004

487040Title: Beth HorowitzAuthor(s): Kao, John J.Publication Date: 12/08/1986Revision Date: 11/05/1987Product Type: Case (Field)Abstract: Beth Horowitz joined American Express after graduation from Harvard Business School working in the worldwide marketing area. She liked this area for its professed entrepreneurial and creative attitudes. This case looks at American Express from an entry level perspective to see if it is really creative and entrepreneurial for the new employee. The teaching objective is to look at the lower level viewpoint and debate.Geographic Setting: New York, NYIndustry Setting: Travel industryCompany Size: largeGross Revenues: $1 billion revenuesSubjects: Careers & career planning; Creativity; EntrepreneurshipLength: 9p

C9911CTitle: Better BrainstormingAuthor(s): Saunders, RebeccaPublication Date: 11/01/1999Product Type: Harvard Management Communication Letter ArticleAbstract: What do you do when you need to generate new ideas, and traditional brainstorming sessions aren't doing the job? HMCL surveyed creativity experts and came up with ten tips for

jumpstarting stalled brainstorming sessions.Subjects: Creativity; InnovationLength: 2pList Price: $4.50

R0209JTitle: A Better Way to Deliver Bad NewsAuthor(s): Manzoni, Jean-FrancoisPublication Date: 09/01/2002Product Type: Harvard Business Review ArticleAbstract: In an ideal world, a subordinate would accept critical feedback from a manager with an open mind. He or she would ask a few clarifying questions, promise to work on certain performance areas, and show signs of improvement over time. But things don't always turn out that way. Fearing that the employee will become angry and defensive, the boss all too often inadvertently sabotages the meeting by preparing for it in a way that stifles honest discussion. This unintentional--indeed, unconscious--stress-induced habit makes it difficult to deliver corrective feedback effectively. Insead professor Jean-Francois Manzoni says that by changing the mind-set with which they develop and deliver negative feedback, managers can increase their odds of having productive conversations without damaging relationships. Manzoni describes two behavioral phenomena that color the feedback process--the fundamental attribution error and the false consensus effect. Managers tend to frame difficult situations and decisions in a way that is narrow (alternatives aren't considered) and binary (there are only two possible outcomes--win or lose). And during the feedback discussion, managers' framing of the issues often remains frozen. Manzoni says that bosses need to consider an employee's circumstances rather than just attribute weak performance to a person's disposition.Subjects: Employee development; Employee empowerment; Employee morale; Human resources management; Interpersonal behavior; Management styles; Managerial skillsLength: 5p

1776Title: A Better Way to Deliver Bad News (HBR OnPoint Enhanced Edition)Author(s): Manzoni, Jean-FrancoisPublication Date: 09/01/2002Product Type: HBR OnPoint ArticleAbstract: In an ideal world, a subordinate would accept critical feedback from a manager with an open mind. He or she would ask a few clarifying questions, promise to work on certain performance areas, and show

signs of improvement over time. But things don't always turn out that way. Fearing that the employee will become angry and defensive, the boss all too often inadvertently sabotages the meeting by preparing for it in a way that stifles honest discussion. This unintentional--indeed, unconscious--stress-induced habit makes it difficult to deliver corrective feedback effectively. Insead professor Jean-Francois Manzoni says that by changing the mind-set with which they develop and deliver negative feedback, managers can increase their odds of having productive conversations without damaging relationships. Manzoni describes two behavioral phenomena that color the feedback process--the fundamental attribution error and the false consensus effect. Managers tend to frame difficult situations and decisions in a way that is narrow (alternatives aren't considered) and binary (there are only two possible outcomes--win or lose). And during the feedback discussion, managers' framing of the issues often remains frozen. Manzoni says that bosses need to consider an employee's circumstances rather than just attribute weak performance to a person's disposition.Subjects: Employee development; Employee empowerment; Employee morale; Human resources management; Interpersonal behavior; Management styles; Managerial skillsLength: 8pList Price: $6.50

7898CFTitle: Better, Faster Executive Decisions: A Practical Guide to Improving Top Team Performance, A Harvard Business School Publishing Virtual Seminar, Registration FeeAuthor(s): Mankins, Michael C.Publication Date: 09/22/2004Product Type: Previous ConferenceAbstract: Better, Faster Executive Decisions: A Practical Guide to Improving Top Team Performance, a Harvard Business School Publishing virtual seminar, featuring Michael C. Mankins, managing partner, Marakon Associates, and author of the Harvard Business Review article "Stop Wasting Valuable Time." Wednesday, September 22, 2004, 12: 30-2: 00 p.m. U.S./Canadian ET, $349.00 per site. Time is the scarcest resource in any company--and too few companies make wise use of their top executives' time. According to research by Michael Mankins, those companies that have solved the riddle of executive team time management deliver measurably superior performance. Mankins found that senior executives spend only about



two days each month working together as a team--and of those two days, they devote less than three hours to strategic issues. These discussions tend to be diffuse and unstructured--only rarely designed to reach good discussions quickly. Drawing on actual examples from leading companies, Mankins will explore seven concrete techniques that your executive team can use to boost its performance dramatically. He will show how best-practice companies have used these techniques to drive better financial performance and higher rates of growth than their competitors. Mankins welcomes your questions as part of this interactive, 90-minute presentation. To register, visit www.krm.com/exectimeSubjects: Decision making; Executives; Productivity; TeamsLength: 90 minList Price: $349.00Year New: 2004

7898SLTitle: Better, Faster Executive Decisions: A Practical Guide to Improving Top Team Performance, A Harvard Business School Publishing Virtual Seminar CD, MultiuserAuthor(s): Mankins, Michael C.Publication Date: 09/27/2004Product Type: Conference AudioFormat: 1/2-inch VAbstract: Better, Faster Executive Decisions: A Practical Guide to Improving Top Team Performance, a Harvard Business School Publishing virtual seminar multiuser CD, featuring Michael C. Mankins, managing partner of Marakon Associates and author of the Harvard Business Review article, "Stop Wasting Valuable Time." Recorded Wednesday, September 22, 2004. Time is the scarcest resource in any company--and too few companies make wise use of their top executives' time. According to research by Michael Mankins, those companies that have solved the riddle of executive team time management have delivered measurably superior performance. Mankins has found that senior executives spend only about two days each month working together as a team--and of those two days, they devote less than three hours to strategic issues. These discussions tend to be diffuse and unstructured--only rarely designed to reach good discussions quickly. Drawing on actual examples from leading companies, Mankins explores seven concrete techniques that your executive team can use to boost its performance dramatically. He shows how best-practice companies have used these techniques to drive better financial performance and higher rates of growth

than their competitors. For information regarding multiuser site licenses, call 1-800-795-5200. Outside the United States and Canada, call 617-783-7888.Subjects: Decision making; Performance effectiveness; Productivity; TeamsLength: 90 minList Price: $349.00Year New: 2004

7898CDTitle: Better, Faster Executive Decisions: A Practical Guide to Improving Top Team Performance, A Harvard Business School Publishing Virtual Seminar CD, Single UserAuthor(s): Mankins, Michael C.Publication Date: 09/27/2004Product Type: Conference AudioFormat: 1/2-inch VAbstract: Better, Faster Executive Decisions: A Practical Guide to Improving Top Team Performance, a Harvard Business School Publishing virtual seminar single-user CD, featuring Michael C. Mankins, managing partner at Marakon Associates and author of the Harvard Business Review article "Stop Wasting Valuable Time." Recorded Wednesday, September 22, 2004. Time is the scarcest resource in any company--and too few companies make wise use of their top executives' time. According to research by Michael Mankins, those companies that have solved the riddle of executive team time management have delivered measurably superior performance. Mankins has found that senior executives spend only about two days each month working together as a team--and of those two days, they devote less than three hours to strategic issues. These discussions tend to be diffuse and unstructured--only rarely designed to reach good discussions quickly. Drawing on actual examples from leading companies, Mankins explores seven concrete techniques that your executive team can use to boost its performance dramatically. He shows how best-practice companies have used these techniques to drive better financial performance and higher rates of growth than their competitors. Volume discounts and site license pricing are also available. For information, call 1-800-795-5200. Outside the United States and Canada, call 617-783-7888.Subjects: Decision making; Performance effectiveness; Productivity; TeamsLength: 90 minList Price: $129.00Year New: 2004

406013Title: Beverly Edgehill at The Partnership, Inc.Author(s): Roberts, Laura Morgan; Winston, Victoria W.Publication Date: 10/24/2005Product Type: Supplement (Field)Abstract: An abstract is not available for this product. Must be used with: (406012) Bennie Wiley at The Partnership, Inc.Subjects: NO SUBJECTS(KEYWORDS)Length: 5pYear New: 2005

604018Title: Beverly Stern: Retail ExecutiveAuthor(s): Bowen, H. Kent; Wagonfeld, Alison BerkleyPublication Date: 11/18/2003Revision Date: 05/31/2005Product Type: Case (Field)Abstract: Beverly Stern has been a successful operating manager in three prominent retail chains: GAP, Pottery Barn, and Williams-Sonoma. Stern's last job at a start-up did not meet her expectations, and she must now decide what to do next. She has an offer to start a new retail division of Gymboree. The case allows students to understand the career of a successful "merchandising" executive and to determine key personal characteristics and skills that support a successful career. Contains examples of what Stern learned as she progressed in her career and provides insights into the professional challenges that would be criteria for job choice.Industry Setting: Retail industryEvent Year End: 2003Subjects: Careers & career planning; Decision making; Merchandising; Operations managementLength: 23pYear New: 2004

U0311CTitle: Beware the Zombie SyndromeAuthor(s): Gary, LorenPublication Date: 11/01/2003Product Type: Harvard Management Update ArticleAbstract: When a company experiences a major business failure, postmortem analysis tends to focus on a few usual suspects: The executives weren't very smart. They were greedy. But these explanations miss the mark. The underlying cause of most major failures is not some missing capability but the company's excellence.Subjects: Managerial behavior; Organizational behavior; Organizational changeLength: 3pList Price: $4.50



NEW

SMR170Title: Beyond Best PracticeAuthor(s): Gratton, Lynda; Ghoshal, SumantraPublication Date: 04/01/2005Product Type: SMR ArticleAbstract: The importance of implementing best management practices is widely understood. However, best practice alone is not enough. The examples of three high-performing companies show companies not only using standard best practices but also embracing internally developed, idiosyncratic "signature processes" that reflect the history and values of the organizations and executive teams. Such signature processes--a daily morning meeting of senior executives at the Royal Bank of Scotland Group, for example--help drive high performance because they engender passion and energy within an organization. The mechanisms by which signature processes develop differ from those associated with best practice ideas, however. The latter are often adapted from shared knowledge originating outside the company, whereas signature processes start with the values that internal executives champion.Subjects: NO SUBJECTS(KEYWORDS)Length: 11pYear New: 2005

U9607CTitle: Beyond Corporate Loyalty: Toward a New Managerial Ethic: An Interview with Charles HeckscherAuthor(s): Heckscher, Charles C.; Billington, JimPublication Date: 07/01/1996Product Type: Harvard Management Update ArticleAbstract: As job security becomes less commonplace for most employees, there is a rising trend among a minority of managers to adopt a "professional ethic" with respect to their careers that builds a shared commitment between companies and individuals for a limited period of time. Charles Heckscher, chair of the Labor Studies and Employment Relations Department of Rutgers University, describes this approach as an alternative to both loyalty and free agency. He advocates that managers develop stronger networks and associations among themselves. Heckscher also discusses the need to build transferable skills and a way to make benefits portable between institutions.Subjects: Careers & career planning; Employee attitude


R0301CTitle: Beyond Empowerment: Building a Company of CitizensAuthor(s): Manville, Brook; Ober, JosiahPublication Date: 01/01/2003Product Type: Harvard Business Review ArticleAbstract: We live in a knowledge economy. The core assets of the modern business enterprise aren't its buildings, machinery, and real estate, but the intelligence, understanding, skills, and experience of its employees. Harnessing the capabilities and commitment of knowledge workers is arguably the central managerial challenge of our time. Unfortunately, it is a challenge that has not yet been met. Corporate ownership structures, governance systems, and incentive programs--despite the enlightened rhetoric of business leaders--remain firmly planted in the industrial age. In this article, the authors draw on history to lay out a model for a democratic business organization suited to the knowledge economy. The Athenian model of organizational democracy offers a window into how sizable groups of people can, in an atmosphere of dignity and trust, successfully govern themselves without resorting to a stifling bureaucracy. Such a system provides the synthesis of individual initiative and common cause that today's companies need to achieve if they're to realize the full power of their people and thrive in the knowledge economy.Subjects: Corporate culture; Decision making; Employee empowerment; Knowledge management; Knowledge workers; Organizational development; Organizational structureLength: 6p

CMR001Title: Beyond the Analytic Manager, Parts I & IIAuthor(s): Leavitt, Harold J.Publication Date: 04/01/1975Product Type: CMR ArticlePublisher: California Management ReviewAbstract: A critical review of the growth of quantitative analytic thinking in management, Part I of this article argues that analytic methodology is effective in generating solutions to given problems, but is much less effective in finding the right problems and in dealing with value issues. The behavioral sciences have contributed largely to the implementation of solutions to problems but they, too, have largely ignored the process of

"problem finding." The concluding portion of this article reviews a variety of ideas about nonanalytic thinking and problem solving. Many of these ideas are far-out, according to both contemporary managerial practice and intellectual "legitimacy." Other "closer-in" ideas are then considered, with the argument that we should be experimenting much more with such techniques in the future.Subjects: Decision making; Management philosophy; Managerial behaviorLength: 19p

U0303DTitle: Beyond the Carrot and the Stick: New Alternatives for Influencing Customer BehaviorAuthor(s): Frei, Frances X.Publication Date: 03/01/2003Product Type: Harvard Management Update ArticleAbstract: Historically, companies have tried to influence and figure out their customers' needs and wants by using the carrot and the stick approach. However, some companies are having success with a third approach--using social norms and the power of the group. This guest column by Frances X. Frei, an assistant professor at Harvard Business School, can teach you a new way of looking at your customers to tap into what they really want.Subjects: Corporate strategy; Customer relations; Customer retention; Innovation; Marketing management; Strategy formulation; Strategy implementationLength: 2pList Price: $4.50

CMR024Title: Beyond the Charismatic Leader: Leadership and Organizational ChangeAuthor(s): Nadler, David A.; Tushman, Michael L.Publication Date: 01/01/1990Product Type: CMR ArticlePublisher: California Management ReviewAbstract: In ever more turbulent environments, executive leadership matters as never before. Organization speed, flexibility, and the need to execute discontinuous change require sharpened leadership skills. Charismatic leaders are important. These relatively rare leaders provide vision, direction, and energy for their firms. However, charisma is never enough to build competitive, agile organizations. Charismatic leadership must be bolstered by institutional leadership through attention to details on roles, structures, and rewards. Further, as



most organizations are too large and complex for any one executive or senior team to manage directly, responsibility for managing in turbulent environments must be institutionalized throughout the management system.Subjects: Leadership; Organizational changeLength: 21p

U9907DTitle: Beyond the Chicken Cheer: How to Improve Your CreativityAuthor(s): Gary, LorenPublication Date: 07/01/1999Product Type: Harvard Management Update ArticleAbstract: Don't waste your time at seminars that urge you to cluck like a chicken in an attempt to lose inhibition and inspire creativity. HMU asked some experts on creativity for tips on how to really improve your creative potential. Includes a sidebar entitled "5 Myths About Creativity."Subjects: CreativityLength: 2pList Price: $4.50

403S31Title: Beyond the Myth of the Perfect Mentor: Building a Network of Developmental Relationships, Spanish VersionAuthor(s): Hill, Linda A.; Kamprath, NancyPublication Date: 03/13/1991Revision Date: 06/10/1998Product Type: LACC NoteAbstract: Instead of embarking on an odyssey for the perfect mentor, individuals should pursue a strategy of building a network of developmental relationships. In this note, we explore the process by which such a network can be established and cultivated: 1) What functions can developmental relationships serve? 2) How are these relationships formed and maintained? 3) With whom in an organization can an individual establish such relationships? and 4) What are some of the special challenges those in the minority face in building these relationships? In summary, we offer guidelines for building a constellation of developmental relationships.Subjects: Careers & career planning; Cross cultural relations; Human resources management; Interpersonal relations; Mentors; Power & influence; WomenLength: 18p

491096Title: Beyond the Myth of the Perfect Mentor: Building a Network of Developmental Relationships

Author(s): Hill, Linda A.; Kamprath, NancyPublication Date: 03/13/1991Revision Date: 06/10/1998Product Type: NoteAbstract: Instead of embarking on an odyssey for the perfect mentor, individuals should pursue a strategy of building a network of developmental relationships. In this note, we explore the process by which such a network can be established and cultivated: 1) What functions can developmental relationships serve? 2) How are these relationships formed and maintained? 3) With whom in an organization can an individual establish such relationships? and 4) What are some of the special challenges those in the minority face in building these relationships? In summary, we offer guidelines for building a constellation of developmental relationships.Subjects: Careers & career planning; Cross cultural relations; Human resources management; Interpersonal relations; Mentors; Power & influence; WomenLength: 17p

R0605ZTitle: Big Shoes to Fill (Commentary for HBR Case Study)Author(s): Beer, Michael; Eckert, Robert A.; Dichter, Steven F.; Canavan, Patrick J.; Sulkowicz, KerryPublication Date: 05/01/2006Product Type: Harvard Business Review ArticleAbstract: Jack Donally was a colossal figure who commanded a lot of respect, if not affection. Just before Jack suddenly died, the board appointed Stephanie Fortas as the new CEO to lead Innostat, the world's best-known manufacturer of prosthetic limbs and surgical implants. Innostat has recently been struggling; its once generous margins have been narrowing for the past several years as other companies have found ways to engineer around its patents and develop competitive products of their own. Worse, the company seems to have lost its innovative edge: It has not launched a major new product in four years. The previous year, the board rejected a plan for a large-scale reorganization that might have addressed many of these fundamental problems. Should Stephanie revive the plan? Her coach tells her she doesn't have the clout to survive a reorg and advises her to scope out new products and drive them through the way Jack used to. Meanwhile, Stephanie deliberates about whether to fire Frank Timoshotsky, the self-effacing head of production who had

been Jack's protege and who was passed over for the CEO position. May be used with: (R0605X) Big Shoes to Fill (HBR Case Study).Geographic Setting: Boston, MA; Dublin; Los Angeles, CAIndustry Setting: Medical equipment & device industryNumber of Employees: 5,000Gross Revenues: $2 billion salesSubjects: NO SUBJECTS(KEYWORDS)Length: 5pYear New: 2006

R0605ATitle: Big Shoes to Fill (HBR Case Study and Commentary)Author(s): Beer, Michael; Eckert, Robert A.; Dichter, Steven F.; Canavan, Patrick J.; Sulkowicz, KerryPublication Date: 05/01/2006Product Type: Harvard Business Review ArticleAbstract: Jack Donally was a colossal figure who commanded a lot of respect, if not affection. Just before Jack suddenly died, the board appointed Stephanie Fortas as the new CEO to lead Innostat, the world's best-known manufacturer of prosthetic limbs and surgical implants. Innostat has recently been struggling; its once generous margins have been narrowing for the past several years as other companies have found ways to engineer around its patents and develop competitive products of their own. Worse, the company seems to have lost its innovative edge: It has not launched a major new product in four years. The previous year, the board rejected a plan for a large-scale reorganization that might have addressed many of these fundamental problems. Should Stephanie revive the plan? Her coach tells her she doesn't have the clout to survive a reorg and advises her to scope out new products and drive them through the way Jack used to. Meanwhile, Stephanie deliberates about whether to fire Frank Timoshotsky, the self-effacing head of production who had been Jack's protege and who was passed over for the CEO position.Geographic Setting: Boston, MA; Dublin; Los Angeles, CAIndustry Setting: Medical equipment & device industryNumber of Employees: 5,000Gross Revenues: $2 billion salesSubjects: NO SUBJECTS(KEYWORDS)Length: 10pYear New: 2006

R0605XTitle: Big Shoes to Fill (HBR Case



Study)Author(s): Beer, MichaelPublication Date: 05/01/2006Product Type: Harvard Business Review ArticleAbstract: Jack Donally was a colossal figure who commanded a lot of respect, if not affection. Just before Jack suddenly died, the board appointed Stephanie Fortas as the new CEO to lead Innostat, the world's best-known manufacturer of prosthetic limbs and surgical implants. Innostat has recently been struggling; its once generous margins have been narrowing for the past several years as other companies have found ways to engineer around its patents and develop competitive products of their own. Worse, the company seems to have lost its innovative edge: It has not launched a major new product in four years. The previous year, the board rejected a plan for a large-scale reorganization that might have addressed many of these fundamental problems. Should Stephanie revive the plan? Her coach tells her she doesn't have the clout to survive a reorg and advises her to scope out new products and drive them through the way Jack used to. Meanwhile, Stephanie deliberates about whether to fire Frank Timoshotsky, the self-effacing head of production who had been Jack's protege and who was passed over for the CEO position. May be used with: (R0605Z) Big Shoes to Fill (Commentary for HBR Case Study).Geographic Setting: Boston, MA; Dublin; Los Angeles, CAIndustry Setting: Medical equipment & device industryNumber of Employees: 5,000Gross Revenues: $2 billion salesSubjects: NO SUBJECTS(KEYWORDS)Length: 6pYear New: 2006

706415Title: Bill Belichick and the Cleveland BrownsAuthor(s): Wells, John R.; Haglock, TravisPublication Date: 08/10/2005Product Type: Case (Library)Abstract: Genius? That is not what they were calling Bill Belichick in Cleveland. Why? Four losing seasons in five years. Fans hurled trash and insults. The media resented him. Ownership abandoned him. Players quit on him. Very different from the three Super Bowls in five years Belichick would win with the New England Patriots a few years later. Different players? Different ownership? Different management styles? Different strategies? Different coach? Find out.

What happened when the Browns hired a man who began studying football strategy at the age of six? A man with a degree in economics who almost became an MBA candidate before accepting a job in football that paid $25 a week. A man who was long recognized as one of the best assistant coaches in the NFL. Learn how Belichick managed the players, the coaches, the owner, the media, etc. May be used with: (706413) Bill Belichick and the New England Patriots (A); (706414) Bill Belichick and the New England Patriots (B); (706412) The NFL.Geographic Setting: Cleveland, OHIndustry Setting: Sports industryNumber of Employees: 200Gross Revenues: $100 million revenuesSubjects: NO SUBJECTS(KEYWORDS)Length: 11pYear New: 2005

479040Title: Biography of an Executive (A)Author(s): Lorsch, Jay W.; Rosenberg, Paul L.Publication Date: 06/01/1979Revision Date: 09/01/1980Product Type: Case (Field)Abstract: Biographical sketch of a 48-year-old corporate staff officer focusing on both personal and business problems.Geographic Setting: East CoastEvent Year Start: 1930Subjects: Careers & career planning; Ethics; Executives; Motivation; Organizational behaviorLength: 36pSupplementary Materials: Supplement (Field), (481057), 4p, by Jay W. Lorsch, Paul L. Rosenberg; Teaching Note, (485087), 9p, by Jeffrey A. Sonnenfeld, James J. Dowd

481057Title: Biography of an Executive (B): Spouse's PerspectiveAuthor(s): Lorsch, Jay W.; Rosenberg, Paul L.Publication Date: 10/01/1980Product Type: Supplement (Field)Abstract: Supplements the (A) case. Must be used with: (479040) Biography of an Executive (A).Subjects: Careers & career planning; Ethics; Executives; Families & family life; Motivation; Organizational behaviorLength: 4pSupplementary Materials: Teaching Note, (485087), 9p, by Jeffrey A. Sonnenfeld, James J. Dowd

F0301ATitle: Black Hawk Down at Work

Author(s): Britt, Thomas W.Publication Date: 01/01/2003Product Type: Harvard Business Review ArticleAbstract: Obstacles to high performance can be as profoundly demotivating on the shop floor as they are on the battlefield. And for high performers, factors they can't control can hinder their best work and may drive them to look elsewhere. The ones who stay behind may be the ones who don't care.Subjects: Motivation; Organizational development; Performance effectivenessLength: 2p

U0709DTitle: Block That Defense: How to Make Sure Your Constructive Criticism WorksAuthor(s): Field, AnnePublication Date: 09/01/2007Product Type: Harvard Management Update ArticleAbstract: Why do top executives have difficulty receiving and responding to constructive criticism? Because so many highfliers have received little criticism in their careers. The result is that when receiving criticism, the highest-performing employees in an organization are the ones most likely to become defensive--to screen out criticism and place the blame on anyone and everyone but themselves. Although getting highfliers to take in and respond to honest feedback can be tough, it's not impossible. Learn how to get through your best managers' defenses and have your feedback heard.Subjects: NO SUBJECTS(KEYWORDS)Length: 4pList Price: $4.50Year New: 2007

C0012DTitle: Blockbuster Business WritingPublication Date: 12/01/2000Product Type: Harvard Management Communication Letter ArticleAbstract: It's no secret that most business prose suffers from a deficit of excitement. Clumsy writing, unclear purpose, and arcane subject matter stand between the business writer and, say, the Pulitzer Prize. Here, HMCL suggests that you take a hint from successful Hollywood blockbusters: Find a hero, give her a challenge, test her, and then let her win the goal in the end. Includes a sidebar entitled "The Archetypal Hero."Subjects: Management communicationLength: 1pList Price: $4.50



B0301DTitle: Board Governance and AccountabilityAuthor(s): Howie, RobertPublication Date: 01/15/2003Product Type: Balanced Scorecard Report ArticleAbstract: Known as much for his contributions to the field of human capital as for his work in organizational development and effectiveness, Professor Edward Lawler is director of USC's Center for Effective Organizations, which he founded in 1979. He is co-author, with Jay A. Conger and David L. Finegold, of Corporate Boards: New Strategies for Adding Value at the Top. As part of BSR's new publisher's interview series with leading management thinkers, BSC senior vice-president and BSR co-publisher Robert L. Howie, Jr., recently discussed board governance with Lawler.Subjects: Balanced scorecard; Board of directors; Corporate governance; Corporate strategy; Ethics; Strategic planningLength: 2pList Price: $9.50

405105Title: The Board of Directors at Morgan Stanley Dean Witter (A)Author(s): Lorsch, Jay W.; Robertson, Ashley C.Publication Date: 06/30/2005Revision Date: 01/16/2007Product Type: Case (Library)Abstract: Examines the resignation of Philip Purcell as chairman and CEO of Morgan Stanley as a result of poor performance and cultural problems, as well as his relationship to the board of directors.Industry Setting: Banking industryEvent Year Start: 2005Event Year End: 2005Subjects: NO SUBJECTS(KEYWORDS)Length: 24pSupplementary Materials: Supplement (Library), (406045), 2p, by Jay W. Lorsch, Alexis ChernakYear New: 2006

406045Title: The Board of Directors at Morgan Stanley Dean Witter (B)Author(s): Lorsch, Jay W.; Chernak, AlexisPublication Date: 08/23/2005Revision Date: 01/11/2007Product Type: Supplement (Library)Abstract: An abstract is not available for this product. Must be used with: (405105) The Board of Directors at Morgan Stanley Dean Witter (A).

Subjects: NO SUBJECTS(KEYWORDS)Length: 2pYear New: 2006

404039Title: The Board of Directors at the Coca-Cola Co.Author(s): Lorsch, Jay W.; Khurana, Rakesh; Sanchez, SonyaPublication Date: 08/11/2003Revision Date: 01/12/2004Product Type: Case (Field)Abstract: Provides a history of the board of directors of the Coca-Cola Co. through 2003. Describes the evolution in the board's membership, practices, and structure and the role it played in the company's governance. Questions are raised about the relationship between the board and top management, especially how the board is carrying out its responsibilities in the 21st century.Geographic Setting: Atlanta, GAIndustry Setting: Soft drink industryGross Revenues: $20 billion revenuesEvent Year End: 2003Subjects: Beverages; Board of directors; Corporate governanceLength: 29pYear New: 2004

491081Title: Board of Directors: MembershipAuthor(s): Lorsch, Jay W.; McNair, Elizabeth H.Publication Date: 02/15/1991Revision Date: 03/03/1995Product Type: Case (Library)Abstract: Describes the members of the board of 15 publicly owned corporations (13 in the United States, 2 in Europe). Students are asked to use this data to consider what the membership of each board suggests about each board's intended function and role, and about the likely dynamics of each board. The purpose is to allow students to consider how to use the data they would have if they were asked to join a board.Subjects: Board of directors; Corporate governance; Leadership; Organizational structureLength: 55p

R0303FTitle: The Board's Missing LinkAuthor(s): Montgomery, Cynthia A.; Kaufman, RhondaPublication Date: 03/01/2003Product Type: Harvard Business Review ArticleAbstract: The causes of many corporate governance problems lie well below the surface--specifically, in critical relationships that are not structured to support the players involved. In other words, the very foundation of the system

is flawed. And unless we correct the structural problems, surface changes are unlikely to have a lasting impact. When shareholders, management, and the board of directors work together as a system, they provide a powerful set of checks and balances. But the relationship between shareholders and directors is fraught with weaknesses, undermining the entire system's equilibrium. As the authors explain, the exchange of information between these two players is poor. The authors suggest several ways to improve the relationship between shareholders and directors: Increase board accountability by recording individual directors' votes on key corporate resolutions, separate the positions of chairman and CEO, reinvigorate shareholders, and give boards funding to pay for outside experts who can provide perspective on crucial issues.Subjects: Board of directors; Corporate governance; Corporate responsibilityLength: 10pNEW

3183Title: The Board's Missing Link (HBR OnPoint Enhanced Edition)Author(s): Montgomery, Cynthia A.; Kaufman, RhondaPublication Date: 03/01/2003Product Type: HBR OnPoint ArticleAbstract: This is an enhanced edition of HBR article R0303F, originally published in March 2003. HBR OnPoint articles include the full-text HBR article, plus a synopsis and annotated bibliography. The causes of many corporate governance problems lie well below the surface--specifically, in critical relationships that are not structured to support the players involved. In other words, the very foundation of the system is flawed. And unless we correct the structural problems, surface changes are unlikely to have a lasting impact. When shareholders, management, and the board of directors work together as a system, they provide a powerful set of checks and balances. But the relationship between shareholders and directors is fraught with weaknesses, undermining the entire system's equilibrium. As the authors explain, the exchange of information between these two players is poor. The authors suggest several ways to improve the relationship between shareholders and directors: Increase board accountability by recording individual directors' votes on key corporate resolutions, separate the positions of chairman and CEO, reinvigorate shareholders, and give boards funding to pay for outside experts who can provide perspective on crucial



issues.Subjects: Board of directors; Corporate governance; Corporate responsibilityLength: 10pList Price: $6.50NEW

KEL131Title: Boards of DirectorsAuthor(s): Rogers, Steven; Manuel, Mark C.Publication Date: 01/01/1999Product Type: NoteAbstract: Gives a straightforward overview of business governance. Discusses why a board is needed, the ideal size of a board, and the differences between a board of directors and an advisory board.Subjects: NO SUBJECTS(KEYWORDS)Length: 10pYear New: 2006

91C005Title: Bob ChenAuthor(s): DiStefano, Joseph J.; Abramson, NeilPublication Date: 01/01/1991Revision Date: 08/24/1992Product Type: Case (Field)Publisher: Richard Ivey School of Business/UWOAbstract: Bob Chen, senior accountant in the accounting firm of James Williams, faces a sensitive meeting with David Shorter, managing partner of the Toronto new venture practice. A native of Hong Kong and graduate of Queen's, Bob has been given a temporary assignment to an audit when he wants to specialize in tax. A serious misunderstanding, partially involving cultural differences, has evolved over this assignment and Bob is on the verge of resigning. The activities of other partners and managers involved in the situation are also described. Designed for use with David Shorter. The two cases are designed for use in a role play.Geographic Setting: OntarioIndustry Setting: Service industriesSubjects: Canada; Careers & career planning; Cross cultural relations; ProfessionalsLength: 8pSupplementary Materials: Teaching Note, (891C04), 12p, by Joseph J. DiStefano

495013Title: Bob FiferAuthor(s): Thomas, David A.; Cohen, DougPublication Date: 09/09/1994Product Type: Case (Field)Abstract: Explores the life and concerns

of Bob Fifer, HBS class of 1979 and CEO of Kaiser Associates. Explores the many influences on Bob's development and his subsequent career choices. It is written as a biography with extensive quotes from interviews with Bob. He describes the role of his upbringing and Jewish ethnicity in the formation of his early self-concept. Highlights the career-related choices he makes, including college at Harvard, attending business school, and entering consulting. After years of success and driven workaholic behavior, Bob experiences disillusionment and personal tragedy.Geographic Setting: United StatesIndustry Setting: ConsultingSubjects: Careers & career planning; Consulting; Entrepreneurship; Organizational behavior; Self evaluationLength: 11pSupplementary Materials: Teaching Note, (498063), 9p, by David A. Thomas, Emily D. Heaphy

402S12Title: Bob Galvin and Motorola, Inc. (A), Spanish VersionAuthor(s): Jick, Todd D.; Gentile, MaryPublication Date: 07/31/2002Product Type: LACC CaseAbstract: Describes the changing environment faced by Motorola in the 1980s and the recognition by its CEO, Bob Galvin, that "change is needed." Also describes a major challenge set forth by Galvin to the organization to do something to prepare for the future. The challenge is somewhat ambiguous, however, and the reaction is mixed.Geographic Setting: Chicago, IL; Phoenix, AZIndustry Setting: Telecommunications industryCompany Size: Fortune 500Subjects: Leadership; Organizational behavior; Organizational change; Organizational structure; TelecommunicationsLength: 20pSupplementary Materials: LACC Supplement, (1-403-S08), 10p, by Todd D. Jick, Mary GentileYear New: 2006

487062Title: Bob Galvin and Motorola, Inc. (A)Author(s): Jick, Todd D.; Gentile, MaryPublication Date: 04/09/1987Revision Date: 03/27/1989Product Type: Case (Field)Abstract: Describes the changing environment faced by Motorola in the 1980s and the recognition by its CEO, Bob Galvin, that "change is needed." Also describes a major challenge set forth by Galvin to the organization to do something to prepare for the future. The

challenge is somewhat ambiguous, however, and the reaction is mixed. May be used with: (487064) Bob Galvin and Motorola, Inc. (C).Geographic Setting: Chicago, IL; Phoenix, AZIndustry Setting: Telecommunications industryCompany Size: Fortune 500Subjects: Leadership; Organizational behavior; Organizational change; Organizational structure; TelecommunicationsLength: 14pSupplementary Materials: Supplement (Field), (487063), 2p, by Todd D. Jick, Mary Gentile; Teaching Note, (491100), 7p, by Todd D. Jick

487063Title: Bob Galvin and Motorola, Inc. (B)Author(s): Jick, Todd D.; Gentile, MaryPublication Date: 04/09/1987Product Type: Supplement (Field)Abstract: Supplements the (A) case. Must be used with: (487062) Bob Galvin and Motorola, Inc. (A).Industry Setting: Telecommunications industrySubjects: Leadership; Organizational behavior; Organizational change; Organizational structure; TelecommunicationsLength: 2pSupplementary Materials: Teaching Note, (491100), 7p, by Todd D. Jick

403S09Title: Bob Galvin and Motorola, Inc. (C), Spanish VersionAuthor(s): Jick, Todd D.; Gentile, MaryPublication Date: 04/09/1987Product Type: LACC CaseAbstract: Describes the implementation of the "organization effectiveness" process which was designed to make major changes in two major divisions at Motorola. The reactions and actions of each division are described in some detail, as well as the initial results.Geographic Setting: Chicago, IL; Phoenix, AZIndustry Setting: Telecommunications industryCompany Size: Fortune 500Subjects: Leadership; Organizational behavior; Organizational change; Organizational structure; TelecommunicationsLength: 10p

487064Title: Bob Galvin and Motorola, Inc. (C)Author(s): Jick, Todd D.; Gentile, MaryPublication Date: 04/09/1987Product Type: Case (Field)Abstract: Describes the implementation of the "organization effectiveness"



process which was designed to make major changes in two major divisions at Motorola. The reactions and actions of each division are described in some detail, as well as the initial results. May be used with: (487062) Bob Galvin and Motorola, Inc. (A).Geographic Setting: Chicago, IL; Phoenix, AZIndustry Setting: Telecommunications industryCompany Size: Fortune 500Subjects: Leadership; Organizational behavior; Organizational change; Organizational structure; TelecommunicationsLength: 9pSupplementary Materials: Teaching Note, (491100), 7p, by Todd D. Jick

489032Title: Bob MitchellAuthor(s): Jick, Todd D.; Levaggi, Lori AnnPublication Date: 08/04/1988Product Type: Case (Gen Exp)Abstract: A manager decides to make a personal change, namely to lose 20 pounds. Looking into the ways he can go about making this change, he finds it is very complicated. The case discusses the many barriers to change, the numerous constituencies involved, and the personal cost of change.Subjects: Personal strategy & styleLength: 3p

402002Title: Bobbie D'Alessandro and the Redesign of the Cambridge Rindge and Latin SchoolAuthor(s): Hill, Linda A.; Doughty, Kristin C.; Pruyne, EllenPublication Date: 07/17/2001Product Type: Case (Field)Abstract: Bobbi D'Alessandro, the superintendent of the school system in Cambridge, MA, has just hired a new principal to lead a major redesign effort in the city's only high school. The need for reform had been evident since the late 1980s when school statistics highlighted substantial disparities in academic achievement rates across race and income level. Reform efforts over the past decade have met with little success. One of the most significant challenges in undertaking school redesign is managing the complex constituencies involved with the Cambridge school system, including students, parents, teachers, the teachers' union, and the school committee. D'Alessandro has been in the superintendent role less than two years and wonders how she can best create the conditions under which the new principal and the redesign effort will

achieve success. May be used with: (402003) Paula Evans and the Redesign of the Cambridge Rindge and Latin School (A).Geographic Setting: Cambridge, MAIndustry Setting: Academic administration; Government & regulatoryNumber of Employees: 1,005Gross Revenues: $106 million revenuesSubjects: Academic administration; Diversity; Education; Leadership; Management of change; Nonprofit organizations; Organizational change; Public administration; Reorganization; Restructuring; WomenLength: 22pSupplementary Materials: Supplement (Field), (402005), 2p, by Linda A. Hill, Kristin C. DoughtyNEW

U0806CTitle: Boost Growth and Profitability--At the Same TimeAuthor(s): Johnson, Lauren KellerPublication Date: 05/23/2008Product Type: Harvard Management Update ArticleAbstract: Getting the top line headed north without sending the bottom line south is the ideal, but most companies find the ideal difficult to realize. According to Dominic Dodd and Ken Favaro, authors of The Three Tensions: Winning the Struggle to Perform Without Compromise, companies often make these two goals mutually exclusive: either they can achieve growth or increase profitability. Instead of trying to beat the profitable-growth challenge by striking various forms of balance--for example, between growing organically and growing through acquisitions, or between focusing on core business and diversifying--Favaro and Dodd recommend looking beyond the notion of balance to focus on customer benefit, which they argue is the common bond between growth and profitability. To send your growth and your profitability spiraling upward together, they suggest three practices: 1) Make "customer benefit" your mantra; 2) Grow your market, not just your market share; and 3) Go for market strength, not market attractiveness.Subjects: NO SUBJECTS(KEYWORDS)Length: 2pList Price: $4.50

U9710DTitle: Boosting Your Emotional IntelligenceAuthor(s): Stauffer, DavidPublication Date: 10/01/1997Product Type: Harvard Management

Update ArticleAbstract: "What am I feeling right now? What do I want? How am I acting? What appraisals am I making? What do my senses tell me?" According to Hendrie Weisinger, author of Emotional Intelligence at Work: The Untapped Edge for Success, these are all questions you could be asking yourself if you are trying to boost your emotional intelligence. He suggests creating "a constructive internal dialogue" to manage your emotions so that they work for you--not against you. Recent studies indicate that intelligence and skills at work are not enough if we can't manage the human side of the equation. However, emotional intelligence, or self-awareness of your own feelings, can be learned and in turn can benefit you and your organization. Those individuals who have emotional self-awareness are better leaders and organizers, and are generally more positive people, thereby boosting productivity in organizations.Subjects: Leadership; Self evaluationLength: 2pList Price: $4.50

617XTitle: Boosting Your Team's Emotional Intelligence--for Maximum Performance (HBR Article Collection)Publication Date: 03/01/2001Product Type: HBR OnPoint CollectionAbstract: Extraordinary team performance. Superior decision-making and action. The conviction that a group's power transcends the contribution of any individual member. How can teams sustain these achievements? As teams increasingly become the primary units of productivity in organizations, this question becomes more urgent. Individual intelligence, vision, and technical skill are important, but they shine only when teams hone their emotional intelligence--that combination of self-management and social skills--and practice essential discipline based on mutual accountability. As this collection reveals, we can boost EI--and transform team performance--by learning the competencies of EI and building behavior norms that let employees express these competencies at the group level. The three Harvard Business Review articles in this collection: "What Makes a Leader" by Daniel Goleman (HBR reprint 98606), "Building Emotional Intelligence in Groups" by Vanessa Urch Druskat and Steven B. Wolff (HBR reprint R0103E), and "The Discipline of Teams (HBR Classic)" by Jon R. Katzenbach and Douglas K. Smith (HBR reprint R0507P).Subjects: Human behavior; Leadership; Organizational behavior; Teams




F0306ATitle: Bosses Behaving BadlyAuthor(s): Pachter, Barbara; Morse, GardinerPublication Date: 06/01/2003Product Type: Harvard Business Review ArticleAbstract: In this HBR interview, business-etiquette consultant Barbara Pachter describes common executive gaffes, explains why managers still get etiquette wrong, and offers some rules of thumb about good business manners.Subjects: Communication in organizations; Interviews; Organizational behaviorLength: 2p

491028Title: Bound Feet (A)Author(s): Barnes, Louis B.; Christensen, C. Roland; Kaftan, ColleenPublication Date: 08/10/1990Revision Date: 09/23/1991Product Type: Case (Field)Abstract: Presents a classroom situation involving a strident protest by an older woman student regarding the study of Confucianism because of all religious oppressive treatment of women. The action question is what does the instructor do? The instructor, a younger woman, sympathizes with the sentiments but doesn't want to lose the intellectual dimension of the class.Geographic Setting: New EnglandIndustry Setting: Education industryCompany Size: smallSubjects: Decision making; Higher education; Values; WomenLength: 5pSupplementary Materials: Supplement (Field), (491029), 2p, by Louis B. Barnes, C. Roland Christensen, Colleen Kaftan; Teaching Note, (492033), 5p, by Louis B. Barnes; Teaching Note, (395163), 5p, by Louis B. Barnes

491029Title: Bound Feet (B)Author(s): Barnes, Louis B.; Christensen, C. Roland; Kaftan, ColleenPublication Date: 08/22/1990Revision Date: 09/06/1991Product Type: Supplement (Field)Abstract: Presents a follow-up to Bound Feet (A). Describes how the instructor resolved the dilemma. She now must decide what to do about the same student's written paper which is more of the same protesting of male chauvinism but doesn't address the assignment. Must be used with: (491028) Bound Feet (A).Industry Setting: Higher education

Subjects: Decision making; Higher education; Values; WomenLength: 2pSupplementary Materials: Teaching Note, (492033), 5p, by Louis B. Barnes; Teaching Note, (395163), 5p, by Louis B. Barnes

403005Title: Bradley Marquez: Reduction in Force (A)Author(s): DeLong, Thomas J.; Vijayaraghavan, VineetaPublication Date: 07/15/2002Revision Date: 10/10/2002Product Type: Case (Field)Abstract: The Bradley Marquez advertising agency had created a successful niche delivering ethnic markets to their clients, corporate giants like Compaq, Sprint, Texaco, and British Airways. The company was operating in aggressive growth mode when, in 2000, the stock market bubble of the 1990s burst. Now, Andrew Lauder, chief operating officer, faces the possibility of a second round of layoffs and downsizing, "no longer cutting fat but cutting muscle," as Lauder puts it. Being a public company means that warning of upcoming layoffs would violate securities laws.Geographic Setting: New York, NYNumber of Employees: 900Gross Revenues: $80 million revenuesSubjects: Corporate culture; Education; Financial services; Layoffs; Organizational changeLength: 8pSupplementary Materials: Supplement (Field), (403007), 6p, by Thomas J. DeLong, Vineeta Vijayaraghavan; Teaching Note, (407091), 13p, by Thomas J. DeLong, Terry Heymann

403007Title: Bradley Marquez: Reduction in Force (B)Author(s): DeLong, Thomas J.; Vijayaraghavan, VineetaPublication Date: 07/15/2002Product Type: Supplement (Field)Abstract: Supplements the (A) case. Must be used with: (403005) Bradley Marquez: Reduction in Force (A).Geographic Setting: New York, NYSubjects: Human resources management; Organizational behaviorLength: 6pSupplementary Materials: Teaching Note, (407091), 13p, by Thomas J. DeLong, Terry Heymann

BAB087Title: The Brady Training ProgramAuthor(s): Cohen, Allan; Duckett, WilliamPublication Date: 01/01/2000

Revision Date: 05/05/2004Product Type: Case (Field)Publisher: Babson CollegeAbstract: This case chronicles the events that prompt the recruits of one computer company's training program to aid one another on assignments and projects despite rules explicitly prohibiting such behavior. It emphasizes personal values and the choices made in different circumstances. It also raises questions about the responsibility of companies to design organizations that induce ethical behavior. Bill Flynn is a 23-year-old newcomer to the Brady Co. Information Systems Department. After having worked for one year in sales for a different computer manufacturer, Flynn joined the Brady Co. to develop his understanding of hardware and programming. Upon learning that the Brady training program is intensely rigorous and competitive--usually less than one-third of the recruits complete it--Flynn and other recruits begin to help one another, despite being forbidden at the outset from doing so. Flynn forms a study group with two classmates; catches two recruits photocopying former students' completed assignments and takes a copy to share with his own group; and reads the supervisors' secret files evaluating recruits' progress. After seeing comments in his own file that question his commitment to become part of the Information Systems Department, Flynn cultivates disingenuous friendships with his supervisors. When he survives the 12-month training program, Flynn is offered a formal position in the company; however, he already has secured two other job offers from competing companies. Upon hearing this news, the Brady management immediately makes a superior offer and encourages him to join the firm.Industry Setting: Computer industry; Manufacturing industriesSubjects: Ethics; Group dynamics; Organizational behavior; Organizational design; ValuesLength: 7pSupplementary Materials: Teaching Note, (BAB587), 11p, by Allan Cohen, Robin Willits, Steve Fink, Herman GadonYear New: 2004

495037Title: Brainard, Bennis & Farrell (A)Author(s): Gabarro, John J.; Burtis, AndrewPublication Date: 02/03/1995Revision Date: 10/10/2006Product Type: Case (Gen Exp)Abstract: A law firm must decide how to split partnership profits among the partners. Issues of seniority versus performance, performance evaluation,



and lack of consensus of values dominate the discussions. A rewritten version of an earlier case. May be used with: (R0301F) One More Time: How Do You Motivate Employees? (HBR Classic); (98309) Six Dangerous Myths About Pay.Geographic Setting: Stamford, CTIndustry Setting: Law enforcementCompany Size: smallNumber of Employees: 83Gross Revenues: $32 million revenuesSubjects: Executive compensation; Partnerships; Performance appraisal; Professionals; ValuesLength: 12pSupplementary Materials: Teaching Note, (300049), 5p, by Clayton M. Christensen, Tara Donovan

B0607BTitle: Brazilian Industry Association Shapes National Agenda--With the BSCAuthor(s): Johnson, Lauren KellerPublication Date: 07/15/2006Product Type: Balanced Scorecard Report ArticleAbstract: In this unprecedented use of the Balanced Scorecard, a lobbying group sets out to create a compelling, shared vision of Brazil's future as a global industrial competitor--and to realize that vision by 2015.Geographic Setting: BrazilSubjects: NO SUBJECTS(KEYWORDS)Length: 6pList Price: $9.50Year New: 2006

8312BNTitle: Break Down the Barriers: The Art of Effective Decision Making Publication Date: 09/13/2004Product Type: Management ProgramAbstract: This collection helps people at all levels understand the fundamental practices of effective decision making and negotiation skills so they can make better choices in both their professional and personal lives. It includes: Harvard Business Review on Decision Making (paperback), a collection of Harvard Business Review articles covering the theories and practices of effective decision making; Decision Making: The Heart of Strategy Collection (paperback), offering advice for setting up a process for generating multiple alternatives and fostering a robust exchange of ideas; The Harvard Business School Publishing Guide to Smart Negotiation: Critical Decisions (paperback), focusing on the critical decisions that leaders must make at key points of a negotiation; and Smart Choices: A Practical Guide to Making Better Decisions (hardcover) by John S. Hammond III, Ralph L. Kenney,

and Howard Raiffa, offering a straightforward, proven approach for making tough choices--all at a savings of more than 15% off the individual prices.Subjects: Decision analysis; Decision making; Leadership; Management styles; Managerial skills; Negotiations; Organizational behavior; Organizational learningList Price: $79.95Year New: 2004

409059Title: Breaking Through Action PlanAuthor(s): Thomas, David A.; Watai, Karen J.Publication Date: 11/20/2008Product Type: ExerciseAbstract: The "Breaking Through Action Plan" is a developmental tool based on the book, Breaking Through: The Making of Minority Executives in Corporate America by David A. Thomas and John J. Gabarro. The Action Plan was originally designed as part of a facilitated session, but can also be used in conjunction with the book. The Action Plan guides individuals through an examination of the critical areas of competence, credibility, confidence, and relationships. Completing this Action Plan will allow individuals to reflect on these critical areas and help them determine appropriate and impactful steps to help further their development.Subjects: NO SUBJECTS(KEYWORDS)Length: 11p

8664Title: Breaking Through: The Making of Minority Executives in Corporate America (Hardcover)Author(s): Thomas, David A.; Gabarro, John J.Publication Date: 05/26/1999Product Type: HBS Press BookAbstract: In one of the first in-depth studies to focus on minorities who have made it to the top, Breaking Through examines the crucial connection between corporate culture and the advancement of people of color. American companies may tout their equal opportunity initiatives, but with 95% of all executive-level positions in the United States held by white males, most of these programs clearly fall far short of their goals when it comes to diversifying upper management. Yet, even in the face of such overwhelming odds, some minority executives do break through to the highest leadership ranks. What can we learn from these success stories? The often surprising conclusions drawn by authors Thomas and Gabarro represent important milestones both for the study of organizational practice and

for minorities planning their own course of professional achievement. Here are the determining factors--both individual and organizational--that correspond to the advancement of minority executives to the highest levels.Subjects: Corporate culture; Discrimination; Diversity; Employee development; Employee promotions; Employee training; Management development; Managerial selection; Minority & ethnic groups; Organizational behaviorLength: 368pList Price: $29.95

3316Title: Breaking the Code of Change (Hardcover)Author(s): Beer, Michael; Nohria, NitinPublication Date: 09/27/2000Product Type: HBS Press BookAbstract: In Breaking the Code of Change, editors Michael Beer and Nitin Nohria provide a crucial starting point on the journey toward unlocking our understanding of organizational change. The book is based on a dynamic debate attended by the leading lights in the field--including scholars, consultants, and CEOs who have led successful transformations--and presents a series of articles, written by these experts, that collectively address the question: How can change be managed effectively? Beer and Nohria organize the book around two dominant, yet opposing, theories of change--one based on the creation of economic value (Theory E), and the other on building organizational capabilities for the long haul (Theory O). Structured in an unusual and engaging point-counterpoint style, the book enlists the reader directly in the debate, providing a comprehensive overview of the strengths and weaknesses of each theory along every dimension of the change process--from motivation to leadership to compensation issues. The editors argue that the key to solving the paradox of change lies not in choosing between the two processes, but in integrating them. They identify the crucial considerations leaders must make in selecting strategies that satisfy shareholders and develop lasting organizational capabilities. With a groundbreaking conceptual framework applicable to established corporations and small organizations alike, Breaking the Code of Change is a unique and authoritative contribution to academic research and management practice on the process of organizational change.Subjects: Management of change; Organizational behavior; Organizational change; Organizational development; Organizational problems




96505Title: Breaking the Functional Mind-Set in Process OrganizationsAuthor(s): Majchrzak, Ann; Wang, QianweiPublication Date: 09/01/1996Product Type: Harvard Business Review ArticleAbstract: Thousands of businesses have reengineered work to focus employees on processes that clearly provide value to customers. They have done away with their functional silos and created process-complete departments, each able to perform all the cross-functional tasks required to meet customers' needs. Although many of those efforts have paid off in the form of lower costs, shorter cycle times, and greater customer satisfaction, many others have resulted in disappointment. What went wrong? In a study of U.S. electronics manufacturers, the authors found that process-complete departments had faster cycle times than functional departments only when their managers had used one or more of four ways to cultivate collective responsibility: structuring jobs with overlapping responsibilities, basing rewards on unit performance, laying out the work area so that people can see one another's work, and designing procedures so that employees with different jobs are better able to collaborate.Subjects: Corporate culture; Incentives; Organizational behavior; Organizational change; Reengineering; TeamsLength: 8p

SMR265Title: Breakthroughs and the "Long Tail" of InnovationAuthor(s): Fleming, LeePublication Date: 10/01/2007Product Type: Case (Field)Abstract: The largely erroneous perception that breakthroughs are impossible to predict arises from the tendency to focus on just the breakthroughs while ignoring the iterative process of invention and its distribution of outcomes. When all inventions are considered, they demonstrate a highly skewed distribution in which almost all inventions are useless, a few are of moderate value, and only a very, very few are breakthroughs. Those breakthroughs constitute the "long tail" of innovation. If managers wish to understand how those breakthroughs arise, they cannot ignore the process that generates the entire distribution. In particular, they need to keep in mind the following three

measures of inventive success: shots on goal (the total number of inventions a company generates), average score (the mean value of those inventions), and maximum scores (the breakthrough inventions). Various factors can affect a company's inventive output, including the presence of inventors who work alone, the type of collaboration among those inventors who work in teams, the amount of team diversity, and the degree to which inventors apply science in the innovation process. Greater team diversity, for instance, will help generate more shots on goal although, on average, those shots will be less successful. But diversity also will increase the variance of the outcome, so that failures as well as breakthroughs are more likely. Thus companies first need to identify how they want to improve their innovation process and then take the appropriate measures to address any deficiencies. Only then can they improve their capacity to innovate in ways that make the best sense for the organization as a whole.Subjects: NO SUBJECTS(KEYWORDS)Length: 8pYear New: 2007

597013Title: Brent Spar Incident: "A Shell of a Mess"Author(s): Greyser, Stephen A.; Klein, NormanPublication Date: 12/20/1996Revision Date: 01/14/1997Product Type: Case (Library)Abstract: Seeking to dispose of an outmoded oil drilling platform in the North Sea, Shell finds itself confronted by Greenpeace and other environmentalists. The protesters land 12 people onto the rig and initiate media coverage of their "occupation." The case follows the events during the spring and summer of 1995, focusing on the United Kingdom and Continent countries. Students are confronted with the need to recommend communication approaches and actions at various stages of the developments.Geographic Setting: United KingdomIndustry Setting: Energy; Petroleum industrySubjects: Communication strategy; Environmental protection; Petroleum; Public relations; United KingdomLength: 6p

SMR250Title: Bridging Faultlines in Diverse TeamsAuthor(s): Gratton, Lynda; Voigt, Andreas; Erickson, Tamara J.Publication Date: 07/01/2007

Product Type: SMR ArticleAbstract: In studying teams at large companies in Europe and the United States, finds that diversity and complexity are becoming the rule. Diverse teams bring to bear a range of experiences and attitudes to tackle companies' hardest challenges. Paradoxically, however, the very nature of team diversity often creates conditions that reduce teams' innovative capacity. Illustrates many failures in collaboration and knowledge-sharing that resulted from faultlines--subgroups or coalitions that emerge naturally within teams, typically along demographic lines such as age, gender, and functional background, yet finds that some teams were able to collaborate and share knowledge despite the presence of faultlines. A defining factor was the behavior of the team leader and, in particular, the extent to which the leader was task-oriented or relationship-oriented. Where it is likely strong faultlines will emerge, many leaders tend to encourage team members to come together. However, simple socializing can make people's differences more apparent and cause faultlines to solidify. Recommends that leaders vary their leadership style according to how long a team has been together and outlines four steps for successful functioning of diverse teams: leaders should diagnose the likely extent of faultlines in a new team; focus on task orientation when a team is newly formed; consider when a switch in leadership style would be most appropriate; and finally, build a relationship-oriented style. Switching from task orientation to relationship orientation will be successful only when a team has developed a clear protocol for communication and coordination and an established operational structure.Geographic Setting: Europe; United StatesSubjects: NO SUBJECTS(KEYWORDS)Length: 10pYear New: 2007

8797BNTitle: Bridging the Leadership Gap: How to Move from a Competent Leader to an Exceptional OnePublication Date: 11/15/2004Product Type: Management ProgramAbstract: What distinguishes the great leaders from the merely good? Determination? Vision? Industry? This specially-priced collection helps you assess your ability to lead and provides you with the tools to drive the emotions and performance of your organization in the right direction. It includes: What Is a Leader? (CD-ROM), which helps you



evaluate your leadership skills by examining how you allocate your time and analyzing your emotional intelligence to determine your strengths and weaknesses as a leader. You'll learn to diagnose problems, manage the stress associated with change, empower others, and practice empathy; Bad Leadership: What Is It, How It Happens, Why It Matters (hardcover) by Barbara Kellerman, which offers a bold look at the dark side of leadership; Changing Minds: The Art and Science of Changing Our Own and Other People's Minds (hardcover), wherein Harvard psychologist Howard Gardner offers an original framework for understanding exactly what happens during the course of changing a mind--and how to influence that process; plus a complimentary HBR OnPoint article, "Leadership That Gets Results," in which Daniel Goleman drawing on years of research, explores which precise leadership behaviors yield positive results and helps you move from a competent leader to an exceptional one--all at a savings of more than 15% off the individual prices.Subjects: Leadership; Management of change; Management styles; Managerial skills; Organizational behavior; Organizational learningList Price: $210.00Year New: 2004

485150Title: Brief Biographical Note on General George S. PattonAuthor(s): Gabarro, John J.; Bulls H; Publication Date: 03/18/1985Product Type: NoteAbstract: Presents a brief biography of General George S. Patton, focusing on his major assignments from his years at West Point to his death in 1945. Provides a brief summary of Patton's career, to be used with excerpts from or with the film Patton in a module on leadership or influence.Industry Setting: Military R&DSubjects: Leadership; Personal strategy & style; Power & influenceLength: 6p

404132Title: A Brief Biographical Note on P. Roy VagelosAuthor(s): Gurtler, Bridget; Nohria, NitinPublication Date: 05/14/2004Revision Date: 06/10/2004Product Type: Case (Library)Abstract: Provides background biographical information on P. Roy Vagelos, chief executive officer of Merck Pharmaceuticals. Teaching Purpose: To chart the development of a leader in the pharmaceutical industry. May be used

with: (94611) Medicine, Management, and Mergers: An Interview with Merck's P. Roy Vagelos.Geographic Setting: United StatesIndustry Setting: Pharmaceutical industryEvent Year Start: 1929Event Year End: 2003Subjects: Leadership; Organizational behavior; Pharmaceuticals industryLength: 4pYear New: 2004

R0601BTitle: A Brief History of Decision MakingAuthor(s): Buchanan, Leigh; O'Connell, AndrewPublication Date: 01/01/2006Product Type: Harvard Business Review ArticleAbstract: Sometime around the middle of the past century, telephone executive Chester Barnard imported the term "decision making" from public administration into the business world. There it began to replace narrower terms, like "resource allocation" and "policy making," shifting the way managers thought about their role from continuous, Hamlet-like deliberation toward a crisp series of conclusions reached and actions taken. Yet, decision making is, of course, a broad and ancient human pursuit, dating back to a time when people sought guidance from the stars. From those earliest days, we have strived to invent better tools for the purpose, from the Hindu-Arabic systems for numbering and algebra to Aristotle's systematic empiricism to Friar Occam's advances in logic to Francis Bacon's inductive reasoning to Descartes' application of the scientific method. A growing sophistication with managing risk, along with a nuanced understanding of human behavior and advances in technology that support and mimic cognitive processes, has improved decision making in many situations. Even so, the history of decision-making strategies has not marched steadily toward perfect rationalism. Twentieth-century theorists showed that the costs of acquiring information lead executives to make do with only good-enough decisions. Worse, people decide against their own economic interests even when they know better. And in the absence of emotion, it's impossible to make any decisions at all. Erroneous framing, bounded awareness, excessive optimism: The debunking of Descartes' rational man threatens to swamp our confidence in our choices. Is it really surprising, then, that even as technology dramatically increases our access to information, Malcolm Gladwell extols the

virtues of gut decisions made, literally, in the blink of an eye?Geographic Setting: China; GreeceSubjects: NO SUBJECTS(KEYWORDS)Length: 9pYear New: 2006

403S03Title: A Brief Note on Social Motives, Spanish VersionAuthor(s): Gabarro, John J.; Wormley, WallacePublication Date: 11/01/1976Product Type: LACC NoteAbstract: Briefly describes in management terms the three social motives: Need for achievement; need for power; need for affiliation. Also briefly reviews the implications of the work of David McClelland, David Winters, and others for motivation within organizational settings. The power motive is described in terms of both "personalized power" and "socialized power."Subjects: Employee attitude; Motivation; Power & influenceLength: 6pYear New: 2006

477053Title: A Brief Note on Social MotivesAuthor(s): Gabarro, John J.; Wormley, WallacePublication Date: 11/01/1976Revision Date: 11/01/1980Product Type: NoteAbstract: Briefly describes in management terms the three social motives: Need for achievement; need for power; need for affiliation. Also briefly reviews the implications of the work of David McClelland, David Winters, and others for motivation within organizational settings. The power motive is described in terms of both "personalized power" and "socialized power."Subjects: Employee attitude; Motivation; Power & influenceLength: 6p

4888BCTitle: Bring the Outside In: Increasing True Urgency by Winning Hearts and MindsAuthor(s): Kotter, John P.Publication Date: 09/03/2008Product Type: HBS Press ChapterAbstract: Organizations of any size or age tend to be too internally oriented. The disconnect between what insiders see, feel, and think, on the one hand, and external opportunities and hazards, on the other, can be astonishing. This inside-outside gap always reduces an organization's sense of urgency, and



must be diminished if organizations hope to implement change successfully.Subjects: NO SUBJECTS(KEYWORDS)Length: 36pList Price: $6.95Year New: 2007

R0404GTitle: Bringing the Market InsideAuthor(s): Malone, Thomas W.Publication Date: 04/01/2004Product Type: Harvard Business Review ArticleAbstract: During the dot-com boom, many people saw the potential for new communication technologies to enable radically new business models, but they were far too optimistic about the speed with which the revolution would occur. Now, as the bitter disillusionment of the dot-com bust begins to fade, we have a chance to think again--this time more rationally--about how best to take advantage of the remarkable changes these new technologies are gradually making possible. One such change is the ability to create markets inside companies, allowing decision making to be decentralized and introducing some of the efficiency, flexibility, and motivating influence of free markets. In this article, the author examines this nascent form of business organization, exploring the benefits as well as the potential risks. BP, for example, met its goal of reducing the company's greenhouse gas emissions nine years ahead of schedule, not by setting and enforcing targets for each division but by allowing business unit heads to buy and sell emissions permits among themselves using an electronic trading system. And Hewlett-Packard recently experimented with a system that allowed employees to buy and sell predictions about likely printer sales, using a kind of futures contract. The markets ended up predicting the actual printer sales with much more accuracy than official HP forecasts. At a fundamental level, these changes are enabled by the fact that electronic technologies allow information to be widely shared at little cost. This simple fact has a profound implication for organizing businesses. When more people have more information, they can use it to make their own well-informed decisions, appropriate to local circumstances, instead of following orders from above. As a result, even very large companies can benefit from the collective wisdom of their employees.Subjects: Decentralization; Decision making; Information management; Organizational behavior; Organizational structure; Technology


494110Title: Brinkerhoff International, Inc. (A)Author(s): Barnes, Louis B.Publication Date: 02/18/1994Revision Date: 11/14/1994Product Type: Case (Field)Abstract: Presents a study of two oil rigs and their team relationships within a context of dissension in lower management ranks and a president who is trying to expand the business in a changing economy.Geographic Setting: AlbertaIndustry Setting: Petroleum industryGross Revenues: $27 million revenuesSubjects: Action planning; Canada; Conflict; Decision making; Leadership; Managerial behavior; Organizational behavior; PetroleumLength: 15pSupplementary Materials: Supplement (Field), (494111), 1p, by Louis B. Barnes; Teaching Note, (496041), 6p, by Louis B. Barnes, Judith Maas

494111Title: Brinkerhoff International, Inc. (B)Author(s): Barnes, Louis B.Publication Date: 02/18/1994Product Type: Supplement (Field)Abstract: Follow-up to the (A) case. Must be used with: (494110) Brinkerhoff International, Inc. (A).Geographic Setting: CanadaIndustry Setting: Petroleum industrySubjects: Action planning; Canada; Conflict; Decision making; Leadership; Managerial behavior; Organizational behavior; PetroleumLength: 1pSupplementary Materials: Teaching Note, (496041), 6p, by Louis B. Barnes, Judith Maas

493503Title: British Airways: Sir Colin Marshall, Question & Answer Session with AMP Participants 11/91, VideoAuthor(s): Kotter, John P.Publication Date: 10/01/1992Product Type: Case VideoAbstract: Designed for use with Changing the Culture at British Airways. Must be used with: (491009) Changing the Culture at British Airways.Geographic Setting: United KingdomSubjects: Airlines; Corporate culture; Corporate strategy; Management philosophy; Organizational change; Organizational problems; Privatization; United KingdomLength: 13 minList Price: $150.00

303075Title: British Broadcasting Corp. (A): One BBCAuthor(s): Kanter, Rosabeth Moss; Raymond, DouglasPublication Date: 02/20/2003Revision Date: 07/18/2005Product Type: Case (Field)Abstract: Greg Dyke, the new director general of the British Broadcasting Corp. (BBC) must decide whether to extend an already ambitious change effort at the world's largest public service broadcaster. The initial results of the effort are very positive: audience numbers are up, overhead costs are significantly reduced, and the organization has reduced management layers to bring the BBC closer to its viewers. However, employees say they do not feel their views are heard and feel that there is little cooperation between members of different divisions. Dyke wonders what more, if anything, can be done to address these other problems and unlock the unrealized creative potential he feels exists within the BBC. As the leader of an organization with a public service mandate but private sector competition, what can Dyke do to boost morale and creativity while satisfying his multiple constituencies? May be used with: (303076) British Broadcasting Corp. (B): Making It Happen.Geographic Setting: United KingdomIndustry Setting: Broadcasting industry; MediaNumber of Employees: 25,000Gross Revenues: $4,950 million revenuesSubjects: Broadcasting industry; Business government relations; Corporate culture; Creativity; Leadership; Management of change; Organizational behavior; United KingdomLength: 22pYear New: 2005

303076Title: British Broadcasting Corp. (B): Making It HappenAuthor(s): Kanter, Rosabeth Moss; Raymond, DouglasPublication Date: 02/20/2003Revision Date: 07/18/2005Product Type: Case (Field)Abstract: Greg Dyke, the new director general of the British Broadcasting Corp. (BBC), has launched an ambitious change program, called Making It Happen, with the objective of unlocking creativity, building a sense of common purpose, and encouraging collaboration throughout the BBC. Using unorthodox techniques, management has created a massively collaborative process that has overcome much of the natural skepticism



within the organization and allowed the employees of the BBC to create a shared set of objectives for the change effort. After 10 months, employees feel that things are changing and that the culture of the BBC has improved. However, there are signs of change fatigue and Dyke must decide how much further to go while ensuring that the gains that have been made will not be lost. May be used with: (303075) British Broadcasting Corp. (A): One BBC.Geographic Setting: United KingdomIndustry Setting: Broadcasting industry; MediaNumber of Employees: 25,000Gross Revenues: $4,950 million revenuesSubjects: Broadcasting industry; Business government relations; Corporate culture; Creativity; Leadership; Management of change; Organizational behavior; United KingdomLength: 15pYear New: 2005

F0711GTitle: British Library CEO Lynne Brindley on helping to spur business innovationAuthor(s): Brindley, Lynne; Cliffe, SarahPublication Date: 11/01/2007Product Type: Harvard Business Review ArticleAbstract: The CEO of the British Library explains how the United Kingdom's exclusive repository for rare books, manuscripts, and scientific papers has loosened up the design of its Business & IP Centre to encourage entrepreneurship and innovation.Subjects: NO SUBJECTS(KEYWORDS)Length: 4pYear New: 2007

481110Title: British Steel Corp.: The Korf ContractAuthor(s): Kotter, John P.; Stengrevics, John M.Publication Date: 12/01/1980Revision Date: 09/24/1985Product Type: Case (Library)Abstract: Traces a complex resource allocation decision facing British Steel in 1975. Students study the influences on the various managers involved in making the decision. Geographic Setting: United KingdomIndustry Setting: Steel industrySubjects: Power & influence; Resource allocation; Steel; United KingdomLength: 15pSupplementary Materials: Teaching Note, (486124), 7p, by W. Earl Sasser Jr.; Case Video, (882520), 60 min, by Jay W. Lorsch, Alice M. Sapienza; Case

Video, (882521), 25 min, by John P. Kotter, Alice M. Sapienza

882521Title: British Steel: Interview with Sir Monty Finniston (Abridged), VideoAuthor(s): Kotter, John P.; Sapienza, Alice M.Publication Date: 03/08/1982Product Type: Case VideoAbstract: An abridged version of an interview with Sir Monty Finniston, the former chairman of the British Steel Corp. To be used with the Granada Television tape Decision Steel. Must be used with: (481110) British Steel Corp.: The Korf Contract.Geographic Setting: United KingdomIndustry Setting: Steel industrySubjects: Power & influence; Resource allocation; Steel; United KingdomLength: 25 minList Price: $150.00

882520Title: British Steel: Interview with Sir Monty Finniston, VideoAuthor(s): Lorsch, Jay W.; Sapienza, Alice M.Publication Date: 03/08/1982Product Type: Case VideoAbstract: Videotaped interview with the ex-chairman of the British Steel Corp., a nationalized industry. Supplements a Granada Television tape called Decision Steel, first shown in 1976. Describes events leading up to 1975 decision. Also provides industry and national data. Used in class on decision making, as well as class on power and influence. Must be used with: (481110) British Steel Corp.: The Korf Contract.Geographic Setting: United KingdomIndustry Setting: Steel industrySubjects: Power & influence; Resource allocation; Steel; United KingdomLength: 60 minList Price: $150.00

S0407BTitle: Broadening the BrandAuthor(s): Gary, LorenPublication Date: 07/15/2004Product Type: Strategy & Innovation ArticleAbstract: Before the year 2000, most people at Procter & Gamble thought of oral care as a static business involving little more than toothpaste. But at the start of the decade, the company introduced Crest Whitestrips, a product that revitalized the formerly stagnant oral-care segment and happened to act as a new-market disruption as well. After one year, Whitestrips had $200 million in revenues. Read about how Whitestrips' developers overcame significant hurdles to introduction--including the need to

allay users' concerns about product safety while hitting upon a new delivery system for whitening teeth--to produce P&G's most successful product launch in 20 years.Subjects: Brand management; Disruptive technologies; Innovation; Product introduction; Strategy implementationLength: 4pYear New: 2004

C9912ETitle: Broadway Meets Wall Street: Theatre Training for Better Business PresentationsAuthor(s): Krattenmaker, TomPublication Date: 12/01/1999Product Type: Harvard Management Communication Letter ArticleAbstract: What can managers learn from actors? Plenty. Several companies offer theatre-based training for executives who want to improve their presentation skills. First lesson: ditch the Power Point slides and learn how to really connect with your audience by showing real, honest emotion. Includes a sidebar entitled "Use stories to connect with your listeners."Subjects: Management communication; Personal strategy & styleLength: 3pList Price: $4.50

903084Title: Broken Trust: Role of Professionals in the Enron DebacleAuthor(s): Nanda, AshishPublication Date: 12/07/2002Revision Date: 02/28/2003Product Type: NoteAbstract: Discusses the role of professionals in the Enron debacle. Argues that professionals failed to prevent or predict Enron's collapse because of the conflicts of interest they faced. Concludes with observations on management and regulation of conflicts of interest facing professionals.Industry Setting: Professional servicesSubjects: Management of professionals; Professional servicesLength: 17pNEW

401021Title: BronnercomAuthor(s): Lorsch, Jay W.; Pick, KatharinaPublication Date: 10/16/2000Product Type: Case (Field)Abstract: The private equity firm Hellman & Friedman (H&F) invests $100 million in Boston-based Bronner Slosberg Humphrey (BSH), a technology and marketing services firm. H&F holds two seats on the BSH six-member



board. The directors representing H&F must think about how to balance their roles as controlling owners and directors of a professional service firm. Teaching Purpose: To discuss the role of private equity directors and how their involvement affects boards. Withdrawn 07/28/04. May be used with: (401022) Digitas.Geographic Setting: Boston, MAIndustry Setting: Service industriesNumber of Employees: 1,600Gross Revenues: $187 million revenuesSubjects: Board of directors; Corporate governance; IPO; Organizational behavior; Professional services; TechnologyLength: 12p

902C65Title: Brookfield Properties: Crisis Leadership Following September 11th, 2001Author(s): Slaughter, Kathleen E.; O'Neil, ElizabethPublication Date: 01/13/2003Product Type: Case (Field)Publisher: Richard Ivey School of Business/UWOAbstract: Brookfield Properties is a publicly held, North American commercial real estate company focused on the ownership, management, and development of premier office properties located in the downtown core of selected North American markets. Most of Brookfield's assets are in the United States, with headquarters in New York and an executive office in Toronto. Four of the properties that Brookfield owns are adjacent to the World Trade Center site and on September 11, 2001, the terrorist attacks had an immediate impact on Brookfield employees, tenants, and physical property. With little reliable information and in the face of chaos and human tragedy, the president and CEO must develop an action plan that will ensure the safety of all employees and tenants, deal with grief and suffering, assess the damage, enable the company to return to business as usual, and reassure investors and the media of the company's commitment to restore Brookfield's position of market strength.Geographic Setting: United StatesIndustry Setting: Real estateCompany Size: mid-sizeSubjects: Action planning; Implementation; Leadership; Management communication; Management of crises; Organizational behaviorLength: 23pSupplementary Materials: Teaching Note, (802C65), 8p, by Kathleen E.

Slaughter, Elizabeth O'NeilYear New: 2004

494126Title: Buck & PulleynAuthor(s): Barnes, Louis B.Publication Date: 04/12/1994Revision Date: 01/05/1995Product Type: Case (Field)Abstract: A woman CEO believes that industry and organizational conditions require for a reengineering/restructuring job her company. However, she wants to gain maximum commitment and buy-in form the entire company. She does this by setting up employee task forces and teams, but this is only the beginning of new efforts that must be made.Geographic Setting: Rochester, NYIndustry Setting: Advertising industryCompany Size: smallNumber of Employees: 54Gross Revenues: $26 million revenuesSubjects: Advertising; Employee compensation; Leadership; Organizational design; Organizational structure; Reengineering; WomenLength: 12p

497007Title: Buck & Pulleyn's Team ManagementAuthor(s): Barnes, Louis B.Publication Date: 07/17/1996Product Type: Case (Field)Abstract: In 1993, the firm began to move from a traditional hierarchical structure to client-focused teams. The case describes the process and some consequences of this restructuring. Performance seems to be improving, but some employees preferred the structure certainty and client variety of the old days. How does management deal with these issues?Geographic Setting: Rochester, NYIndustry Setting: Advertising industryCompany Size: smallNumber of Employees: 70Gross Revenues: $26 million revenuesSubjects: Advertising; Group behavior; Organizational change; Organizational design; Organizational structure; Participatory managementLength: 9p

7533BCTitle: Build Guiding Teams: Creating a Climate for ChangeAuthor(s): Cohen, Dan S.Publication Date: 09/16/2005Product Type: HBS Press ChapterAbstract: Significant change needs a number of powerful guiding teams who can actively champion the effort and take the necessary action when the effort encounters barriers. Without strong guiding teams, change initiatives

seldom have the support, energy, speed, and sense of urgency needed to succeed. This chapter describes the critical elements required to create guiding teams that work and provides practical advice and assessment tools to help you through this process.Subjects: NO SUBJECTS(KEYWORDS)Length: 30pList Price: $6.95Year New: 2007

U0508CTitle: Build Your Company's Deep SmartsAuthor(s): Gary, LorenPublication Date: 08/01/2005Product Type: Harvard Management Update ArticleAbstract: Companies lose critical knowledge all the time. And, in many cases, it's knowledge they never really understood that they had. Experienced workers get promoted into new positions, move on to new companies, or retire. They may pass on the technical expertise required to perform their functions, but rarely do they have the opportunity to impart the full meaning of their experience--that greater wherewithal they have culled from years on a job. Companies, therefore, need to cultivate, acquire, and transfer a deeper organizational expertise--or what authors Dorothy Leonard and Walter Swap call "deep smarts." Few companies manage this asset very well, however, which is why the impending retirement of so many baby boomers strikes fear into the hearts of human resources directors. But even if the coming retirement wave of baby boomers weren't about to crest, the situation would still be urgent. For 21st century business, the development of deep smarts throughout an organization is a critical element in sustaining competitive advantage. For these efforts to succeed, companies must not only improve their ability to transfer deep smarts within the organization but to bring it in from the outside as well.Subjects: NO SUBJECTS(KEYWORDS)Length: 3pList Price: $4.50Year New: 2005

BH103Title: Build Your Own Change ModelAuthor(s): Schaffer, Robert H.; McCreight, Matthew K.Publication Date: 05/15/2004Product Type: Business Horizons ArticlePublisher: Business Horizons/Indiana UniversityAbstract: For decades, CEOs have



been looking for the holy grail of corporate transformation, asking, "What is the best way to transform my company? Which model should I use?" Management consultants and academics have been working overtime to supply the answer. They haven't succeeded, however, because the search is a futile one. Every organization is unique. Leaders can adopt ideas that have worked elsewhere, but they need to create their own one-of-a-kind change model through experimentation, learning, blueprint creation and, most of all, a strong focus on results.Subjects: Models; Organizational change; Strategic planningLength: 6pYear New: 2004

2185BCTitle: Build Your Team: The First 90 DaysAuthor(s): Watkins, MichaelPublication Date: 09/18/2003Product Type: HBS Press ChapterAbstract: The most important decisions you make in your first 90 days will probably be about the people on your team. This chapter is designed to help you succeed in creating a high-performance team by following some basic steps: assessing existing team members to determine who will stay or go; devising a plan for getting new people and placing those you retain in the right positions; establishing goals, incentives, and performance measures that will propel your team forward; and creating new processes to promote teamwork. May be used with: (2188BC) Create Coalitions: The First 90 Days; (2189BC) Keep Your Balance: The First 90 Days; (2190BC) Expedite Everyone: The First 90 Days; (2192BC) Conclusion: Beyond Sink or Swim (The First 90 Days); (2175BC) Introduction: The First 90 Days; (2176BC) Promote Yourself: The First 90 Days; (2177BC) Accelerate Your Learning: The First 90 Days; (2182BC) Secure Early Wins: The First 90 Days; (2183BC) Negotiate Success: The First 90 Days; (2180BC) Match Strategy to Situation: The First 90 Days; (2184BC) Achieve Alignment: The First 90 Days.Subjects: NO SUBJECTS(KEYWORDS)Length: 0pList Price: $6.95NEW

2102Title: Build a Motivated Workforce, 2nd Edition (HBR Article Collection)Author(s): Amabile, Teresa M.; Kramer, Steven J.; Levinson, Harry; Herzberg, Frederick

Publication Date: 05/01/2007Product Type: HBR OnPoint CollectionAbstract: Are you using pay, promotions, and perks to motivate your employees? If so, you may actually be eroding their drive to perform. Though necessary, these extrinsic incentives don't necessarily excite people to work smarter or harder. Instead, they prompt employees to do only the minimum required to get that next raise or job title. What generates enduring motivation? Intrinsic rewards: The elation that comes when you enable people to achieve a goal, complete a task, or solve a problem. The clarity people gain when you explain what you want them to achieve and why their work matters to the organization. The satisfaction subordinates feel when you give them challenging assignments and responsibility for an entire process or unit of work. Without motivation, your people can't deliver the creativity, productivity, and commitment your company needs to succeed. But as this Harvard Business Review Article Collection reveals, the motivational tools you select make all the difference.Subjects: NO SUBJECTS(KEYWORDS)Length: 43pList Price: $17.95Year New: 2007

C0107DTitle: Build a Presentation That MotivatesAuthor(s): Morgan, NickPublication Date: 07/01/2001Product Type: Harvard Management Communication Letter ArticleAbstract: Today's economic climate signals tough times ahead for many companies. In this environment, the ability to persuade--whether it's employees, customers, or stockholders--becomes even more crucial. You can make your speeches more motivating by following a universal human pattern: decision making. This article describes the five steps of the decision-making process and shows how to apply them to your presentations.Subjects: Leadership; Motivation; Personal strategy & styleLength: 1pList Price: $4.50

SMR144Title: Building Ambidexterity into an OrganizationAuthor(s): Birkinshaw, Julian; Gibson, ChristinaPublication Date: 07/01/2004Product Type: SMR ArticleAbstract: For a firm to succeed over the long term, it needs to master both

adaptability and alignment--an attribute sometimes referred to as ambidexterity. The concept is alluring, but the evidence suggests that most companies have struggled to apply it. The standard approach has been to create separate structures for different types of activities. But separation can also lead to isolation, and many R&D and business development groups have failed because of their lack of linkages to the core businesses. In an attempt to shed new light on the discussion, the authors develop and explore their concept of contextual ambidexterity, which calls for individual employees to make choices between alignment-oriented and adaptation-oriented activities in the context of their day-to-day work. The authors introduce this as a complementary concept to traditional structural ambidexterity. By means of their survey- and interview-based research--which took place over a three-year period and involved 4,195 respondents across 41 business units in 10 multinational firms--the authors identify the four behaviors displayed by ambidextrous individuals, each of which involves taking independent, adaptive action in the service of overall company goals. They then present a framework for describing and analyzing which organizational contexts encourage or discourage such behaviors. They link organizational context to ambidexterity and, in turn, ambidexterity to high performance. Finally, the authors describe how companies such as Nokia, Ericsson, Oracle, and Renault have been able to create such high-performance contexts, and they offer managers guidance on how to create them in their own companies.Subjects: Human resources management; Leadership; Organizational structureLength: 11pYear New: 2005

BH147Title: Building Bench Strength: A Tool Kit for Executive DevelopmentAuthor(s): Beeson, JohnPublication Date: 11/15/2004Product Type: Business Horizons ArticlePublisher: Business Horizons/Indiana UniversityAbstract: Senior executives at major companies have become alert to an impending shortfall of future leaders with the capabilities required to succeed in the projected business environment. Willing to get involved in developing their companies' future leadership, these executives are nonetheless frustrated by the lack of tools to make the crucial



transition from identifying a top candidate's potential and development needs to selecting specific, high-impact development actions. Describes a practical toolkit currently employed by several leading-edge firms to drive leadership growth, primarily through targeted on-the-job experiences.Subjects: NO SUBJECTS(KEYWORDS)Length: 7pYear New: 2005

R0405GTitle: Building Better BoardsAuthor(s): Nadler, David A.Publication Date: 05/01/2004Product Type: Harvard Business Review ArticleAbstract: Companies facing new requirements for governance are scrambling to buttress financial reporting systems, overhaul board structures--whatever it takes to comply. But there are limits to how much the outside can impose good governance. Boards know what they ought to be: seats of challenge and inquiry that add value without meddling and make CEOs more effective but not all-powerful. A board can reach that goal only by functioning as a high-performance team, one that is competent, coordinated, collegial, and focused on an unambiguous goal. Such entities don't just evolve; they must be constructed to an exacting blueprint--what the author calls "board building." In this article, Nadler offers an agenda and a set of tools for boards to define and achieve their objectives. It's important for a board to conduct regular self-assessments and to pay attention to the results of those analyses. As a first step, the directors and the CEO should agree on which of the following common board models best fits the company: passive, certifying, engaged, intervening, or operating. The directors and the CEO should then analyze which business tasks are most important and allot sufficient time and resources to them. Next, the board should take inventory of each director's strengths to ensure that the group as a whole possesses the skills necessary to do its work. Directors must exert more influence over meeting agendas and make sure they have the right information at the right time and in the right format to perform their duties. Finally, the board needs to foster an engaged culture characterized by candor and a willingness to challenge.Subjects: Board of directors; Corporate governance; Corporate responsibility; Self evaluation; TeamsLength: 9pYear New: 2004

693XTitle: Building Better Boards (HBR OnPoint Enhanced Edition)Author(s): Nadler, David A.Publication Date: 05/01/2004Product Type: HBR OnPoint ArticleAbstract: Companies facing new requirements for governance are scrambling to buttress financial reporting systems, overhaul board structures--whatever it takes to comply. But there are limits to how much the outside can impose good governance. Boards know what they ought to be: seats of challenge and inquiry that add value without meddling and make CEOs more effective but not all-powerful. A board can reach that goal only by functioning as a high-performance team, one that is competent, coordinated, collegial, and focused on an unambiguous goal. Such entities don't just evolve; they must be constructed to an exacting blueprint--what the author calls "board building." In this article, Nadler offers an agenda and a set of tools for boards to define and achieve their objectives. It's important for a board to conduct regular self-assessments and to pay attention to the results of those analyses. As a first step, the directors and the CEO should agree on which of the following common board models best fits the company: passive, certifying, engaged, intervening, or operating. The directors and the CEO should then analyze which business tasks are most important and allot sufficient time and resources to them. Next, the board should take inventory of each director's strengths to ensure that the group as a whole possesses the skills necessary to do its work. Directors must exert more influence over meeting agendas and make sure they have the right information at the right time and in the right format to perform their duties. Finally, the board needs to foster an engaged culture characterized by candor and a willingness to challenge.Subjects: Board of directors; Corporate governance; Corporate responsibility; TeamsLength: 12pList Price: $6.50Year New: 2004

604082Title: Building Capabilities: Mechanisms for and Impediments to LearningAuthor(s): Spear, Steven J.; Bowen, H. KentPublication Date: 03/02/2004Revision Date: 11/29/2004Product Type: NoteAbstract: Stand-alone teaching note.Subjects: Intangible assets; Learning; Organizational development; Teaching

methodsLength: 13p

405704Title: Building Career Foundations: Humphrey Chen (A)Author(s): Higgins, MonicaPublication Date: 01/01/2005Product Type: Interactive CaseMedium: VideotapeAbstract: Follows the career decision making of a second-year MBA student who is engaged and must negotiate both cross-cultural and dual-career issues. Humphrey Chen must decide between a consulting firm and running his own start-up company (pre-Internet boom). He confronts issues associated with his family's desires for security and stability along with his own entrepreneurial desires. May be used with: (498036) Orientation for Viewing Humphrey Chen; (405705) Building Career Foundations: Humphrey Chen (B).Subjects: Careers & career planning; Decision making; Interpersonal relations; Self evaluationLength: 22 minList Price: $200.00Supplementary Materials: Teaching Note, (400076), 12p, by Monica Higgins, John Galvin, James R. Dillon; Module Note, Instructor's, (405076), 24p, by Monica HigginsYear New: 2005

405705Title: Building Career Foundations: Humphrey Chen (B)Author(s): Higgins, MonicaPublication Date: 01/01/2005Product Type: Interactive CaseMedium: VideotapeAbstract: Presents an interview and update on this HBS alum and his job at Microsoft's enterprise software group. Must be used with: (405704) Building Career Foundations: Humphrey Chen (A). May be used with: (498036) Orientation for Viewing Humphrey Chen.Subjects: Careers & career planning; Decision making; Interpersonal relations; Self evaluationLength: 8 minList Price: $100.00Supplementary Materials: Teaching Note, (400076), 12p, by Monica Higgins, John Galvin, James R. Dillon; Module Note, Instructor's, (405076), 24p, by Monica HigginsYear New: 2005

405706Title: Building Career Foundations: Kevin Williams (A), Video (DVD)Author(s): Higgins, MonicaPublication Date: 01/01/2005Product Type: Multimedia Case



Abstract: Focuses on a second-year MBA student's career decision whether to join a start-up, a consulting firm, or a manufacturing firm. Must be used with: (498027) Orientation for Viewing Kevin Williams.Subjects: NO SUBJECTS(KEYWORDS)Length: 20 minYear New: 2005

405702Title: Building Career Foundations: Kevin Williams (A), Video (VHS)Author(s): Higgins, MonicaPublication Date: 01/01/2005Product Type: Multimedia CaseAbstract: Focuses on a second-year MBA student's career decision whether to join a start-up, a consulting firm, or a manufacturing firm. Must be used with: (498027) Orientation for Viewing Kevin Williams.Subjects: Careers & career planning; Organizational behavior; Self evaluationLength: 20 minYear New: 2005

405703Title: Building Career Foundations: Kevin Williams (B)Author(s): Higgins, MonicaPublication Date: 01/01/2005Product Type: Interactive CaseMedium: VideotapeAbstract: Presents an interview with this HBS alumnus about the success of his Chancellor Beacon Academies and his life in Miami. Must be used with: (498027) Orientation for Viewing Kevin Williams.Subjects: Careers & career planning; Organizational behavior; Self evaluationLength: 5 minList Price: $100.00Supplementary Materials: Teaching Note, (400074), 21p, by Monica Higgins, John Galvin; Module Note, Instructor's, (405076), 24p, by Monica HigginsYear New: 2005

497055Title: Building CoalitionsAuthor(s): Ibarra, Herminia; Suesse, Jennifer M.Publication Date: 01/27/1997Revision Date: 04/09/1997Product Type: NoteAbstract: Introduces students to Peter Black's tactical approach toward building coalitions. May be used with: (R0506E) Competent Jerks, Lovable Fools, and the Formation of Social Networks; (1118) Competent Jerks, Lovable Fools, and the Formation of Social Networks (HBR OnPoint Enhanced Edition).Subjects: Power & influence

Length: 8p

497028Title: Building Effective One-on-One Work RelationshipsAuthor(s): Hill, Linda A.Publication Date: 10/13/1996Product Type: NoteAbstract: Addresses how to build effective one-on-one work relationships. Spells out the importance of analyzing your network and understanding on whom you are dependent. Also provides some criteria for assessing the quality of your relationships. Finally, it discusses how to manage conflict based on the Senge Model of advocacy, inquiry, and mental models, all of which encourage people to uncover their assumptions.Subjects: Communication strategy; Human relations; Interpersonal relations; Organizational behaviorLength: 12pBESTSELLER

2071CTitle: Building Effective and Efficient Personal NetworksAuthor(s): Podolny, JoelPublication Date: 11/18/2002Product Type: Faculty Seminar VideoPublisher: Stanford UniversityAbstract: Is your personal network as strong as it should be? Personal networks can be powerful tools for managers, helping to drive performance and build influence within organizations. Stanford Graduate School of Business Professor Joel Podolny describes the dimensions of an effective network, including the breadth, depth, and pattern of contacts. Concrete insights are offered for managers hoping to enhance their networks, including common mistakes, potential currencies to leverage, national and gender differences, and the ethics of exchange. Included are detailed slides, a learning guide, and a set of critical thinking questions to guide the user in applying the material to his or her own situation.Subjects: Ethics; Human relations; Mentors; Networks; Personal strategy & style; Power & influenceLength: 60 min

BH222Title: Building Organizational IntegrityAuthor(s): Kayes, D. Christopher; Stirling, David; Nielsen, Tjai M.Publication Date: 01/15/2007Product Type: Business Horizons ArticlePublisher: Business Horizons/Indiana UniversityAbstract: Ethical lapses by employees can put organizations at substantial risk. Although improved compliance

procedures can help limit this risk, successful efforts must extend beyond compliance to build a culture of organizational integrity. Recent changes in regulatory requirements and more stringent sentencing guidelines demand an integrated approach to ethical awareness, one that encompasses the four organizational practices of controls, clearly defined principles and purpose, core values, and culture. Inevitably, the most difficult of these is building a culture of high ethical standards that are reflected in day-to-day practice. To overcome the barriers to building organizational integrity, leaders must question key organizational practices while constructing a culture based on ethical behaviors.Subjects: NO SUBJECTS(KEYWORDS)Length: 10pYear New: 2007

378046Title: Building Unity and Coherence into a Written ReportAuthor(s): Newman, Ruth G.Publication Date: 08/15/1977Product Type: NoteAbstract: Concerns structuring a written report. Should be used to persuade students of the need to plan a report before writing. Suggests guidelines for sound organization.Subjects: CommunicationLength: 3p

96501Title: Building Your Company's VisionAuthor(s): Collins, James C.; Porras, Jerry I.Publication Date: 09/01/1996Product Type: Harvard Business Review ArticleAbstract: Companies that enjoy enduring success have a core purpose and core values that remain fixed while their strategies and practices endlessly adapt to a changing world. The rare ability to balance continuity and change--requiring a consciously practiced discipline--is closely linked to the ability to develop a vision. Vision provides guidance about what to preserve and what to change. A new prescriptive framework adds clarity and rigor to the vague and fuzzy vision concepts at large today. Managers who master a discovery process to identify core ideology can link their vision statements to the fundamental dynamic that motivates truly visionary companies--that is, the dynamic of preserving the core and stimulating progress. May be used with: (698052) Hewlett-Packard: Creating, Running, and Growing an Enduring Company; (R0111F) What



Leaders Really Do (HBR Classic).Subjects: Corporate culture; Creativity; Employee attitude; Human behavior; Organizational behavior; Political systems; Values; VisionLength: 13pBESTSELLER

410XTitle: Building Your Company's Vision (HBR OnPoint Enhanced Edition)Author(s): Collins, James C.; Porras, Jerry I.Publication Date: 02/01/2000Product Type: HBR OnPoint ArticleAbstract: Companies that enjoy enduring success have a core purpose and core values that remain fixed while their strategies and practices endlessly adapt to a changing world. The rare ability to balance continuity and change--requiring a consciously practiced discipline--is closely linked to the ability to develop a vision. Vision provides guidance about what to preserve and what to change. A new prescriptive framework adds clarity and rigor to the vague and fuzzy vision concepts at large today. Managers who master a discovery process to identify core ideology can link their vision statements to the fundamental dynamic that motivates truly visionary companies--that is, the dynamic of preserving the core and stimulating progress.Subjects: Corporate culture; Creativity; Employee attitude; Human behavior; Organizational behavior; Political systems; Values; VisionLength: 17pList Price: $6.50

2281Title: Building Your Leadership Bench (HBR Article Collection)Author(s): Ulrich, Dave; Smallwood, Norm; Conger, Jay; Fulmer, Robert M.; Cohn, Jeffrey M.; Khurana, Rakesh; Reeves, LauraPublication Date: 07/01/2007Product Type: HBR OnPoint CollectionAbstract: Nothing's more crucial to a company's performance than cultivation of its future leaders. So why do so many companies have skimpy leadership benches? Some firms' leadership development programs overrely on competency models that identify generic traits ("vision," "direction," "energy"). Executives then try to cultivate next-generation leaders who fit the model. Result? Vanilla leaders who aren't equipped to manage their firm's unique challenges. Other enterprises don't realize that great leadership at the top starts in the middle--where promising managers acquire the skills they need to succeed in more senior roles. Neglecting

development of mid-level managers, they have shallow pools of candidates for strategically vital jobs. This HBR Article Collection gives you the road map and tools you need to avoid these dangerous mistakes--and build a strong leadership bench in your company. The Harvard Business Review articles in this collection are: "Building a Leadership Brand" by Dave Ulrich and Norm Smallwood, "Growing Talent as if Your Business Depended on It" by Jeffrey M. Cohn, Rakesh Khurana, and Laura Reeves, and "Developing Your Leadership Pipeline" by Jay A. Conger and Robert M. Fulmer.Subjects: NO SUBJECTS(KEYWORDS)Length: 34pList Price: $17.95Year New: 2007

C0501DTitle: Building a Bridge over the River BoredomAuthor(s): Ballaro, Beverly; Bielaszka-DuVernay, ChristinaPublication Date: 01/01/2005Product Type: Harvard Management Communication Letter ArticleAbstract: The best writers know that a catchy, engaging opening is only as effective as the text that follows it. After all, what is the value of hooking readers at the start of a report or memo if you let them go in the middle? Crafting written communications that command readers' attention from start to finish is not easy, especially when the topic in question is complex, dry, or both. Here's a strategy that can help: Approach the task by thinking like a speechwriter. Skilled speechwriters understand not only how to grab an audience, they understand how to focus their message so that the audience stays tuned in till the end. Read about some sure-fire speechwriting tips that can help you write to maximum effect.Subjects: Communication; Communication strategy; Interpersonal relationsLength: 3pList Price: $4.50Year New: 2005

B0307DTitle: Building a Cascading ProgramAuthor(s): Donlon, BarnabyPublication Date: 07/15/2003Product Type: Balanced Scorecard Report ArticleAbstract: How can you be sure that implementing the Balanced Scorecard will promote strategy execution within your organization? In an increasingly service-based economy, where even manufacturers of commodities need

customer-intimacy strategies to compete, employees at all levels need to know how they support the organization's overall goals. A proven way to make this happen is by cascading Balanced Scorecards throughout the organization. But deciding how many and how far to cascade is not always obvious. Tackling these questions sometimes reveals an organizational strategy that is not thoroughly articulated or one whose structure doesn't conform to its strategy. Cascading decisions can make or break your BSC effort.Subjects: Balanced scorecard; Corporate strategy; Decision making; Organizational structure; Strategic planning; Strategy formulation; Strategy implementationLength: 3pList Price: $9.50

R0707GTitle: Building a Leadership BrandAuthor(s): Ulrich, Dave; Smallwood, NormPublication Date: 07/01/2007Product Type: Harvard Business Review ArticleAbstract: How do some firms produce a pipeline of consistently excellent managers? Instead of concentrating merely on strengthening the skills of individuals, these companies focus on building a broad organizational leadership capability. It's what Ulrich and Smallwood--co-founders of the RBL Group, a leadership development consultancy--call a leadership brand. Organizations with leadership brands take an "outside-in" approach to executive development. They begin with a clear statement of what they want to be known for by customers and then link it with a required set of management skills. The Lexus division of Toyota, for instance, translates its tagline--"The pursuit of perfection"--into an expectation that its leaders excel at managing quality processes. The slogan of Bon Secours Health System is "Good help to those in need." It demands that its managers balance business skills with compassion and caring. The outside-in approach helps firms build a reputation for high-quality leaders whom customers trust to deliver on the company's promises. In examining 150 companies with strong leadership capabilities, the authors found that the organizations follow five strategies. First, make sure managers master the basics of leadership--for example, setting strategy and grooming talent. Second, ensure that leaders internalize customers' high expectations. Third, incorporate customer feedback into evaluations of executives. Fourth, invest



in programs that help managers hone the right skills by tapping customers to participate in such programs. Finally, track the success of efforts to build leadership bench strength over the long term. The result is outstanding management that persists even when individual executives leave. In fact, companies with the strongest leadership brands often become "leader feeders"--firms that regularly graduate leaders who go on to head other companies.Subjects: NO SUBJECTS(KEYWORDS)Length: 12pYear New: 2007

SMR070Title: Building an Effective Global Business TeamAuthor(s): Govindarajan, Vijay; Gupta, Anil K.Publication Date: 07/01/2001Product Type: SMR ArticleAbstract: Mastering the management of a global business team calls for confronting several unique challenges that tend to exacerbate the more common problems facing all teams, point out authors Vijay Govindarajan, director of the Center for Global Leadership at Dartmouth College's Tuck School, and Anil Gupta, a professor of strategy and global e-business at the University of Maryland's Robert H. Smith School of Business. Of the 70 global business teams studied by the authors, about one-third rated their performances as largely unsuccessful. How can companies reverse the generally weak performance of faltering global teams? The authors' survey of 58 senior executives from five U.S. and four European multinational organizations reveals some hard-earned insights that may benefit your cross-border endeavors. When global business teams fail, it is often due to a lack of trust among team members. As a result, executives guiding global teams must institute processes that emphasize the cultivation of trust. Also high on the list of culpable factors are the hindrances to communication that geographical, cultural, and language differences cause. Even in the case of teams whose members speak the same language, differences in semantics, accents, tone, pitch, and dialects can be impediments. To mitigate the corrosive effects of these cross-cultural impediments, executives are advised to craft a cross-border team's charter, composition, and process carefully--with each aspect equally emphasized. The authors elaborate on how these work holistically to increase the odds that your global business teams will become high-

performing sources of invaluable multinational experience leading to competitive advantage.Subjects: Communication; Cross cultural relations; Diversity; Leadership; Organizational design; TeamsLength: 11pYear New: 2005

R00304Title: Building an Innovation FactoryAuthor(s): Hargadon, Andrew; Sutton, Robert I.Publication Date: 05/01/2000Product Type: Harvard Business Review ArticleAbstract: New ideas are the precious currency of the new economy, but generating them doesn't have to be a mysterious process. The image of the lone genius inventing from scratch is a romantic fiction. Businesses that constantly innovate have systematized the production and testing of new ideas, and the system can be replicated by practically any organization. The best innovators use old ideas as the raw materials for new ideas, a strategy the authors call knowledge brokering. The system for sustaining innovation is the knowledge brokering cycle, and the authors discuss its four parts. The first is capturing good ideas from a wide variety of sources. The second is keeping those ideas alive by playing with them, discussing them, and using them. Imagining new uses for old ideas is the third part--some knowledge brokers encourage cross-pollination by creating physical layouts that allow, or even force, people to interact with one another. The fourth is turning promising concepts into real services, products, processes, or business models. Companies can use all or part of the cycle. Large companies in particular desperately need to move ideas from one place to another. Some will want to build full-fledged consulting groups dedicated to internal knowledge brokering. Others can hire people who have faced problems similar to the companies' current problems. The most important lesson is that business leaders must change how they think about innovation, and they must change how their company cultures reflect that thinking.Subjects: Creativity; Entrepreneurial management; InnovationLength: 10pBESTSELLER

6102Title: Building an Innovation Factory (HBR OnPoint Enhanced Edition)Author(s): Hargadon, Andrew; Sutton, Robert I.

Publication Date: 02/01/2001Product Type: HBR OnPoint ArticleAbstract: New ideas are the precious currency of the new economy, but generating them doesn't have to be a mysterious process. The image of the lone genius inventing from scratch is a romantic fiction. Businesses that constantly innovate have systematized the production and testing of new ideas, and the system can be replicated by practically any organization. The best innovators use old ideas as the raw materials for new ideas, a strategy the authors call knowledge brokering. The system for sustaining innovation is the knowledge brokering cycle, and the authors discuss its four parts. The first is capturing good ideas from a wide variety of sources. The second is keeping those ideas alive by playing with them, discussing them, and using them. Imagining new uses for old ideas is the third part--some knowledge brokers encourage cross-pollination by creating physical layouts that allow, or even force, people to interact with one another. The fourth is turning promising concepts into real services, products, processes, or business models. Companies can use all or part of the cycle. Large companies in particular desperately need to move ideas from one place to another. Some will want to build full-fledged consulting groups dedicated to internal knowledge brokering. Others can hire people who have faced problems similar to the companies' current problems. The most important lesson is that business leaders must change how they think about innovation, and they must change how their company cultures reflect that thinking.Subjects: Creativity; Entrepreneurial management; InnovationLength: 14pList Price: $6.50

6948Title: Building the Best Boards (HBR Article Collection)Author(s): Nadler, David A.; Sonnenfeld, Jeffrey; Montgomery, Cynthia; Kaufman, RhondaPublication Date: 05/01/2004Product Type: HBR OnPoint CollectionAbstract: Pinning your hopes for a better board on new governance regulations? You might be disappointed. Legislation can force some changes, but it can't create capable, coordinated, and collegial teams, and that's what you need for better governance. If you want your board to be a seat of challenge and inquiry--one that adds value without meddling and makes its management team effective but not all-powerful, have



board members conduct rigorous self-assessments to examine systematically their purpose, tasks, talents, information, and agenda. Cultivate a culture of trust and candor so that directors are able to challenge one another and management. Forge a stronger link between directors and shareholders based on transparency and accountability. Increased communication helps directors know what shareholders want and shareholders know what directors are doing. This Harvard Business Review Article Collection offers specific suggestions for building authoritative, savvy, and high-performing boards. The three articles: "Building Better Boards" by David A. Nadler (HBR reprint R0405G), "What Makes Great Boards Great" by Jeffrey A. Sonnenfeld (HBR reprint R0209H), and "The Board's Missing Link" by Cynthia A. Montgomery and Rhonda Kaufman (HBR reprint R0303F).Subjects: Board of directors; Corporate governance; Corporate responsibility; TeamsLength: 35pList Price: $17.95Year New: 2004

R0103ETitle: Building the Emotional Intelligence of GroupsAuthor(s): Druskat, Vanessa Urch; Wolff, Steven B.Publication Date: 03/01/2001Product Type: Harvard Business Review ArticleAbstract: The management world knows by now that to be effective in the workplace, an individual needs high emotional intelligence. What isn't so well understood is that teams need it, too. Citing such companies as IDEO, Hewlett-Packard, and the Hay Group, the authors show that high emotional intelligence is at the heart of effective teams. These teams behave in ways that build relationships both inside and outside the team and that strengthen their ability to face challenges. High group emotional intelligence may seem like a simple matter of putting a group of emotionally intelligent individuals together. It's not. For a team to have high EI, it needs to create norms that establish mutual trust among members, a sense of group identity, and a sense of group efficacy. These three conditions are essential to a team's effectiveness because they are the foundation of true cooperation and collaboration. Group EI isn't a question of dealing with a necessary evil--catching emotions as they bubble up and promptly suppressing them. It's about bringing emotions deliberately to the surface and

understanding how they affect the team's work. Group emotional intelligence is about exploring, embracing, and ultimately relying on the emotions that are at the core of teams.Subjects: Employee morale; Group behavior; Group dynamics; Organizational behavior; TeamsLength: 11p

620XTitle: Building the Emotional Intelligence of Groups (HBR OnPoint Enhanced Edition)Author(s): Druskat, Vanessa Urch; Wolff, Steven B.Publication Date: 03/01/2001Product Type: HBR OnPoint ArticleAbstract: The management world knows by now that to be effective in the workplace, an individual needs high emotional intelligence. What isn't so well understood is that teams need it, too. Citing such companies as IDEO, Hewlett-Packard, and the Hay Group, the authors show that high emotional intelligence is at the heart of effective teams. These teams behave in ways that build relationships both inside and outside the team and that strengthen their ability to face challenges. High group emotional intelligence may seem like a simple matter of putting a group of emotionally intelligent individuals together. It's not. For a team to have high EI, it needs to create norms that establish mutual trust among members, a sense of group identity, and a sense of group efficacy. These three conditions are essential to a team's effectiveness because they are the foundation of true cooperation and collaboration. Group EI isn't a question of dealing with a necessary evil--catching emotions as they bubble up and promptly suppressing them. It's about bringing emotions deliberately to the surface and understanding how they affect the team's work. Group emotional intelligence is about exploring, embracing, and ultimately relying on the emotions that are at the core of teams.Subjects: Employee morale; Group behavior; Group dynamics; Organizational behavior; TeamsLength: 15pList Price: $6.50

5879CTitle: Built to Last: Beyond Charismatic Visionary LeadersAuthor(s): Porras, JerryPublication Date: 05/10/2004Product Type: Faculty Seminar VideoPublisher: Stanford UniversityAbstract: What does it take to be a great leader? What if I don't fit the mold of the charismatic visionary--am I

doomed to mediocrity? This lecture focuses on a different model of leadership, one that has served leaders of enduringly great organizations quite well for generations. Professor Jerry I. Porras presents findings from an intensive study of the most significant businesses in the United States and demonstrates how the concepts were applied effectively.Subjects: Executives; Leadership; Management philosophy; Management styles; Managerial behavior; Managerial skills; ManagersLength: 60 minYear New: 2004

F0510BTitle: Bureaucracy Becomes a Four-Letter WordAuthor(s): Starbuck, William H.Publication Date: 10/01/2005Product Type: Harvard Business Review ArticleAbstract: The tension between bureaucracy and innovation dates back to the reign of Louis XIV, says University of Oregon's William H. Starbuck.Geographic Setting: FranceSubjects: NO SUBJECTS(KEYWORDS)Length: 1pYear New: 2005

1792S9Title: Burning Questions: Leadership, How Long Should Leaders Last? (CD-ROM)Author(s): Gergen, David; Gregor, Joie; Khurana, Rakesh; Kleinfeld, Klaus; Livengood, Scott; Stewart, Thomas A.Publication Date: 04/30/2003Product Type: Conference AudioAbstract: How Long Should Leaders Last? Is today's CEO destined to be a long-term leader? Not according to current trends: the average CEO's tenure has dropped from 9.5 years to 7.3 and turnover rates in the corner office of major corporations increased by 53% between 1995 and 2001. What are the characteristics that will define the next generation of successful business leaders--and what are the metrics by which we will measure their success? Is market valuation an accurate measure of the value of leadership? What is the effect of the increased turnover on shareholder value? As tenures become shorter, how are the perspectives of CEOs and other leaders changed? Confirmed speakers: David Gergen (moderator), adviser to presidents, director, Harvard University's John F. Kennedy School of Government Center for Public Leadership, author of Eyewitness to Power: The Essence of Leadership; Joie Gregor, vice-chairman,



Heidrick & Struggles; Rakesh Khurana, professor at Harvard Business School and author of the forthcoming book Searching for a Corporate Savior: The Irrational Quest for Charismatic CEOs; Klaus Kleinfeld, president and CEO, Siemens Corp.; Scott Livengood, president, chairman, and CEO, Krispy Kreme; and Thomas Stewart (moderator), editor, Harvard Business Review.Subjects: Corporate governance; Leadership; Management of change; Organizational designLength: 75 minList Price: $195.00

C0108ETitle: Business Babble: "Resonate"Author(s): Bierck, RichardPublication Date: 08/01/2001Product Type: Harvard Management Communication Letter ArticleAbstract: Writer Richard Bierck examines the business world's adoption of the word "resonate."Subjects: CommunicationLength: 1pList Price: $4.50

C9910DTitle: Business Babble: "Value Added"Author(s): Bierck, RichardPublication Date: 10/01/1999Product Type: Harvard Management Communication Letter ArticleAbstract: Writer Richard Bierck takes a stand against the abundant misuse of the term "value added."Subjects: Management communicationLength: 1pList Price: $4.50

C0106DTitle: Business Babble: American Business Jargon Takes Over the WorldAuthor(s): Bierck, RichardPublication Date: 06/01/2001Product Type: Harvard Management Communication Letter ArticleAbstract: Writer Richard Bierck explores the growing influence of American business jargon over the global business community.Subjects: Communication; Management communicationLength: 1pList Price: $4.50

C0004ETitle: Business Babble: ConsultantspeakAuthor(s): Bierck, RichardPublication Date: 04/01/2000Product Type: Harvard Management Communication Letter ArticleAbstract: Do you or does someone you

know suffer from Infectious Consultant Syndrome, or the tendency to spout "the vague, sterile, redundant, and trendy utterances of consultants"? Writer Richard Bierck offers an amusing list of phrases to watch out for.Subjects: Management communicationLength: 1pList Price: $4.50

C0009CTitle: Business Babble: Machismo-SpeakAuthor(s): Bierck, RichardPublication Date: 09/01/2000Product Type: Harvard Management Communication Letter ArticleAbstract: Writer Richard Bierck investigates the latest twists on macho metaphors.Subjects: Communication; Interpersonal relationsLength: 1pList Price: $4.50

C0103CTitle: Business Babble: The Language of DenialAuthor(s): Bierck, RichardPublication Date: 03/01/2001Product Type: Harvard Management Communication Letter ArticleAbstract: In this installment of our occasional series on the verbal excesses of the business world, writer Richard Bierck takes on the new argot created when the dot-com bubble burst.Subjects: Communication; Management communicationLength: 1pList Price: $4.50

C0010ETitle: Business Babble: VentureseAuthor(s): Bierck, RichardPublication Date: 10/01/2000Product Type: Harvard Management Communication Letter ArticleAbstract: Writer Richard Bierck explores some of the new vocabulary that's sprung up from Silicon Valley's venture capitalists.Subjects: CommunicationLength: 1pList Price: $4.50

C9912CTitle: Business Babble: VerbingAuthor(s): Bierck, RichardPublication Date: 12/01/1999Product Type: Harvard Management Communication Letter ArticleAbstract: Writer Richard Bierck takes on the business world's flagrant misuse of nouns as verbs.Subjects: CommunicationLength: 1p

List Price: $4.50

C0003CTitle: Business Babble: WebspeakAuthor(s): Bierck, RichardPublication Date: 03/01/2000Product Type: Harvard Management Communication Letter ArticleAbstract: Now that the English language is in the hands of Web designers and computer engineers, should we be worried? Richard Bierck's quiz helps readers self-diagnose any incidents of "Webspeakitus."Subjects: Management communicationLength: 1pList Price: $4.50

C9903ETitle: Business Communications That WorkAuthor(s): Turner, ChrisPublication Date: 03/01/1999Product Type: Harvard Management Communication Letter ArticleAbstract: Ever wonder why most corporate communications programs fail? Has your corporate headquarters attempted to start a new program by simply sending photocopies of a presentation to each employee explaining the new program? Has anybody at HQ ever thought about how people outside senior management might view the new program? Creating engaging communications is easy if you think about the issues from the recipient's point of view and get rid of your poor communications habits. This article offers several ways to get started on a new corporate communications program that your employees will embrace.Subjects: Business plans; Communication in organizations; Communication strategy; Corporate culture; Innovation; Management communicationLength: 2pList Price: $4.50

898058Title: Business Family DynamicsAuthor(s): Davis, John A.Publication Date: 10/01/1997Revision Date: 09/11/2007Product Type: ReprintAbstract: Reprinted from John Davis.Subjects: NO SUBJECTS(KEYWORDS)Length: 12pYear New: 2004

9-806-P07Title: Business Family Dynamics, Portuguese VersionAuthor(s): Davis, John A.



Publication Date: 10/21/1997Product Type: LACC NoteAbstract: Reprinted from John Davis.Subjects: NO SUBJECTS(KEYWORDS)Length: 12p

F0610BTitle: Business Lessons from LeechesAuthor(s): Abrahams, MarcPublication Date: 10/01/2006Product Type: Harvard Business Review ArticleAbstract: The editor of the "Annals of Improbable Research" observes that leeches have a thing or two to teach us about so-called best practices.Subjects: NO SUBJECTS(KEYWORDS)Length: 2pYear New: 2006

OB62Title: Business NetworksAuthor(s): Zuckerman, Ezra; Sutherland, MargotPublication Date: 09/06/2002Product Type: Case (Field)Publisher: Stanford UniversityAbstract: Describes a small consulting business, Business Networks, led by Les Cunningham. The firm's primary product was the establishment of groups or "networks" of similar businesses and the facilitation of each network's biannual meetings. Owners of individual firms, called networkers, met to tackle each other's business problems and share solutions. The networks were formed of like-sized remodeling contractors that specialized in similar lines of business. Provides a description of one biannual meeting and perspective from network members on the pros and cons of the process of performance improvement.Geographic Setting: Selma, ALIndustry Setting: ConsultingNumber of Employees: 7Subjects: NO SUBJECTS(KEYWORDS)Length: 36p

2360BCTitle: Buy a Little Time: Problem-Solving Strategies for Quiet LeadersAuthor(s): Badaracco, Joseph L., Jr.Publication Date: 02/11/2002Product Type: HBS Press ChapterAbstract: This chapter looks at some important strategies for quiet leaders trying to make good decisions in very tough and often time-sensitive situations. May be used with: (2361BC) Invest Wisely: Problem-Solving Strategies for Quiet Leaders; (2362BC) Drill Down: Problem-Solving Strategies for Quiet Leaders; (2363BC) Bend the Rules: Problem-Solving Strategies for Quiet

Leaders; (2364BC) Nudge, Test, and Escalate Gradually: Problem-Solving Strategies for Quiet Leaders; (2365BC) Craft a Compromise: Problem-Solving Strategies for Quiet Leaders; (2366BC) Three Quiet Virtues: Essential Characteristics for Practicing Quiet Leadership; (2359BC) Trust Mixed Motives: Lessons in Decision Making for Quiet Leaders; (2358BC) Don't Kid Yourself: Guiding Principles for Quiet Leaders; (2357BC) Introduction: Leading Quietly.Subjects: NO SUBJECTS(KEYWORDS)Length: 19pList Price: $6.95Year New: 2007

404025Title: C&S Wholesale Grocers: Self-Managed TeamsAuthor(s): DeLong, Thomas J.; Ager, David L.; Mody, TejalPublication Date: 08/13/2003Revision Date: 10/14/2003Product Type: Case (Field)Abstract: Rick Cohen, president and CEO of C&S Wholesale Grocers, is trying to decide whether and how to implement the self-managed teams concept in his warehouse. Eight months earlier, C&S had begun to act as principal wholesaler to A&P throughout New England, a decision that was consistent with the firm's growth strategy, but that also represented a significant increase in daily throughput. Cohen was concerned about whether the company's existing operations would be able to meet the needs of all its customers and maintain the high levels of customer satisfaction for which the company was known throughout New England. When implemented successfully, the self-managed teams concept had been credited with enhancing an organization's productivity and competitiveness. Cohen wondered how such a concept could be implemented in the context of a labor-intensive, unionized warehouse environment.Geographic Setting: New EnglandIndustry Setting: Wholesale; Grocery storesNumber of Employees: 810Gross Revenues: $600 million revenuesSubjects: Food; Human resources management; Operations management; Organizational behavior; Organizational change; Organizational structure; Teams; Wholesaling; Working conditionsLength: 12pSupplementary Materials: Case Video, (404802), 9 min, by Thomas J. DeLong, David L. Ager; Teaching Note, (406049),

11p, by Thomas J. DeLong; Case Video, DVD, (404702), 9 min, by Thomas J. DeLong, David L. Ager; Case Video, Streaming, (1-272-4), 9 min, by Thomas J. DeLong, David L. AgerNEW

404702Title: C&S Wholesale Grocers: The Challenge of Self-Managed Teams, Video (DVD)Author(s): DeLong, Thomas J.; Ager, David L.Publication Date: 03/01/2004Revision Date: 08/30/2006Product Type: Case Video, DVDAbstract: Four C&S warehouse employees share their experiences working with and on self-managed teams. Must be used with: (404025) C&S Wholesale Grocers: Self-Managed Teams.Subjects: NO SUBJECTS(KEYWORDS)Length: 9 minYear New: 2005

404802Title: C&S Wholesale Grocers: The Challenge of Self-Managed Teams, Video (VHS)Author(s): DeLong, Thomas J.; Ager, David L.Publication Date: 03/01/2004Product Type: Case VideoAbstract: Four C&S warehouse employees share their experiences working with and on self-managed teams. Must be used with: (404025) C&S Wholesale Grocers: Self-Managed Teams.Subjects: Food; Human resources management; Operations management; Organizational behavior; Organizational change; Organizational structure; Teams; Wholesaling; Working conditionsLength: 9 minList Price: $150.00Year New: 2005

HKU436Title: C. K. Yeung Worldwide Ltd.: Management as Art, Science, and PhilosophyAuthor(s): Lam, Simon; Chan, ShirleyPublication Date: 11/11/2005Product Type: Case (Field)Publisher: University of Hong KongAbstract: Founded in 1974, C. K. Yeung Worldwide Ltd. became one of the largest metal traders in Hong Kong in the 1980s. Looks at how the beliefs of its CEO, Joseph Yeung, in honest behavior and Chinese cultural philosophy influenced his management style and made him a successful business leader and entrepreneur.Geographic Setting: Hong Kong



Industry Setting: MetalsEvent Year Start: 2005Event Year End: 2005Subjects: NO SUBJECTS(KEYWORDS)Length: 7pSupplementary Materials: Teaching Note, (HKU437), 5p, by Simon Lam, Shirley ChanYear New: 2006

406082Title: C. R. Smith and the Birth of American AirlinesAuthor(s): Mayo, Anthony J.; Singleton, Laura G.Publication Date: 12/21/2005Revision Date: 11/02/2007Product Type: Case (Library)Abstract: Presents an overview of the path that C.R. Smith pursued to build American Airlines into one of the largest airlines in the world in the 20th century. Over the course of his 30-year tenure as president of American Airlines, Smith deployed a three-pronged strategy--technology standardization, safety, and customer service--to build his business. Covers the first 50 years of American Airlines' history, beginning with its role as an industry consolidator in the late 1920s. Smith's strategic and operational choices in building American Airlines played a significant role in the overall growth of the airline industry in the United States. Explores the interaction between the growth of a company and an overall industry.Geographic Setting: United StatesIndustry Setting: Airline industryGross Revenues: $727 million revenuesEvent Year Start: 1920Subjects: NO SUBJECTS(KEYWORDS)Length: 28pYear New: 2006

406063Title: C.W. PostAuthor(s): Nohria, Nitin; Mayo, Anthony J.; Benson, MarkPublication Date: 12/08/2005Revision Date: 03/13/2008Product Type: Case (Library)Abstract: In 1906, C.W. Post had to move his latest breakfast product--corn flakes--from store shelves into cereal bowls nationwide. Post genuinely believed his corn flakes and other breakfast foods would make people well. Through sampling and other innovative sales and marketing techniques, Post convinced consumers and grocers to buy Postum and Grape-Nuts--which generated millions in profits for the Postum Cereal Co. But not Elijah's Manna--the brand name that Post put on

his corn flakes boxes when his company introduced the product in 1904. Two years later, it was clearly not selling. To make matters worse, other cereal companies in the burgeoning Battle Creek area where Post's foods were manufactured were cornering the market, in particular, Kelloggs. How was Post going to convince consumers that his corn flakes were better than the rest?Geographic Setting: Midwestern United States; Northwestern United StatesIndustry Setting: Food processing industryNumber of Employees: 400-1,200Gross Revenues: $1.2 million revenuesEvent Year Start: 1900Event Year End: 1910Subjects: NO SUBJECTS(KEYWORDS)Length: 26pSupplementary Materials: Teaching Note, (408068), 8p, by Anthony J. Mayo, Mark BensonYear New: 2006

404804Title: C.W. Post: An American LegacyAuthor(s): Nohria, NitinPublication Date: 02/01/2004Product Type: VideoMedium: VideotapeFormat: 1/2-inch VAbstract: In a vivid biography of C.W. Post, HBS faculty and Battle Creek historians discuss the legacy he left behind: how he built the Post brand from a local oddity into one of the most recognizable breakfast products in the United States. Reveals revolutionary marketing strategies such as sampling, point of sale advertisements, and product endorsement by experts--tactics that did not exist in the age of the general store. Teaching Purpose: To look at business leadership in a historical context.Industry Setting: Food industrySubjects: Business history; Food; Leadership; Marketing strategy; Organizational development; Product developmentLength: 28 minList Price: $150.00Year New: 2004

F0904FTitle: CARE CEO Helene Gayle on shaking up a venerable organizationAuthor(s): Welankiwar, RasikaPublication Date: 04/01/2009Product Type: Harvard Business Review ArticleAbstract: The CEO of CARE reveals what it was like to incite change at a sprawling nonprofit and how she built support for her plan to increase its global clout.

Subjects: NO SUBJECTS(KEYWORDS)Length: 4p

R0612ZTitle: The CEO Who Couldn't Keep His Foot out of His Mouth (Commentary for HBR Case Study)Author(s): Burrell, Lisa; Heifetz, Ronald; Biggs, John H.; Clarke, Torie; Brown, RogerPublication Date: 12/01/2006Product Type: Harvard Business Review ArticleAbstract: In the four years since Rob Miranda became CEO of Growing Places, a provider of on-site child care for companies in the Midwestern United States, he has been a font of ideas. For instance, he set up rooms where moms can breastfeed their babies during breaks in the workday and put Webcams in classrooms so that parents can "visit" their children from their desks. As a result of Rob's entrepreneurial vision and operational savvy, the company has achieved profitable growth. The problem is that Rob tends to stick his foot in his mouth. Evan Breyer, the company's founder and chairman, hopes that Rob will learn to avoid making verbal gaffes; he even gets Rob to see a coach. But while Evan is wrapping up a facility tour for a potential corporate sponsor of a scholarship program, Rob makes an insensitive remark about breastfeeding in front of the visitors--among them, a reporter. Not surprisingly, the local paper runs a scathing editorial the next day. Several days later, during a conference presentation on preschool curricula, he does it again with a comment implying that teachers are lazy and unprepared. The result is more bad press and a meaningful dip in stock price. It's beginning to look as though Rob is not going to change, and many board members are talking ouster. Should Evan try to persuade the board to hang on to Rob? May be used with: (R0612X) The CEO Who Couldn't Keep His Foot out of His Mouth (HBR Case Study).Industry Setting: Child care industrySubjects: NO SUBJECTS(KEYWORDS)Length: 5pYear New: 2006

R0612ATitle: The CEO Who Couldn't Keep His Foot out of His Mouth (HBR Case Study and Commentary)Author(s): Burrell, Lisa; Heifetz, Ronald; Biggs, John H.; Clarke, Torie; Brown, RogerPublication Date: 12/01/2006Product Type: Harvard Business Review Article



Abstract: In the four years since Rob Miranda became CEO of Growing Places, a provider of on-site child care for companies in the Midwestern United States, he has been a font of ideas. For instance, he set up rooms where moms can breastfeed their babies during breaks in the workday and put Webcams in classrooms so that parents can "visit" their children from their desks. As a result of Rob's entrepreneurial vision and operational savvy, the company has achieved profitable growth. The problem is that Rob tends to stick his foot in his mouth. Evan Breyer, the company's founder and chairman, hopes that Rob will learn to avoid making verbal gaffes; he even gets Rob to see a coach. But while Evan is wrapping up a facility tour for a potential corporate sponsor of a scholarship program, Rob makes an insensitive remark about breastfeeding in front of the visitors--among them, a reporter. Not surprisingly, the local paper runs a scathing editorial the next day. Several days later, during a conference presentation on preschool curricula, he does it again with a comment implying that teachers are lazy and unprepared. The result is more bad press and a meaningful dip in stock price. It's beginning to look as though Rob is not going to change, and many board members are talking ouster. Should Evan try to persuade the board to hang on to Rob?Industry Setting: Child care industrySubjects: NO SUBJECTS(KEYWORDS)Length: 10pYear New: 2006

R0612XTitle: The CEO Who Couldn't Keep His Foot out of His Mouth (HBR Case Study)Author(s): Burrell, LisaPublication Date: 12/01/2006Product Type: Harvard Business Review ArticleAbstract: In the four years since Rob Miranda became CEO of Growing Places, a provider of on-site child care for companies in the Midwestern United States, he has been a font of ideas. For instance, he set up rooms where moms can breastfeed their babies during breaks in the workday and put Webcams in classrooms so that parents can "visit" their children from their desks. As a result of Rob's entrepreneurial vision and operational savvy, the company has achieved profitable growth. The problem is that Rob tends to stick his foot in his mouth. Evan Breyer, the company's founder and chairman, hopes that Rob will learn to avoid making verbal gaffes; he even gets Rob to see a coach. But while Evan is wrapping up a facility tour

for a potential corporate sponsor of a scholarship program, Rob makes an insensitive remark about breastfeeding in front of the visitors--among them, a reporter. Not surprisingly, the local paper runs a scathing editorial the next day. Several days later, during a conference presentation on preschool curricula, he does it again with a comment implying that teachers are lazy and unprepared. The result is more bad press and a meaningful dip in stock price. It's beginning to look as though Rob is not going to change, and many board members are talking ouster. Should Evan try to persuade the board to hang on to Rob? May be used with: (R0612Z) The CEO Who Couldn't Keep His Foot out of His Mouth (Commentary for HBR Case Study).Industry Setting: Child care industrySubjects: NO SUBJECTS(KEYWORDS)Length: 6pYear New: 2006

95201Title: The CEO as Coach: An Interview with AlliedSignal's Lawrence A. BossidyAuthor(s): Bossidy, Lawrence A.; Tichy, Noel M.; Charan, RamPublication Date: 03/01/1995Product Type: Harvard Business Review ArticleAbstract: In July 1991, Lawrence A. Bossidy became chairman and CEO of AlliedSignal, the $13 billion industrial supplier of aerospace systems, automotive parts, and chemical products. The company's story since then appears to be the typical slash-and-burn turnaround, but the view from the inside is far more interesting for anyone grappling with what it takes to lead a competitive organization and sustain its performance over the long term. Bossidy is a straight-shooting, tough-minded, results-oriented business leader. But he is also a charismatic and persistent coach, determined to help people learn and thereby to provide his company with the best-prepared employees. In this interview, Bossidy explains his views on the leader's role in changing a large organization. He discusses how he uses values and goals to "coach people to win." And he explains his efforts to focus AlliedSignal's management on three core processes--strategy, operations, and human resources.Subjects: Industrial goods; Leadership; Management of change; Management stylesLength: 11p

3642Title: The CEO as Coach: An Interview with AlliedSignal's Lawrence A. Bossidy

(HBR OnPoint Enhanced Edition)Author(s): Bossidy, Lawrence A.; Tichy, Noel M.; Charan, RamPublication Date: 06/01/2000Product Type: HBR OnPoint ArticleAbstract: In July 1991, Lawrence A. Bossidy became chairman and CEO of AlliedSignal, the $13 billion industrial supplier of aerospace systems, automotive parts, and chemical products. The company's story since then appears to be the typical slash-and-burn turnaround, but the view from the inside is far more interesting for anyone grappling with what it takes to lead a competitive organization and sustain its performance over the long term. Bossidy is a straight-shooting, tough-minded, results-oriented business leader. But he is also a charismatic and persistent coach, determined to help people learn and thereby to provide his company with the best-prepared employees. In this interview, Bossidy explains his views on the leader's role in changing a large organization. He discusses how he uses values and goals to "coach people to win." And he explains his efforts to focus AlliedSignal's management on three core processes--strategy, operations, and human resources.Subjects: Industrial goods; Leadership; Management of change; Management stylesLength: 15pList Price: $6.50

92501Title: The CEO as Organizational Architect: An Interview with Xerox's Paul AllaireAuthor(s): Allaire, PaulPublication Date: 09/01/1992Product Type: Harvard Business Review ArticleAbstract: Paul Allaire leads a company that is a microcosm of the changes transforming American business. With the introduction of the first plain-paper copier in 1959, Xerox invented a new industry and launched itself into a decade of spectacular growth. But easy growth led Xerox to neglect the fundamentals of its core business, leaving the company vulnerable to low-cost Japanese competition. Starting in the mid-1980s, Xerox embarked on a long-term effort to regain its dominant position in world copier markets and to create a new platform for future growth. Thanks to the company's Leadership through Quality program, Xerox became the first major U.S. company to win back market share from the Japanese. Since becoming CEO in 1990, Allaire has redirected the company's strategy to position Xerox as "the document company," at the intersection of the



worlds of paper-based and electronic information. And he has guided the company through a fundamental redesign of what Allaire calls the "organizational architecture" of Xerox's document processing business.Industry Setting: Office equipmentSubjects: Competition; Leadership; Office equipment; Organizational development; Organizational structureLength: 15p

73202Title: CEO's Behavior: Key to Organizational DevelopmentAuthor(s): Argyris, ChrisPublication Date: 03/01/1973Product Type: Harvard Business Review ArticleAbstract: Chief executive officers' (CEO) behavior is not always consistent with management theory. Leadership qualities often encourage conformity rather than candor from subordinates who are striving to protect their boss, their organization, and themselves. Many executives would dislike working under people like themselves, but are often unaware of the negative impact they have on their subordinates. Team-building sessions are one means of influencing CEO leadership styles, which are responsible for the success of organization development programs.Subjects: Executives; Leadership; Management styles; Organizational development; TeamsLength: 10p

R0411BTitle: The CEO's Real LegacyAuthor(s): Freeman, Kenneth W.Publication Date: 11/01/2004Product Type: Harvard Business Review ArticleAbstract: The literature on CEO succession planning is nearly unanimous in its advice: Begin early, look first inside your company for exceptional talent, see that candidates gain experience in all aspects of the business, and help candidates develop the skills they will need in the top job. It all makes sense and sounds pretty straightforward. Nevertheless, the list of CEOs who last no more than a few years on the job continues to grow. Implicit in many, if not all, of these unceremonious departures is the absence of an effective CEO succession plan. The problem is, most boards simply don't want to talk about CEO succession: Why rock the boat when things are going well? Why risk offending the current CEO? Meanwhile, most CEOs can't imagine that anyone could adequately replace them. In this article, Kenneth W. Freeman, the retired

CEO of Quest Diagnostics, discusses his own recent handoff experience (Surya N. Mohapatra became chief executive in May 2004) and offers his approach to succession planning. He says it falls squarely on the incumbent CEO to put ego aside and initiate and actively manage the process of selecting and grooming a successor. Aggressive succession planning is one of the best ways for CEOs to ensure the long-term health of the company, he says. Plus, thinking early and often about a successor will likely improve the chief executive's performance during his tenure. Freeman advocates the textbook rules for succession planning but adds to that list a few more that apply specifically to the incumbent CEO: Insist that the board become engaged in succession planning, look for a successor who is different from you, and make the successor's success your own. After all, Freeman argues, the CEO's true legacy is determined by what happens after he leaves the corner office.Subjects: Board of directors; Leadership; Succession planningLength: 5pYear New: 2004

R0701FTitle: The CEO's Second ActAuthor(s): Nadler, David A.Publication Date: 01/01/2007Product Type: Harvard Business Review ArticleAbstract: When a CEO leaves because of performance problems, the company typically recruits someone thought to be better equipped to fix what the departing executive couldn't--or wouldn't. The board places its confidence in the new person because of the present dilemma's similarity to some previous challenge that he or she dealt with successfully. But familiar problems are inevitably succeeded by less familiar ones, for which the specially selected CEO is not quite so qualified. More often than not, the experiences, skills, and temperament that yielded triumph in Act I turn out to be unequal to Act II's difficulties. In fact, the approaches that worked so brilliantly in Act I may be the very opposite of what is needed in Act II. The CEO has four choices: refuse to change, in which case he or she will be replaced; realize that the next act requires new skills and learn them; downsize or circumscribe his or her role to compensate for deficiencies; or line up a successor who is qualified to fill a role to which the incumbent's skills and interests are no longer suited. Hewlett-Packard's Carly Fiorina exemplifies the first alternative; Merrill Lynch's Stanley O'Neal the second; Google's Sergey

Brin and Larry Page the third; and Quest Diagnostics' Ken Freeman the fourth. All but the first option are reasonable responses to the challenges presented in the second acts of most CEOs' tenures. And all but the first require a power of observation, a propensity for introspection, and a strain of humility that are rare in the ranks of the very people who need those qualities most. There are four essential steps executives can take to discern that they have entered new territory and to respond accordingly: recognition that their leadership style and approach are no longer working; acceptance of others' advice on why performance is faltering; analysis and understanding of the nature of the Act II shift; and, finally, decision and action.Industry Setting: Internet & online services industriesSubjects: NO SUBJECTS(KEYWORDS)Length: 9pYear New: 2007

F0709HTitle: CEOs Misperceive Top Teams' PerformanceAuthor(s): Rosen, Richard M.; Adair, FredPublication Date: 09/01/2007Product Type: Harvard Business Review ArticleAbstract: CEOs tend to have a rosier view of senior management's performance than other top team members do, according to new research--and it looks like the former need a reality check. The authors offer three simple questions that can provide one.Subjects: NO SUBJECTS(KEYWORDS)Length: 4pYear New: 2007

4117Title: CEOs on Leading Change (HBR Article Collection)Author(s): Charan, Ram; Garvin, David A.; Roberto, Michael A.; Palmisano, Samuel J.; Hemp, Paul; Stewart, Thomas A.Publication Date: 04/01/2006Product Type: HBR OnPoint CollectionAbstract: During the best and worst of times, your company must continually adapt to maintain its competitive edge. And as the CEOs in this collection maintain, ongoing change (no matter what your company's situation) requires a critical mass of employees who stay fired up about doing things differently. Consider boom times. Even if business is good, it won't stay good unless you can create an army of change agents--



difficult when you lack an immediate, obvious threat. IBM's solution? Build on the core values that made the enterprise successful--and extend those values into the firm's next incarnation. What about when your company looks wildly successful on the surface, but hidden problems (low margins, meager leadership bench strength) spell future doom? Home Depot dealt with this by providing discipline to tame its freewheeling culture. If your company is facing ruin, you have yet another challenge: combating denial. Beth Israel Deaconess Medical Center (BIDMC) won this battle by launching a persuasion campaign spelling out BIDMC's desperate prognosis and the plan to save the organization.Industry Setting: Computer industry; Consumer products; Hospital industrySubjects: NO SUBJECTS(KEYWORDS)Length: 40pList Price: $17.95Year New: 2006

4819KOTitle: COACHING FOR RESULTS IN KOREAN, FOR CORPORATIONS ONLYAuthor(s): Hill, Linda A.Publication Date: 07/06/2005Product Type: Interactive ProgramAbstract: Coaching for Results is an online interactive program that helps managers master the five core skills required for effective coaching, including observation and problem diagnosis, active listening, and gaining buy-in. This course guides managers through a three-step process to coaching situations that produce measurably higher employee performance.Subjects: NO SUBJECTS(KEYWORDS)Length: 3p

F0806ETitle: CTO Bob Iannucci on the "deep future" of NokiaAuthor(s): Iannucci, Bob; O'Connell, AndrewPublication Date: 06/01/2008Product Type: Harvard Business Review ArticleAbstract: Nokia's chief technology officer is helping the company find growth by going in a radical new direction. Because Nokia has been down the reinvention road before, Iannucci believes it has the mind-set, structure, and strategy in place to realize its "deep future."Subjects: NO SUBJECTS(KEYWORDS)Length: 4p

Year New: 2007

590128Title: Calizona Valley Power and Light Co.Author(s): Greyser, Stephen A.; Klein, NormanPublication Date: 06/11/1990Product Type: Case (Gen Exp)Abstract: A major Southwestern U.S. utility constructing a nuclear power plant had fallen a year behind schedule in the early spring of 1986. Further delays were threatened when union workers discovered non-union labor on the site. A group of major shareholders responded to news of the delay with a lawsuit. Other critics presented evidence of environmental concerns and suspect project management practices. As management prepared to update its board on these issues, a producer from "60 Minutes" called to say the TV program was considering doing a report on the utility and its nuclear plant and asked for cooperation. The case invites discussion of how various media determine what is newsworthy. Also presents the utility's initial sense of how it might best present its case and defend itself if "60 Minutes" comes to call.Geographic Setting: United StatesIndustry Setting: UtilitiesCompany Size: mid-sizeSubjects: Communication strategy; Public relations; Public utilitiesLength: 3p

U0310DTitle: The Call for Authentic Leadership: Five Questions with Bill GeorgePublication Date: 10/01/2003Product Type: Harvard Management Update ArticleAbstract: Read this interview with Bill George, who served as CEO of the Minneapolis-based medical technology company Medtronic from 1991 to 2001. Under his leadership, Medtronic's market capitalization increased from $1.1 billion to $60 billion, averaging 35% in growth annually, and earnings quadrupled.Subjects: Interviews; LeadershipLength: 1pList Price: $4.50

C0110CTitle: A Call to Action for Business WritingAuthor(s): Clayton, JohnPublication Date: 10/01/2001Product Type: Harvard Management Communication Letter ArticleAbstract: Just as people like movies filled with action and sculptures that show movement, they like business documents that indicate the actions being performed. But most business

writing is inert, motionless. That's why it fails to grab the reader. Writing teacher John Clayton offers some solid tips for "verbifying" your writing. If your passive verb habit is too ingrained to kick altogether, don't despair--Clayton also tells how to search out and fix weak, passive verbs during the editing process.Subjects: Management communicationLength: 2pList Price: $4.50

7656BCTitle: Callous: Al Dunlap--Understanding This Type of Bad LeadershipAuthor(s): Kellerman, BarbaraPublication Date: 08/18/2004Product Type: HBS Press ChapterAbstract: Too often, callous leaders get away with heartlessness toward the very people whose well-being they are supposed to enhance and protect. Take the case of "Chainsaw" Al Dunlap, whose story is explored in this chapter. He is a prime example of a callous leader, and what happens when followers allow this type of bad leadership to continue unchecked.Subjects: NO SUBJECTS(KEYWORDS)Length: 34pList Price: $6.95

496023Title: Cambridge Consulting Group: Bob AndersonAuthor(s): Lorsch, Jay W.; Gabarro, John J.Publication Date: 10/18/1995Revision Date: 10/16/1996Product Type: Case (Field)Abstract: Describes the situation facing the head of a rapidly growing industry-focused group within a consulting company. Highlights the dilemmas of being a "producing manager" (i.e., a professional who has both individual production as well as management responsibilities). Issues raised include: delegation, developing subordinates, developing an agenda, and building an organization. May be used with: (908415) The Producing Manager: A Double-Barreled Role.Geographic Setting: Boston, MAIndustry Setting: ConsultingGross Revenues: $85 million revenuesSubjects: Consulting; Delegation of authority; Growth management; Leadership; ProfessionalsLength: 5p

403S16Title: Cambridge Consulting Group: Bob Anderson, Spanish VersionAuthor(s): Lorsch, Jay W.; Gabarro, John J.



Publication Date: 10/18/1995Revision Date: 10/16/1996Product Type: LACC CaseAbstract: Describes the situation facing the head of a rapidly growing industry-focused group within a consulting company. Highlights the dilemmas of being a "producing manager" (i.e., a professional who has both individual production as well as management responsibilities). Issues raised include: delegation, developing subordinates, developing an agenda, and building an organization. Teaching Purpose: Demonstrates dilemmas of the producing manager's role.Geographic Setting: Boston, MAIndustry Setting: ConsultingGross Revenues: $85 million revenuesSubjects: Consulting; Delegation of authority; Growth management; Leadership; ProfessionalsLength: 5p

R0207GTitle: Campaigning for ChangeAuthor(s): Hirschhorn, LarryPublication Date: 07/01/2002Product Type: Harvard Business Review ArticleAbstract: Most organizations must change if they're to stay alive. Change is tough to accomplish, but it's not impossible and can be systematized. The author, who has been involved in change initiatives at scores of companies, believes that the success of such programs has more to do with execution than with conceptualization. The successful change programs he observed had one thing in common: They employed three distinct but linked campaigns--political, marketing, and military. A political campaign creates a coalition strong enough to support and guide the initiative. A marketing campaign must go beyond simply publicizing the initiative's benefits. It focuses on listening to ideas that bubble up from the field as well as on working with lead customers to design the initiative. A clearly articulated theme for the transformation program must also be developed. A military campaign deploys executives' scarce resources of attention and time. Successful executives launch all three campaigns simultaneously. The three always feed on one another, and if any one campaign is not properly implemented, the change initiative is bound to fail.Subjects: Communication in organizations; Implementation; Leadership; Management of change; Organizational change; Organizational development; Organizational structure; Strategy implementation

Length: 10p

1385Title: Campaigning for Change (HBR OnPoint Enhanced Edition)Author(s): Hirschhorn, LarryPublication Date: 07/01/2002Product Type: HBR OnPoint ArticleAbstract: Most organizations must change if they're to stay alive. Change is tough to accomplish, but it's not impossible and can be systematized. The author, who has been involved in change initiatives at scores of companies, believes that the success of such programs has more to do with execution than with conceptualization. The successful change programs he observed had one thing in common: They employed three distinct but linked campaigns--political, marketing, and military. A political campaign creates a coalition strong enough to support and guide the initiative. A marketing campaign must go beyond simply publicizing the initiative's benefits. It focuses on listening to ideas that bubble up from the field as well as on working with lead customers to design the initiative. A clearly articulated theme for the transformation program must also be developed. A military campaign deploys executives' scarce resources of attention and time. Successful executives launch all three campaigns simultaneously. The three always feed on one another, and if any one campaign is not properly implemented, the change initiative is bound to fail.Subjects: Communication in organizations; Implementation; Leadership; Management of change; Organizational change; Organizational development; Organizational structure; Strategy implementationLength: 11pList Price: $6.50

2182Title: Campbell and Bailyn's Boston Office: Managing the ReorganizationAuthor(s): Gifford, Dun, Jr.; Donellon, AnnPublication Date: 04/11/2008Product Type: CaseAbstract: Ken Winston, the regional sales manager at a securities brokerage form, has reorganized his generalist salespeople into "Key Account Teams" (KAT), to increase sales of specialized, higher-margin fixed income products. Winston is also implementing a new corporate performance management system. To help improve coordination between sales and marketing, Winston must solicit feedback from marketing staff on how responsive his salespeople are to marketing's directives. The

marketing group has information on product costs that allow it to forecast product profitability, and by persuading the sales force to focus on those products the marketers can improve firm-wide margins. The KAT model, implemented six months earlier, has challenged the core internal values of the organization--such as a salesperson's control of his or her customer base and the appropriateness of product specialization. However, the long-term test of the new organizational structure will be its alignment with external changes in the securities industry: how securities are bought and sold and the types of new products flooding the market.Geographic Setting: Massachusetts; United StatesIndustry Setting: Investment banking; Securities & investingSubjects: NO SUBJECTS(KEYWORDS)Length: 10pSupplementary Materials: Teaching Note, (2183), 9p, by Ann Donellon, Dun Gifford Jr.Year New: 2007

IES180Title: Camper: Imagination is not ExpensiveAuthor(s): Mitchell, Jordan; Velamuri, RamaPublication Date: 02/07/2007Product Type: Case (Field)Publisher: IESE Business SchoolAbstract: Camper is one of Spain's most well known brands. Throughout its 30-year history, Camper has been known for its innovative designs, approach to outsourcing, manufacturing, and in-store design. As of 2005, it's facing increasing competition from multinationals such as Nike. Examines how Camper has brought creativity and imagination to their business and what management can do to thrive in the future.Geographic Setting: SpainIndustry Setting: Fashion industry; WholesaleSubjects: NO SUBJECTS(KEYWORDS)Length: 20pSupplementary Materials: Teaching Note, (IES181), 12p, by Jordan Mitchell, Rama VelamuriYear New: 2007

R0405JTitle: Can Absence Make a Team Grow Stronger?Author(s): Majchrzak, Ann; Malhotra, Arvind; Stamps, Jeffrey; Lipnack, JessicaPublication Date: 05/01/2004



Product Type: Harvard Business Review ArticleAbstract: Some projects have such diverse requirements that they need a variety of specialists to work on them. But often the best-qualified specialists are scattered around the globe, perhaps at several companies. Remarkably, an extensive benchmarking study reveals, it isn't necessary to bring team members together to get their best work. In fact, they can be even more productive if they stay separated and do all their collaborating virtually. The scores of successful virtual teams the authors examined didn't have many of the psychological and practical obstacles that plagued their more traditional, face-to-face counterparts. Team members felt freer to contribute--especially outside their established areas of expertise. The fact that such groups could not assemble easily actually made their projects go faster, as people did not wait for meetings to make decisions, and individuals, in the comfort of their own offices, had full access to their files and the complementary knowledge of their local colleagues. Reaping those advantages, though, demanded shrewd management of a virtual team's work processes and social dynamics. Rather than depend on videoconferencing or e-mail, which could be unwieldy or exclusionary, successful virtual teams made extensive use of sophisticated online team rooms, where everyone could easily see the state of the work in progress, talk about the work in ongoing threaded discussions, and be reminded of decisions, rationales, and commitments. Differences were most effectively hashed out in teleconferences, which team leaders also used to foster group identity and solidarity. May be used with: (303065) Trend Micro (A).Industry Setting: Telecommunications industrySubjects: Group behavior; Group dynamics; Organizational behavior; Teams; Telecommunications; Virtual communitiesLength: 8pYear New: 2004

9-148-5CTitle: Can Complex Organizations Learn? FSSAuthor(s): Edmondson, Amy C.Publication Date: 04/01/2008Product Type: HBS CoursewareAbstract: Collective and continual learning is critical to the long-term health and success of any complex organization. This is especially true in the healthcare industry, where sharing information and knowledge is essential

to quality care and patient safety. In this presentation, Professor Amy C. Edmondson reveals ways for leaders to recognize and actively promote opportunities for learning. She reveals strategies for creating an environment where employees feel safe to share knowledge, even if that means exposing problems within the organization.Subjects: NO SUBJECTS(KEYWORDS)Length: 65 minYear New: 2007

C9911BTitle: Can I Apologize by E-mail?: Guidelines for Delivering Difficult Messages in New WaysAuthor(s): Stauffer, DavidPublication Date: 11/01/1999Product Type: Harvard Management Communication Letter ArticleAbstract: With all the communications options that are available to us today, it's sometimes hard to choose the appropriate medium for delivering important, difficult, or sensitive messages. HMCL surveyed business communications experts and developed a set of guidelines for delivering difficult messages, whether in person, by written letter, or via telephone, e-mail, or fax.Subjects: Communication; Interpersonal relations; Management communicationLength: 3pList Price: $4.50

C0410BTitle: Can This Partnership Be Saved? Getting an Alliance Back on TrackAuthor(s): Segil, LarrainePublication Date: 10/01/2004Product Type: Harvard Management Communication Letter ArticleAbstract: For most companies, an underperforming business relationship is a painful fact of life at one time or another. When alliances do not pay off, the working relationship between the organizations can become strained and communications acrimonious, which in turn makes achieving business objectives even more difficult. Breaking out of this self-perpetuating "doom loop" and getting the relationship back on track becomes a real challenge. When faced with an underperforming key business relationship, companies commonly react in one of three ways: they terminate the relationship, throw additional resources at the relationship, or minimize the amount of time, energy, and money spent on it. Each approach produces significant problems. An alliance can be saved, however. Learn more about a "relationship relaunch," the process by which you examine how communication and collaboration

between parties can be improved, allowing the relationship to deliver its true value.Subjects: Alliances; Communication; Communication in organizations; Communication strategy; Interpersonal relations; PartnershipsLength: 2pList Price: $4.50Year New: 2004

U0408ATitle: Can You Create More Value?Author(s): Gary, LorenPublication Date: 08/01/2004Product Type: Harvard Management Update ArticleAbstract: What is your company doing to get ahead? Few managers appreciate the value of activities in units outside their own. A multiple-perspective model helps you see how other activities contribute to the success of your own unit and the company as a whole. Read about the competing values model, which can help give you a richer sense of the possibilities for creating value on both an organizational and personal level.Subjects: Competitive advantage; Management performance; Management styles; Managerial behavior; ValuesLength: 3pList Price: $4.50Year New: 2004

F0807FTitle: Can You Hear Me Now?Author(s): Pick, KatharinaPublication Date: 07/01/2008Product Type: Harvard Business Review ArticleAbstract: Because board meetings involve two groups--directors and managers--and because directors play a difficult dual role as both cops and advisers, boardroom communication can suffer. Executive sessions and active in-meeting leadership will help.Subjects: NO SUBJECTS(KEYWORDS)Length: 4pYear New: 2007

SMR296Title: Can You Measure Leadership?Author(s): Gandossy, Robert; Guarnieri, RobinPublication Date: 10/01/2008Product Type: Case (Field)Abstract: An abstract is not available for this product.Subjects: NO SUBJECTS(KEYWORDS)Length: 7p



79601Title: Can You Survive Your Retirement?Author(s): Bradford LPPublication Date: 11/01/1979Product Type: Harvard Business Review ArticleAbstract: A retired CEO of an organization describes the difficulties encountered while adjusting to retirement. Several losses are encountered: acceptance and socialization; goals, achievement and affirmation; power and influences; support systems; routines and time. Pre-retirement planning eases the often painful transition into retirement.Subjects: Careers & career planning; Employee training; HealthLength: 7p

484081Title: Can You Survive an Entrepreneur?Author(s): Kets de Vries, Manfred F.R.Publication Date: 03/08/1984Revision Date: 06/17/1986Product Type: NoteAbstract: Explores the kind of characteristics and elements of style to which one must be attuned when working for an entrepreneur. A number of themes which act as motivators to entrepreneurs are explored. These include the need for control, suspicious thinking, and the need for applause. In addition, the specific psychological defenses utilized by entrepreneurs are discussed.Subjects: Entrepreneurship; Human behavior; Management styles; Managerial behaviorLength: 10p

U9609CTitle: Can a Shy Person Learn to Network?Author(s): Billington, JimPublication Date: 09/01/1996Product Type: Harvard Management Update ArticleAbstract: This case study considers a senior vice president in a financial institution who fears that his job may fall victim to changing business trends. Although he realizes that networking could help, he resists it. One expert says that a study shows that 88% of us identify ourselves as shy. So, how does one push through it? The experts advise paying attention to the three overlapping networks of contacts--the task network on the job, the career network in professional organizations, and the social network of friends and acquaintances. And remember, the true form of networking is not about getting a job, but about making--and maintaining--

good human relationships that are held together by mutual interests.Subjects: Interpersonal relations; Personal strategy & styleLength: 2pList Price: $4.50

C9912ATitle: Can the Lion Lie Down with the Lion?: Learning the Art of DialogueAuthor(s): Ehrenfeld, TomPublication Date: 12/01/1999Product Type: Harvard Management Communication Letter ArticleAbstract: What can you do when discussions become so adversarial that real communication becomes impossible? Try Dialogue. Dialogue is a structured form of communication that allows people to understand how they form assumptions and make decisions. It's a way of getting to the root of conflict without assigning blame. The key is learning to distinguish between one's self and one's views. Major companies are now using Dialogue in knowledge management programs and to deal with reorganization issues. Dialogue is also useful in large groups with diverse points of view. This article includes an annotated list of recent books on Dialogue.Subjects: Communication; Communication in organizations; Interpersonal relationsLength: 3pList Price: $4.50

KEL247Title: Cancer Health Alliance of Metropolitan Chicago: Working Together to Achieve Mutual GoalsAuthor(s): Haider, DonPublication Date: 01/01/2006Product Type: Case (Field)Abstract: Describes how four independent, community-based nonmedical centers that offered professional services and programs to cancer patients on a voluntary non-fee basis in the 1990s came together to form the Cancer Health Alliance in 2003-2004 as a separate nonprofit to help achieve more of their mission and be more sustainable.Geographic Setting: Chicago, IL; Illinois; United StatesIndustry Setting: Health care industry; NonprofitSubjects: NO SUBJECTS(KEYWORDS)Length: 8pSupplementary Materials: Teaching Note, (KEL248), 3p, by Don HaiderYear New: 2006

C0111CTitle: Candor for Corporations

Author(s): Herrin, AngeliaPublication Date: 11/01/2001Product Type: Harvard Management Communication Letter ArticleAbstract: Stephen Dunn was a rising young star at Nabisco when he quit to write poetry. Now, this corporate dropout is a Pulitzer Prize winning poet. In a question and answer session with HMCL, Dunn offers some tough-minded reflections on writing and business. The article also includes one of Dunn's poems, "The Last Hours."Subjects: Decision making; Interviews; Management communicationLength: 2pList Price: $4.50

3302AUTitle: The Capacity to Lead: What Makes a Durable Leader, A Conversation with Warren Bennis and Robert Thomas, A Harvard Business School Publishing Audioconference, Audiotape, Single UserAuthor(s): Bennis, Warren G.; Thomas, Robert J.Publication Date: 03/12/2003Product Type: Conference AudioAbstract: In this Harvard Business School Publishing audioconference featuring Warren Bennis and Robert Thomas, co-authors of the best seller Geeks & Geezers: How Era, Values, and Defining Moments Shape Leaders, Bennis and Thomas led an interactive discussion that explored the necessary steps organizations must take to identify, develop, and deploy successful leaders. They discussed the importance of developing adaptive capacity in leaders in addition to traditional leadership skills. Specific topics include: Defining the right competencies for the leaders of today--and tomorrow; understanding how to teach, guide, and then "fix" the lessons that grow leadership; predicting who is most likely to become a leader and retaining top leadership talent; dissecting the different perspectives and expectations of those who are 25 years old in 2003 versus those who were 25 years old in 1953--and aligning career paths accordingly; creating "crucibles" through alternative management structures and development opportunities; and developing informal leadership experiences and networks that can enhance adaptive capacity.Subjects: Leadership; Organizational change; Organizational management; Strategy implementationLength: 90 minList Price: $129.00

3302CFTitle: The Capacity to Lead: What Makes a Durable Leader, A



Conversation with Warren Bennis and Robert Thomas, A Harvard Business School Publishing Audioconference, Registration FeePublication Date: 03/12/2003Product Type: Previous ConferenceAbstract: A Harvard Business School Publishing Audioconference, Wednesday, March 12, 2003, 12: 30 p.m. to 2: 00 p.m. EST, $295 per site. Featuring Warren Bennis, professor at the Marshall School of Business at USC and world-renowned authority on leadership, and Robert Thomas, a specialist in leadership and transformational change at the Accenture Institute for Strategic Change. Bennis and Thomas are co-authors of Geeks & Geezers: How Era, Values, and Defining Moments Shape Leaders. In this audioconference, Bennis and Thomas will explore the necessary steps organizations must take to identify, develop, and deploy successful leaders. They will discuss the importance of developing adaptive capacity in leaders in addition to traditional leadership skills. There will be opportunities to ask questions of and interact with Bennis and Thomas during the program. Registration: Please visit www.krm.com/adaptiveSubjects: Leadership; Organizational change; Organizational management; Strategy implementationLength: 90 minList Price: $295.00

3302SLTitle: The Capacity to Lead: What Makes a Durable Leader, A Conversation with Warren Bennis and Robert Thomas, A Harvard Business School Publishing Virtual Seminar CD, MultiuserAuthor(s): Bennis, Warren G.; Thomas, Robert J.Publication Date: 08/05/2003Product Type: Conference AudioAbstract: In this Harvard Business School Publishing virtual seminar CD featuring Warren Bennis and Robert Thomas, co-authors of the best seller Geeks & Geezers: How Era, Values, and Defining Moments Shape Leaders, Bennis and Thomas lead an interactive discussion that explores the necessary steps organizations must take to identify, develop, and deploy successful leaders. They discuss the importance of developing adaptive capacity in leaders in addition to traditional leadership skills. Specific topics include: Defining the right competencies for the leaders of today--and tomorrow; understanding how to teach, guide, and then "fix" the lessons that grow leadership; predicting who is most likely to become a leader

and retaining top leadership talent; dissecting the different perspectives and expectations of those who are 25 years old in 2003 versus those who were 25 years old in 1953--and aligning career paths accordingly; creating "crucibles" through alternative management structures and development opportunities; and developing informal leadership experiences and networks that can enhance adaptive capacity. For information regarding multiuser site licenses, call 1-800-795-5200. Outside the United States and Canada, call 617-783-7888.Subjects: Leadership; Organizational change; Organizational management; Strategy implementationLength: 90 minList Price: $349.00Year New: 2004

3302CDTitle: The Capacity to Lead: What Makes a Durable Leader, A Conversation with Warren Bennis and Robert Thomas, A Harvard Business School Publishing Virtual Seminar CD, Single UserAuthor(s): Bennis, Warren G.; Thomas, Robert J.Publication Date: 03/12/2003Product Type: Conference AudioAbstract: In this Harvard Business School Publishing virtual seminar CD featuring Warren Bennis and Robert Thomas, co-authors of the best seller Geeks & Geezers: How Era, Values, and Defining Moments Shape Leaders, Bennis and Thomas lead an interactive discussion that explores the necessary steps organizations must take to identify, develop, and deploy successful leaders. They discuss the importance of developing adaptive capacity in leaders in addition to traditional leadership skills. Specific topics include: Defining the right competencies for the leaders of today--and tomorrow; understanding how to teach, guide, and then "fix" the lessons that grow leadership; predicting who is most likely to become a leader and retaining top leadership talent; dissecting the different perspectives and expectations of those who are 25 years old in 2003 versus those who were 25 years old in 1953--and aligning career paths accordingly; creating "crucibles" through alternative management structures and development opportunities; and developing informal leadership experiences and networks that can enhance adaptive capacity. Volume discounts and site license pricing are also available. For information, call 1-800-795-5200. Outside the United States and Canada, call 617-783-7888.

Subjects: Leadership; Organizational change; Organizational management; Strategy implementationLength: 90 minList Price: $129.00NEW

903126Title: The Captain Crisis in the United States ArmyAuthor(s): Beaulieu, Nancy Dean; Warder, JamiePublication Date: 04/11/2003Product Type: Case (Library)Abstract: From 1989 to 1999, the Army watched as captain attrition rose from a planned and acceptable 6.7% to a staggering 10.6%. At the beginning of a new century, the Army leadership is concerned that current and projected staffing levels for junior officers are insufficient to accomplish the Army's mission. This case describes the career path for a U.S. Army officer, the human capital management systems that comprise the Officer Personnel Management System, the circumstances surrounding and contributing to junior officer attrition, and the steps the Army has taken to stem the outward flow of officers.Industry Setting: MilitaryNumber of Employees: 500,000Subjects: Compensation; Employee retention; MotivationLength: 19pYear New: 2005

2159BCTitle: The Care and Feeding of the Alpha Male: Achieving High-Level Health and WellnessAuthor(s): Ludeman, Kate; Erlandson, EddiePublication Date: 10/10/2006Product Type: HBS Press ChapterAbstract: The excesses of all four alpha male types wreak havoc not only on co-workers but on the alphas' own brains and vital organs. This chapter describes processes for managing the risk of alpha breakdown or defective leadership, from detecting the symptoms of living in the hot-reacting, hyper-adrenaline fast lane, to building a repertoire of anti-stress tools. May be used with: (2152BC) Alpha Male Syndrome: The Good, The Bad, the Ugly; (2153BC) The Variety of Alpha Males: The Roles They Play and the Masks They Wear; (2154BC) The Alpha Commander: The Top Dog Who Can Be a Pit Bull; (2155BC) The Alpha Visionary: The Dreamer Whose Dreams Can Be Impossible; (2156BC) The Alpha Strategist: The Analytical Genius Who Can Be a Stubborn Know-It-All; (2157BC) The Alpha Executor: The Driver Who Can Drive You Up the Wall;



(2158BC) The Alpha Male Team: The Club Where Everyone Wants to Be in Charge; (2162BC) Coaching for Alphas: Making Real Changes, Making Changes Real.Subjects: NO SUBJECTS(KEYWORDS)Length: 30pList Price: $6.95Year New: 2006

403054Title: The Career Choice-Making Case AssignmentAuthor(s): Higgins, Monica; Thomas, David A.; Zuboff, ShoshanaPublication Date: 08/26/2002Product Type: ExerciseAbstract: Sets the stage for self-assessment as an integral component in the process of career development.Subjects: Careers & career planning; Self evaluationLength: 2pYear New: 2004

490075Title: Career Choice-Making Case AssignmentAuthor(s): Zuboff, ShoshanaPublication Date: 02/13/1990Product Type: NoteAbstract: Details an assignment which asks students to write a short case that focuses on an experience of choice-making in their career to date. The purpose is to objectively describe the individual student's choice-making process.Subjects: Careers & career planningLength: 2p

U9705CTitle: Career Models for the 21st CenturyAuthor(s): Biolos, JimPublication Date: 05/01/1997Product Type: Harvard Management Update ArticleAbstract: Five models are presented for professional success in the new economy that are appropriate to the new definition of a career--the pursuit of meaning in one's role at work. They are: 1) the experts whose primary career decision is to master a particular area or skill; 2) the traditionalist who thrives on being part of an organization and exerting influence within it; 3) the portfolio manager whose life voyages include a variety of work experiences, skills, and accomplishments; 4) the planful entrepreneur with an eye always toward applying skills developed in a large organization to start their own business; and 5) the spontaneous entrepreneur, who is passionate enough about an idea to sacrifice the comforts

that other models afford.Subjects: Careers & career planning; EntrepreneurshipLength: 3pList Price: $4.50

405058Title: Career Orientation InstrumentAuthor(s): Higgins, Monica; Dobrow, ShoshanaPublication Date: 10/27/2004Product Type: ExerciseAbstract: This self-assessment exercise helps students explore how they engage with and make meaning of their careers. Specifically, it allows them to examine their relationship to their anticipated general career area--business. Includes a 35-item survey, scoring instructions, a self-scoring sheet, a feedback sheet, and a note on interpreting one's career orientation. May be used with: (404803) Kim Malone, Video.Subjects: Careers & career planning; Organizational behavior; Self evaluationLength: 8pYear New: 2004

CMR003Title: Career Problems of Young ManagersAuthor(s): Webber, Ross A.Publication Date: 07/01/1976Product Type: CMR ArticlePublisher: California Management ReviewAbstract: Young staff and line professionals and managers confront several common problems in their first few years at work. Based on numerous interviews and discussions, five of the most frequent problem categories are considered: early frustration and dissatisfaction as a result of unrealistic and conflicting expectations; insensitivity and passivity to an organization's political environment and the subjective criteria by which one is really evaluated; loyalty dilemmas as to whether superiors conceive loyalty as obedience, effort, success, protection, or honesty; personal anxiety about one's integrity and commitment to the organization and its activities; and ethical dilemmas as to what are the relevant criteria for judging one's actions--economics, law, religion, common practice, or impact on people.Subjects: Careers & career planning; Human resources management; Management of professionalsLength: 15p

9-409-050Title: The Carlyle GroupAuthor(s): Eccles, Robert G.; Knoop, Carin-IsabelPublication Date: 01/30/2009

Product Type: Case (Field)Abstract: This case describes the investment philosophy, organizational structure, management processes and culture of the largest private equity firm in the world measured in terms of assets under management ($89 billion). The Carlyle Group is distinctive in several ways, including its origins in Washington, D.C. and its early commitment to organizing the firm and its investment decision-making process along industry lines. The latter enables the firm to build deep knowledge and capabilities in particular sectors which makes it possible for it to identify investment opportunities that will not be apparent to others, such as in industries where the fundamentals do not look promising. Carlyle is also very geographically diverse with 33 offices around the world, giving it a higher overhead structure than some of its peers. Through the "One Carlyle" approach which emphasizes collaboration, information sharing and knowledge transfer across sectors and geographical locations, the firm seeks to leverage the vast array of capabilities it has built over time. It is attempting to improve on this through the use of information technology. The case describes the firm's foray into financial services, an industry largely neglected by PE firms due to the inability to use leverage to improve returns, and professional services, another largely-neglected sector because the primary asset is human capital. The case also describes how the firm had to learn to develop a different approach to PE investing in Asia. Looking forward, the firm faces huge challenges in delivering attractive returns to its investors given its size and the size of the PE industry as a whole. These challenges are compounded by the financial crisis happening at the time of the case and the prospects of a potentially severe economic recession, raising questions about the future prospects of the PE industry and its role in the capital markets.Number of Employees: 1,000Gross Revenues: unreported; $89 billion under mgmtEvent Year Start: 2008Event Year End: 2008Subjects: NO SUBJECTS(KEYWORDS)Length: 39p

U0410ETitle: The Case for Collaborative LeadershipAuthor(s): Wilson, H. JamesPublication Date: 10/01/2004Product Type: Harvard Management Update Article



Abstract: At a time when organizations are struggling to find the right balance between the classic top-down hierarchy and the modern ideal of a leaner, flatter, and more participatory culture, leaders face a critical question: Is it possible to loosen my grip on power, while actually enhancing my ability to get things done through others? The answer is "yes," provided you understand your organization's needs as well as the strategic challenges at hand. Read about three business leaders--the first two facing a crisis, the third a less dire challenge--who used a "democratic style" of leadership to deliver extraordinary execution and bottom-line results.Geographic Setting: Japan; Texas; United StatesIndustry Setting: Food manufacturing industry; Petroleum industry; Security industrySubjects: Communication strategy; Leadership; Management philosophy; Organizational learningLength: 2pList Price: $4.50Year New: 2004

387002Title: Case of the Frustrated Feminist (A)Author(s): Christensen, C. Roland; Gullette MMPublication Date: 12/02/1986Product Type: Case (Field)Abstract: Focuses on a crucial moment in the life of an individual woman with a modest amount of power and influence when she feels she has an opportunity to help other women and is stymied--and personally wounded--by the united institutional reaction to her endeavor. The fact that the institution's reaction is expressed by another woman whom she has known and liked and respected is another complicating factor of the case. In trying to bring about change in such circumstances, how does a woman handle her feelings, particularly when there is some tension between her career ambitions and her idealistic goals?Industry Setting: Higher educationSubjects: Higher education; WomenLength: 4pSupplementary Materials: Supplement (Field), (387003), 2p, by C. Roland Christensen, ; Supplement (Field), (387004), 2p, by C. Roland Christensen,

387003Title: Case of the Frustrated Feminist (B1)Author(s): Christensen, C. Roland; Gullette MM

Publication Date: 12/02/1986Product Type: Supplement (Field)Abstract: There are two (B) cases with hypothetical outcomes to a very "real" case with an unknown outcome. In this case, despite Penny Steers' efforts, the report remains suppressed. The discussion leader might choose to use the (B) case that runs counter to the expectation of the group. Should be used with Case of the Frustrated Feminist (A). Must be used with: (387002) Case of the Frustrated Feminist (A).Industry Setting: Higher educationSubjects: Higher education; WomenLength: 2p

387004Title: Case of the Frustrated Feminist (B2)Author(s): Christensen, C. Roland; Gullette MMPublication Date: 12/02/1986Product Type: Supplement (Field)Abstract: There are two (B) cases with hypothetical outcomes to a very "real" case with an unknown outcome. In this case, Penny Steers' report is incorporated into a larger, general report on the status of women at the university. The discussion leader might choose to use the (B) case that runs counter to the expectation of the group. Should be used with Case of the Frustrated Feminist (A). Must be used with: (387002) Case of the Frustrated Feminist (A).Industry Setting: Higher educationSubjects: Higher education; WomenLength: 2p

KEL071Title: The Case of the Missing TimeAuthor(s): McNichols, Thomas J.Publication Date: 01/01/1973Product Type: Case (Pub Mat)Abstract: Illustrates the challenges most managers face in prioritizing their time in the workplace environment. Looks at "a day in the life" of a printing plant manager who, with well-intentioned goals for the day, is frustrated by numerous interruptions.Geographic Setting: United StatesIndustry Setting: Printing industryEvent Year Start: 1959Event Year End: 1959Subjects: NO SUBJECTS(KEYWORDS)Length: 5pYear New: 2005

99405ZTitle: The Case of the Religious Network Group (Commentary for HBR Case Study)Author(s): Friedman, Raymond A.;

Scully, Maureen A.; Poole, Gregory, Jr.; Gates, Jacquelyn; Mills, Kim I.; Nash, Laura L.Publication Date: 07/01/1999Product Type: Harvard Business Review ArticleAbstract: GenCorp, a Connecticut-based paper-goods manufacturer, has long supported employee-organized network groups. Its social support group for African-Americans, in fact, has been a particular success, having provided black employees with opportunities to further enhance their careers and helped the company retain top talent, meet its EEO goals, and gain favorable publicity. So when Alice Lawrence, a top accountant at GenCorp, called general manager Bill Thompson about the Christian network group being organized in one of the company's southern plants, Bill hardly flinched. After all, the Christian group was being organized by Russell Kramer, one of the company's most effective plant managers. What could be the problem there? But a couple of years ago, Alice noted, Russell had sent around a companywide letter that talked about the sinful nature of homosexuality. And that letter has made her and other gay and lesbian employees terribly uneasy. To complicate matters, the issue of "Christian rights" in the workplace was being widely discussed on radio talk shows, and several books on the topic had recently been published. An employee had even called the new region's head of human resources to get clarification on the topic. Up until now, GenCorp hadn't placed a lot of restrictions on network groups. But the emergence of a religious group was raising new questions for GenCorp's managers: Should the company accept religious groups or try to stop them? What policy, if any, should GenCorp adopt toward these network groups? May be used with: (99405X) The Case of the Religious Network Group (HBR Case Study).Subjects: NO SUBJECTS(KEYWORDS)Length: 6pYear New: 2005

99405Title: The Case of the Religious Network Group (HBR Case Study and Commentary)Author(s): Friedman, Raymond A.; Scully, Maureen A.; Poole, Gregory, Jr.; Gates, Jacquelyn; Mills, Kim I.; Nash, Laura L.Publication Date: 07/01/1999Product Type: Harvard Business Review ArticleAbstract: GenCorp, a Connecticut-based paper-goods manufacturer, has



long supported employee-organized network groups. Its social support group for African-Americans, in fact, has been a particular success, having provided black employees with opportunities to further enhance their careers and helped the company retain top talent, meet its EEO goals, and gain favorable publicity. So when Alice Lawrence, a top accountant at GenCorp, called general manager Bill Thompson about the Christian network group being organized in one of the company's southern plants, Bill hardly flinched. After all, the Christian group was being organized by Russell Kramer, one of the company's most effective plant managers. What could be the problem there? But a couple of years ago, Alice noted, Russell had sent around a companywide letter that talked about the sinful nature of homosexuality. And that letter has made her and other gay and lesbian employees terribly uneasy. To complicate matters, the issue of "Christian rights" in the workplace was being widely discussed on radio talk shows, and several books on the topic had recently been published. An employee had even called the new region's head of human resources to get clarification on the topic. Up until now, GenCorp hadn't placed a lot of restrictions on network groups. But the emergence of a religious group was raising new questions for GenCorp's managers: Should the company accept religious groups or try to stop them? What policy, if any, should GenCorp adopt toward these network groups?Subjects: Diversity; Employee attitude; Employee morale; HBR Case Discussions; Human resources management; Organizational behavior; Personnel policiesLength: 9p

99405XTitle: The Case of the Religious Network Group (HBR Case Study)Author(s): Friedman, Raymond A.Publication Date: 07/01/1999Product Type: Harvard Business Review ArticleAbstract: GenCorp, a Connecticut-based paper-goods manufacturer, has long supported employee-organized network groups. Its social support group for African-Americans, in fact, has been a particular success, having provided black employees with opportunities to further enhance their careers and helped the company retain top talent, meet its EEO goals, and gain favorable publicity. So when Alice Lawrence, a top accountant at GenCorp, called general manager Bill Thompson about the Christian network group being organized

in one of the company's southern plants, Bill hardly flinched. After all, the Christian group was being organized by Russell Kramer, one of the company's most effective plant managers. What could be the problem there? But a couple of years ago, Alice noted, Russell had sent around a companywide letter that talked about the sinful nature of homosexuality. And that letter has made her and other gay and lesbian employees terribly uneasy. To complicate matters, the issue of "Christian rights" in the workplace was being widely discussed on radio talk shows, and several books on the topic had recently been published. An employee had even called the new region's head of human resources to get clarification on the topic. Up until now, GenCorp hadn't placed a lot of restrictions on network groups. But the emergence of a religious group was raising new questions for GenCorp's managers: Should the company accept religious groups or try to stop them? What policy, if any, should GenCorp adopt toward these network groups? May be used with: (99405Z) The Case of the Religious Network Group (Commentary for HBR Case Study).Subjects: NO SUBJECTS(KEYWORDS)Length: 4pYear New: 2005

92608Title: The Case of the Temperamental TalentAuthor(s): Rothstein, Lawrence R.Publication Date: 11/01/1992Product Type: Harvard Business Review ArticleAbstract: Tidewater Corp. CEO Bob Salinger faces a dilemma: his most valuable employee, boat designer Ken Vaughn, is also his most destructive. Because of his great talent, Vaughn is critical to the company's future growth and profitability. But his antagonism toward Tidewater's recent reorganization is causing disruptions all over the company, and Vaughn has become increasingly violent. If Salinger fires Vaughn, he risks losing him to a competitor, who would than be in position to grab Tidewater's market share. But if he keeps Vaughn, the company's necessary reorganization may be seriously damaged. Salinger is waffling in the decision and has made a tough situation even worse.Subjects: Conflict; Employee attitude; HBR Case Discussions; Interpersonal behavior; Interpersonal relations; Organizational behavior; Reorganization; Terminations

Length: 6p

403117Title: The Cat Is Out of the Bag: KANA and the Layoff Gone Awry (A)Author(s): Perlow, Leslie A.; Ager, David L.Publication Date: 01/27/2003Revision Date: 04/29/2004Product Type: Case (Field)Abstract: Vicki Amon-Higa, vice president of KANA, a publicly traded, midsize development company, was working with Bryan Kettle, KANA's CFO, to plan a layoff in which KANA would reduce the size of its workforce by nearly 40%. Despite the best of intentions, news of the layoff leaked before the planned announcement. The situation quickly deteriorated as a series of irate managers called Amon-Higa, demanding to know why they weren't aware of the layoff and asking her how to handle the situation. She must quickly assess the situation, figure out what went wrong, and decide how to manage each of the company's stakeholders, including Chuck Bay, KANA's CEO.Geographic Setting: United StatesIndustry Setting: Software industryCompany Size: mid-sizeNumber of Employees: 400Subjects: Human resources management; Layoffs; Management of crises; Power & influence; SoftwareLength: 18pSupplementary Materials: Supplement (Field), (403118), 2p, by Leslie A. Perlow, David L. Ager; Supplement (Field), (403119), 3p, by Leslie A. Perlow, David L. Ager; Teaching Note, (404060), 14p, by Leslie A. Perlow, David L. AgerNEW

403118Title: The Cat Is Out of the Bag: KANA and the Layoff Gone Awry (B)Author(s): Perlow, Leslie A.; Ager, David L.Publication Date: 01/27/2003Revision Date: 10/09/2003Product Type: Supplement (Field)Abstract: Supplements the (A) case. Must be used with: (403117) The Cat Is Out of the Bag: KANA and the Layoff Gone Awry (A).Subjects: Human resources management; Layoffs; Management of crises; Power & influence; SoftwareLength: 2pSupplementary Materials: Teaching Note, (404060), 14p, by Leslie A. Perlow, David L. AgerNEW

403119Title: The Cat Is Out of the Bag: KANA



and the Layoff Gone Awry (C)Author(s): Perlow, Leslie A.; Ager, David L.Publication Date: 01/27/2003Revision Date: 10/09/2003Product Type: Supplement (Field)Abstract: Supplements the (A) case. Must be used with: (403117) The Cat Is Out of the Bag: KANA and the Layoff Gone Awry (A).Subjects: Human resources management; Layoffs; Management of crises; Power & influence; SoftwareLength: 3pSupplementary Materials: Teaching Note, (404060), 14p, by Leslie A. Perlow, David L. AgerNEW

B0601CTitle: Catalyst for Global Growth: The Strategy Management Office at SeronoAuthor(s): Field, AnnePublication Date: 01/15/2006Product Type: Balanced Scorecard Report ArticleAbstract: A study in evolution: That's been the story of Serono International's office of strategic management. Initially chartered with a limited mandate, it assumed a dramatically expanded role after a new CEO took over. In the past 10 years, the office has played an integral part in the transformation of the Geneva-based biotechnology and pharmaceutical company from a relatively small, family-run, mainly national player to a $2.5 billion global giant with eight manufacturing plants and 4,900 employees in 45 countries--the largest biotechnology company in Europe and third-largest worldwide.Geographic Setting: GenevaIndustry Setting: Biotechnology & pharmaceutical industriesSubjects: NO SUBJECTS(KEYWORDS)Length: 3pList Price: $9.50Year New: 2006

DMI013Title: Caterpillar: Working to Establish "One Voice"Author(s): Platt, Marjorie B.; Hertenstein, Julie H.Publication Date: 06/28/2004Product Type: Case (Pub Mat)Publisher: Design Management InstituteAbstract: Discusses moving beyond corporate identity and branding as graphic design to the principle of Voice, defined as an organization's profile that emerges from its values and history. Outlines the design of Caterpillar's Voice as a way of building relationships as well as recognition, about taking advantage

of Voice as a guidepost for strategic thinking as well as a guideline for both internal and external communications.Geographic Setting: Peoria, ILIndustry Setting: Engine industry; EquipmentGross Revenues: $22.76 billion revenuesEvent Year End: 2003Subjects: Brand management; Communication strategy; Design managementLength: 29pSupplementary Materials: Teaching Note, (DMI014), 3p, by Thomas WaltonYear New: 2004

907027Title: Cathy Benko: WINning at Deloitte (B)Author(s): Kolb, Deborah M.; Hammer, Cailin B.; McGinn, Kathleen L.Publication Date: 09/28/2006Revision Date: 11/06/2006Product Type: Supplement (Field)Abstract: Cathy Benko pulls together a group of Deloitte and Touche's top partners for a weekend discussion of the Initiative for the Retention and Advancement of Women (WIN). Benko, stimulated by the strong reaction by the attending partners, agrees to take on the leadership role. But only after negotiating the details of the role with CEO Quigley. Must be used with: (907026) Cathy Benko: Winning at Deloitte (A).Subjects: NO SUBJECTS(KEYWORDS)Length: 5pYear New: 2006

907026Title: Cathy Benko: Winning at Deloitte (A)Author(s): Kolb, Deborah M.; Hammer, Cailin B.; McGinn, Kathleen L.Publication Date: 09/28/2006Revision Date: 11/06/2006Product Type: Case (Field)Abstract: Jim Quigley, CEO of Deloitte and Touche's consulting practice, asks senior partner Cathy Benko to lead Deloitte & Touche's much publicized Initiative for the Retention and Advancement of Women (WIN). Benko, already the Lead Client Service Partner on one of Deloitte's largest west coast engagements and the firm's High Technology Sector Leader, rejects the offer. This sets off a series of moves by players across the firm. The case follows Benko's early career, detailing the reasons why Quigley believes she is the right person to lead the initiative. Both Quigley and Benko make decisions and take steps that shape Benko's role as a leader in the firm.

Geographic Setting: United StatesIndustry Setting: Consulting firmsNumber of Employees: 30,000Gross Revenues: $7 billion revenuesEvent Year Start: 2004Event Year End: 2005Subjects: NO SUBJECTS(KEYWORDS)Length: 10pSupplementary Materials: Supplement (Field), (907027), 5p, by Deborah M. Kolb, Cailin B. Hammer, Kathleen L. McGinnYear New: 2006

BH228Title: Causes and Consequences of Managerial Failure in Rapidly Changing OrganizationsAuthor(s): Longenecker, Clinton O.; Neubert, Mitchell J.; Fink, Laurence S.Publication Date: 03/15/2007Product Type: Business Horizons ArticlePublisher: Business Horizons/Indiana UniversityAbstract: To survive in today's ultra-competitive business environment, organizations must better understand the factors that cause managers to fail to achieve desired results. To that end, focus group data was collected from 1,040 managers from over 100 different U.S. manufacturing and service organizations experiencing large scale organizational change in order to help identify the primary causes of managerial failure. Discusses the 15 primary causes of managerial failure identified in the study, along with their perceived consequences to managerial and organizational performance. Ultimately, it is hoped that this will provide a guide for improving the effectiveness of both individual managers and the organizations they serve.Subjects: NO SUBJECTS(KEYWORDS)Length: 11pYear New: 2007

SKE015Title: The Challenges for the Minuto de Dios (A)Author(s): Trujillo, Diana M.; Gutierrez, Roberto; Ruiz, Jaime A.Publication Date: 09/05/2003Product Type: Case (Field)Abstract: Minuto de Dios (MD) is a social service organization that uses alliances for the majority of its projects. Illustrates the creation, development, and full growth of a social enterprise like MD, the leadership of its founder, Eudist Father Rafael Garcia Herreros, and the several types of cross-sector collaborations developed by the



organization over time. In its first 40 years, MD built more than 15,000 housing solutions in 17 Colombian cities and more than 40,000 houses in disaster relief projects.Geographic Setting: ColombiaIndustry Setting: Housing industryGross Revenues: $1.7 million revenuesEvent Year Start: 1958Subjects: Alliances; Leadership; Nonprofit organizations; Philanthropy; Social enterprise; Social services; South AmericaLength: 15pSupplementary Materials: Supplement (Field), (SKE027), 2p, by Diana M. Trujillo, Roberto Gutierrez, Jaime A. Ruiz; Teaching Note, (SKE042), 11p, by Diana M. Trujillo, Roberto GutierrezYear New: 2004

SKS013Title: The Challenges for the Minuto de Dios (A), Spanish VersionAuthor(s): Trujillo, Diana M.; Gutierrez, Roberto; Ruiz, Jaime A.Publication Date: 09/05/2003Product Type: Case (Field)Abstract: Minuto de Dios (MD) is a social service organization that uses alliances for the majority of its projects. Illustrates the creation, development, and full growth of a social enterprise like MD, the leadership of its founder, Eudist Father Rafael Garcia Herreros, and the several types of cross-sector collaborations developed by the organization over time. In its first 40 years, MD built more than 15,000 housing solutions in 17 Colombian cities and more than 40,000 houses in disaster relief projects.Geographic Setting: ColombiaIndustry Setting: Housing industryGross Revenues: $1.7 million revenuesEvent Year Start: 1958Subjects: Alliances; Leadership; Nonprofit organizations; Philanthropy; Social enterprise; Social services; South AmericaLength: 15pSupplementary Materials: Teaching Note, (SKS036), 11p, by Diana M. Trujillo, Roberto Gutierrez; Supplement (Field), (SKS023), 2p, by Diana M. Trujillo, Roberto Gutierrez, Jaime A. Ruiz

SKE027Title: The Challenges for the Minuto de Dios (B)Author(s): Trujillo, Diana M.; Gutierrez, Roberto; Ruiz, Jaime A.Publication Date: 09/28/2003Product Type: Supplement (Field)Abstract: Supplements the (A) case. Must be used with: (SKE015) The Challenges for the Minuto de Dios (A).Geographic Setting: South America

Subjects: Alliances; Leadership; Nonprofit organizations; Philanthropy; Social enterprise; Social services; South AmericaLength: 2pSupplementary Materials: Teaching Note, (SKE042), 11p, by Diana M. Trujillo, Roberto GutierrezYear New: 2004

SKS023Title: The Challenges for the Minuto de Dios (B), Spanish VersionAuthor(s): Trujillo, Diana M.; Gutierrez, Roberto; Ruiz, Jaime A.Publication Date: 09/05/2003Product Type: Supplement (Field)Abstract: Supplements the (A) case. Must be used with: (SKS013) The Challenges for the Minuto de Dios (A), Spanish Version.Geographic Setting: South AmericaSubjects: Alliances; Leadership; Nonprofit organizations; Philanthropy; Social enterprise; Social services; South AmericaLength: 2pSupplementary Materials: Teaching Note, (SKS036), 11p, by Diana M. Trujillo, Roberto Gutierrez

B0407BTitle: The Challenges of Strategic Alignment: Crown Castle's CEO Shares His PerspectivesAuthor(s): Koch, JanicePublication Date: 07/15/2004Product Type: Balanced Scorecard Report ArticleAbstract: Skillfully avoiding the decimation that struck the telecom market, quiet giant Crown Castle International--a leading global provider of leased towers, antenna space, and broadcast transmission services--recast its strategy in 2001 from acquisitions to operational excellence. Supported by the adoption of the Balanced Scorecard, the new strategy has carried the company through bumps in the recent economic downturn successfully enough to earn it a place in the BSC Hall of Fame. BSR spoke with CEO John Kelly, who led the company to its present success, about the challenges of becoming a strategy-focused organization.Industry Setting: Telecommunications industrySubjects: Balanced scorecard; Organizational development; Strategy implementationLength: 3pList Price: $9.50Year New: 2004

B0707DTitle: The Challenges of Target SettingAuthor(s): Koch, Janice

Publication Date: 07/15/2007Product Type: Balanced Scorecard Report ArticleAbstract: Setting appropriate targets--ones that motivate the right behavior without creating unintended consequences--is a delicate task. And ensuring that targets are fair across different units and functional areas is equally tricky. In the first of this occasional series on the challenges of target setting, we look at how two organizations in volatile industry environments set stretch targets.Subjects: NO SUBJECTS(KEYWORDS)Length: 3pList Price: $9.50Year New: 2007

499019Title: Champion InternationalAuthor(s): Beer, Michael; Weber, James B.Publication Date: 07/13/1998Revision Date: 03/28/2000Product Type: Case (Field)Abstract: Richard Olson, a long-tenured employee, was named CEO of Champion in 1996. Champion had been conducting an organizational transformation since the early 1980s that could be considered successful on most operational and social measures. However, due to industry dynamics, success on the financial side has been harder to achieve. The change effort has focused on the creation of a high-performance organization through the use of self-managing teams at all levels of the organization.Geographic Setting: United StatesIndustry Setting: Paper industry; Forest products industryNumber of Employees: 24,000Gross Revenues: $6 billion revenuesSubjects: Forest products; Management of change; Manufacturing; Organizational change; Organizational design; Paper industry; TeamsLength: 26p

B0205ATitle: Change Agents: Silent Heroes of the Balanced Scorecard MovementAuthor(s): Norton, David P.Publication Date: 05/15/2002Product Type: Balanced Scorecard Report ArticleAbstract: Has your organization ever thought of having a vice president of change? In a recent review of the Balanced Scorecard Hall of Fame organizations, it appears that behind every successful CEO was a change agent. Here, we look at the evolving roles of these behind-the-scenes heroes--missionary, consultant, point



person, chief of staff--as they successfully shepherded their scorecard initiatives from the earliest mobilization stage to sustainable execution.Subjects: Balanced scorecard; Communication in organizations; Corporate strategy; Executives; Management of change; Organizational change; Strategy implementationLength: 4pList Price: $9.50

U9803ATitle: The Change Audit: A New Tool to Monitor Your Biggest Organizational ChallengeAuthor(s): Booth, LilaPublication Date: 03/01/1998Product Type: Harvard Management Update ArticleAbstract: As the pace of change accelerates in today's economy, it's no longer good enough to be responsive to current customer needs and competitive pressures. So how do you get your firm's culture to embrace change? One tool for successfully monitoring and maintaining momentum in the change process is the change audit. This article describes the crucial steps to be taken before and after to ensure that real change takes hold.Industry Setting: AuditingSubjects: Auditing; Corporate culture; Management of change; Organizational change; UncertaintyLength: 3pList Price: $4.50

1129CMTitle: Change Management CenterAuthor(s): Cohen, Dan S.; Kotter, John P.; Beer, Michael; Tabrizi, BehnamPublication Date: 11/01/2008Product Type: Interactive ProgramAbstract: The Change Management Center offers the best thinking from preeminent experts on how to effect real change. Your managers will find thought-provoking ideas and valuable tools to help them plan change initiatives, communicate effectively about change, and engage employees in the change effort. The Change Management Center presents content in three sections: Set the Stage--Describes tactics for creating a climate for change and explores different strategic approaches to change; Communicate for Buy-In--Examines how to communicate for commitment, initiate an open and honest conversation about obstacles to change, and leverage change agents to overcome resistance to change; and Empower Employees--Explores how to actively involve employees in a change effort, increase their buy-in, break through any barriers to change, and enable implementation.


R0605JTitle: Change Management in GovernmentAuthor(s): Ostroff, FrankPublication Date: 05/01/2006Product Type: Harvard Business Review ArticleAbstract: Since the days of John F. Kennedy's New Frontier, the American public's regard for the competence of public agencies and the value of the services they perform has steadily declined. During that time, innovations in management practice and thinking have mostly originated and been tested in the private sector. But recent events, such as the attacks on the World Trade Center and the engulfment of New Orleans, have demonstrated how essential it is for public agencies to be well run, too. Unfortunately, few public administrators have a background in change management, and a variety of factors--such as civil service rules, political considerations, and the limited tenures of agency heads--have combined to make true reform a rare event. These facts of public life may never go away. But some agency leaders have figured out how to court important stakeholders, rededicate staffers to an agency's true mission, undertake reform so comprehensively that resistant elements are unable to subvert it, and lay the groundwork for next steps clearly and systematically. Consultant Frank Ostroff has studied turnarounds at the federal Occupational Safety and Health Administration, the Government Accountability Office, and Special Operations Forces--the fast-response, clandestine arm of the military. From these examples and others, he has distilled five principles that underlie successful change efforts: Improve performance against agency mission; win over external and internal stakeholders; establish a road map; recognize the connections among all the organizational elements; and be a leader, not a bureaucrat. Change programs that follow these principles are more likely to survive when leadership changes hands.Geographic Setting: United StatesSubjects: NO SUBJECTS(KEYWORDS)Length: 10pYear New: 2006

13122Title: Change That Works: Listen Up! SeriesAuthor(s): HBP, Harvard Business

PublishingPublication Date: 03/01/2009Product Type: Interactive ProgramAbstract: Most change initiatives fail. Why? How can you spot, prepare for, or avoid the common traps? This CD brings together some of the best advice from Harvard Business Publishing on how to best position your change efforts for success.Subjects: NO SUBJECTS(KEYWORDS)Length: 0 hours

R0502FTitle: Change Through PersuasionAuthor(s): Garvin, David A.; Roberto, Michael A.Publication Date: 02/01/2005Product Type: Harvard Business Review ArticleAbstract: Faced with the need for a massive change, most managers respond predictably. They revamp the organization's strategy, shift around staff, and root out inefficiencies. They then wait patiently for performance to improve--only to be bitterly disappointed because they've failed to prepare employees adequately for the change. In this article, the authors contend that to make change stick, leaders must conduct an effective persuasion campaign--one that begins weeks or months before the turnaround plan is set in concrete. Like a political campaign, a persuasion campaign is largely one of differentiation from the past. Turnaround leaders must convince people that the organization is truly on its deathbed--or, at the very least, that radical changes are required if the organization is to survive and thrive. (This is a particularly difficult challenge when years of persistent problems have been accompanied by few changes in the status quo.) And they must demonstrate through word and deed that they are the right leaders with the right plan. Accomplishing all this calls for a four-part communications strategy. Prior to announcing a turnaround plan, leaders need to set the stage for employees' acceptance of it. At the time of delivery, they must present a framework through which employees can interpret information and messages about the plan. As time passes, they must manage the mood so that employees' emotional states support implementation and follow-through. And at critical intervals, they must provide reinforcement to ensure that the desired changes take hold and that there's no backsliding. Using the example of the dramatic turnaround at Boston's Beth Israel Deaconess Medical Center, the authors elucidate the inner workings of a



successful change effort.Geographic Setting: Boston, MAIndustry Setting: Health care industry; Hospital administrationSubjects: Communication in organizations; Health care; Hospital administration; Leadership; Management of change; Management styles; Mergers; Organizational change; Strategy implementation; ValuesLength: 11pYear New: 2005

2866Title: Change Through Persuasion (HBR OnPoint Enhanced Edition)Author(s): Garvin, David A.; Roberto, Michael A.Publication Date: 01/18/2006Product Type: HBR OnPoint ArticleAbstract: Faced with the need for a massive change, most managers respond predictably. They revamp the organization's strategy, shift around staff, and root out inefficiencies. They then wait patiently for performance to improve--only to be bitterly disappointed because they've failed to prepare employees adequately for the change. In this article, the authors contend that to make change stick, leaders must conduct an effective persuasion campaign--one that begins weeks or months before the turnaround plan is set in concrete. Like a political campaign, a persuasion campaign is largely one of differentiation from the past. Turnaround leaders must convince people that the organization is truly on its deathbed--or, at the very least, that radical changes are required if the organization is to survive and thrive. (This is a particularly difficult challenge when years of persistent problems have been accompanied by few changes in the status quo.) And they must demonstrate through word and deed that they are the right leaders with the right plan. Accomplishing all this calls for a four-part communications strategy. Prior to announcing a turnaround plan, leaders need to set the stage for employees' acceptance of it. At the time of delivery, they must present a framework through which employees can interpret information and messages about the plan. As time passes, they must manage the mood so that employees' emotional states support implementation and follow-through. And at critical intervals, they must provide reinforcement to ensure that the desired changes take hold and that there's no backsliding. Using the example of the dramatic turnaround at Boston's Beth Israel Deaconess Medical Center, the authors elucidate the inner workings of a successful change effort.

Geographic Setting: Boston, MAIndustry Setting: Health care industry; Hospital administrationSubjects: NO SUBJECTS(KEYWORDS)Length: 11pList Price: $6.50Year New: 2006

827XTitle: Change Without Pain: How Managers Can Overcome Initiative Overload, Organizational Chaos, and Employee Burnout (Hardcover)Author(s): Abrahamson, EricPublication Date: 12/04/2003Product Type: HBS Press BookAbstract: For more than two decades, businesses have been warned to "change or perish." Yet a growing number of companies are perishing because of change. What's going on? Columbia Business School Professor Eric Abrahamson argues that although change is necessary for companies to grow and prosper, many organizations have blindly taken the mandate too far. The "creative destruction" advocated by change champions has resulted in a painful cycle of initiative overload, change-related chaos, and widespread employee cynicism. To reverse this cycle, Abrahamson says, companies must learn to change how they change. Drawing on a decade of research and dozens of company examples, this book offers a positive new approach to change called "creative recombination." Rather than obliterating and then reinventing anew, creative recombination seeks a sustainable, repeatable transformation by reconfiguring the people, structures, culture, processes, and networks the company already has. Abrahamson offers a broad toolkit of techniques for achieving smoother, more cost-efficient, less painful organizational change--and helpful guidance for how and when to implement each tool. Eric Abrahamson is professor of management at Columbia Business School in New York City and an internationally recognized expert on change management. To learn more about his work, visit: http: //www.ChangeWithoutPain.comSubjects: Growth strategy; Human resources management; Leadership; Management of change; Organizational behavior; Organizational change; Strategy formulationLength: 288pList Price: $26.95

C0110BTitle: Change through Appreciative InquiryAuthor(s): Krattenmaker, Tom

Publication Date: 10/01/2001Product Type: Harvard Management Communication Letter ArticleAbstract: Appreciative inquiry (AI) is an approach to organizational change that builds on a company's strength and potential. AI is based on the theory of social constructionism, which says that people and organizations create their realities through their interpretations of and conversations about the world. Instead of focusing on problems, AI focuses on what is working now and what will be possible to achieve in the future. In this article, AI experts discuss the five steps necessary for an effective AI process.Subjects: Management communication; Organizational behavior; Organizational changeLength: 2pList Price: $4.50

93504Title: The Change-Dazed ManagerAuthor(s): Havens, TimPublication Date: 09/01/1993Product Type: Harvard Business Review ArticleAbstract: George Stanton helped build Sannas Pharmaceuticals in his six years there, and when he is promoted to vice president and director of risk management, he thinks he is set for life. But then a new president is appointed, and George can't tolerate his shady practices. Atwater-Jordan looks like a better company, and George is impressed with Joan, his potential new boss. So he takes the job, even though it means moving his family and asking his wife to change her job too. But within a few months, Joan's flaws start showing up: she does all the talking at meetings; she doesn't give George information he needs; and she wants to control everything he does. Other people at Atwater call her "Phony Joanie," but when George discusses the problem with the company president, Harold doesn't help. "I'm sure you can handle her and keep her off other people's backs," he tells George. Facing a new year's resolution to try to solve the Joan problem, George doesn't know where to start. He wonders if there's something wrong with him or if he's just having bad luck. HRM and relocation experts give their views.Subjects: Careers & career planning; HBR Case Discussions; Interpersonal behavior; Interpersonal relations; Management of change; Managerial behaviorLength: 8p

U0304CTitle: Changing Careers, Changing



SelvesAuthor(s): Ibarra, HerminiaPublication Date: 04/01/2003Product Type: Harvard Management Update ArticleAbstract: A new book about career transitions argues that introspection should take a back seat to doing and experimenting. Read the HMU interview with Herminia Ibarra, a professor at INSEAD in France and the author of Working Identity: Unconventional Strategies for Reinventing Your Career (Harvard Business School Press, 2002), and Stephen A. Marini, a professor of religion at Wellesley College. Their recommendations of trial and error fly in the face of standard career advice. But, their ideas might just help you figure out what you were really meant to do with your career.Subjects: Careers & career planning; Decision making; Interviews; Personal strategy & styleLength: 3pList Price: $4.50

3293Title: Changing Minds: The Art and Science of Changing Our Own and Other People's Minds (Paperback)Author(s): Gardner, HowardPublication Date: 09/01/2006Product Type: HBS Press BookAbstract: Think about the last time you tried to change someone's mind about something important: a voter's political beliefs, a customer's favorite brand, a spouse's decorating taste. Chances are you weren't successful in shifting that person's beliefs in any way. In his book, Changing Minds, Harvard psychologist Howard Gardner explains what happens during the course of changing a mind--and offers ways to influence that process. Remember that we don't change our minds overnight; it happens in gradual stages that can be powerfully influenced along the way. This book provides insights that can broaden our horizons and shape our lives.Subjects: NO SUBJECTS(KEYWORDS)Length: 256pList Price: $14.95Year New: 2006

7095Title: Changing Minds: The Art and Science of Changing Our Own Mind and Other People's Minds (Hardcover)Author(s): Gardner, HowardPublication Date: 02/26/2004Product Type: HBS Press BookAbstract: Minds are exceedingly hard to change. Ask any advertiser who has tried to convince consumers to switch brands, any CEO who has tried to

change a company's culture, or any individual who has tried to heal a rift with a friend. So many aspects of life are oriented toward changing minds--yet this phenomenon is among the least understood of familiar human experiences. Now, eminent Harvard psychologist Howard Gardner, whose work has revolutionized our beliefs about intelligence, creativity, and leadership, offers an original framework for understanding exactly what happens during the course of changing a mind--and how to influence that process. Drawing on decades of cognitive research and compelling case studies--from famous business and political leaders to renowned intellectuals and artists to ordinary individuals--Gardner identifies seven powerful factors that impel or thwart significant shifts from one way of thinking to a dramatically new one. Whether we are attempting to change the mind of a nation or a corporation, our spouse's mind or our own, this book provides insights that can broaden our horizons and improve our lives. Howard Gardner is the John H. and Elisabeth A. Hobbs Professor of Cognition and Education at the Harvard Graduate School of Education and senior director of Harvard Project Zero. The recipient of a MacArthur Prize Fellowship and 20 honorary degrees, he is the author of more than 20 books.Subjects: Leadership; Management of changeLength: 288pList Price: $28.95

405004Title: Changing Times at the NBAAuthor(s): DeLong, Thomas J.; Reed, Daniel; Cheek-Clayton, Tonika; Ager, David L.Publication Date: 01/10/2005Revision Date: 08/10/2005Product Type: Case (Field)Abstract: David Stern, commissioner of the National Basketball Association (NBA), faces myriad challenges: globalization of product, young players entering the league, loss of fan base, etc. Stern must put together a plan for the Board of Governors that confronts these challenges to create a more dynamic, profitable, and strategic organization.Geographic Setting: United StatesIndustry Setting: Professional sports teams & organizationsNumber of Employees: 1,000Event Year Start: 2004Event Year End: 2004Subjects: Leadership; Organizational behavior; Organizational change; Organizational development; Power & influence; Sports


R0110JTitle: Changing a Culture of Face TimeAuthor(s): Munck, BillPublication Date: 11/01/2001Product Type: Harvard Business Review ArticleAbstract: Marriott International for many years had a deeply ingrained culture of face time--if you weren't working long hours, you weren't earning your pay. That philosophy didn't seem totally off base in an industry that provides 24/7 service, 365 days a year. But it had a price: By the mid-1990s, Marriott was finding it tough to recruit talented people, and some of its best managers were leaving, often because they wanted to spend more time with their families. "Our emphasis on face time had to go," recalls Bill Munck, a Marriott vice president for the New England region. In this article, Munck describes how Marriott transformed its "see and be seen" culture by implementing an initiative dubbed Management Flexibility at several of its hotels. This six-month pilot program was designed to help managers strike a better balance between their work lives and their home lives--all while maintaining Marriott's high-quality customer service and its bottom-line financial results. Munck explains how he and his leadership team took the first, relatively easy, step of eliminating redundant meetings and inefficient procedures that kept managers at the office late. The tougher task, he says, was overhauling the fundamental way managers thought about work. Under the pilot, Marriott's message to employees was: Put in long hours when it's needed, but take off early if the work is done--and don't be shy about doing so. As a result of the program, managers are working five fewer hours per week with no drop-off in customer service levels; they report less stress and burnout; and they perceive a definite change in the culture, with less attention paid to hours worked and a greater emphasis placed on tasks accomplished.Industry Setting: Hotel industrySubjects: Corporate culture; Employee retention; Hotels & motels; Job satisfaction; Management of change; Organizational changeLength: 6p

491009Title: Changing the Culture at British AirwaysAuthor(s): Kotter, John P.; Leahey, James K.Publication Date: 10/09/1990



Revision Date: 09/13/1993Product Type: Case (Field)Abstract: In just 10 years, 1980-1990, British Airways turned around both its declining image and financial situation. Focusing on the paramount importance of customer service, British Airways went from "bloody awful" to "bloody awesome." Experiencing a financial crisis in 1981 and trying to meet the challenges of privatization helped the people at British Airways focus on changing their culture through reorganization and instituting new beliefs. Geographic Setting: United KingdomIndustry Setting: Airline industryNumber of Employees: 50,000Subjects: Airlines; Corporate culture; Corporate strategy; Management philosophy; Organizational change; Organizational problems; Privatization; United KingdomLength: 12pSupplementary Materials: Case Video, (493503), 13 min, by John P. Kotter

97609Title: Changing the Way We ChangeAuthor(s): Pascale, Richard Tanner; Millemann, Mark; Gioja, LindaPublication Date: 11/01/1997Product Type: Harvard Business Review ArticleAbstract: Companies achieve real agility only when every function and process--when every person--is able and eager to rise to every challenge. This type and degree of fundamental change, commonly called revitalization or transformation, is what many companies seek but rarely achieve because they have never before identified the factors that produce sustained transformational change. The authors identify three interventions that will restore companies to vital agility and then keep them in good health: incorporating employees fully into the principal business challenges facing the company; leading the organization in a different way in order to sharpen and maintain incorporation and constructive stress; and instilling mental disciplines that will make people behave differently and then help them sustain their new behavior. The authors discovered these basic sources of revitalization by tracking the change efforts of Sears, Roebuck and Co., Royal Dutch Shell, and the United States Army. This article is one of the first practical revitalization guides to appear anywhere, and it is based not on theory but on actual experience.Subjects: Corporate culture; Employee attitude; Employee empowerment; Management of change; Organizational development

Length: 14pBESTSELLER

4037Title: Changing the Way We Change (HBR OnPoint Enhanced Edition)Author(s): Pascale, Richard Tanner; Millemann, Mark; Gioja, LindaPublication Date: 02/01/2000Product Type: HBR OnPoint ArticleAbstract: Companies achieve real agility only when every function and process--when every person--is able and eager to rise to every challenge. This type and degree of fundamental change, commonly called revitalization or transformation, is what many companies seek but rarely achieve because they have never before identified the factors that produce sustained transformational change. The authors identify three interventions that will restore companies to vital agility and then keep them in good health: incorporating employees fully into the principal business challenges facing the company; leading the organization in a different way in order to sharpen and maintain incorporation and constructive stress; and instilling mental disciplines that will make people behave differently and then help them sustain their new behavior. The authors discovered these basic sources of revitalization by tracking the change efforts of Sears, Roebuck and Co., Royal Dutch Shell, and the United States Army. This article is one of the first practical revitalization guides to appear anywhere, and it is based not on theory but on actual experience.Subjects: Corporate culture; Employee attitude; Employee empowerment; Management of change; Organizational developmentLength: 16pList Price: $6.50

484073Title: Chantel Corp. (A)Author(s): Kets de Vries, Manfred F.R.Publication Date: 02/21/1984Revision Date: 04/26/1984Product Type: Case (Gen Exp)Abstract: Deals with some of the problems typical of entrepreneurial firms. Among these themes are dysfunctional leadership style, interpersonal difficulties, and the development of a highly unrealistic organizational culture. Highlights the problems of a new executive entering such a culture.Geographic Setting: CanadaIndustry Setting: Apparel industryCompany Size: smallGross Revenues: $20 million assetsSubjects: Canada; Clothing; Corporate culture; Entrepreneurship; Human relations; Management styles; Power &

influenceLength: 11pSupplementary Materials: Supplement (Gen Exp), (484074), 2p, by Manfred F.R. Kets de Vries; Supplement (Gen Exp), (484075), 2p, by Manfred F.R. Kets de Vries

484074Title: Chantel Corp. (B)Author(s): Kets de Vries, Manfred F.R.Publication Date: 02/21/1984Revision Date: 04/26/1984Product Type: Supplement (Gen Exp)Abstract: Deals with some of the problems typical of entrepreneurial firms. Among the themes are dysfunctional leadership style, interpersonal difficulties, and the development of a highly unrealistic organizational culture. Must be used with: (484073) Chantel Corp. (A).Industry Setting: Apparel industrySubjects: Clothing; Corporate culture; Entrepreneurship; Human relations; Management styles; Power & influenceLength: 2p

484075Title: Chantel Corp. (C)Author(s): Kets de Vries, Manfred F.R.Publication Date: 02/21/1984Revision Date: 04/26/1984Product Type: Supplement (Gen Exp)Abstract: Deals with some of the problems typical of entrepreneurial firms. Among the themes are dysfunctional leadership style, interpersonal difficulties, and the development of a highly unrealistic organizational culture. Must be used with: (484073) Chantel Corp. (A).Industry Setting: Apparel industrySubjects: Clothing; Corporate culture; Entrepreneurship; Human relations; Management styles; Power & influenceLength: 2p

402042Title: Chapter Enrichment Program Teams at the American Red Cross (A)Author(s): Polzer, Jeffrey T.; Woolley, Anita WilliamsPublication Date: 01/10/2002Revision Date: 04/01/2004Product Type: Case (Field)Abstract: The American Red Cross has a system for structuring, staffing, and leading teams to review its local chapters. Mirroring professional services firms that use teams to serve clients, this system provides detailed guidelines to increase individual team member's efficiency and thoroughness. The protagonist at Red Cross headquarters who designed the system, however, is concerned that the structure she has provided is detracting from the teams'



overall creativity and integration. Highlights the trade-offs of providing teams with too little structure (e.g., inefficiency, variable quality of team's work products) vs. too much structure (e.g., team members have little opportunity to utilize their expertise and creativity). May be used with: (R0507P) The Discipline of Teams (HBR Classic).Geographic Setting: United StatesGross Revenues: $2.5 billion revenuesSubjects: Group dynamics; Leadership; Nonprofit organizations; Organizational behavior; TeamsLength: 15pSupplementary Materials: Supplement (Field), (403091), 3p, by Jeffrey T. Polzer, Anita Williams Woolley; Teaching Note, (404120), 20p, by Jeffrey T. Polzer, Anita Williams Woolley, Jennifer L. Illes

403091Title: Chapter Enrichment Program Teams at the American Red Cross (B)Author(s): Polzer, Jeffrey T.; Woolley, Anita WilliamsPublication Date: 01/23/2003Revision Date: 04/01/2004Product Type: Supplement (Field)Abstract: Supplements the (A) case. Must be used with: (402042) Chapter Enrichment Program Teams at the American Red Cross (A).Subjects: Group dynamics; Leadership; Nonprofit organizations; Organizational behavior; TeamsLength: 3pSupplementary Materials: Teaching Note, (404120), 20p, by Jeffrey T. Polzer, Anita Williams Woolley, Jennifer L. IllesYear New: 2004

484021Title: Charles StillmanAuthor(s): Beer, Michael; Junkerman JPublication Date: 09/30/1983Revision Date: 02/07/1985Product Type: Case (Field)Abstract: Presents the perceptions by a new CEO of an executive vice president with whom he is having some difficulties. The executive vice president was his competitor for the CEO position, but lost. Taken from a transcript of an interview with the CEO just prior to a third party intervention aimed at improving relations.Geographic Setting: Dayton, OHIndustry Setting: Tire industryCompany Size: largeGross Revenues: $3 billion annual salesSubjects: Conflict; Consulting; Executives; Interpersonal relations; Personal strategy & style; Succession planning

Length: 4p

402S06Title: Charlotte Beers at Ogilvy & Mather Worldwide (A), Spanish VersionAuthor(s): Ibarra, Herminia; Sackley, NicolePublication Date: 01/26/1995Revision Date: 10/12/1999Product Type: LACC CaseAbstract: Examines Beer's actions on assuming leadership of Ogilvy & Mather Worldwide, the world's sixth largest advertising agency, during a period of rapid industry change and organizational crisis. Focuses on how Beers, the first outsider CEO, engages and leads a senior team through a vision formulation process. Chronicles closely the debates among senior executives struggling to reconcile creative, strategic, and global vs. local priorities. Sixteen months later, with a vision statement agreed upon, Beers faces a series of implementation problems. Turnaround has begun, but organizational structures and systems are not yet aligned with the firm's new direction. Concludes as Beers must decide how to work best with her senior team to achieve alignment in 1994.Geographic Setting: GlobalIndustry Setting: Advertising industryNumber of Employees: 7,000Gross Revenues: $750 million revenuesSubjects: Advertising; Leadership; Multinational corporations; Organizational changeLength: 20pSupplementary Materials: LACC Supplement, (403S17), 2p, by Herminia Ibarra, Nicole Sackley

495031Title: Charlotte Beers at Ogilvy & Mather Worldwide (A)Author(s): Ibarra, Herminia; Sackley, NicolePublication Date: 01/26/1995Revision Date: 10/12/1999Product Type: Case (Field)Abstract: Examines Beer's actions on assuming leadership of Ogilvy & Mather Worldwide, the world's sixth largest advertising agency, during a period of rapid industry change and organizational crisis. Focuses on how Beers, the first outsider CEO, engages and leads a senior team through a vision formulation process. Chronicles closely the debates among senior executives struggling to reconcile creative, strategic, and global vs. local priorities. Sixteen months later, with a vision statement agreed upon, Beers faces a series of implementation problems. Turnaround has begun, but organizational structures and systems are not yet aligned with the firm's new

direction. Concludes as Beers must decide how to work best with her senior team to achieve alignment in 1994. May be used with: (R0111F) What Leaders Really Do (HBR Classic); (R0701J) Leading Change: Why Transformation Efforts Fail (HBR Classic).Geographic Setting: GlobalIndustry Setting: Advertising industryNumber of Employees: 7,000Gross Revenues: $750 million revenuesSubjects: Advertising; Leadership; Multinational corporations; Organizational changeLength: 18pSupplementary Materials: Supplement (Field), (495032), 2p, by Herminia Ibarra, Nicole Sackley; Teaching Note, (495033), 16p, by Herminia Ibarra, Nicole SackleyBESTSELLER

403S17Title: Charlotte Beers at Ogilvy & Mather Worldwide (B), Spanish VersionAuthor(s): Ibarra, Herminia; Sackley, NicolePublication Date: 01/26/1995Revision Date: 05/03/1995Product Type: LACC SupplementAbstract: Updates CEO Beers' progress two years after her initiation of a massive organizational change effort. Designed as an in-class handout. Must be used with: (402S06) Charlotte Beers at Ogilvy & Mather Worldwide (A), Spanish Version.Industry Setting: Advertising industrySubjects: Advertising; Leadership; Multinational corporations; Organizational changeLength: 2p

495032Title: Charlotte Beers at Ogilvy & Mather Worldwide (B)Author(s): Ibarra, Herminia; Sackley, NicolePublication Date: 01/26/1995Revision Date: 05/03/1995Product Type: Supplement (Field)Abstract: Updates CEO Beers' progress two years after her initiation of a massive organizational change effort. Designed as an in-class handout. Must be used with: (495031) Charlotte Beers at Ogilvy & Mather Worldwide (A).Industry Setting: Advertising industrySubjects: Advertising; Leadership; Multinational corporations; Organizational changeLength: 2pSupplementary Materials: Case Video, (497501), 6 min, by Herminia Ibarra, Nicole Sackley; Teaching Note, (495033), 16p, by Herminia Ibarra, Nicole Sackley



BESTSELLER

497500Title: Charlotte Beers at Ogilvy & Mather Worldwide, Video (DVD)Author(s): Ibarra, Herminia; Sackley, NicolePublication Date: 10/16/1996Product Type: Case Video, DVDAbstract: Presents a question and answer session between Charlotte Beers and MBA students in the Leadership & Organizational Behavior class. Focuses on her approach to taking charge and reflections on the vision formulation process. She also addresses challenges ahead. Must be used with: (495031) Charlotte Beers at Ogilvy & Mather Worldwide (A).Industry Setting: Advertising industrySubjects: NO SUBJECTS(KEYWORDS)Length: 6 minYear New: 2005

497501Title: Charlotte Beers at Ogilvy & Mather Worldwide, VideoAuthor(s): Ibarra, Herminia; Sackley, NicolePublication Date: 10/16/1996Product Type: Case VideoAbstract: Presents a question and answer session between Charlotte Beers and MBA students in the Leadership & Organizational Behavior class. Focuses on her approach to taking charge and reflections on the vision formulation process. She also addresses challenges ahead. Must be used with: (495032) Charlotte Beers at Ogilvy & Mather Worldwide (B); (495031) Charlotte Beers at Ogilvy & Mather Worldwide (A).Industry Setting: Advertising industrySubjects: Advertising; Leadership; Multinational corporations; Organizational changeLength: 6 minList Price: $150.00

608701Title: Charlotte Pride: Simmons Bedding Company (DVD)Author(s): Edmondson, AmyPublication Date: 10/30/2007Product Type: SupplementAbstract: An abstract is not available for this product. Must be used with: (406046) Leading Change at Simmons (A). May be used with: (406047) Leading Change at Simmons (B); (408062) Leading Change at Simmons (C); (408063) Leading Change at Simmons (D).Subjects: NO SUBJECTS(KEYWORDS)Length: 10 min

Year New: 2007

608702Title: Charlotte Pride: Simmons Bedding Company (VHS)Author(s): Edmondson, AmyPublication Date: 10/30/2007Product Type: SupplementAbstract: An abstract is not available for this product. Must be used with: (406046) Leading Change at Simmons (A). May be used with: (406047) Leading Change at Simmons (B); (408062) Leading Change at Simmons (C); (408063) Leading Change at Simmons (D).Subjects: NO SUBJECTS(KEYWORDS)Length: 10 minYear New: 2007

B0609DTitle: Charting New Horizons with Initiative ManagementAuthor(s): Brown, Terry S.; Gill, Matthew R.Publication Date: 09/15/2006Product Type: Balanced Scorecard Report ArticleAbstract: Initiatives. They're the heart of strategy execution, where the proverbial rubber meets the road. Yet, so many organizations stumble over organizing and managing them--from litmus-testing them for strategic alignment to streamlining and prioritizing them to tying them to a budget--and then managing the portfolio effectively. The authors' innovative, down-to-earth Horizon Planning format provides a comprehensive methodology that has helped diverse companies get control over this most crucial area of strategy management.Subjects: NO SUBJECTS(KEYWORDS)Length: 4pList Price: $9.50Year New: 2006

402S02Title: The Chattanooga Ice Cream Division, Spanish VersionAuthor(s): Sloane, Carl S.Publication Date: 07/31/2002Product Type: LACC CaseAbstract: Senior functional officers (marketing, manufacturing, research & development, control, and human resources) clash over alternative ideas for turning around a business in decline. The general manager is faced not only with choosing between competing ideas, but also managing conflict and determining whether his consensus-oriented style is appropriate to the needs of the situation. Teaching Purpose: To introduce students to issues and

dilemmas of leadership of teams, especially cross-functional teams operating under pressure for results.Geographic Setting: United StatesIndustry Setting: Food industryNumber of Employees: 750Gross Revenues: $150 million revenuesSubjects: Conflict; Cross functional management; Family owned businesses; Food; Group behavior; Interdepartmental relations; Management communication; TeamsLength: 12pYear New: 2007

497006Title: Chattanooga Ice Cream DivisionAuthor(s): Sloane, Carl S.Publication Date: 07/12/1996Revision Date: 06/02/1997Product Type: Case (Gen Exp)Abstract: In the absence of a division general manager, senior functional officers (marketing, sales, operations, research & development, control, human resources) meet to examine means for turning around the declining performance of their division. Agreement on a solution is elusive due to communications problems, narrow functional perspectives, inadequate leadership, failure to agree on goals and objectives, and a faulty process for solving problems. Teaching Purpose: To illustrate classic problems of cross-functional integration and cooperation. To explore basic issues of group behavior and teamwork at managerial levels. Withdrawn 07/09/97 -- Use (9-498-001).Geographic Setting: United StatesIndustry Setting: Food industryNumber of Employees: 400Gross Revenues: $150 million revenuesSubjects: Conflict; Cross functional management; Food; Group behavior; Interdepartmental relations; Management communication; TeamsLength: 10p

498001Title: The Chattanooga Ice Cream DivisionAuthor(s): Sloane, Carl S.Publication Date: 07/09/1997Revision Date: 10/03/2003Product Type: Case (Gen Exp)Abstract: Senior functional officers (marketing, manufacturing, research & development, control, and human resources) clash over alternative ideas for turning around a business in decline. The general manager is faced not only with choosing between competing ideas, but also managing conflict and determining whether his consensus-



oriented style is appropriate to the needs of the situation.Geographic Setting: United StatesIndustry Setting: Food industryNumber of Employees: 750Gross Revenues: $150 million revenuesSubjects: Conflict; Cross functional management; Family owned businesses; Food; Group behavior; Interdepartmental relations; Management communication; TeamsLength: 11p

U9607DTitle: Checklist for Conducting a Perfect MeetingAuthor(s): Hattersley, MichaelPublication Date: 07/01/1996Product Type: Harvard Management Update ArticleAbstract: Most executives spend a tremendous amount of time--often too much--managing meetings. Certain rules for running a successful meeting apply in any situation. The author details the steps to take before, during, and after a meeting to ensure success.Subjects: Management communication; Managerial skillsLength: 2pList Price: $4.50

U9702CTitle: Checklist for Preparing a Superior MemoAuthor(s): Hattersley, MichaelPublication Date: 02/01/1997Product Type: Harvard Management Update ArticleAbstract: Individuals who decide to write a memo should plan strategically, execute carefully, and then follow up. The memo's purpose should be clear by the end of the first sentence. Absolute accuracy must govern every detail. Clarity of thinking and expression are of utmost importance as well. Brevity in a memo is a cardinal virtue--every word must count. Use vigorous language: active verbs, concrete nouns, and a minimum of well-chosen modifiers. You should follow up on any memo, whether by contacting recipients, or following through on promised actions or support materials. Do not overlook any detail of this most common communications tool, for an effective memo will affect your success and reputation.Subjects: Communication; Communication in organizations; Communication strategyLength: 2pList Price: $4.50

R0710DTitle: The Chief Strategy OfficerAuthor(s): Breene, R. Timothy S.;

Nunes, Paul F.; Shill, Walter E.Publication Date: 10/01/2007Product Type: Harvard Business Review ArticleAbstract: They're nominally and ultimately responsible for strategy, but today's CEOs have less and less time to devote to it. As a result, CEOs are appointing "chief strategy officers" (CSOs)--executives specifically tasked with creating, communicating, executing, and sustaining a company's strategic initiatives. In this article, three authors from Accenture share the results of their research on this emerging organizational role. The typical CSO or top strategy executive is not a pure strategist, conducting long-range planning in relative isolation. Most CSOs consider themselves doers first, with the mandate, credentials, and desire to act as well as advise. They are seasoned executives with a strong strategy orientation who have usually worn many operations hats before taking on the role. Strategy executives are charged with three critical jobs that together form the very definition of strategy execution. First, they must clarify the company's strategy for themselves and for every business unit and function, ensuring that all employees understand the details of the strategic plan and how their work connects to corporate goals. Second, CSOs must drive immediate change. The focus of the job almost always quickly evolves from creating shared alignment around a vision to riding herd on the ensuing change effort. Finally, a CSO must drive decision making that sustains organizational change. He or she must be that person who, in the CEO's stead, can walk into any office and test whether the decisions being made are aligned with the strategy and are creating the desired results. When decisions below the executive suite aren't being made in accordance with strategy, much of the CSO's job involves learning why and quickly determining whether to stay the course or change tack.Subjects: NO SUBJECTS(KEYWORDS)Length: 12pYear New: 2007

407027Title: Chief Timothy Adeola Odutola and Nigeria's Manufacturing SectorAuthor(s): Nohria, Nitin; Mayo, Anthony J.; Otudeko, Foluke; Benson, MarkPublication Date: 12/21/2006Revision Date: 01/11/2007Product Type: Case (Library)Abstract: Chief Timothy Adeola Odutola was an important contributor to Nigeria's manufacturing sector, creating a

multimillion-dollar conglomerate including three factories, a retail franchise, a cattle ranch, a 5,000-acre plantation, a sawmill, and an exporting business before the end of British colonial rule in 1960. Seizing business opportunities as he saw demand, Odutola moved between markets at every opportunity, creating companies servicing a diverse variety of needs. Odutola's keen, unwavering interest in improving the infrastructure of Nigeria allowed him to enjoy a successful career in business and politics, despite the vastly fluctuating political landscape of Nigeria. From British rule through civil war and subsequent coups and countercoups, Odutola remained a popular leader for his commitment to promoting Nigerian business ventures. Elevated to Prime Minister of his tribe--the Ijebu-Ode--in 1956, and later selected as the first President of the Manufacturers Association of Nigeria (MAN), Odutola campaigned for manufacturing interests and consulted with government officials about national fiscal policy. As a statesman and as a business leader, Odutola worked tirelessly to improve the infrastructure of his country.Geographic Setting: Africa; NigeriaIndustry Setting: Lumber & wood; Manufacturing industries; Textile industryEvent Year Start: 1920Subjects: NO SUBJECTS(KEYWORDS)Length: 28pYear New: 2006

R0807MTitle: Choosing Strategies for Change (HBR Classic)Author(s): Kotter, John P.; Schlesinger, Leonard A.Publication Date: 07/01/2008Product Type: Harvard Business Review ArticleAbstract: The rapid rate of change in the world of management continues to escalate. New government regulations, new products, growth, increased competition, technological developments, and an evolving workforce compel organizations to undertake at least moderate change on a regular basis. Yet few major changes are greeted with open arms by employers and employees; they often result in protracted transitions, deadened morale, emotional upheaval, and the costly dedication of managerial time. Kotter and Schlesinger help calm the chaos by identifying four basic reasons why people resist change and offering various methods for overcoming resistance. Managers, the authors say, should recognize the most common



reasons for resistance: a desire not to lose something of value, a misunderstanding of the change and its complications, a belief that the change does not make sense for the organization, and a low tolerance for change in general. Once they have diagnosed which form of resistance they are facing, managers can choose from an array of techniques for overcoming it: education and communication, participation and involvement, facilitation and support, negotiation and agreement, manipulation and co-optation, and both explicit and implicit coercion. According to the authors, successful organizational change efforts are characterized by the skillful application of a number of these approaches, with a sensitivity to their strengths and limitations and a realistic appraisal of the situation at hand. In addition, the authors found that successful strategic choices for change are both internally consistent and fit at least some key situational variables.Subjects: NO SUBJECTS(KEYWORDS)Length: 12pYear New: 2007

4479Title: Choosing the Right Leadership Style: No Single Approach Fits All Situations (HBR Article Collection)Publication Date: 08/01/2000Product Type: HBR OnPoint CollectionAbstract: Is it ever possible to achieve significant performance improvement without devoting additional resources to the task? Some companies have found ways to work faster and more productively even while decreasing the necessary inputs of labor and capital. But such examples are rarely lucky coincidences. If you want noticeably better results without spending extra time and money to get them, you've got to make fundamental changes in the way things get done. It takes a special kind of leadership to accomplish such a feat. This collection of articles from Harvard Business Review explores the connections between leadership and performance improvement without settling on a "one-size-fits-all" prescription. The three Harvard Business Review articles in this collection: "What Makes a Leader?" by Daniel Goleman (HBR reprint 98606); "Leadership That Gets Results" by Daniel Goleman (HBR reprint R00204); and "Demand Better Results--And Get Them" by Robert H. Schaffer (HBR reprint 91207).Subjects: Human behavior; Leadership; Management styles; Motivation; Organizational behavior; Personal strategy & style; Power & influence;

ProductivityLength: 44pList Price: $17.95

486066Title: Chris CunninghamAuthor(s): Jick, Todd D.Publication Date: 12/17/1985Revision Date: 02/11/1986Product Type: Case (Gen Exp)Abstract: Focuses on how to manage a complex performance problem. Elizabeth Stover, the president of a small company, has identified a number of problems with a member of her sales team, Chris Cunningham. Cunningham is one of the company's top salespeople in terms of sales performance, but has alienated the manufacturing, engineering, and purchasing departments in an attempt to keep overly ambitious promises to customers. The case requires students to develop a strategy for changing Cunningham's undesirable behavior on the job while maintaining his/her sales performance. The students will also be asked to analyze the case first assuming that Chris is male and then assuming that Chris is female to get at issues of sexual stereotyping.Industry Setting: Electronics industryCompany Size: smallNumber of Employees: 500Subjects: Motivation; Organizational design; Power & influence; Sales managementLength: 3p

906M07Title: Christina Gold Leading Change at Western UnionAuthor(s): Konrad, Alison; Mitchell, JordanPublication Date: 12/13/2005Product Type: Case (Field)Publisher: Richard Ivey School of Business/UWOAbstract: The chief executive officer of Western Union had just begun implementing a new organization structure. Changing the structure sent a clear message about Gold's desire to change the company's mindset to a new more global one. Already the CEO was finding that leaders in the United States were reluctant to give up control of product lines. At the regional level, she had good leaders in place who wanted to push out the responsibility within their own regions and move toward a decentralized plan. Although the CEO supported this notion in principle, she wanted to ensure that the right leaders could be placed in decentralized offices to execute on the six strategic pillars that she had laid out for the organization. One thing was certain--the CEO had

made it clear that no revenue decreases would be forgiven amidst the change. Many considerations had arisen: What pace of change should she take? How would she deal with resistance to change? How could she ensure that the new structure would support Western Union's global expansion?Geographic Setting: United StatesEvent Year Start: 2003Event Year End: 2003Subjects: NO SUBJECTS(KEYWORDS)Length: 15pSupplementary Materials: Teaching Note, (806M07), 13p, by Alison Konrad, Jordan MitchellYear New: 2006

403S20Title: Chrysler: Iacocca's Legacy, Spanish VersionAuthor(s): Nohria, Nitin; Green, Sandy E.Publication Date: 09/16/1992Revision Date: 01/02/2002Product Type: LACC CaseAbstract: Describes the changes fashioned by Iacocca during his tenure as CEO of the Chrysler Corp. Pays particular attention to the rhetoric he employed in mobilizing change and the actions he took to implement change.Geographic Setting: United StatesIndustry Setting: Automotive industryCompany Size: Fortune 500Number of Employees: 140,000Gross Revenues: $1 billion revenuesSubjects: Automobiles; Leadership; Management communication; Management of change; Organizational changeLength: 20p

493017Title: Chrysler: Iacocca's LegacyAuthor(s): Nohria, Nitin; Green, Sandy E.Publication Date: 09/16/1992Revision Date: 01/02/2002Product Type: Case (Library)Abstract: Describes the changes fashioned by Iacocca during his tenure as CEO of the Chrysler Corp. Pays particular attention to the rhetoric he employed in mobilizing change and the actions he took to implement change. May be used with: (R0310C) The Harder They Fall; (R0209D) The Curse of the Superstar CEO.Geographic Setting: United StatesIndustry Setting: Automotive industryCompany Size: Fortune 500Number of Employees: 140,000Gross Revenues: $1 billion revenuesSubjects: Automobiles; Leadership; Management communication; Management of change; Organizational



changeLength: 19pSupplementary Materials: Teaching Note, (496059), 9p, by Nitin Nohria

E160Title: CirclesAuthor(s): Saloner, Garth; Earle, JamiePublication Date: 07/21/2003Product Type: Case (Field)Publisher: Stanford UniversityAbstract: Circles is a company that runs employee and customer loyalty programs for enterprises. The company was founded by two GSB alumnae in the late '90s. Describes the idea-formation process, the founding of the company, and various dilemmas management faced with determining which market to pursue and how to acquire customers without a large marketing investment. Also describes the transition from a consumer- to an enterprise-oriented company.Number of Employees: 200Gross Revenues: $50 million revenuesEvent Year Start: 2003Event Year End: 2003Subjects: Customer retention; Employee morale; Growth managementLength: 19pNEW

SI69ATitle: Circus OzAuthor(s): Phills, James; Stockton, HilaryPublication Date: 08/20/2006Product Type: Case (Field)Publisher: Stanford UniversityAbstract: Circus Oz was Australia's premier international circus, having performed in 26 countries on five continents. In early 2002, Circus Oz enjoyed its strongest financial position since its founding in 1977, making a profit and sitting on a surplus of AUD$1,169,313. Although in recent years the company had increased the percentage of revenue generated from the box office, more than 60% of its funding still came from the Australia Council, its largest government sponsor. Linda Mickleborough, general manager of Circus Oz, was pondering how to respond to a recent offer by the Australia Council to fund a new position, director of development, at Circus Oz. The Australia Council was strongly encouraging the circus to hire development professionals to expand its funding from corporate donors. As an enticement, the council offered to underwrite the cost of the position for two years. Mickleborough had found the ideal candidate. The decision, however, was still a difficult one. Circus Oz had relatively flat salaries, reflecting deeply

held egalitarian and democratic values. These values were central to the company's creative process, culture, and aesthetic. The suggested salary of the development director position was more than two times the highest salary currently paid to any employee at Circus Oz. Such a large salary disparity might wreak havoc on the company's morale and culture. May be used with: (SI69V) Circus Oz, (Video) DVD.Geographic Setting: AustraliaIndustry Setting: Entertainment industry; Performing artsSubjects: NO SUBJECTS(KEYWORDS)Length: 20pYear New: 2006

SI69VTitle: Circus Oz, (Video) DVDAuthor(s): Phills, James A.Publication Date: 06/01/2006Product Type: Case Video, DVDPublisher: Stanford UniversityAbstract: Circus Oz was Australia's premier international circus. It was founded in 1977 on four principles: collective ownership and creation, gender equity, a uniquely Australian experience, and team-work. The A segment of the videocase mirrors the written case (SI-69) in exploring the Australia Council's offer to fund a development officer position for two years, largely as a way of increasing income from corporate sponsorships and reducing reliance on government support. The Australia Council had suggested a salary for this position that was considerably higher than even the highest Circus Oz salary. Hence, the organization's leadership was concerned about the impact that deviating from their relatively flat wage structure would have on the company's morale and culture. The videocase also contains footage of Circus Oz performances, providing a window on to the link between the organization's culture and its aesthetic. The B segment of the videocase covers the resolution of the dilemma around hiring the development director and the decision to hire the candidate, Paul McGill. In particular, it focuses on the shift in the conception of the position from "development director" to director of strategic partnerships and the implications of this for the relationship between Circus Oz and its corporate partners (rather than sponsors). The video showcases partnerships with consulting firm "Empower" and container shipping company "P&O Nedlloyd." Professor Jim Phills developed The Social Entrepreneurship Series to help students appreciate mechanisms of change and theories of action as well as

challenges in initiating and sustaining meaningful change in social sectors. May be used with: (SI69A) Circus Oz.Geographic Setting: AustraliaIndustry Setting: Arts, entertainment & sports; Performing artsSubjects: NO SUBJECTS(KEYWORDS)Length: 26 minYear New: 2004

CMR307Title: Cisco Systems: Developing a Human Capital StrategyAuthor(s): Chatman, Jennifer; Chang, Victoria; O'Reilly, Charles A., IIIPublication Date: 02/01/2005Product Type: CMR ArticlePublisher: California Management ReviewAbstract: Like many technology organizations in the late 1990s, Cisco was booming. It grew so quickly, in fact, that it was bringing in up to 1,000 new employees each month. Cisco's solution was to acquire talent by buying small firms, topping out in one year with 24 separate acquisitions. However, in 2000, the dot-com bubble burst and Cisco quickly realized that it had another human capital challenge on its hands: how to develop, rather than hire, the strategic thinkers and leaders needed for the future. Explores the challenges facing Mary Eckenrod, Cisco's vice-president of worldwide talent, in developing a new human capital strategy to identify and develop leaders from within the company--and to do this in a company with no tradition of developing people internally. How can Cisco move from a "buy" to a "make" human capital strategy?Subjects: Acquisitions; Case method; Employee development; Human resources management; LeadershipLength: 32pYear New: 2005

496001Title: City Year: National Expansion Strategy (A)Author(s): Bradach, Jeffrey L.; Sackley, NicolePublication Date: 12/21/1995Product Type: Case (Field)Abstract: City Year, a successful nonprofit organization, is studying how, when, and where to expand to new sites. This case provides the opportunity to understand the strategy and structure of a successful delivery system for human services. That analysis raises the question of how best to expand to new sites, highlighting classic challenges faced by entrepreneurial enterprises seeking to grow.Geographic Setting: Boston, MA



Number of Employees: 75Gross Revenues: $6.1 million revenuesSubjects: Entrepreneurial management; Growth strategy; Leadership; Nonprofit organizations; Service management; Social enterprise; Strategic planningLength: 21p

R0410ZTitle: Civics and Civility (Commentary for HBR Case Study)Author(s): Buchanan, Leigh; Flynn, Brian; Furedi, Frank; Brantner, Paula; Rogers, James E.Publication Date: 10/01/2004Product Type: Harvard Business Review ArticleAbstract: The Denver office of Clarion Co., a $30 million, full-service marketing firm, has always been a politics-free zone. Nonwork conversations revolve around families, romances, and the state of the powder at Aspen. If the office sometimes seems detached from the wider world, no one cares. But that all changes with the arrival of Marcus Lippman. A senior project manager hired away from a rival firm in Chicago, Marcus is both charming and aggressive about meeting his new colleagues. During morning encounters in the mail room or kitchenette, he often alludes to the day's headlines. In particular, Marcus follows the presidential campaign with an avidity his colleagues reserve for the fate of contestants on American Idol. Those informed enough to respond, generally do so. Over time, others join in. Politics soon enters the office bloodstream. Employees sense a new energy, a feeling of engagement that intensifies as the campaign season progresses. Many employees make contacts in the business community as they pursue extracurricular political activities. But there are downsides as well. Out-of-control e-mail debates sap productivity. Feelings get hurt. And general manager Joan Mungo discovers that political views play an important part in determining who rises to power in the company. As tensions mount, Joan wonders: Should she do something to stanch political debate and, if so, what?Subjects: HBR Case Discussions; Human resources management; Interpersonal behavior; Organizational behavior; Politics; ProductivityLength: 4pYear New: 2004

R0410ATitle: Civics and Civility (HBR Case Study and Commentary)Author(s): Buchanan, Leigh; Flynn, Brian; Furedi, Frank; Brantner, Paula; Rogers, James E.Publication Date: 10/01/2004

Product Type: Harvard Business Review ArticleAbstract: The Denver office of Clarion Co., a $30 million, full-service marketing firm, has always been a politics-free zone. Nonwork conversations revolve around families, romances, and the state of the powder at Aspen. If the office sometimes seems detached from the wider world, no one cares. But that all changes with the arrival of Marcus Lippman. A senior project manager hired away from a rival firm in Chicago, Marcus is both charming and aggressive about meeting his new colleagues. During morning encounters in the mail room or kitchenette, he often alludes to the day's headlines. In particular, Marcus follows the presidential campaign with an avidity his colleagues reserve for the fate of contestants on American Idol. Those informed enough to respond, generally do so. Over time, others join in. Politics soon enters the office bloodstream. Employees sense a new energy, a feeling of engagement that intensifies as the campaign season progresses. Many employees make contacts in the business community as they pursue extracurricular political activities. But there are downsides as well. Out-of-control e-mail debates sap productivity. Feelings get hurt. And general manager Joan Mungo discovers that political views play an important part in determining who rises to power in the company. As tensions mount, Joan wonders: Should she do something to stanch political debate and, if so, what?Subjects: HBR Case Discussions; Human resources management; Interpersonal behavior; Organizational behavior; Politics; ProductivityLength: 9pYear New: 2004

R0410XTitle: Civics and Civility (HBR Case Study)Author(s): Buchanan, LeighPublication Date: 10/01/2004Product Type: Harvard Business Review ArticleAbstract: The Denver office of Clarion Co., a $30 million, full-service marketing firm, has always been a politics-free zone. Nonwork conversations revolve around families, romances, and the state of the powder at Aspen. If the office sometimes seems detached from the wider world, no one cares. But that all changes with the arrival of Marcus Lippman. A senior project manager hired away from a rival firm in Chicago, Marcus is both charming and aggressive about meeting his new colleagues. During morning encounters in the mail room or kitchenette, he often alludes to

the day's headlines. In particular, Marcus follows the presidential campaign with an avidity his colleagues reserve for the fate of contestants on American Idol. Those informed enough to respond, generally do so. Over time, others join in. Politics soon enters the office bloodstream. Employees sense a new energy, a feeling of engagement that intensifies as the campaign season progresses. Many employees make contacts in the business community as they pursue extracurricular political activities. But there are downsides as well. Out-of-control e-mail debates sap productivity. Feelings get hurt. And general manager Joan Mungo discovers that political views play an important part in determining who rises to power in the company. As tensions mount, Joan wonders: Should she do something to stanch political debate and, if so, what? May be used with: (R0410Z) Civics and Civility (Commentary for HBR Case Study).Subjects: HBR Case Discussions; Human resources management; Interpersonal behavior; Organizational behavior; Politics; ProductivityLength: 5pYear New: 2004

7673BCTitle: Claiming the Bad Side: Recognizing Both the Good and Bad Sides of LeadershipAuthor(s): Kellerman, BarbaraPublication Date: 08/18/2004Product Type: HBS Press ChapterAbstract: We must come to grips with the fact that leadership can be both good and bad. Americans, for both historical and political reasons, tend to assume that leaders are by definition good. They refuse to label as leaders those who may be considered lacking--people such as Nixon and Hitler, for example. In order to truly encourage good leadership, however, it is imperative that we acknowledge the shades of gray--and black.Subjects: NO SUBJECTS(KEYWORDS)Length: 17pList Price: $6.95

404070Title: Clarence Saunders: The Comeback KingAuthor(s): Nohria, Nitin; Gurtler, BridgetPublication Date: 05/24/2004Revision Date: 07/15/2004Product Type: Case (Library)Abstract: Follows the rise and fall of the founder of the modern supermarket, Clarence Saunders. Prior to 1915, all staple shopping took place in the market or general store, where a clerk behind a



counter pulled items from shelves for customers , measured them from a barrel, or retrieved them from the back of the store. The clerk tallied costs and added them to a customer's credit account. Purchases were then either delivered to a home or handed over on the spot--not a terribly efficient process. The entire ritual of shopping for food changed with the vision of Clarence Saunders and his Piggly Wiggly store.Geographic Setting: United StatesIndustry Setting: Grocery storesEvent Year Start: 1881Event Year End: 1953Subjects: Advertising; Food; Leadership; Organizational behavior; WholesalingLength: 12pYear New: 2004

1414Title: Clash of Cultures: Managers Managing Professionals (Hardcover)Author(s): Raelin, Joseph A.Publication Date: 11/01/1986Product Type: HBS Press BookAbstract: Managers have no lack of choice when it comes to books on managing professional employees. The majority of these accounts, however, deal with technical professionals, such as scientists and engineers. Although the literature on the professions and on various professional occupations abounds, these accounts tent to be dated. Today, there is a growing interest in the so-called salaried professionals, those professionals who carry out their craft in organizations rather than in private practice, although recognition of their particular difficulties in integrating into the bureaucracy is relatively new among the general management audience. To date, there has not been an attempt to link the peculiarities of the salaried professional culture with the corporate culture of management. Thus managing professionals is essentially a mimicking process in which management uses its best instincts when working with professional rather than nonprofessional employees. Standard management practices are merely superimposed on strategies for managing salaried professionals. We know too much about the corporate and professional cultures to let this continue. We know that both managers and professionals are affected by the wider social cultures, which has slowly changed the attitudes and behaviors of people in the working world.Subjects: Corporate culture; Management of professionals; NegotiationsLength: 318p

List Price: $35.00

73111Title: Clear Writing Means Clear Thinking Means . . .Author(s): Swift, Marvin H.Publication Date: 01/01/1973Product Type: Harvard Business Review ArticleAbstract: The general manager of a corporation circulates a memo advising his employees on company policy about copier use. He carefully revises his original memo and in the process crystallizes his own thinking on the issue. Writing well and thinking well are interrelated. Because rewriting demands objectivity, an ability to separate essential from nonessential ideas, and a willingness to locate and correct contradictions, it provides the key to improved thinking.Subjects: Management communication; Managerial skillsLength: 4p

707012Title: Clearwater SeafoodsAuthor(s): Reinhardt, Forest ; Weber, JamesPublication Date: 09/08/2006Revision Date: 02/22/2007Product Type: Case (Field)Abstract: Clearwater was trying to market value-added products in a traditionally commodities based industry while facing supply uncertainties and regulatory, environmental, and foreign exchange challenges. Clearwater harvested shellfish from the Canadian Atlantic fishery and sold this in markets around the world. They prided themselves on their sustainable fishing practices, which were not the norm for the industry. Seafood buyers traditionally bought on price. Clearwater's innovations and technology investments enabled it to produce a higher quality, value-added product, but it faced the challenge of convincing buyers to pay a premium price. Their products originated from a wild resource under government regulations which limited the size of the catch by both the industry and Clearwater. In recent years, Clearwater operated in an environment with a rising Canadian currency. This reduced profitability because Clearwater's costs were in Canadian currency while its sales were largely in other currencies. The case also discusses the challenges of maintaining a sustainable fishery and uses the collapse of the cod fishing industry as an example. Clearwater was founded in 1976, it went public in 2002, and was still managed by its two founding partners in 2006.Geographic Setting: Canada

Industry Setting: FishingNumber of Employees: 1,600Gross Revenues: C$325 million revenuesEvent Year Start: 2006Event Year End: 2006Subjects: NO SUBJECTS(KEYWORDS)Length: 33pYear New: 2006

KEL115Title: Clemens Family Corp. (A): The Struggle from Family-First to Business-FirstAuthor(s): Ward, John L.; Goletz, Christina N.Publication Date: 01/01/2004Product Type: Case (Field)Abstract: Shows how a regional family company threatened by national competition must make changes to its structure and way of doing business or face extinction or sale.Geographic Setting: United StatesIndustry Setting: Meat industriesGross Revenues: $350 million revenuesSubjects: NO SUBJECTS(KEYWORDS)Length: 12pSupplementary Materials: Supplement (Field), (KEL116), 5p, by John L. Ward, Christina N. Goletz; Supplement (Field), (KEL117), 5p, by John L. Ward, Christina N. GoletzYear New: 2005

KEL116Title: Clemens Family Corp. (B): The Process of ChangeAuthor(s): Ward, John L.; Goletz, Christina N.Publication Date: 01/01/2004Product Type: Supplement (Field)Abstract: Supplements the (A) case. Must be used with: (KEL115) Clemens Family Corp. (A): The Struggle from Family-First to Business-First.Subjects: NO SUBJECTS(KEYWORDS)Length: 5pYear New: 2005

KEL117Title: Clemens Family Corp. (C): Post-Transition (August 2001) Author(s): Ward, John L.; Goletz, Christina N.Publication Date: 01/01/2004Product Type: Supplement (Field)Abstract: Supplements the (A) case. Must be used with: (KEL115) Clemens Family Corp. (A): The Struggle from Family-First to Business-First.Subjects: NO SUBJECTS(KEYWORDS)Length: 5p



Year New: 2005

CMR236Title: Co-Leadership: Lessons from Republican RomeAuthor(s): Sally, DavidPublication Date: 07/01/2002Product Type: CMR ArticlePublisher: California Management ReviewAbstract: The Roman Republic embraced a system of co-leadership that thrived for over four centuries before dissolving into the dictatorship of the Empire. Many modern firms are evolving in the opposite direction, as sole leadership structures are replaced or augmented by shared leadership. This modern evolution has been prompted by the increasing prevalence of job sharing and teams in the workplace, joint leadership in the family, and complex technology and massive mergers in the marketplace. This article identifies ten key lessons that the republicans of Rome understood and that are extremely relevant for the modern organization attempting to institute or sustain co-leadership. These ten lessons find parallels in the successes and failures of co-leadership at such firms as Goldman Sachs, Citigroup, Unilever, and DaimlerChrysler.Subjects: Business history; Leadership; Management stylesLength: 17p

406044Title: Coach K: A Matter of the HeartAuthor(s): Snook, Scott A.; Perlow, Leslie A.; DeLacey, Brian J.Publication Date: 08/10/2005Revision Date: 12/01/2005Product Type: Case (Library)Abstract: Successful college basketball coach Mike Krzyzewski faces the decision whether to accept a lucrative offer to coach a professional basketball team or continue to coach at Duke University. Provides a context for discussing various styles of power, influence, and persuasion in the context of his coaching career. May be used with: (98209) The Set-Up-to-Fail Syndrome.Geographic Setting: Indiana; North Carolina; TexasIndustry Setting: Sports industryEvent Year Start: 2004Event Year End: 2004Subjects: NO SUBJECTS(KEYWORDS)Length: 12pSupplementary Materials: Teaching Note, (406103), 28p, by Scott A. SnookYear New: 2005

406043Title: Coach Knight: The Will to WinAuthor(s): Snook, Scott A.; Perlow, Leslie A.; DeLacey, Brian J.Publication Date: 08/10/2005Revision Date: 12/01/2005Product Type: Case (Library)Abstract: Successful college basketball coach Bob Knight was fired from his long-time role as basketball coach at Indiana University and hired in the same role at Texas Tech. Considers these events in the context of his long career and provides a context for discussing various styles of power, influence, and persuasion in his leadership role as coach and educator.Geographic Setting: Indiana; North Carolina; TexasIndustry Setting: Sports industryEvent Year Start: 2004Event Year End: 2004Subjects: NO SUBJECTS(KEYWORDS)Length: 14pSupplementary Materials: Teaching Note, (406103), 28p, by Scott A. SnookYear New: 2005

405093Title: Coach Roy Williams: What Next? (B)Author(s): DeLong, Thomas J.; Chang, Christopher; Schweitzer, ScottPublication Date: 06/13/2005Revision Date: 10/25/2005Product Type: Supplement (Field)Abstract: Supplements the (A) case. Must be used with: (405070) Coach Roy Williams: What Next? (A).Subjects: NO SUBJECTS(KEYWORDS)Length: 4pYear New: 2005

405070Title: Coach Roy Williams: What Next? (A)Author(s): DeLong, Thomas J.; Chang, Christopher; Schweitzer, ScottPublication Date: 06/13/2005Revision Date: 10/25/2005Product Type: Case (Field)Abstract: Roy Williams, head coach of the Kansas University Men's Basketball Team, was facing a major decision. The recent resignation of the coach at the University of North Carolina (UNC) had lead to speculation that Williams, a UNC alumnus, would be named as its new coach. Williams had actually been offered the head coaching job at UNC in 2000, but he turned it down to remain at Kansas. However, circumstances had drastically changed in the past three years, making the impending decision substantially more complicated. Recently, Williams had grown

increasingly frustrated with his boss, whose philosophy on college athletics drastically differed from his own. Meanwhile, UNC, an institution with an unparalleled history of college basketball success, had suffered from several disappointing seasons and was in search of a new leader to restore the program to its original stature. For Williams, the opportunity to return to his beloved alma mater and rescue the program from its recent woes was both electrifying and humbling, but it was offset by his deep loyalty to Kansas. Williams knew that the upcoming championship game would be difficult, but he recognized that it paled in comparison to the decision he would be forced to make after the game. Williams must not only confront the decision but struggle with issues of succession planning, career development, and leadership.Geographic Setting: United StatesIndustry Setting: Colleges & universities; Sports industryEvent Year Start: 2003Event Year End: 2003Subjects: NO SUBJECTS(KEYWORDS)Length: 11pSupplementary Materials: Supplement (Field), (405093), 4p, by Thomas J. DeLong, Christopher Chang, Scott SchweitzerYear New: 2005

1954BNTitle: The Coaching CollectionPublication Date: 09/01/2002Product Type: Management ProgramAbstract: This special collection will help you develop your skills as a coach and mentor. It includes Coaching for Results (CD-ROM), Geeks and Geezers (hardcover), and Priming Employees for Superior Performance (HBR OnPoint Collection). Through an interactive case study, expert guidance, and activities for immediate application at work, the hands-on CD-ROM helps you coach successfully by preparing, discussing, and following up in any situation. Warren G. Bennis and Robert J. Thomas, the authors of Geeks and Geezers, present a compelling new model that predicts who is likely to become--and remain--a leader and why. At the heart of this model are what the authors call "crucibles" or periods of adversity from which one can emerge either hopelessly broken or ready to learn and lead. The book will provide you with insights on how to recognize and inspire those who will lead. Priming Employees for Superior Performance focuses on the most powerful influence on your employees' performance--your



expectations--and shows you how to set a positive self-fulfilling prophesy in motion. You'll save 10% off the regular prices when you purchase this collection.Subjects: Employee development; Employee empowerment; Leadership; Management styles; Managerial skills; Mentors; SupervisionList Price: $215.00

U0711CTitle: Coaching Your Team's Performance to the Next LevelAuthor(s): Field, AnnePublication Date: 11/01/2007Product Type: Harvard Management Update ArticleAbstract: Teams are the workhorses of today's businesses, but they're workhorses prone to any of several ailments, from open bickering and sabotage on one end of the spectrum to resolute conflict avoidance on the other. An increasing number of managers today are turning to team coaching to move their teams' performance to the next level. This article looks at three companies where team coaching ramped up performance and offers expert advice on using team coaching to help squabbling groups manage conflict constructively.Subjects: NO SUBJECTS(KEYWORDS)Length: 5pList Price: $4.50Year New: 2007

2162BCTitle: Coaching for Alphas: Making Real Changes, Making Changes RealAuthor(s): Ludeman, Kate; Erlandson, EddiePublication Date: 10/10/2006Product Type: HBS Press ChapterAbstract: Many alphas acknowledge that they stand to benefit from changing some of their ways, but they don't think they can. In this chapter, the authors recommend that alphas consider working with a coach to add focus, depth, and valuable assistance to efforts at changing behavior that could potentially impede performance and diminish results. May be used with: (2152BC) Alpha Male Syndrome: The Good, The Bad, the Ugly; (2153BC) The Variety of Alpha Males: The Roles They Play and the Masks They Wear; (2154BC) The Alpha Commander: The Top Dog Who Can Be a Pit Bull; (2155BC) The Alpha Visionary: The Dreamer Whose Dreams Can Be Impossible; (2156BC) The Alpha Strategist: The Analytical Genius Who Can Be a Stubborn Know-It-All; (2157BC) The Alpha Executor: The

Driver Who Can Drive You Up the Wall; (2158BC) The Alpha Male Team: The Club Where Everyone Wants to Be in Charge; (2159BC) The Care and Feeding of the Alpha Male: Achieving High-Level Health and Wellness.Subjects: NO SUBJECTS(KEYWORDS)Length: 11pList Price: $6.95Year New: 2006

4819C2Title: Coaching for Results (Interactive CD-ROM)Author(s): Hill, Linda A.Publication Date: 02/01/2002Product Type: Interactive ProgramAbstract: This CD-ROM eLearning program will help managers apply coaching concepts to real-life situations. Learn how to observe behavior, listen, and question to gain understanding, give feedback that ties behavior to its impact, and involve others in coaching. Through interactive role play, expert guidance, and activities for immediate application at work, this program helps you coach successfully by preparing, discussing, and following up in any situation.Subjects: Managers; Performance effectiveness; Personnel management; Power & influence; Superior & subordinate; SupervisionLength: 3 hours

4819M2Title: Coaching for Results (Online)Author(s): Hill, Linda A.Publication Date: 06/15/2000Product Type: Interactive ProgramAbstract: This Internet-based eLearning program will help managers apply coaching concepts to real life situations. Learn how to observe behavior, listen, and question to gain understanding, give feedback that ties behavior to its impact, and involve others in coaching. Through interactive role-play, expert guidance, and activities for immediate application at work, this program helps you coach successfully by preparing, discussing, and following up in any situation. This program is also available in a CD-ROM format, product 4819C2.Subjects: Management styles; Managers; Performance effectiveness; Power & influence; Superior & subordinateLength: 3 hours

4819H2Title: Coaching for Results, Corporate Intranet VersionAuthor(s): Hill, Linda A.Publication Date: 08/27/2003Product Type: Interactive ProgramAbstract: This CD-ROM eLearning

program will help managers apply coaching concepts to real-life situations. Learn how to observe behavior, listen, and question to gain understanding, give feedback that ties behavior to its impact, and involve others in coaching. Through interactive role play, expert guidance, and activities for immediate application at work, this program helps you coach successfully by preparing, discussing, and following up in any situation. This program is also available in online format, product 4819M2.Subjects: Managers; Performance effectiveness; Personnel management; Power & influence; Superior & subordinate; SupervisionLength: 3 hours

R0405CTitle: Coaching the Alpha MaleAuthor(s): Ludeman, Kate; Erlandson, EddiePublication Date: 05/01/2004Product Type: Harvard Business Review ArticleAbstract: Highly intelligent, confident, and successful, alpha males represent about 70% of all senior executives. Natural leaders, they willingly take on levels of responsibility most rational people would find overwhelming. But many of their quintessential strengths can also make alphas difficult to work with. Their self-confidence can appear domineering. Their high expectations can make them excessively critical. Their unemotional style can keep them from inspiring their teams. That's why alphas need coaching to broaden their interpersonal tool kits while preserving their strengths. Drawing from their experience coaching more than 1,000 senior executives, the authors outline an approach tailored specifically for the alpha. Coaches get the alpha's attention by inundating him with data from 360-degree feedback presented in ways he will find compelling. Such an assessment is a wake-up call for most alphas, providing undeniable proof that their behavior doesn't work nearly as well as they think it does. That paves the way for a genuine commitment to change. To change, the alpha must admit vulnerability, accept accountability not just for his own work but for others', connect with his underlying emotions, learn to motivate through a balance of criticism and validation, and become aware of unproductive behavior patterns. The goal of executive coaching is not simply to treat the alpha as an individual problem, but to improve the entire team dynamic.Subjects: Human behavior; Human resources management; Interpersonal behavior; Interpersonal relations;



Leadership; Management of change; Performance appraisal; Performance effectiveness; Personal strategy & style; TeamsLength: 10pYear New: 2004

8184WTitle: Coaching: CD Windows VersionPublication Date: 06/19/1997Product Type: Multimedia CaseMedium: CD-ROMFormat: WindowsAbstract: An interactive multimedia learning and reference tool on CD-ROM to help managers at all levels develop and enhance their effectiveness as coaches. Provides managers with an interactive, collaborative learning process involving active listening, asking questions, sharing information, and working out the most effective solutions to different management problems. Through video-based role plays, keynotes, and interactive workshops, managers learn about the coaching process, and practice the skills needed for effective coaching. Three interactive case studies support the program's learning objectives, reinforce concepts and skills, and present exciting management challenges. The program's content expert, Linda Hill, offers advice and summaries of key learning points to help managers put what they've learned into action. A built-in personal itinerary prioritizes the program's content based on managers' responses to 20 multiple-choice questions relating to their personal and professional experience. A fully searchable resource section includes HBR articles, material from HBS, tools, and checklists.Subjects: Careers & career planning; Delegation of authority; Leadership; Management communication; Management development; Management of professionals; Management performance; Managerial skills; Mentors; SupervisionBESTSELLER

8184MTitle: Coaching: Macintosh VersionPublication Date: 12/23/1997Product Type: Multimedia CaseAbstract: An interactive multimedia learning and reference tool on CD-ROM to help managers at all levels develop and enhance their effectiveness as coaches. Provides managers with an interactive, collaborative learning process involving active listening, asking questions, sharing information, and working out the most effective solutions to different management problems. Through video-based role plays, keynotes, and interactive workshops,

managers learn about the coaching process, and practice the skills needed for effective coaching. Three interactive case studies support the program's learning objectives, reinforce concepts and skills, and present exciting management challenges. The program's content expert, Linda Hill, offers advice and summaries of key learning points to help managers put what they've learned into action. A built-in personal itinerary prioritizes the program's content based on managers' responses to 20 multiple-choice questions relating to their personal and professional experience. A fully searchable resource section includes HBR articles, material from HBS, tools, and checklists. Windows version available: Order #8184W.Subjects: Careers & career planning; Delegation of authority; Leadership; Management communication; Management development; Management of professionals; Management performance; Managerial skills; Mentors; SupervisionBESTSELLER

402027Title: The Coca-Cola Co.: The Quaker Oats Acquisition (A)Author(s): Lorsch, Jay W.; Sanchez, SonyaPublication Date: 09/17/2001Revision Date: 10/03/2001Product Type: Case (Library)Abstract: Discusses how CEOs should think about bringing strategic issues to the board, what issues to bring, how to position them, and which information to provide.Geographic Setting: Atlanta, GAIndustry Setting: Beverage industryNumber of Employees: 30,000Gross Revenues: $20,458 million revenuesSubjects: Beverages; Board of directors; Corporate strategyLength: 21pSupplementary Materials: Supplement (Library), (402030), 1p, by Jay W. Lorsch, Sonya Sanchez

402030Title: The Coca-Cola Co.: The Quaker Oats Acquisition (B)Author(s): Lorsch, Jay W.; Sanchez, SonyaPublication Date: 09/18/2001Revision Date: 10/03/2001Product Type: Supplement (Library)Abstract: Supplements the (A) case. Must be used with: (402027) The Coca-Cola Co.: The Quaker Oats Acquisition (A).Subjects: Beverages; Board of directors; Corporate strategy

Length: 1p

488006Title: Coco Chanel--1883-1971Author(s): Zaleznik, Abraham; Artuso AWPublication Date: 10/14/1987Revision Date: 01/13/1992Product Type: Case (Library)Abstract: Discusses leadership in the fashion industry.Geographic Setting: FranceIndustry Setting: Fashion industryEvent Year Start: 1883Subjects: Clothing; Leadership; FranceLength: 29p

R0711BTitle: Cognitive FitnessAuthor(s): Gilkey, Roderick; Kilts, ClintPublication Date: 11/01/2007Product Type: Harvard Business Review ArticleAbstract: Recent neuroscientific research shows that the health of your brain isn't, as experts once thought, just the product of childhood experiences and genetics; it reflects your adult choices and experiences as well. Professors Gilkey and Kilts of Emory University's medical and business schools explain how you can strengthen your brain's anatomy, neural networks, and cognitive abilities, and prevent functions such as memory from deteriorating as you age. The brain's alertness is the result of what the authors call cognitive fitness--a state of optimized ability to reason, remember, learn, plan, and adapt. Certain attitudes, lifestyle choices, and exercises enhance cognitive fitness. Mental workouts are the key. Brain-imaging studies indicate that acquiring expertise in areas as diverse as playing a cello, juggling, speaking a foreign language, and driving a taxicab expands your neural systems and makes them more communicative. In other words, you can alter the physical makeup of your brain by learning new skills. The more cognitively fit you are, the better equipped you are to make decisions, solve problems, and deal with stress and change. Cognitive fitness will help you be more open to new ideas and alternative perspectives. It will give you the capacity to change your behavior and realize your goals. You can delay senescence for years and even enjoy a second career. Drawing from the rapidly expanding body of neuroscientific research as well as from well-established research in psychology and other mental health fields, the authors have identified four steps you can take to become cognitively fit: understand how experience makes the brain grow, work hard at play, search for patterns, and



seek novelty and innovation. Together these steps capture some of the key opportunities for maintaining an engaged, creative brain.Subjects: NO SUBJECTS(KEYWORDS)Length: 11pYear New: 2007

9-408-099Title: Cognizant Technology SolutionsAuthor(s): Eccles, Robert G.; Kothandaraman, Prabakar PKPublication Date: 01/17/2008Revision Date: 08/01/2008Product Type: Case (Field)Abstract: In the highly competitive information technology outsourcing industry, Cognizant Technology Solutions has developed a strategy to differentiate itself by emphasizing building very close client relationships through its "Two-in-a-box" (TIB) model. This model is based on having two people share complete responsibility for the client. In the U.S. or Europe, the "on-site" person, along with his or her relationship management team, is responsible for understanding the client's needs, obtaining projects and properly scoping out the work. The "offshore" person in India or elsewhere, along with his or her delivery team, is responsible for completing the project in a high quality and timely way. The same top- and bottom-line metrics are used to evaluate the performance of both the on-site and offshore managers. This strategy (as opposed to ones based on things like low cost and innovation used by Cognizant's competitors) is intended to build deep and strong client relationships that will maximize Cognizant's "share of wallet." One interesting aspect of TIB is Cognizant Business Consulting, a 1,700-person group which advises clients in the context of helping them develop IT solutions for their business challenges. More recently, and as the next evolution of the TIB model, Cognizant is developing what it calls "Cognizant 2.0" or C2. C2 is a delivery platform based on Web 2.0 technology that enables Cognizant to subdivide work into tasks that can be allocated wherever in the world the best resources within Cognizant exist based on cost, expertise and availability while at the same time maintaining collaboration and integration to ensure timely and high quality delivery.Number of Employees: 38,659Gross Revenues: $1.424 billion in 2006Event Year Start: 2007Event Year End: 2007Subjects: NO SUBJECTS(KEYWORDS)


R0507HTitle: Collaboration RulesAuthor(s): Evans, Philip; Wolf, BobPublication Date: 07/01/2005Product Type: Harvard Business Review ArticleAbstract: Corporate leaders seeking to boost growth, learning, and innovation may find the answer in a surprising place: the Linux open-source software community. Linux is developed by an essentially volunteer, self-organizing community of thousands of programmers. Most leaders would sell their grandmothers for workforces that collaborate as efficiently, frictionlessly, and creatively as the self-styled Linux hackers. But Linux is software, and software is hardly a model for mainstream business. The authors have, nonetheless, found surprising parallels between the anarchistic, caffeinated, hirsute world of Linux hackers and the disciplined, tea-sipping, clean-cut world of Toyota engineering. Specifically, Toyota and Linux operate by rules that blend the self-organizing advantages of markets with the low transaction costs of hierarchies. In place of markets' cash and contracts and hierarchies' authority are rules about how individuals and groups work together (with rigorous discipline); how they communicate (widely and with granularity); and how leaders guide them toward a common goal (by example). Those rules, augmented by simple communication technologies and a lack of legal barriers to sharing information, create rich common knowledge, the ability to organize teams modularly, extraordinary motivation, and high levels of trust, which radically lowers transaction costs. Low transaction costs, in turn, make it profitable for organizations to perform more and smaller transactions--and so increase the pace and flexibility typical of high-performance organizations. After the system achieves critical mass, it feeds on itself. The larger the system, the more broadly shared the knowledge, language, and work style. The greater individuals' reputational capital, the louder the applause and the stronger the motivation. The success of Linux is evidence of the power of that virtuous circle. Toyota's success is evidence that it is also powerful in conventional companies.Geographic Setting: JapanIndustry Setting: Automotive industry; Automotive supplies; Software industrySubjects: NO SUBJECTS(KEYWORDS)Length: 8p

Year New: 2005

1622CFTitle: Collaboration Rules: Breaking Through Organizational Barriers: A Conversation with Philip Evans, A Harvard Business School Publishing Virtual SeminarAuthor(s): Evans, PhilipPublication Date: 07/20/2005Product Type: Previous ConferenceAbstract: Much has been written about the potential of collaboration to unlock value and drive breakthrough performance. Yet too few organizations collaborate as effectively as they could. Writing in the July-August issue of Harvard Business Review, Philip Evans reveals the steps you need to take to improve your collaborative efforts dramatically. Drawing on examples as diverse as Linux and Toyota, Evans will offer practical advice based on real-world experience. Evans and his co-author, Bob Wolf, have identified ways to set the stage properly to foster dynamic and organic sharing of learning and innovation within and beyond your organization. These insights will show you how to increase pace and flexibility while reducing the "transaction costs" of sharing. In this 90-minute, interactive presentation, Evans will show that extraordinary group efforts don't have to be miraculous or accidental. He will demonstrate that an environment designed to produce cheap, plentiful transactions unleashes collaborations that break through organizational barriers. For more information and to register, please go to www.krm.com/collaborateSubjects: NO SUBJECTS(KEYWORDS)Length: 90 minList Price: $349.00Year New: 2005

1622CDTitle: Collaboration Rules: Breaking Through Organizational Barriers: A Conversation with Philip Evans: A Harvard Business School Publishing Virtual Seminar CD, Single UserAuthor(s): Evans, PhilipPublication Date: 07/20/2005Product Type: Conference AudioAbstract: Much has been written about the potential of collaboration to unlock value and drive breakthrough performance. Yet too few organizations collaborate as effectively as they could. Writing in the July-August issue of Harvard Business Review, Philip Evans reveals the steps you need to take to improve your collaborative efforts dramatically. Drawing on examples as diverse as Linux and Toyota, Evans



offers practical advice based on real-world experience. Evans and his co-author, Bob Wolf, have identified ways to set the stage properly to foster dynamic and organic sharing of learning and innovation within and beyond your organization. These insights show you how to increase pace and flexibility while reducing the "transaction costs" of sharing. In this 90-minute, interactive presentation, Evans shows that extraordinary group efforts don't have to be miraculous or accidental. He demonstrates that an environment designed to produce cheap, plentiful transactions unleashes collaborations that break through organizational barriers. Volume discounts and site license pricing are also available.Subjects: NO SUBJECTS(KEYWORDS)Length: 90 minList Price: $129.00Year New: 2005

402S07Title: Colonial Food Services Co., Spanish VersionAuthor(s): Beer, Michael; Clawson, James G.Publication Date: 07/31/2002Product Type: LACC CaseAbstract: The first case in a four-part case series which outlines the events leading up to a performance appraisal interview. Describes the background of the company.Geographic Setting: United StatesIndustry Setting: Food servicesCompany Size: smallGross Revenues: $35 million revenuesSubjects: Food; Interpersonal behavior; Performance appraisal; ServicesLength: 5p

478005Title: Colonial Food Services Co.Author(s): Beer, Michael; Clawson, James G.Publication Date: 10/01/1977Revision Date: 09/30/1983Product Type: Case (Field)Abstract: The first case in a four-part case series which outlines the events leading up to a performance appraisal interview. Describes the background of the company. May be used with: (478006) James Cranston; (478007) Eugene Kirby (A).Geographic Setting: United StatesIndustry Setting: Food servicesCompany Size: smallGross Revenues: $35 million revenuesSubjects: Food; Interpersonal behavior; Performance appraisal; ServicesLength: 5pSupplementary Materials: Teaching Note, (485009), 8p, by Michael Beer,

Bert A. Spector; Case Video, (887512), 26 min, by Bart J. Van Dissel

884518Title: Colonial Foods: Performance Appraisal Interview, VideoAuthor(s): Beer, MichaelPublication Date: 02/16/1984Product Type: Case VideoAbstract: An in-depth interview by a regional vice-president and a district manager. To be used with Colonial Food Services (9-478-005), James Cranston (9-478-006), and Eugene Kirby (A) (9-478-007). (This videotape is in black and white). An abridged version of this videotape (9-887-512) is also available.Industry Setting: Food industrySubjects: Food; Interpersonal behavior; Performance appraisal; ServicesLength: 59 minList Price: $150.00Supplementary Materials: Video Transcript, (487027), 10p, by Michael Beer, James G. Clawson

305032Title: Columbia's Final Mission (Multimedia Case)Author(s): Roberto, Michael A.; Edmondson, Amy C.; Ferlins, Erika M.; Feldman, Laura R.; Bohmer, RichardPublication Date: 03/01/2005Product Type: Multimedia CaseAbstract: On February 1, 2003, the Shuttle Columbia disintegrated upon re-entry into the Earth's atmosphere, and the seven astronauts onboard lost their lives. Explores Columbia's final mission from the perspective of six key managers and engineers associated with NASA's Space Shuttle Program. An introductory video and interactive timeline present background information. An application replicates the desktop environment of six real-life managers and engineers involved in decision making during the period prior to Columbia's re-entry. Each student is preassigned a particular role and, through a password system, enters the role-play application. Students review the protagonists' actual e-mails, listen to audio re-enactments of crucial meetings, and review space agency documents. Students must be prepared to play the role of the protagonist in a classroom re-enactment of a critical Mission Management Team meeting that took place on Flight Day 8 (January 24, 2003). Students examine the organizational causes of the tragedy rather than focus on the technical cause. May be used with HBR article: Facing Ambiguous Threats (product #R0611F)Geographic Setting: Houston, TXIndustry Setting: Aerospace industryNumber of Employees: 24,000

Event Year Start: 2003Event Year End: 2003Subjects: Aerospace industry; Corporate culture; Crisis management; Decision making; Group dynamics; Leadership; Managerial skills; Organizational behaviorSupplementary Materials: Teaching Note, (305033), 49p, by Michael A. Roberto, Amy C. Edmondson, Erika M. Ferlins, Richard Bohmer

7661BCTitle: Comments and Corrections: Strategies for Preventing Bad LeadershipAuthor(s): Kellerman, BarbaraPublication Date: 08/18/2004Product Type: HBS Press ChapterAbstract: How can we get from bad leadership to better leadership? In this chapter the author offers some thoughts on stopping bad leadership. Some of the suggestions for leaders include sharing power and not believing your own hype. Followers can help, too, by paying attention to what is happening, and being willing to take a stand, among other things.Subjects: NO SUBJECTS(KEYWORDS)Length: 19pList Price: $6.95

R00111Title: Common Sense and Conflict: An Interview with Disney's Michael EisnerAuthor(s): Eisner, Michael; Wetlaufer, SuzyPublication Date: 01/01/2000Product Type: Harvard Business Review ArticleAbstract: Once upon a time, the Walt Disney Company was famous for a quaint little mouse, a collection of vintage animated films for children, and two enjoyable--but aging--theme parks. It was, in other words, a great American company in eclipse. Today, Disney may be going through some tough times, but it's tough times for a vast $23 billion empire. Along with animation blockbusters like The Lion King and Beauty and the Beast, Disney now owns three motion picture studios, as well as the ABC and ESPN television networks. The company is now poised to build new theme parks in Japan and China to go along with its EuroDisney attractions. Two Disney cruise ships sail the Bahamas. A Disney symphony to mark the millennium opened at the New York Philharmonic last fall. And an integrated network of Web sites--Disney.com, ABC.com, ABCNews.com, Go.com, and Family.com--stretches out over the Internet. The driving force behind all that growth was undoubtedly Michael Eisner,



who became chairman and CEO in 1984. In this interview with senior editor Suzy Wetlaufer, Eisner vividly and colorfully describes the challenges he confronted as he built Disney. In a series of revealing anecdotes, he illustrates the workings of a culture that fosters creativity--an environment fraught with both carefully institutionalized conflict and good old-fashioned common sense. Eisner describes in detail the four pillars of his particular brand of leadership, which he maintains are the same in good times and bad: being an example; being there; being a nudge; and being, as he puts it, "an idea generator--all the time, all day, all night."Industry Setting: Entertainment industrySubjects: Creativity; Entertainment industry; Innovation; Interviews; LeadershipLength: 11p

3626Title: Common Sense and Conflict: An Interview with Disney's Michael Eisner (HBR OnPoint Enhanced Edition)Author(s): Eisner, Michael; Wetlaufer, SuzyPublication Date: 06/01/2000Product Type: HBR OnPoint ArticleAbstract: Once upon a time, the Walt Disney Company was famous for a quaint little mouse, a collection of vintage animated films for children, and two enjoyable--but aging--theme parks. It was, in other words, a great American company in eclipse. Today, Disney may be going through some tough times, but it's a vast $23 billion empire. Along with animation blockbusters like The Lion King and Beauty and the Beast, Disney now owns three motion picture studios, as well as the ABC and ESPN television networks. The company is now poised to build new theme parks in Japan and China to go along with its EuroDisney attractions. Two Disney cruise ships sail the Bahamas. A Disney symphony to mark the millennium opened at the New York Philharmonic last fall. And an integrated network of Web sites stretches out over the Internet. The driving force behind all that growth was undoubtedly Michael Eisner, who became chairman and CEO in 1984. In this interview with senior editor Suzy Wetlaufer, Eisner vividly and colorfully describes the challenges he confronted as he built Disney. In a series of revealing anecdotes, he illustrates the workings of a culture that fosters creativity--an environment fraught with both carefully institutionalized conflict and good old-fashioned common sense. Eisner describes in detail the four pillars of his particular brand of leadership,

which he maintains are the same in good times and bad: being an example; being there; being a nudge; and being, as he puts it, "an idea generator--all the time, all day, all night."Industry Setting: Entertainment industrySubjects: Creativity; Entertainment industry; Innovation; Interviews; LeadershipLength: 15pList Price: $6.50

B0705BTitle: Common Sense in Strategy Communication: Four Lessons from Canon USAAuthor(s): Keller Johnson, LaurenPublication Date: 05/15/2007Product Type: Balanced Scorecard Report ArticleAbstract: At Canon USA, strategic awareness is serious business. Executives advocate top-down, bottom-up, and lateral communications and feedback. The commitment to communicating strategy and aligning employees with this commitment has served the company, a subsidiary of Canon Inc., well. It has played a pivotal role in the success of the company's customer intimacy strategy--a strategy that has propelled Canon to new heights of profitability and won it a place in the Balanced Scorecard Hall of Fame. In this article, BSR talks with Chuck Biczak, director of strategic planning for Canon USA, about four commonsense lessons that will help any strategy executive meet the communications challenge.Subjects: NO SUBJECTS(KEYWORDS)Length: 2pList Price: $9.50Year New: 2007

70604Title: Communicate Through Your SupervisorsAuthor(s): Gelfand, Louis I.Publication Date: 11/01/1970Product Type: Harvard Business Review ArticleAbstract: The results of interviews with 600 Pillsbury employees, to determine the effectiveness of internal communications, reveal that good communication and favorable employee attitudes are related. Providing employees with information that they want quickly, and through the channels they prefer, characterizes good communication. The principle organizational procedures of an in-plant communications program are: setting aside 15 minutes of the workweek for supervisors to meet with employees, reporting verbally on matters of interest,

and learning from question-and-answer sessions.Subjects: Management communication; Management styles; Personnel managementLength: 4p

7535BCTitle: Communicate for Buy-In: Engaging and Enabling the Whole OrganizationAuthor(s): Cohen, Dan S.Publication Date: 09/16/2005Product Type: HBS Press ChapterAbstract: Organizational change, by definition, cannot take place in a vacuum; communicating in a concise, candid, heart-felt manner is critical to the success of your change effort. This chapter describes key activities and tactics, and provides several assessment tools that will help you move individuals from total lack of awareness of the problem to understanding and committing to the vision.Subjects: NO SUBJECTS(KEYWORDS)Length: 30pList Price: $6.95Year New: 2007

C0602BTitle: Communicate to Inform, Not ImpressAuthor(s): Obuchowski, JanicePublication Date: 02/01/2006Product Type: Harvard Management Communication Letter ArticleAbstract: It's all too easy to fall into the trap of using the important-sounding but vague expressions that constitute so much business communication today. But jargon is bad news--not because it irritates English teachers and editors but because it will bore, confuse, and alienate your audience. Read this article to learn how to break free of the tedium, obscurity, and anonymity traps of business language to become a more informative, interesting, and persuasive communicator.Subjects: NO SUBJECTS(KEYWORDS)Length: 3pList Price: $4.50Year New: 2006

2170BCTitle: Communicate--with Care: How to Be a More Effective LeaderAuthor(s): Goffee, Rob; Jones, GarethPublication Date: 01/01/2006Product Type: HBS Press ChapterAbstract: Effective leaders pay careful attention to how they are seen and heard. This chapter explores the ways in which leaders construct compelling narratives about themselves and their



contexts, and the ways in which they identify the channels of communication that work best for them. May be used with: (2165BC) Introduction: Why Should Anyone Be Led by You?; (2163BC) Be Yourself--More--with Skill: How to Be a More Effective Leader; (2166BC) Take Personal Risks: How to Be a More Effective Leader; (2167BC) Read--and Rewrite--The Context: How to Be a More Effective Leader; (2168BC) Remain Authentic--but Conform Enough: How to Be a More Effective Leader; (2169BC) Manage Social Distance: How to Be a More Effective Leader; (2172BC) Authentic Followership: Being a More Effective Leader; (2174BC) The Price and Prize of Leadership: Being a More Effective Leader; (2164BC) Know and Show Yourself--Enough: How to Be a More Effective Leader; (2714BC) Tools for Maximizing Your Leadership Potential.Subjects: NO SUBJECTS(KEYWORDS)Length: 30pList Price: $6.95Year New: 2006

C9908ATitle: Communicating Change: A Dozen Tips from the ExpertsAuthor(s): Saunders, RebeccaPublication Date: 08/01/1999Product Type: Harvard Management Communication Letter ArticleAbstract: All too often, change processes meant to strengthen an organization actually weaken it by leaving employees confused and resentful--when management really needs their commitment most. Managers need to take pains to communicate effectively throughout a proposed change for their company. By following these 12 tips from the experts--including explaining the reason for the change, supporting the change with new learning, and modeling the change yourself--you can prevent employee morale problems and make a change initiative work in your company.Subjects: Communication; Communication in organizations; Employee morale; Management communication; Management of change; Organizational changeLength: 3pList Price: $4.50

C0106ATitle: Communicating Is Not OptionalAuthor(s): Sinickas, AngelaPublication Date: 06/01/2001Product Type: Harvard Management Communication Letter ArticleAbstract: Opening communication channels and making sure that

communication flows in the right directions can be critical to performance. What's more, holding back information may prove destructive, giving employees and even customers the wrong signals. Drawing on a number of real-world examples, this article reveals how to establish--and enforce--a set of norms for all directions of communication within organizations: top down, upward, horizontal, and outward.Subjects: Communication in organizations; Communication strategy; Leadership; Management communicationLength: 3pList Price: $4.50

C9904CTitle: Communicating in Eastern EuropeAuthor(s): Marshall, JeffreyPublication Date: 04/01/1999Product Type: Harvard Management Communication Letter ArticleAbstract: Traveling to Eastern Europe on business? This article offers some thoughts from consultants and other experts about communications challenges and how to overcome them when doing business in Eastern Europe. Learn how to avoid certain miscues that would surely hurt your business dealings in these former Soviet-bloc countries.Geographic Setting: Europe, EasternSubjects: Communication; Cross cultural relations; Eastern Europe; Management communicationLength: 2pList Price: $4.50

C0011DTitle: Communicating in the Chaordic AgePublication Date: 11/01/2000Product Type: Harvard Management Communication Letter ArticleAbstract: There are signs and portents of a new age in employee-boss relations in the workplace. Hierarchies are out. Participation is in. Dee Hock, founder of VISA and proselytizer for new ways to manage workers more democratically, calls this new era the "Chaordic age," his made-up word combining chaos and order. He believes that companies need to learn to operate at the edge of chaos and order to be able to respond with the necessary speed and adaptability that the new age demands. This article offers seven rules for successful communication in the Chaordic age.Subjects: Interpersonal relations; Management communication; Participatory managementLength: 2pList Price: $4.50

R00110Title: Communities of Practice: The Organizational FrontierAuthor(s): Wenger, Etienne; Snyder, William M.Publication Date: 01/01/2000Product Type: Harvard Business Review ArticleAbstract: A new organizational form is emerging in companies that run on knowledge: the community of practice. And for this expanding universe of companies, communities of practice promise to radically galvanize knowledge sharing, learning, and change. A community of practice is a group of people informally bound together by shared expertise and passion for a joint enterprise. People in companies form them for a variety of reasons--to maintain connections with peers when the company reorganizes; to respond to external changes such as the rise of e-commerce; or to meet new challenges when the company changes strategy. Regardless of the circumstances that give rise to communities of practice, their members inevitably share knowledge in free-flowing, creative ways that foster new approaches to problems. Over the past five years, the authors have seen communities of practice improve performance at companies as diverse as an international bank, a major car manufacturer, and a U.S. government agency. Communities of practice can drive strategy, generate new lines of business, solve problems, promote the spread of best practices, develop people's skills, and help companies recruit and retain talent. The paradox of such communities is that although they are self-organizing and thus resistant to supervision and interference, they do require specific managerial efforts to develop them and integrate them into an organization. Only then can they be fully leveraged. The authors explain the steps managers need to take in order to get communities going--and to sustain them so they can become a central part of their companies' success.Subjects: Employee retention; Organizational design; Organizational development; Organizational learning; Organizational structure; Teams; Virtual communitiesLength: 7p

U9710BTitle: Companies Don't Develop Leaders--CEOs Do: An Interview with Noel TichyAuthor(s): Tichy, Noel M.; Brown, TomPublication Date: 10/01/1997Product Type: Harvard Management Update ArticleAbstract: Noel Tichy, professor of



organizational behavior at the University of Michigan and author of Control Your Own Destiny, discusses the importance of the CEO's role in leadership development. Tichy asserts that the best people in the company to educate and develop future leaders are those who have a record of success that others can learn from. Tichy promotes "the teachable point of view": These leaders possess a base of knowledge about business and the dynamics of business. And these leaders can pass on their knowledge to less experienced managers around them, which prepares new managers to lead in the future. This type of leadership can energize a company and help build a winning organization. Subjects: Interviews; Leadership; Management development; Organizational developmentLength: 3pList Price: $4.50BESTSELLER

2636BCTitle: Compassion: An Essential Element of Resonant LeadershipAuthor(s): Boyatzis, Richard; McKee, AnniePublication Date: 10/27/2005Product Type: HBS Press ChapterAbstract: Leaders develop their resonance and renew themselves by cultivating three essential elements: mindfulness, hope, and compassion. This chapter highlights the concrete leadership benefits of compassion, looking at how effective leaders embrace it and employ it in their lives and work. May be used with: (2627BC) Great Leaders Move Us: An Introduction to Resonant Leadership and Why It Matters; (2628BC) The Leader's Challenge: Resonant Leadership; (2630BC) Dissonance Is the Default: The Leader's Struggle to Sustain Resonance; (2632BC) Waking Up to Resonance and Renewal: Charting a Path to Self-Awareness and Great Leadership; (2633BC) Intentional Change: The Leader's Journey to Renewal; (2634BC) Mindfulness: An Essential Element of Resonant Leadership; (2635BC) Hope: An Essential Element of Resonant Leadership; (2638BC) "Be the Change You Wish to See in the World": Choosing to Be a Resonant Leader; (2639BC) Appendix A: Power Stress, the Sacrifice Syndrome, and the Renewal Cycle: Understanding a Holistic Approach to Leadership; (2640BC) Appendix B: Additional Exercises: Resonant Leadership.Subjects: NO SUBJECTS(KEYWORDS)


PEL002Title: Compensation Reform at Denver Public SchoolsAuthor(s): Grossman, Allen; Beaulieu, Nancy Dean; Suesse, Jennifer M.Publication Date: 09/07/2004Revision Date: 01/02/2007Product Type: Case (Field)Abstract: Focuses on using compensation as a lever for organizational improvement, highlighting topics such as developing institutional capacity for accountability, effecting organizational change, and working to address systemic misalignment.Geographic Setting: Denver, COIndustry Setting: Education industrySubjects: Compensation; Leadership; Organizational change; UnionizationLength: 25pSupplementary Materials: Teaching Note, (PEL017), 15p, by Allen Grossman, Jennifer M. SuesseYear New: 2004

R0506ETitle: Competent Jerks, Lovable Fools, and the Formation of Social NetworksAuthor(s): Casciaro, Tiziana; Lobo, Miguel SousaPublication Date: 06/01/2005Product Type: Harvard Business Review ArticleAbstract: When looking for help with a task at work, people turn to those best able to do the job. Right? Wrong. New research shows that work partners tend to be chosen not for ability but for likeability. Drawing from their study encompassing 10,000 work relationships in five organizations, the authors have classified work partners into four archetypes: the competent jerk, who knows a lot but is unpleasant; the lovable fool, who doesn't know much but is a delight; the lovable star, who's both smart and likeable; and the incompetent jerk, who...well, that's self-explanatory. Of course, everybody wants to work with the lovable star, and nobody wants to work with the incompetent jerk. More interesting is that people prefer the lovable fool over the competent jerk. That has big implications for every organization, as both of these types often represent missed opportunities. Lovable fools can bridge gaps between diverse groups that might not otherwise interact. But their networking skills are often developed at the expense of job performance, which can make these employees underappreciated and vulnerable to downsizing. To get the most out of them, managers need to

protect them and put them in positions that don't waste their bridge-building talents. As for the competent jerks, many can be socialized through coaching or by being made accountable for bad behavior. May be used with: (497055) Building Coalitions; (400036) Taran Swan at Nickelodeon Latin America (A).Subjects: NO SUBJECTS(KEYWORDS)Length: 10pYear New: 2005

1118Title: Competent Jerks, Lovable Fools, and the Formation of Social Networks (HBR OnPoint Enhanced Edition)Author(s): Casciaro, Tiziana; Lobo, Miguel SousaPublication Date: 06/01/2005Product Type: HBR OnPoint ArticleAbstract: When looking for help with a task at work, people turn to those best able to do the job. Right? Wrong. New research shows that work partners tend to be chosen not for ability but for likability. Drawing from their study encompassing 10,000 work relationships in five organizations, the authors have classified work partners into four archetypes: the competent jerk, who knows a lot but is unpleasant; the lovable fool, who doesn't know much but is a delight; the lovable star, who's both smart and likable; and the incompetent jerk, who...well, that's self-explanatory. Of course, everybody wants to work with the lovable star, and nobody wants to work with the incompetent jerk. More interesting is that people prefer the lovable fool over the competent jerk. That has big implications for every organization, as both of these types often represent missed opportunities. Lovable fools can bridge gaps between diverse groups that might not otherwise interact. But their networking skills are often developed at the expense of job performance, which can make these employees underappreciated and vulnerable to downsizing. To get the most out of them, managers need to protect them and put them in positions that don't waste their bridge-building talents. As for the competent jerks, many can be socialized through coaching or by being made accountable for bad behavior. May be used with: (497055) Building Coalitions.Subjects: InnovationLength: 10pList Price: $6.50Year New: 2005

908M61Title: Competing for Development (A): Fuel Efficient Stove for DarfurAuthor(s): Branzei, Oana; Abdelnour,



SamerPublication Date: 09/10/2008Product Type: Case (Field)Publisher: Richard Ivey School of Business/UWOAbstract: The new country director of CHF International (CHF), a U.S.-based organization that initiated operations in Sudan with USAID funding, must review the successes of CHF's early interventions, and its strategic interest in the fuel efficient stoves project. The practical decision concerns a US$65,000 investment in a local manufacturing facility that would allow CHF to scale up the production of a stove design endorsed by the Lawrence Berkeley National lab using locally tested prototypes with USAID support. Students are asked to contemplate whether and how economies of scale would bring the costs down to a tipping point where internally displaced persons (IDPs) in Darfuri camps could afford the benefits of greater efficiency and convenience. They also need to balance cost cutting considerations with alternative decision criteria for local development: the success of this project depends on IDPs' preference among alternative stove providers--which encompasses, in addition to fuel economies, the characteristics of the stoves themselves (i.e. quality, fuel efficiency), the engagement of the community in their production, and the ability to use and repair the stoves. The role play supplements M0862A to M0862F will highlight several aspects of the competitive dynamics among the key players. A summary of the dynamic interaction between the players is provided in the supplement Competing for Development (C): Success, Bittersweet.Geographic Setting: SudanSubjects: NO SUBJECTS(KEYWORDS)Length: 18pSupplementary Materials: Supplement (Field), (908M63), 14p, by Oana Branzei, Samer Abdelnour; Teaching Note, (808M61), 20p, by Oana Branzei, Samer Abdelnour; Supplement (Field), (M0862B), 4p, by Oana Branzei, Samer Abdelnour; Supplement (Field), (M0862C), 2p, by Oana Branzei, Samer Abdelnour; Supplement (Field), (M0862D), 2p, by Oana Branzei, Samer Abdelnour; Supplement (Field), (M0862E), 4p, by Oana Branzei, Samer Abdelnour; Supplement (Field), (M0862F), 2p, by Oana Branzei, Samer Abdelnour; Supplement (Field), (M0862A), 5p, by Oana Branzei, Samer Abdelnour

M0862ATitle: Competing for Development (B1): The Intermediate Technology Development Group/Practical ActionAuthor(s): Branzei, Oana; Abdelnour, SamerPublication Date: 09/09/2008Product Type: Supplement (Field)Publisher: Richard Ivey School of Business/UWOAbstract: An abstract is not available for this product. Must be used with: (908M61) Competing for Development (A): Fuel Efficient Stove for Darfur.Subjects: NO SUBJECTS(KEYWORDS)Length: 5pSupplementary Materials: Teaching Note, (808M61), 20p, by Oana Branzei, Samer Abdelnour; Supplement (Field), (M0862B), 4p, by Oana Branzei, Samer Abdelnour; Supplement (Field), (M0862C), 2p, by Oana Branzei, Samer Abdelnour; Supplement (Field), (M0862D), 2p, by Oana Branzei, Samer Abdelnour; Supplement (Field), (M0862E), 4p, by Oana Branzei, Samer Abdelnour; Supplement (Field), (M0862F), 2p, by Oana Branzei, Samer Abdelnour

M0862BTitle: Competing for Development (B2): The Berkeley LabAuthor(s): Branzei, Oana; Abdelnour, SamerPublication Date: 09/09/2008Product Type: Supplement (Field)Publisher: Richard Ivey School of Business/UWOAbstract: An abstract is not available for this product. Must be used with: (908M61) Competing for Development (A): Fuel Efficient Stove for Darfur; (M0862A) Competing for Development (B1): The Intermediate Technology Development Group/Practical Action.Subjects: NO SUBJECTS(KEYWORDS)Length: 4pSupplementary Materials: Teaching Note, (808M61), 20p, by Oana Branzei, Samer Abdelnour

M0862CTitle: Competing for Development (B3): AprovechoAuthor(s): Branzei, Oana; Abdelnour, SamerPublication Date: 09/09/2008Product Type: Supplement (Field)Publisher: Richard Ivey School of Business/UWOAbstract: An abstract is not available for this product. Must be used with: (908M61) Competing for Development (A): Fuel Efficient Stove for Darfur; (M0862A) Competing for Development

(B1): The Intermediate Technology Development Group/Practical Action.Subjects: NO SUBJECTS(KEYWORDS)Length: 2pSupplementary Materials: Teaching Note, (808M61), 20p, by Oana Branzei, Samer Abdelnour

M0862DTitle: Competing for Development (B4): International Lifeline FundAuthor(s): Branzei, Oana; Abdelnour, SamerPublication Date: 09/17/2008Product Type: Supplement (Field)Publisher: Richard Ivey School of Business/UWOAbstract: An abstract is not available for this product. Must be used with: (908M61) Competing for Development (A): Fuel Efficient Stove for Darfur; (M0862A) Competing for Development (B1): The Intermediate Technology Development Group/Practical Action.Subjects: NO SUBJECTS(KEYWORDS)Length: 2pSupplementary Materials: Teaching Note, (808M61), 20p, by Oana Branzei, Samer Abdelnour

M0862ETitle: Competing for Development (B5): USAIDAuthor(s): Branzei, Oana; Abdelnour, SamerPublication Date: 09/09/2008Product Type: Supplement (Field)Publisher: Richard Ivey School of Business/UWOAbstract: An abstract is not available for this product. Must be used with: (908M61) Competing for Development (A): Fuel Efficient Stove for Darfur; (M0862A) Competing for Development (B1): The Intermediate Technology Development Group/Practical Action.Subjects: NO SUBJECTS(KEYWORDS)Length: 4pSupplementary Materials: Teaching Note, (808M61), 20p, by Oana Branzei, Samer Abdelnour

M0862FTitle: Competing for Development (B6): IDP Women OrganizationsAuthor(s): Branzei, Oana; Abdelnour, SamerPublication Date: 09/09/2008Product Type: Supplement (Field)Publisher: Richard Ivey School of Business/UWOAbstract: An abstract is not available for this product. Must be used with: (908M61) Competing for Development (A): Fuel Efficient Stove for Darfur;



(M0862A) Competing for Development (B1): The Intermediate Technology Development Group/Practical Action.Subjects: NO SUBJECTS(KEYWORDS)Length: 2pSupplementary Materials: Teaching Note, (808M61), 20p, by Oana Branzei, Samer Abdelnour

908M63Title: Competing for Development (C): Success, BittersweetAuthor(s): Branzei, Oana; Abdelnour, SamerPublication Date: 09/23/2008Product Type: Supplement (Field)Publisher: Richard Ivey School of Business/UWOAbstract: An abstract is not available for this product. Must be used with: (908M61) Competing for Development (A): Fuel Efficient Stove for Darfur; (M0862A) Competing for Development (B1): The Intermediate Technology Development Group/Practical Action; (M0862B) Competing for Development (B2): The Berkeley Lab; (M0862C) Competing for Development (B3): Aprovecho; (M0862D) Competing for Development (B4): International Lifeline Fund; (M0862E) Competing for Development (B5): USAID; (M0862F) Competing for Development (B6): IDP Women Organizations.Subjects: NO SUBJECTS(KEYWORDS)Length: 14pSupplementary Materials: Teaching Note, (808M61), 20p, by Oana Branzei, Samer Abdelnour

R0807ETitle: The Competitive Imperative of LearningAuthor(s): Edmondson, Amy C.Publication Date: 07/01/2008Product Type: Harvard Business Review ArticleAbstract: Most executives believe that relentless execution--efficient, timely, consistent production and delivery of goods or services--is the surefire path to customer satisfaction and positive financial results. But this is a myth in the knowledge economy, argues Edmondson, a Harvard Business School professor. She points to General Motors, which for years has remained wedded to a well-developed competency in centralized controls and efficient execution but has steadily lost ground, posting a record $38.7 billion loss in 2007. Such an execution-as-efficiency model results in employees who are exceedingly reluctant to offer ideas or voice questions and concerns. Placing value only on getting things right the first

time, organizations are unable to take the risks necessary to improve and evolve. By contrast, firms that put a premium on what Edmondson calls execution-as-learning focus not so much on how a process should be carried out as on how it should evolve. Since 1980 General Electric, for instance, has continued to reinvent itself in every field from wind energy to medical diagnostics; and it enjoyed a $22.5 billion profit in 2007. Organizations that foster execution-as-learning provide employees with psychological safety. No one is penalized for asking for help or making a mistake. These companies also employ four distinct approaches to day-to-day work: They use the best available knowledge (which is understood to be a moving target) to inform the design of specific process guidelines. They encourage employee collaboration by making information available when and where it's needed. They routinely capture data on processes to discover how work really happens. Finally, they study these data in an effort to find ways to improve execution. Taken together, these practices form the basis of a learning infrastructure that makes continual learning part of business as usual.Subjects: NO SUBJECTS(KEYWORDS)Length: 11pYear New: 2007

4886BCTitle: Complacency and False Urgency: Barriers to Successful ChangeAuthor(s): Kotter, John P.Publication Date: 09/03/2008Product Type: HBS Press ChapterAbstract: The first step in creating a true sense of urgency is to deeply understand its opposites: complacency and false urgency. This chapter shows you how to spot red flag behavior and help others see the problem.Subjects: NO SUBJECTS(KEYWORDS)Length: 22pList Price: $6.95Year New: 2007

CMR107Title: The Concept of "Ba": Building a Foundation for Knowledge CreationAuthor(s): Nonaka, Ikujiro; Konno, NoboruPublication Date: 04/01/1998Product Type: CMR ArticlePublisher: California Management ReviewAbstract: This article introduces the Japanese concept of "ba" to organizational theory. Ba (equivalent to "place" in English) is a shared space for

emerging relationships. It can be a physical, virtual, or mental space. Knowledge, in contrast to information, cannot be separated from the context--it is embedded in ba. To support the process of knowledge creation, a foundation in ba is required. Develops and explains four specific platforms and their relationships to knowledge creation. Each of the knowledge conversion modes is promoted by a specific ba. A self-transcending process of knowledge creation can be supported by providing ba on different organizational levels. Presents case studies of three companies that employ ba on the team, division, and corporate level to enhance knowledge creation.Geographic Setting: JapanSubjects: Innovation; Japan; Knowledge management; Organizational designLength: 16p

2192BCTitle: Conclusion: Beyond Sink or Swim (The First 90 Days)Author(s): Watkins, MichaelPublication Date: 09/18/2003Product Type: HBS Press ChapterAbstract: This chapter takes a step back from the specifics of the 10 transition challenges and the strategies to surmount them to look at the bigger picture and examine the five core propositions concerning transitions introduced at the beginning of the book. What does it take to meet them? May be used with: (2175BC) Introduction: The First 90 Days; (2176BC) Promote Yourself: The First 90 Days; (2177BC) Accelerate Your Learning: The First 90 Days; (2182BC) Secure Early Wins: The First 90 Days; (2183BC) Negotiate Success: The First 90 Days; (2184BC) Achieve Alignment: The First 90 Days; (2185BC) Build Your Team: The First 90 Days; (2188BC) Create Coalitions: The First 90 Days; (2189BC) Keep Your Balance: The First 90 Days; (2190BC) Expedite Everyone: The First 90 Days; (2180BC) Match Strategy to Situation: The First 90 Days.Subjects: NO SUBJECTS(KEYWORDS)Length: 0pList Price: $6.95NEW

F0409BTitle: The Confession Game PlanAuthor(s): Hobbs, Caswell O.Publication Date: 09/01/2004Product Type: Harvard Business Review ArticleAbstract: The penalties for antitrust offenses are more severe than most executives think. But companies that violate antitrust laws can win amnesty by



fessing up before someone blows the whistle on them.Subjects: Antitrust laws; Corporate governance; Corporate responsibility; Legal aspects of businessLength: 2pYear New: 2004

R0509CTitle: Confessions of a Trusted CounselorAuthor(s): Nadler, David A.Publication Date: 09/01/2005Product Type: Harvard Business Review ArticleAbstract: Advising CEOs sounds like a dream job, but doing so can be perplexing and perilous. At times, the questions you must ask yourself--about your own motivations and loyalty--can be thornier than the organizational problems that clients face. David Nadler knows, because he has been asking himself such questions for a quarter century while advising the chiefs of more than two dozen corporations. If you're an adviser to CEOs, recognizing the pitfalls of your role may help you sidestep them. And understanding a problem's nuances and implications may help you uncover a solution. The challenges facing consultants include: The loyalty dilemma: Is my ultimate responsibility to the CEO, who pays for my services, or to the institution, which pays for his? Today's shorter CEO tenures and greater board oversight have diminished the top leader's power and autonomy; it's now routine for a CEO adviser to have conversations with directors about the CEO's performance. To defuse loyalty issues, the adviser should raise them with the executive at the outset of the relationship. The overidentification dilemma: How do I immerse myself in the CEO's worldview without making it my own? CEOs can be enormously persuasive, but if you don't push back, you're not doing your job. The trick is to ask probing questions without shaking the CEO's confidence that you fully comprehend the forces that shape her views. The friendship dilemma: If the CEO and I like each other, can we--should we--become friends? A successful, long-term advisory relationship with a CEO requires a strong personal connection; in some cases, that becomes a friendship. But the best relationships are characterized by the participants' clear-eyed recognition of each other's frailties--tempered, of course, by genuine affection and easy rapport.Industry Setting: ConsultingSubjects: NO SUBJECTS(KEYWORDS)Length: 11p

Year New: 2005

1770Title: Confessions of a Trusted Counselor (HBR OnPoint Enhanced Edition)Author(s): Nadler, David A.Publication Date: 09/01/2005Product Type: HBR OnPoint ArticleAbstract: Advising CEOs sounds like a dream job, but doing so can be perplexing and perilous. At times, the questions you must ask yourself--about your own motivations and loyalty--can be thornier than the organizational problems that clients face. David Nadler knows, because he has been asking himself such questions for a quarter century while advising the chiefs of more than two dozen corporations. If you're an adviser to CEOs, recognizing the pitfalls of your role may help you sidestep them. And understanding a problem's nuances and implications may help you uncover a solution. The challenges facing consultants include: The loyalty dilemma: Is my ultimate responsibility to the CEO, who pays for my services, or to the institution, which pays for his? Today's shorter CEO tenures and greater board oversight have diminished the top leader's power and autonomy; it's now routine for a CEO adviser to have conversations with directors about the CEO's performance. To defuse loyalty issues, the adviser should raise them with the executive at the outset of the relationship. The overidentification dilemma: How do I immerse myself in the CEO's worldview without making it my own? CEOs can be enormously persuasive, but if you don't push back, you're not doing your job. The trick is to ask probing questions without shaking the CEO's confidence that you fully comprehend the forces that shape her views. The friendship dilemma: If the CEO and I like each other, can we--should we--become friends? A successful, long-term advisory relationship with a CEO requires a strong personal connection; in some cases, that becomes a friendship. But the best relationships are characterized by the participants' clear-eyed recognition of each other's frailties--tempered, of course, by genuine affection and easy rapport.Industry Setting: ConsultingSubjects: NO SUBJECTS(KEYWORDS)Length: 11pList Price: $6.50Year New: 2005

8231SLTitle: Confidence: How Leaders Create Winning Streaks (and Avoid Losing

Streaks), A Harvard Business School Publishing Virtual Seminar CD, MultiuserAuthor(s): Kanter, Rosabeth MossPublication Date: 11/02/2004Product Type: Conference AudioAbstract: Confidence: How Leaders Create Winning Streaks (and Avoid Losing Streaks), a Harvard Business School Publishing virtual seminar CD, multiuser, featuring Rosabeth Moss Kanter of Harvard Business School--noted management expert and author of Confidence: How Winning Streaks & Losing Streaks Begin & End. In her latest book, Confidence: How Winning Streaks and Losing Streaks Begin and End, Rosabeth Moss Kanter unveils her extensive new research about why some people, teams, businesses, even countries are consistently successful whereas others can't seem to get out of a downward spiral once it begins. Contrary to conventional wisdom, winning--and winning streaks--are not the result of talent and success alone, but come from a foundation that permits unexpected people to achieve high levels of performance, according to Kanter. Key to creating such a foundation is the right kind of leadership: from the simplest ballgames to the most complex business and political situations, the common element in winning is a basic truth about people--they rise to the occasion when leaders help them gain the confidence to do it. Kanter writes, "If the people in charge rely only on themselves as heroes who can rescue any situation while focusing on others' inadequacies, they undermine confidence and reinforce losing streaks." In this 90-minute presentation, Kanter draws upon real-world examples to reveal why talent alone in an organization is not enough and provides the principles of leadership necessary to build a true winner--and shows how to use the principles of confidence to reverse a downward spiral before it gets out of control. For information regarding multiuser site licenses, call 1-800-795-5200. Outside the United States and Canada, call 617-782-7888.Subjects: Human behavior; Leadership; Performance effectivenessLength: 90 minList Price: $349.00Year New: 2004

8231CFTitle: Confidence: How Leaders Create Winning Streaks (and Avoid Losing Streaks), A Harvard Business School Publishing Virtual Seminar, Registration FeeAuthor(s): Kanter, Rosabeth MossPublication Date: 11/02/2004Product Type: Previous Conference



Abstract: Confidence: How Leaders Create Winning Streaks (and Avoid Losing Streaks), a Harvard Business School Publishing virtual seminar featuring Rosabeth Moss Kanter of Harvard Business School--noted management expert and author of Confidence: How Winning Streaks & Losing Streaks Begin & End. In her latest book, Confidence: How Winning Streaks and Losing Streaks Begin and End, Rosabeth Moss Kanter unveils her extensive new research about why some people, teams, businesses, even countries are consistently successful whereas others can't seem to get out of a downward spiral once it begins. Contrary to conventional wisdom, winning--and winning streaks--are not the result of talent and success alone, but come from a foundation that permits unexpected people to achieve high levels of performance, according to Kanter. Key to creating such a foundation is the right kind of leadership: from the simplest ballgames to the most complex business and political situations, the common element in winning is a basic truth about people--they rise to the occasion when leaders help them gain the confidence to do it. Kanter writes, "If the people in charge rely only on themselves as heroes who can rescue any situation while focusing on others' inadequacies, they undermine confidence and reinforce losing streaks." In this 90-minute presentation, Kanter will draw upon real-world examples to reveal why talent alone in an organization is not enough and provide the principles of leadership necessary to build a true winner--and show how to use the principles of confidence to reverse a downward spiral before it gets out of control. To register, please go to www.krm.com/confidenceSubjects: Human behavior; Leadership; Performance effectivenessLength: 90 minList Price: $349.00Year New: 2004

71206Title: Conflicts That Plague Family BusinessesAuthor(s): Levinson, HarryPublication Date: 03/01/1971Product Type: Harvard Business Review ArticleAbstract: The fundamental psychological conflict that plagues family businesses is rivalry, compounded by feelings of guilt. Company founders feel rivalry when they unconsciously sense that subordinates threaten to remove them from their center of power. For the founders the business is an extension of themselves which they have great

difficulty giving up. By confronting and discussing their feelings of hostility and rivalry, possibly in the presence of a neutral third party, family members begin to resolve their problems.Subjects: Conflict; Family owned businesses; Interpersonal relationsLength: 9p

404805Title: Confronting a Necessary Evil, VideoAuthor(s): Molinsky, Andrew; Margolis, Joshua D.Publication Date: 04/01/2004Product Type: Case VideoAbstract: Three videotaped vignettes illustrate real-life examples of individuals confronting a necessary evil. Shows the challenges professionals face in performing tasks that entail harming others. Teaching Purpose: To help launch the diagnostic exercise and stimulate class discussion by providing concrete situations as reference points while students work through their own examples. To convey the ethical, psychological, and practical difficulties involved in performing necessary evils. Must be used with: (404027) Necessary Evils: A Diagnostic Exercise. May be used with: (404113) Confronting a Necessary Evil: The Firing of Alex Robins (B); (404125) Confronting a Necessary Evil: The Firing of Alex Robins (A).Subjects: Ethics; Interpersonal behavior; Leadership; Organizational behavior; ProfessionalsLength: 10 minList Price: $150.00Supplementary Materials: Supplement, (404107), 30p, by Joshua D. Margolis, Andrew MolinskyYear New: 2004

404125Title: Confronting a Necessary Evil: The Firing of Alex Robins (A)Author(s): Margolis, Joshua D.Publication Date: 04/08/2004Revision Date: 05/16/2005Product Type: Case (Field)Abstract: A manager recounts his experience firing the person he was asked to replace and reflects on the challenges of the experience. Teaching Purpose: To role-play and reflect on tasks that entail harming other people to fulfill one's responsibility. May be used with: (404027) Necessary Evils: A Diagnostic Exercise; (404805) Confronting a Necessary Evil, Video; (404113) Confronting a Necessary Evil: The Firing of Alex Robins (B).Industry Setting: Advertising industrySubjects: Ethics; Interpersonal behavior; Leadership; Organizational

behavior; ProfessionalsLength: 2pSupplementary Materials: Supplement, (404107), 30p, by Joshua D. Margolis, Andrew MolinskyYear New: 2004

405S02Title: Confronting a Necessary Evil: The Firing of Alex Robins (A), Spanish VersionAuthor(s): Margolis, Joshua D.Publication Date: 04/08/2004Product Type: LACC CaseAbstract: A manager recounts his experience firing the person he was asked to replace and reflects on the challenges of the experience. Teaching Purpose: To role-play and reflect on tasks that entail harming other people to fulfill one's responsibility. May be used with: (405S04) Necessary Evils: A Diagnostic Exercise, Spanish Version.Industry Setting: Advertising industrySubjects: Ethics; Interpersonal behavior; Leadership; Organizational behavior; ProfessionalsLength: 2pSupplementary Materials: LACC Supplement, (405S03), 5p, by Joshua D. Margolis

404113Title: Confronting a Necessary Evil: The Firing of Alex Robins (B)Author(s): Margolis, Joshua D.Publication Date: 02/26/2004Revision Date: 05/16/2005Product Type: Case (Field)Abstract: A manager recounts his experience firing the person he was asked to replace and reflects on the challenges of the experience. Teaching Purpose: To role-play and reflect on tasks that entail harming other people to fulfill one's responsibility. May be used with: (404125) Confronting a Necessary Evil: The Firing of Alex Robins (A); (404805) Confronting a Necessary Evil, Video; (404027) Necessary Evils: A Diagnostic Exercise.Industry Setting: Advertising industrySubjects: Ethics; Interpersonal behavior; Leadership; Organizational behavior; ProfessionalsLength: 5pSupplementary Materials: Supplement, (404107), 30p, by Joshua D. Margolis, Andrew MolinskyYear New: 2004

405S03Title: Confronting a Necessary Evil: The Firing of Alex Robins (B), Spanish VersionAuthor(s): Margolis, Joshua D.Publication Date: 02/26/2004Revision Date: 04/08/2004



Product Type: LACC SupplementAbstract: Supplements the (A) case Must be used with: (405S02) Confronting a Necessary Evil: The Firing of Alex Robins (A), Spanish Version. May be used with: (405S04) Necessary Evils: A Diagnostic Exercise, Spanish Version.Subjects: Ethics; Interpersonal behavior; Leadership; Organizational behavior; ProfessionalsLength: 5p

589110Title: Coniston vs. Gillette: Communications in a Proxy FightAuthor(s): Greyser, Stephen A.; Klein, NormanPublication Date: 06/21/1989Revision Date: 07/27/1989Product Type: Case (Field)Abstract: After purchasing 6% of the Gillette Co.'s stock, the Coniston Group attempted to seat four candidates on Gillette's board of directors via a proxy fight. The case explores the method Coniston used to communicate with and contact Gillette's shareholders in order to persuade them to assign their proxies to Coniston. Communications (ads and letters to shareholders) from both Coniston and Gillette are included. Instructional issues include the use of advertisements and letters to address shareholders and other relevant audiences, press relations, the role of the SEC, and the use of proxy solicitors.Geographic Setting: United StatesIndustry Setting: Securities & investingSubjects: Advertising; Board of directors; Corporate governance; Public relations; StockholdersLength: 30p

4944BCTitle: Connecting Leadership Attributes to ResultsAuthor(s): Smallwood, Norm; Ulrich, Dave; Zenger, JackPublication Date: 04/06/1999Product Type: HBS Press ChapterAbstract: People often associate effective leadership with certain leadership attributes, but leadership capability must be put to appropriate, purposeful use. This chapter describes the perils of developing leadership attributes only, without connecting these attributes to results. May be used with: (5061BC) Defining Desired Results: Developing Results-Based Leaders; (5060BC) Employee Results: Investing in Human Capital; (5059BC) Organization Results: Creating Capabilities; (5058BC) Customer Results: Build Firm Equity; (5057BC) Investor Relations: Building Shareholder Value; (5056BC) Becoming

a Results-Based Leader; (5055BC) Leaders Building Leaders: Tools for Developing Results-Based Leaders.Subjects: NO SUBJECTS(KEYWORDS)Length: 31pList Price: $6.95Year New: 2008

F0603DTitle: Connecting Maverick MindsAuthor(s): West, GeoffreyPublication Date: 03/01/2006Product Type: Harvard Business Review ArticleAbstract: Geoffrey West, president of the Santa Fe Institute, a unique research community that innovates by mixing disciplines, talks about why free thinking matters.Subjects: NO SUBJECTS(KEYWORDS)Length: 3pYear New: 2006

B0703ATitle: Connecting the Dots: Using the Balanced Scorecard to Execute an Innovation StrategyAuthor(s): Jonash, Ronald; Donlon, Barnaby S.Publication Date: 03/15/2007Product Type: Balanced Scorecard Report ArticleAbstract: Innovation-it's crucial for sustaining success in today's ruthlessly competitive global marketplace. Yet for most organizations, successful innovation-defined in terms of a financial premium (superior, sustainable profitable growth) and a customer premium (superior customer preference and sustainable brand equity)-is elusive. In this article, Ronald Jonash, author of The Innovation Premium, and Barnaby Donlon, a senior consultant at Palladium Group, explain how the Balanced Scorecard framework can be used to connect the critical, often disparate, components of the innovation process that drive innovation success.Subjects: NO SUBJECTS(KEYWORDS)Length: 5pList Price: $9.50Year New: 2007

C0105CTitle: Connecting with Your Audience, Telling Stories, and Assuaging TerrorAuthor(s): Morgan, NickPublication Date: 05/01/2001Product Type: Harvard Management Communication Letter ArticleAbstract: This article takes a look at presentations from three different angles. Drawing on recent books and interviews with their authors, we present

advice on establishing relationships with your audience--and what to do when you're not connecting; the power of telling stories; and how to deal with public speaking anxiety.Subjects: Management communicationLength: 3pList Price: $4.50

C0005DTitle: Connecting with Your CustomersPublication Date: 05/01/2000Product Type: Harvard Management Communication Letter ArticleAbstract: Research shows there are three different methods of communicating with your customers--Courteous, Manipulative, and Personalized. Which method is best for your business? Not surprisingly, the research indicates that the more personalized selling methods are the most effective. The tradeoffs, however, include a greater investment in time and expense.Subjects: Communication in organizations; Customer relations; Management communicationLength: 2pList Price: $4.50

R0104DTitle: Conquering a Culture of IndecisionAuthor(s): Charan, RamPublication Date: 04/01/2001Product Type: Harvard Business Review ArticleAbstract: The single greatest cause of corporate underperformance is the failure to execute. Author Ram Charan, drawing on a quarter century of observing organizational behavior, perceives that such failures of execution share a family resemblance: a misfire in the personal interactions that are supposed to produce results. Faulty interactions rarely occur in isolation, Charan says. Far more often, they're typical of the way large and small decisions are made or not made throughout the organization. The inability to take decisive action is rooted in a company's culture. But, Charan notes, leaders create a culture of indecisiveness, and leaders can break it. Breaking it requires them to take three actions. First, they must engender intellectual honesty in the connections between people. Second, they must see to it that the organization's "social operating mechanisms"--the meetings, reviews, and other situations through which people in the corporation do business--have honest dialogue at their cores. And third, leaders must ensure that feedback and follow-through are used to reward high achievers, coach those who are struggling, and



discourage those whose behaviors are blocking the organization's progress. By taking these three approaches and using every encounter as an opportunity to model open and honest dialogue, a leader can set the tone for an organization, moving it from paralysis to action.Subjects: Corporate culture; Decision making; Leadership; Management of change; Organizational changeLength: 7pBESTSELLER

R0601JTitle: Conquering a Culture of Indecision (HBR Classic)Author(s): Charan, RamPublication Date: 01/01/2006Product Type: Harvard Business Review ArticleAbstract: The single greatest cause of corporate underperformance is the failure to execute. According to author Ram Charan, such failures usually result from misfires in personal interactions. And these faulty interactions rarely occur in isolation, Charan says in this article originally published in 2001. More often than not, they're typical of the way large and small decisions are made (or not made) throughout an organization. The inability to take decisive action is rooted in a company's culture. Leaders create this culture of indecisiveness, Charan says--and they can break it by doing three things: First, they must engender intellectual honesty in the connections between people. Second, they must see to it that the organization's social operating mechanisms--the meetings, reviews, and other situations through which people in the corporation transact business--have honest dialogue at their cores. And third, leaders must ensure that feedback and follow-through are used to reward high achievers, coach those who are struggling, and discourage those whose behaviors are blocking the organization's progress. By taking these three approaches and using every encounter as an opportunity to model open and honest dialogue, leaders can set the tone for an organization, moving it from paralysis to action.Industry Setting: Pharmaceutical industrySubjects: NO SUBJECTS(KEYWORDS)Length: 11pYear New: 2006

9373Title: Conquering a Culture of Indecision (HBR OnPoint Enhanced Edition)Author(s): Charan, RamPublication Date: 03/01/2002

Product Type: HBR OnPoint ArticleAbstract: The single greatest cause of corporate underperformance is the failure to execute. Author Ram Charan, drawing on a quarter century of observing organizational behavior, perceives that such failures of execution share a family resemblance: a misfire in the personal interactions that are supposed to produce results. Faulty interactions rarely occur in isolation, Charan says. Far more often, they're typical of the way large and small decisions are made or not made throughout the organization. The inability to take decisive action is rooted in a company's culture. But, Charan notes, leaders create a culture of indecisiveness, and leaders can break it. Breaking it requires them to take three actions. First, they must engender intellectual honesty in the connections between people. Second, they must see to it that the organization's "social operating mechanisms"--the meetings, reviews, and other situations through which people in the corporation do business--have honest dialogue at their cores. And third, leaders must ensure that feedback and follow-through are used to reward high achievers, coach those who are struggling, and discourage those whose behaviors are blocking the organization's progress.Subjects: Corporate culture; Decision making; Leadership; Management of change; Organizational changeLength: 11pList Price: $6.50

902211Title: Contingent Workforce Planning at Motorola, Inc.Author(s): Beaulieu, Nancy DeanPublication Date: 04/09/2002Product Type: Case (Field)Abstract: Details the rationale for and design of a unique organizational response by Motorola to the challenges of contingent staffing at its semiconductor facility in Austin, Texas. The new outsourcing strategy is built on principles of supply chain management and business webbing to deliver flexibility in staffing, cost controls, and high-quality workers. Through a detailed description of the company's existing methods for hiring contingent workers, it brings to light the organizational costs borne by firms that fail to develop an integrated strategic approach and provides an opportunity to examine the incentives of the different players (both internal and external) to participate in a new staffing model based on interfirm alliances with staffing companies. Also, sets up a discussion of the potential difficulties the company is likely to run

into in implementing the new staffing model and broader issues, such as the evolving nature of the employment contract, employee trust and loyalty, and strategic issues that arise when multiple firms compete for the same workforce.Geographic Setting: Austin, TXIndustry Setting: Semiconductor industrySubjects: Alliances; Semiconductors; Sourcing; Supply chain; Work force managementLength: 22pYear New: 2005

R0806FTitle: The Contradictions That Drive Toyota's SuccessAuthor(s): Takeuchi, Hirotaka; Osono, Emi; Shimizu, NorihikoPublication Date: 06/01/2008Product Type: Harvard Business Review ArticleAbstract: Toyota has become one of the world's greatest companies only because it developed the Toyota Production System, right? Wrong, say Takeuchi, Osono, and Shimizu of Hitotsubashi University in Tokyo. Another factor, overlooked until now, is just as important to the company's success: Toyota's culture of contradictions. TPS is a "hard" innovation that allows the company to continuously improve the way it manufactures vehicles. Toyota has also mastered a "soft" innovation that relates to human resource practices and corporate culture. The company succeeds, say the authors, because it deliberately fosters contradictory viewpoints within the organization and challenges employees to find solutions by transcending differences rather than resorting to compromises. This culture generates innovative ideas that Toyota implements to pull ahead of competitors, both incrementally and radically. The authors' research reveals six forces that cause contradictions inside Toyota. Three forces of expansion lead the company to change and improve: impossible goals, local customization, and experimentation. Not surprisingly, these forces make the organization more diverse, complicate decision making, and threaten Toyota's control systems. To prevent the winds of change from blowing down the organization, the company also harnesses three forces of integration: the founders' values, "up-and-in" people management, and open communication. These forces stabilize the company, help employees make sense of the environment in which they operate, and perpetuate Toyota's values and culture. Emulating Toyota isn't about copying any one practice; it's about



creating a culture. And because the company's culture of contradictions is centered on humans, who are imperfect, there will always be room for improvement.Industry Setting: Automotive industrySubjects: NO SUBJECTS(KEYWORDS)Length: 10pYear New: 2007

499503Title: A Conversation with Donna Dubinsky, VideoAuthor(s): Ibarra, Herminia; Atkins, NaomiPublication Date: 06/01/1999Product Type: Case VideoAbstract: Donna Dubinsky, president and CEO of Handspring, Inc. and former president of Palm Computing, speaks about her career. Topics include: early mentors, strategies for building and maintaining business and personal relationships, developing her personal style and strengths, pros and cons of working in small versus large companies, the future of Handspring and the handheld computing industry, and general advice for success. This video illustrates the importance of mentors, networking, and the evolution of personal style and preferences in developing a career. Must be used with: (486083) Donna Dubinsky and Apple Computer, Inc. (A).Geographic Setting: Silicon ValleyIndustry Setting: Computer industrySubjects: Computer industry; Conflict; Distribution planning; Management of change; Managing superiors; Power & influence; Silicon ValleyLength: 20 minList Price: $150.00Year New: 2005

590129Title: Coors and "60 Minutes"Author(s): Greyser, Stephen A.; Klein, NormanPublication Date: 06/07/1990Product Type: Case (Library)Abstract: AFL-CIO labor leaders had led a boycott of Coors beer based on charges the company was guilty of unfair labor practices, including discrimination against women, minorities, and gays. The top executives of the company, Joe and Bill Coors, believed the charges were false. But when the CBS television program "60 Minutes" called to say it was interested in doing a story on the union charges and the Coors response to them, the Coors brothers faced a tough decision. The case invites discussion of how an investigative television news team might approach a business under fire, and what the

business could do to present its case and defend itself.Geographic Setting: Golden, COIndustry Setting: BeerCompany Size: Fortune 500Subjects: Beverages; Boycotts; Communication strategy; Minority & ethnic groups; Public relationsLength: 2p

C0011ATitle: Coping with ConflictPublication Date: 11/01/2000Product Type: Harvard Management Communication Letter ArticleAbstract: Conflict in meetings is often unavoidable. In the worst case, it can derail the meeting and stop progress in its tracks. But when conflict is managed well, it can actually improve the process. The key is knowing both how and when to intervene. Includes a sidebar entitled "Landmines," which describes different types of destructive individual and group behaviors and how to address each.Subjects: Conflict; Group behaviorLength: 3pList Price: $4.50

C9906ATitle: Coping with StagefrightAuthor(s): Daly, John; Engleberg, IsaPublication Date: 06/01/1999Product Type: Harvard Management Communication Letter ArticleAbstract: Almost every businessperson has experienced some form of stagefright when called upon to deliver a speech or presentation. Luckily, researchers in communication and psychology have identified several strategies that can help you overcome your nervousness. Among them: prepare yourself adequately, focus on your audience, avoid rigid rules, and think before you speak.Subjects: NO SUBJECTS(KEYWORDS)Length: 4pList Price: $4.50

U9607BTitle: Coping with Too Much CommunicationAuthor(s): Hattersley, MichaelPublication Date: 07/01/1996Product Type: Harvard Management Update ArticleAbstract: This case study analyzes how to stop e-mail and voice mail from taking over your business and personal life. What do you do when you arrive at work to find close to a hundred messages that demand immediate action or response? The solutions to reduce overload include instituting proper standards company-wide concerning the length and urgency of both types of mail. Assistants can be

trained to triage the messages. And, one should be selective in responding to both kinds of messages, since responses provoke messages. Another possible solution would be to arrange for a second e-mail address and voice mailbox with restricted access, using the other one for general correspondence.Subjects: Communication; Communication in organizations; Managerial skillsLength: 2pList Price: $4.50

4477BCTitle: The Core of a Personal Learning Strategy: Recognizing and Transforming Crucible ExperiencesAuthor(s): Thomas, Robert J.Publication Date: 03/24/2008Product Type: HBS Press ChapterAbstract: Outstanding leaders, consciously or unconsciously, devise a personal strategy for recognizing and transforming crucible experiences into lessons that keep them refreshed and responsive to the demands of a changing world. This chapter offers a practical, actionable guide to devising a Personal Learning Strategy (PLS).Subjects: NO SUBJECTS(KEYWORDS)Length: 33pList Price: $6.95Year New: 2007

405094Title: Corey Robinson at Sprint Corporation (A)Author(s): Hill, Linda A.; Pode, Lisa A.; Mayo, Anthony J.Publication Date: 06/08/2005Revision Date: 01/03/2008Product Type: Case (Field)Abstract: Corey Robinson is promoted to a new position at Sprint during a time of much internal change within the company. Asks readers to consider how he sets the tone to his new management team and how effective he is in building credibility in his new leadership role. A rewritten version of an earlier case.Industry Setting: Telecommunications industrySubjects: NO SUBJECTS(KEYWORDS)Length: 14pSupplementary Materials: Supplement (Field), (405095), 12p, by Linda A. Hill, Lisa A. Pode, Anthony J. MayoYear New: 2005

406S21Title: Corey Robinson at Sprint Corp. (A), Spanish VersionAuthor(s): Hill, Linda A.; Pode, Lisa A.; Mayo, Anthony J.Publication Date: 06/08/2005



Revision Date: 01/17/2006Product Type: LACC CaseAbstract: Corey Robinson is promoted to a new position at Sprint during a time of much internal change within the company. Asks readers to consider how he sets the tone to his new management team and how effective he is in building credibility in his new leadership role. A rewritten version of an earlier case.Industry Setting: Telecommunications industrySubjects: NO SUBJECTS(KEYWORDS)Length: 15pSupplementary Materials: LACC Supplement, (406S22), 12p, by Linda A. Hill, Lisa A. Pode, Anthony J. MayoYear New: 2007

405095Title: Corey Robinson at Sprint Corporation (B)Author(s): Hill, Linda A.; Pode, Lisa A.; Mayo, Anthony J.Publication Date: 06/08/2005Revision Date: 01/17/2006Product Type: Supplement (Field)Abstract: Supplements the (A) case. A rewritten version of an earlier supplement. Must be used with: (405094) Corey Robinson at Sprint Corporation (A).Subjects: NO SUBJECTS(KEYWORDS)Length: 12pYear New: 2005

406S22Title: Corey Robinson at Sprint Corp. (B), Spanish VersionAuthor(s): Hill, Linda A.; Pode, Lisa A.; Mayo, Anthony J.Publication Date: 06/08/2005Revision Date: 01/17/2006Product Type: LACC SupplementAbstract: Supplements the (A) case. A rewritten version of an earlier supplement. Must be used with: (406S21) Corey Robinson at Sprint Corp. (A), Spanish Version.Subjects: NO SUBJECTS(KEYWORDS)Length: 12pYear New: 2007

401034Title: Corning--1983-96: Transition at the TopAuthor(s): Roberts, Michael J.; Tushman, Michael L.Publication Date: 03/05/2001Revision Date: 05/30/2001Product Type: Case (Field)Abstract: Focuses on Jamie Houghton's efforts to revitalize Corning from 1983-1996, including the development of a very strong set of values and culture.

The issue centers around Roger Ackerman's rise to president, then chairman/CEO, and his drive to both change the business strategically and financially and develop a new culture to support this change. May be used with: (401035) Corning--1996-2000: Growing Corning.Geographic Setting: Corning, NYIndustry Setting: Glass & glassware industryCompany Size: Fortune 500Number of Employees: 20,000Gross Revenues: $5 billion revenuesSubjects: Corporate culture; Glass & glassware industry; Leadership; Management of change; Organizational change; ValuesLength: 30p

401035Title: Corning--1996-2000: Growing CorningAuthor(s): Roberts, Michael J.; Tushman, Michael L.Publication Date: 03/05/2001Revision Date: 05/30/2001Product Type: Case (Field)Abstract: Focuses on Roger Ackerman's successful cultural change effort--growing Corning. Presents a detailed description of Ackerman's effort and the changes that transpired in the business, the culture, and the senior team. May be used with: (401034) Corning--1983-96: Transition at the Top.Geographic Setting: Corning, NYIndustry Setting: Glass & glassware industryCompany Size: Fortune 500Number of Employees: 38,000Gross Revenues: $5.3 billion revenuesSubjects: Corporate culture; Glass & glassware industry; Leadership; Management of change; Organizational change; ValuesLength: 35p

CG08Title: Corporate Governance Ratings: Got the Grade... What was the Test?Author(s): Larcker, David F.; Tayan, BrianPublication Date: 10/15/2007Product Type: Case (Field)Publisher: Stanford UniversityAbstract: In 2007, there were three prominent corporate governance ratings firms--The Corporate Library (TCL), Governance Metrics International (GMI), and Institutional Shareholder Services (ISS). These firms assessed the effectiveness and deficiency of the governance systems of thousands of publicly traded companies. Although members of the investing public agreed that sound policies were important to

protect the interest of shareholders from potentially self-interested managers, there were many questions around the usefulness of published governance ratings themselves. Questions ranged from whether a system of governance could be adequately summarized in a single, numerical score to what a high or low rating was supposed to indicate. Furthermore, allegations that ISS engaged in a conflict of interest by selling consulting services to companies on how to improve their ratings led some to question the objectivity of the ratings process.Geographic Setting: United StatesSubjects: NO SUBJECTS(KEYWORDS)Length: 12pYear New: 2007

9-409-045Title: Corporate Solutions at Jones Lang LaSalleAuthor(s): Gulati, RanjayPublication Date: 10/23/2008Product Type: Case (Field)Abstract: The CEO of the Corporate Solutions Group at Jones Lang LaSalle Americas (JLL) is executing an organizational redesign to respond to its strategy goal of becoming more customer-centric. This case examines the dramatic corporate reorganization that took place at JLL in 2001 in response to changes in the competitive structure of the global real estate services market mandating that providers become more customer-solutions oriented. The case is set shortly after the announcement of the restructuring which, for the first time, will place the three business units that service the company's corporate clients (i.e., those clients for whom real estate is not their core business) under a single structure, the Corporate Solutions Group, to target the profitable and growing segment of global MNCs who are outsourcing their real estate departments. Peter Barge, the protagonist of the case, has been named the CEO of the new group and has been tasked with coordinating the diverse activities of the three units to achieve JLL's broader goal of "customer excellence." One of Barge's first actions is to move the account management role outside of the traditional business unit structure and augment the role to that of service integrator to achieve his internal objective of business unit collaboration and to provide clients with a single point of contact across the full range of the company's offerings. The organizational restructuring will change the real estate services firm from an autonomous, product-focused model to an account-



centered matrix structure and will challenge many elements of the company's current organizational design including accountability, revenue and cost allocation, compensation systems, sales and marketing, and also the corporate culture. The case offers an opportunity to explore the numerous, interconnected elements of an organization's architecture that must be in alignment in order for it to effectively execute its chosen strategy.Number of Employees: 7,000Gross Revenues: 909,000,000Subjects: NO SUBJECTS(KEYWORDS)Length: 19p

U9810DTitle: Corporate Soul: Meaning Behind the BuzzwordsAuthor(s): Brown, TomPublication Date: 10/01/1998Product Type: Harvard Management Update ArticleAbstract: In the past, most people in the work world haven't thought much about ideas such as spirit and soul. But recently there has been a groundswell of interest in such non-material matters. A record number of books on corporate soul have been published in the last few years. A growing number of senior executives in major corporations are speaking out on the need for managers to cultivate "soul thinking" and "leading with soul." Management trend or New Age bunk? HMU consulted leading experts and practitioners to find out what's behind this new movement.Subjects: Corporate culture; Management styles; Organizational behaviorLength: 4pList Price: $4.50

U0307BTitle: Corporate Values and the Bottom LineAuthor(s): Sisk, MichaelPublication Date: 07/01/2003Product Type: Harvard Management Update ArticleAbstract: What does it mean to run a company with strong values? How does a commitment to "do the right thing" as it's applied to customers, employees, and other stakeholders affect an organization's daily decision making? Although recent evidence may indicate that business doesn't concern itself with values, there are some powerful voices that suggest otherwise. Both Harry Kraemer Jr., the CEO of Baxter International, and Dawn Lepore, vice-chairman of technology, operations, and administration for Charles Schwab, discuss the importance of values at their

companies and in business in general. Kraemer and Lepore were the panelists for a value and values discussion that took place at this past May's Burning Questions 2003 conference, a gathering of leading practitioners and management experts, sponsored by Harvard Business School Publishing.Subjects: Communication in organizations; Corporate responsibility; Employee morale; Ethics; Human relations; Leadership; Values; VisionLength: 2pList Price: $4.50

CMR021Title: Corporations, Culture, and Commitment: Motivation and Social Control in OrganizationsAuthor(s): O'Reilly, Charles A., IIIPublication Date: 07/01/1989Product Type: CMR ArticlePublisher: California Management ReviewAbstract: The notion of "corporate culture" has received widespread attention in the past several years. But what is meant by the term and why should managers be concerned with it? Culture can be thought of as a mechanism for social control. As such, culture is important for both the implementation of strategy and as a mechanism for generating commitment among organizational members. Based on a comparison of strong culture organizations, ranging from cults and religious organizations to strong culture firms, this article argues that culture and commitment result from: systems of participation that rely on processes of incremental commitment; management as symbolic action that helps employees interpret their reasons for working; strong and consistent cues from fellow workers that focus attention and shape attitudes and behavior; and comprehensive reward systems that use recognition and approval. These techniques characterize "strong culture" organizations.Subjects: Corporate culture; MotivationLength: 17p

SKE061Title: Corrente Viva: "United We Stand, Divided We Fall" in the Challenge to SustainabilityAuthor(s): Bose, Monica; Novaes, Elidia Maria; Schoenmaker, Luana; Fischer, Rosa MariaPublication Date: 07/19/2005Product Type: Case (Field)Abstract: Describes Corrente Viva, a network formed by 30 civil society organizations (CSOs) that develop social service activities in several regions of the Greater Sao Paulo area. Established

in 2000, the network aims at strengthening its member organizations through the exchange of experiences and reflection among their representatives in a regional link structure--geographical subdivisions. It also seeks to accomplish projects that serve the shared needs of the participant CSOs through workgroup activities. Challenges include modeling a new institutional and governance shape for the network, avoiding shocks to the principles of shared responsibilities, controls, and decisions that originally led to its creation, along with the adoption of participative decision processes, and aiming to shun the centralization of power and the concentration of resources.Geographic Setting: Sao PauloEvent Year End: 2004Subjects: NO SUBJECTS(KEYWORDS)Length: 22pSupplementary Materials: Teaching Note, (SKE062), 8p, by Rosa Maria FischerYear New: 2006

7657BCTitle: Corrupt: William Aramony--Understanding This Type of Bad LeadershipAuthor(s): Kellerman, BarbaraPublication Date: 08/18/2004Product Type: HBS Press ChapterAbstract: Corrupt leaders can be found everywhere, even in seemingly virtuous places such as charitable organizations. Proof of this is William Aramony, former head of United Way of America. He, along with the followers who enabled him, took money from those who needed it most and stained the reputation of American charities. Here the author tells Aramony's story, providing a hindsight view of what could have prevented this severe breach of trust.Subjects: NO SUBJECTS(KEYWORDS)Length: 27pList Price: $6.95

F0611HTitle: The Cost of KnowledgeAuthor(s): Jacobson, Al; Prusak, LaurencePublication Date: 11/01/2006Product Type: Harvard Business Review ArticleAbstract: Future investments in knowledge management should focus less on enhancing systems that track down information and more on helping employees use what they've found.Subjects: NO SUBJECTS(KEYWORDS)Length: 2p



Year New: 2006

F0707ETitle: The Cost of Myopic ManagementAuthor(s): Mizik, Natalie; Jacobson, RobertPublication Date: 07/01/2007Product Type: Harvard Business Review ArticleAbstract: A study of 2,859 firms shows that companies unwisely cutting costs to artificially improve performance are fooling no one for long. Their stock rises sharply right afterward but falls precipitously in the next few years, as poor management comes home to roost.Subjects: NO SUBJECTS(KEYWORDS)Length: 4pYear New: 2007

7660BCTitle: Costs and Benefits: Why We Need to Study Bad LeadershipAuthor(s): Kellerman, BarbaraPublication Date: 08/18/2004Product Type: HBS Press ChapterAbstract: Most books that examine leadership do so from the perspective that true leaders are good and ethical leaders, with little or no attention paid to bad leaders. With the costs of bad leadership being so high, ignoring its existence, and allowing it to continue, is a disservice to everyone involved. And focusing on leaders and shortchanging the role of followers, when the two should be looked at in tandem, only makes matters worse.Subjects: NO SUBJECTS(KEYWORDS)Length: 14pList Price: $6.95

806089Title: County Department of Public Health: Organizing for Emergency Preparedness and ResponseAuthor(s): Applegate, Lynda M.; Vinze, Ajay; Ipe, MinuPublication Date: 11/30/2005Revision Date: 04/11/2006Product Type: Case (Field)Abstract: The anthrax attacks of 2001 exposed serious inadequacies in the response of the U.S. public health system to meet such grave threats. The public health infrastructure required rebuilding to respond to any type of large-scale health emergency. The Public Health Department at Penville County had been charged with implementing an emergency preparedness and response system for the county. Federal funds were provided to the county to develop an emergency preparedness infrastructure that met the requirements specified by the Centers

for Disease Control and Prevention. County public officials had to coordinate their efforts to ensure seamless communication, coordination, and information exchange between various divisions within the public health department, external entities, and the state public health agency. Focuses on the director of Public Health Department and the challenges he faced. Explores issues related to structure, organization, culture, and technology infrastructure.Geographic Setting: Southwestern United StatesIndustry Setting: Health care industryNumber of Employees: 530Event Year End: 2004Subjects: NO SUBJECTS(KEYWORDS)Length: 13pSupplementary Materials: Teaching Note, (807017), 14p, by Lynda M. Applegate, Ajay Vinze, Minu IpeYear New: 2006

R0701ETitle: Courage as a SkillAuthor(s): Reardon, Kathleen K.Publication Date: 01/01/2007Product Type: Harvard Business Review ArticleAbstract: A division vice president blows the whistle on corruption at the highest levels of his company. A young manager refuses to work on her boss's pet project because she fears it will discredit the organization. A CEO urges his board, despite push back from powerful, hostile members, to invest in environmentally sustainable technology. What is behind such high-risk, often courageous acts? Courage in business, the author has found, seldom resembles the heroic impulsiveness that sometimes surfaces in life-or-death situations. Rather, it is a special kind of calculated risk taking, learned and refined over time. Taking an intelligent gamble requires an understanding of what she calls the "courage calculation": six discrete decision-making processes that make success more likely while averting rash or unproductive behavior. These include setting attainable goals, tipping the power balance in your favor, weighing risks against benefits, and developing contingency plans. Goals may be organizational or personal. Tania Modic had both types in mind when, as a young bank manager, she overstepped her role by traveling to New York -- on vacation time and on her own money -- to revitalize some accounts that her senior colleagues had allowed to languish. Her high-risk maneuver benefited the bank and gained her a promotion. Lieutenant General Claudia J. Kennedy weighed the risks and

benefits before deciding to report a fellow officer who had plagiarized a research paper at a professional army school. In her difficult courage calculation, loyalty to army standards proved stronger than the potential discomfort and embarrassment of "snitching" on a fellow officer. When the skills behind courageous decision making align with a personal, organizational, or societal philosophy, managers are empowered to make bold moves that lead to success for their companies and their careers.Subjects: NO SUBJECTS(KEYWORDS)Length: 9pYear New: 2007

1726Title: Courage as a Skill (HBR OnPoint Enhanced Edition)Author(s): Reardon, Kathleen K.Publication Date: 01/01/2007Product Type: HBR OnPoint ArticleAbstract: A division vice president blows the whistle on corruption at the highest levels of his company. A young manager refuses to work on her boss's pet project because she fears it will discredit the organization. A CEO urges his board, despite push back from powerful, hostile members, to invest in environmentally sustainable technology. What is behind such high-risk, often courageous acts? Courage in business, the author has found, seldom resembles the heroic impulsiveness that sometimes surfaces in life-or-death situations. Rather, it is a special kind of calculated risk taking, learned and refined over time. Taking an intelligent gamble requires an understanding of what she calls the "courage calculation": six discrete decision-making processes that make success more likely while averting rash or unproductive behavior. These include setting attainable goals, tipping the power balance in your favor, weighing risks against benefits, and developing contingency plans. Goals may be organizational or personal. Tania Modic had both types in mind when, as a young bank manager, she overstepped her role by traveling to New York--on vacation time and on her own money--to revitalize some accounts that her senior colleagues had allowed to languish. Her high-risk maneuver benefited the bank and gained her a promotion. Lieutenant General Claudia J. Kennedy weighed the risks and benefits before deciding to report a fellow officer who had plagiarized a research paper at a professional army school. In her difficult courage calculation, loyalty to army standards proved stronger than the potential discomfort and embarrassment



of "snitching" on a fellow officer. When the skills behind courageous decision making align with a personal, organizational, or societal philosophy, managers are empowered to make bold moves that lead to success for their companies and their careers.Subjects: NO SUBJECTS(KEYWORDS)Length: 9pList Price: $6.50Year New: 2007

98608Title: Covert Leadership: Notes on Managing ProfessionalsAuthor(s): Mintzberg, HenryPublication Date: 11/01/1998Product Type: Harvard Business Review ArticleAbstract: The orchestra conductor is a popular metaphor for managers today--up there on the podium in complete control. But that image may be misleading, says McGill University and INSEAD Professor Henry Mintzberg, who recently spent a day with Bramwell Tovey, conductor of the Winnipeg Symphony Orchestra, in order to explore the metaphor. He found that Tovey does not operate like an absolute ruler but practices instead what Mintzberg calls covert leadership. Covert leadership means managing with a sense of nuances, constraints, and limitations. When a manager like Tovey guides an organization, he leads without seeming to, without his people being fully aware of all that he is doing. That's because in this world of professionals, a leader is not completely powerless--but neither does he have absolute control over others. As knowledge work grows in importance, the way an orchestra conductor really operates may serve as a good model for managers in a wide range of businesses. For example, Mintzberg found that Tovey does a lot more hands-on work than one might expect. More like a first-line supervisor than a hands-off executive, he takes direct and personal charge of what is getting done. In dealing with his musicians, his focus is on inspiring them, not empowering them. Like other professionals, the musicians don't need to be empowered--they're already secure in what they know and can do--but they do need to be infused with energy for the tasks at hand. This is the role of the covert leader: to act quietly and unobtrusively in order to exact not obedience but inspired performance.Subjects: Knowledge workers; Leadership; Management of professionals; Management stylesLength: 8p

R00301Title: Cracking the Code of ChangeAuthor(s): Beer, Michael; Nohria, NitinPublication Date: 05/01/2000Product Type: Harvard Business Review ArticleAbstract: Today's fast-paced economy demands that businesses change or die. But few companies manage corporate transformations as well as they would like. The brutal fact is that about 70% of all change initiatives fail. In this article, authors Michael Beer and Nitin Nohria describe two archetypes--or theories--of corporate transformation that may help executives crack the code of change. Theory E is change based on economic value: shareholder value is the only legitimate measure of success, and change often involves heavy use of economic incentives, layoffs, downsizing, and restructuring. Theory O is change based on organizational capability: the goal is to build and strengthen corporate culture. Most companies focus purely on one theory or the other, or haphazardly use a mix of both, the authors say. Combining E and O is directionally correct, they contend, but it requires a careful, conscious integration plan. Beer and Nohria present the examples of two companies, Scott Paper and Champion International, that used a purely E or purely O strategy to create change--and met with limited levels of success. They contrast those corporate transformations with that of UK-based retailer ASDA, which has successfully embraced the paradox between the opposing theories of change and integrated E and O. The lesson from ASDA? To thrive and adapt in the new economy, companies must make sure the E and O theories of business change are in sync at their own organizations.Subjects: Corporate culture; Corporate governance; Employee compensation; Employee empowerment; Human behavior; Human resources management; Leadership; Management of change; Management philosophy; Management stylesLength: 8pBESTSELLER

651XTitle: Cracking the Code of Change (HBR OnPoint Enhanced Edition)Author(s): Beer, Michael; Nohria, NitinPublication Date: 04/01/2001Product Type: HBR OnPoint ArticleAbstract: Today's fast-paced economy demands that businesses change or die. But few companies manage corporate transformations as well as they would like. The brutal fact is that about 70% of all change initiatives fail. In this article,

authors Michael Beer and Nitin Nohria describe two archetypes--or theories--of corporate transformation that may help executives crack the code of change. Theory E is change based on economic value: shareholder value is the only legitimate measure of success, and change often involves heavy use of economic incentives, layoffs, downsizing, and restructuring. Theory O is change based on organizational capability: the goal is to build and strengthen corporate culture. Most companies focus purely on one theory or the other, or haphazardly use a mix of both, the authors say. Combining E and O is directionally correct, they contend, but it requires a careful, conscious integration plan. Beer and Nohria present the examples of two companies, Scott Paper and Champion International, that used a purely E or purely O strategy to create change--and met with limited levels of success. They contrast those corporate transformations with that of UK-based retailer ASDA, which has successfully embraced the paradox between the opposing theories of change and integrated E and O. The lesson from ASDA? To thrive and adapt in the new economy, companies must make sure the E and O theories of business change are in sync at their own organizations.Subjects: Corporate culture; Corporate governance; Employee compensation; Employee empowerment; Human behavior; Human resources management; Leadership; Management of change; Management philosophy; Management stylesLength: 11pList Price: $6.50

KEL009Title: The Cradle (B): Resurgence and Organizational ChangeAuthor(s): Donnelly, Anne Cohn; Ellington-Booth, Brenda; Ghani, NadeemPublication Date: 01/01/2004Product Type: Supplement (Field)Abstract: Supplements the (A) case. Must be used with: (KEL008) The Cradle Society (A).Subjects: NO SUBJECTS(KEYWORDS)Length: 8pYear New: 2005

KEL008Title: The Cradle Society (A)Author(s): Donnelly, Anne Cohn; Ellington-Booth, Brenda; Ghani, NadeemPublication Date: 01/01/2002Revision Date: 01/30/2002Product Type: Case (Field)Abstract: Provides an account of how The Cradle, a nonprofit adoption agency,



went from the brink of dissolution to become a thriving organization carrying out its mission. Under the leadership of Julie Tye, the organization and its board underwent an extensive strategic planning process and made significant changes to the organization's strategy, structure, and culture. Describes the condition of The Cradle before Tye's arrival.Geographic Setting: IllinoisSubjects: NO SUBJECTS(KEYWORDS)Length: 6pSupplementary Materials: Supplement (Field), (KEL009), 8p, by Anne Cohn Donnelly, Brenda Ellington-Booth, Nadeem GhaniYear New: 2005

2365BCTitle: Craft a Compromise: Problem-Solving Strategies for Quiet LeadersAuthor(s): Badaracco, Joseph L., Jr.Publication Date: 02/11/2002Product Type: HBS Press ChapterAbstract: This chapter illustrates that crafting a compromise is often a valuable opportunity to learn and exercise practical wisdom, and that crafting responsible, workable compromises is not just something quiet leaders do--it defines who they are. May be used with: (2359BC) Trust Mixed Motives: Lessons in Decision Making for Quiet Leaders; (2358BC) Don't Kid Yourself: Guiding Principles for Quiet Leaders; (2357BC) Introduction: Leading Quietly; (2360BC) Buy a Little Time: Problem-Solving Strategies for Quiet Leaders; (2361BC) Invest Wisely: Problem-Solving Strategies for Quiet Leaders; (2362BC) Drill Down: Problem-Solving Strategies for Quiet Leaders; (2363BC) Bend the Rules: Problem-Solving Strategies for Quiet Leaders; (2364BC) Nudge, Test, and Escalate Gradually: Problem-Solving Strategies for Quiet Leaders; (2366BC) Three Quiet Virtues: Essential Characteristics for Practicing Quiet Leadership.Subjects: NO SUBJECTS(KEYWORDS)Length: 24pList Price: $6.95Year New: 2007

902C06Title: Crafting a Vision at Daimler-ChryslerAuthor(s): Golden, Brian; Nolan, NicolePublication Date: 03/04/2003Product Type: Case (Library)Publisher: Richard Ivey School of Business/UWOAbstract: Chrysler and Daimler-Benz shareholders approved the largest

corporate merger in history. After months of talks, the chairman of the German-based Daimler-Benz management board and the chairman and CEO of the U.S.-based Chrysler Corp. were preparing for when the two companies would officially combine forces to create the fifth largest automobile company in the world. These two managers were officially charged with the responsibility of amalgamating two enterprises that were vastly different from each other. Chrysler was known for its efficient production and economically priced vehicles. Daimler-Benz sold only luxury vehicles, and its reputation was based on craftsmanship, quality, and safety. Chrysler executives were in the habit of limiting business expenses; Daimler-Benz executives were not. Between the two companies, there were huge discrepancies in cultures, market segments, product lines, salaries, and attitudes. Aware of the excitement of their investors and the concern of their critics, the two leaders are expected to forge and promote the vision on which Daimler-Chrysler will base its future.Geographic Setting: United StatesIndustry Setting: Transportation industryCompany Size: largeSubjects: Automobiles; Communication; Corporate culture; Leadership; Management of change; Organizational behavior; Organizational structure; VisionLength: 3pYear New: 2004

7841BCTitle: Crafting an Infrastructure for Innovation: The X-Team ProgramAuthor(s): Bresman, Henrik; Ancona, DeborahPublication Date: 06/26/2007Product Type: HBS Press ChapterAbstract: Suppose you are a CEO, or the director of a large division, or the head of human resources, or a manager in R&D, and you don't want to create just one high-performing X-team? What if you want to create a set of X-teams that create innovative products and ideas year after year and eventually reshape the way your organization functions? This calls for an X-team program--such as those developed at Merrill Lynch and BP.Subjects: NO SUBJECTS(KEYWORDS)Length: 25pList Price: $6.95

487035Title: Craig KnudsenAuthor(s): Kao, John J.; Field, Lee C.Publication Date: 11/14/1986

Revision Date: 11/05/1987Product Type: Case (Field)Abstract: Craig Knudsen, a second year HBS student, is trying to decide on a career choice. He is torn between the safe route, going back to IBM, or going with a creative, entrepreneurial option. The teaching objective is to see the dilemmas of entrepreneurial career choice.Geographic Setting: MassachusettsIndustry Setting: Education industryCompany Size: largeSubjects: Careers & career planning; Entrepreneurship; Higher educationLength: 7pSupplementary Materials: Teaching Note, (489066), 4p, by John J. Kao

404S12Title: Craig Parks (A), Spanish VersionAuthor(s): Thomas, David A.; Chadderdon, LisaPublication Date: 07/31/1996Product Type: LACC CaseAbstract: Craig Parks is a 1992 HBS graduate who, without much deliberation, returns to work for his former employer, Taylor Burton, on Wall Street. The choice proves to be a poor fit for Craig. The case documents his decision-making process, personal history, and the dilemma he confronts once he realizes that returning to Taylor Burton was the wrong decision.Geographic Setting: New York, NYIndustry Setting: Investment bankingSubjects: Careers & career planning; Investment banking; Organizational behavior; Self evaluationLength: 13pSupplementary Materials: LACC Supplement, (404S13), 2p, by David A. Thomas

404S13Title: Craig Parks (B), Spanish VersionAuthor(s): Thomas, David A.Publication Date: 09/03/1996Product Type: LACC SupplementAbstract: Supplements the (A) case. Must be used with: (404S12) Craig Parks (A), Spanish Version.Industry Setting: Investment bankingSubjects: Careers & career planning; Investment banking; Organizational behavior; Self evaluationLength: 2p

497013Title: Craig Parks (A)Author(s): Thomas, David A.; Chadderdon, LisaPublication Date: 07/31/1996Product Type: Case (Field)Abstract: Craig Parks is a 1992 HBS graduate who, without much deliberation, returns to work for his



former employer, Taylor Burton on Wall Street. The choice proves to be a poor fit for Craig. The case documents his decision-making process, personal history, and the dilemma he confronts once he realizes returning to Taylor Burton was the wrong decision.Geographic Setting: New York, NYIndustry Setting: Investment bankingSubjects: Careers & career planning; Investment banking; Organizational behavior; Self evaluationLength: 12pSupplementary Materials: Supplement (Field), (497014), 3p, by David A. Thomas, Lisa Chadderdon; Teaching Note, (498062), 10p, by David A. Thomas, Emily D. Heaphy

497014Title: Craig Parks (B)Author(s): Thomas, David A.; Chadderdon, LisaPublication Date: 09/03/1996Product Type: Supplement (Field)Abstract: Supplements the (A) case. Must be used with: (497013) Craig Parks (A).Industry Setting: Investment bankingSubjects: Careers & career planning; Investment banking; Organizational behavior; Self evaluationLength: 3pSupplementary Materials: Teaching Note, (498062), 10p, by David A. Thomas, Emily D. Heaphy

402S13Title: Craig Weatherup, Supplement, Spanish VersionAuthor(s): Hill, Linda A.; Weber, Katherine S.Publication Date: 07/31/2002Product Type: LACC SupplementAbstract: A biographical information sheet about Craig Weatherup, president and CEO of Pepsi Cola, North America.Subjects: Careers & career planning; Management development; Management styles; Managerial skills; Power & influenceLength: 1p

494125Title: Craig Weatherup, SupplementAuthor(s): Hill, Linda A.; Weber, Katherine S.Publication Date: 03/28/1994Revision Date: 03/30/1995Product Type: Supplement (Field)Abstract: A biographical information sheet about Craig Weatherup, president and CEO of Pepsi Cola, North America. Must be used with: (494518) Craig Weatherup, Video.Subjects: Careers & career planning; Management development; Management styles; Managerial skills;

Power & influenceLength: 1p

494518Title: Craig Weatherup, VideoAuthor(s): PepsicoPublication Date: 04/04/1994Product Type: Case VideoAbstract: Shows excerpts of an interview on management development with Craig Weatherup, president and CEO of Pepsi Cola, North America. The interview is conducted by Roger Enrico, vice-chairman of PepsiCo, Inc.Subjects: Careers & career planning; Management development; Management styles; Managerial skills; Power & influenceLength: 18 minList Price: $150.00Supplementary Materials: Supplement (Field), (494125), 1p, by Linda A. Hill, Katherine S. Weber; Teaching Note, (494130), 7p, by Linda A. Hill, Katherine S. Weber

2188BCTitle: Create Coalitions: The First 90 DaysAuthor(s): Watkins, MichaelPublication Date: 09/18/2003Product Type: HBS Press ChapterAbstract: If your success depends on the support of people outside your direct line of command, it is imperative that you create coalitions that will help you achieve your goals. This chapter guides you through the process of developing an influence strategy to help you figure out whom you most influence, who is likely to support and resist your key initiatives, and which "swing voters" you might persuade to support you. Making plans for creating coalitions, beginning with the assessment process, should be an integral part of your 90-day plan. May be used with: (2175BC) Introduction: The First 90 Days; (2176BC) Promote Yourself: The First 90 Days; (2177BC) Accelerate Your Learning: The First 90 Days; (2182BC) Secure Early Wins: The First 90 Days; (2183BC) Negotiate Success: The First 90 Days; (2184BC) Achieve Alignment: The First 90 Days; (2185BC) Build Your Team: The First 90 Days; (2190BC) Expedite Everyone: The First 90 Days; (2192BC) Conclusion: Beyond Sink or Swim (The First 90 Days); (2189BC) Keep Your Balance: The First 90 Days; (2180BC) Match Strategy to Situation: The First 90 Days.Subjects: NO SUBJECTS(KEYWORDS)Length: 0pList Price: $6.95NEW

7537BCTitle: Create Short-Term Wins: Reinforcing the Change EffortAuthor(s): Cohen, Dan S.Publication Date: 09/16/2005Product Type: HBS Press ChapterAbstract: Short-term wins that are timely, visible, and meaningful are critical to building the credibility needed to sustain the change effort over time. But delivering short-term results can be a challenge. This chapter provides exercises and assessment tools to help you overcome this challenge, outlining the steps you can take to maximize the benefits of short-term wins and bolster your change effort.Subjects: NO SUBJECTS(KEYWORDS)Length: 22pList Price: $6.95Year New: 2007

418XCTitle: Creating Competitive Advantage Through Organizational LearningAuthor(s): Garvin, David A.Publication Date: 06/04/2003Product Type: Faculty Seminar VideoAbstract: Anytime you can do something faster and better than your competitors, you'll take the competitive lead. But products, services, and even processes can be copied. What can you invest in to create and sustain a competitive lead? Organizational learning. In this presentation, Professor David Garvin of Harvard Business School explains how learning organizations pursue and apply knowledge for superior performance. Included are detailed slides, a learning guide, and reflection questions with video perspectives from the professor.Subjects: Competitive advantage; Learning; Organizational development; Organizational learning; Personnel managementLength: 60 minNEW

4029Title: Creating Followers: Framing Change Initiatives to Maximize Employee Participation (HBR Article Collection)Publication Date: 02/01/2000Product Type: HBR OnPoint CollectionAbstract: When transformational change efforts fail, typically, the problem isn't with the change programs themselves. Rather, it's that they're not envisioned or communicated in a way that builds followership among middle managers and frontline employees. For major organizational change to occur, the initiative must spread across organizational boundaries and down



through hierarchies to individual employees. It must also touch upon employees' fundamental psychological motivations for working in the organization. This HBR Article Collection examines several dimensions involved in this task, and describes how you can motivate everyone to mobilize for change. For example: Look for leadership from lower levels of your company instead of issuing all directives from the executive suite, and overhaul the way you communicate with frontline employees, who are your company's most important agents of change. The three Harvard Business Review articles in this collection: "Changing the Way We Change" by Richard Pascale, Mark Millemann, and Linda Gioja (HBR reprint 97609); "Why Do Employees Resist Change?" by Paul Strebel (HBR reprint 96310); and "Reaching and Changing Frontline Employees" by T. J. Larkin and Sandar Larkin (HBR reprint 96304).Subjects: Management of change; Motivation; Organizational changeLength: 43pList Price: $17.95

481014Title: Creating Life Style RepresentationsAuthor(s): Clawson, James G.Publication Date: 07/01/1980Product Type: NoteAbstract: Outlines various ways to draw or put together a representation of one's own life style. That representation would then be interpreted.Subjects: Careers & career planning; Human behavior; Self evaluationLength: 4p

4645BCTitle: The Creating Mind: Harnessing Its Power for SuccessAuthor(s): Gardner, HowardPublication Date: 04/03/2007Product Type: HBS Press ChapterAbstract: As this chapter illustrates, the creative mind is highly sought after in our innovation-driven economy. The creator stands out in terms of temperament, personality, and stance.Subjects: NO SUBJECTS(KEYWORDS)Length: 29pList Price: $6.95Year New: 2007

B0409BTitle: Creating Organizational Alignment at the RCMP with the ScorecardAuthor(s): Pateman, Andrew J.Publication Date: 09/15/2004Product Type: Balanced Scorecard Report ArticleAbstract: Organizational change is a tall

order for most government organizations. Bureaucracies move slowly, often foster competition instead of cooperation, and generally lack a tradition of strategic mindedness at all but the highest echelons. The Royal Canadian Mounted Police, Canada's all-encompassing law enforcement and intelligence service, overcame these occupation obstacles through a new policing model, new processes, and a creative approach to management by mandate--enabled by the Balanced Scorecard. It's an inspiring tale of alignment.Geographic Setting: CanadaSubjects: Balanced scorecard; Canada; Organizational development; Performance measurementLength: 4pList Price: $9.50Year New: 2004

C0012FTitle: Creating Successful Virtual OrganizationsPublication Date: 12/01/2000Product Type: Harvard Management Communication Letter ArticleAbstract: In many ways, the world of work is entirely different than it was just a decade ago. You work with people you never see--and may have never even met. Your colleagues come and go at all hours and in all manner of dress, and they may not even be actual employees of the same company. This complexity adds up to one thing: good communication is more difficult--and more necessary--than ever. In this article, we turn to the experts for some ground rules on communication in the virtual age.Subjects: Internet; Management communication; Teams; Virtual communitiesLength: 2pList Price: $4.50

409042Title: Creating The Partnership Solutions Group at Lehman BrothersAuthor(s): Thomas, David A.; Creary, Stephanie J.Publication Date: 01/13/2009Product Type: Case (Field)Abstract: Explores how two senior Wall St. executives created a successful commercial opportunity for Lehman Brothers that focused on building relationships with minority- and women-owned financial services firms. Illustrates how Patricia Miller Zollar and Nadja Fidelia aligned the Partnership Solutions Groups' activities with Lehman Brothers' "one firm" strategy in ways that created economic value for the firm. Delves into the challenges of developing this

business in an industry that tends to view "diversity" initiatives as activities that seek only to benefit society and not as opportunities to create economic gain.Number of Employees: 25,000Gross Revenues: $59 billionEvent Year Start: 2004Event Year End: 2007Subjects: NO SUBJECTS(KEYWORDS)Length: 21p

4478BCTitle: Creating Your Own Personal Learning Strategy: A Step-by-Step ApproachAuthor(s): Thomas, Robert J.Publication Date: 03/24/2008Product Type: HBS Press ChapterAbstract: A Personal Learning Strategy (PLS) will aid you in the process of learning from experience--especially, though not exclusively, crucible experiences--and it will enhance your ability to adapt to change as a leader. This chapter shows you how to craft a Personal Learning Strategy.Subjects: NO SUBJECTS(KEYWORDS)Length: 34pList Price: $6.95Year New: 2007

B0509CTitle: Creating a Strategy-Focused Workforce by Aligning Key HR ProcessesAuthor(s): Frangos, Cassandra A.; Johnson, Lauren KellerPublication Date: 09/15/2005Product Type: Balanced Scorecard Report ArticleAbstract: You've cascaded the Balanced Scorecard down to every employee in your organization through the creation of personal scorecards. Now align your HR practices to help employees achieve the objectives on their scorecards.Subjects: NO SUBJECTS(KEYWORDS)Length: 2pList Price: $9.50Year New: 2005

B0411ETitle: Creating a Strategy-Focused Workforce: Aligning Personal Goals to the BSCAuthor(s): Frangos, Cassandra A.Publication Date: 11/15/2004Product Type: Balanced Scorecard Report ArticleAbstract: Employee performance management has been at best a mix of disjointed, periodic activities--the performance review, rewards programs,



training, development--that frequently don't get the attention they deserve. So loathed is the performance review that at some organizations barely 50% of the employees actually complete theirs. Best-practice organizations know that to execute strategy, employees must be strategy focused. Here's how to get your employees aligned.Subjects: Balanced scorecard; Employee development; Performance appraisal; Strategy formulationLength: 4pList Price: $9.50Year New: 2004

2303Title: Creating and Delivering Persuasive PresentationsPublication Date: 08/09/2007Product Type: Harvard Management Update CollectionAbstract: This Harvard Management Update collection provides readers with critical resources for creating, delivering--and improving--persuasive and effective presentations. The six articles in the "Preparing Your Message and Its Delivery" section feature practical tips for creating presentations that engage and motivate your audience to action, as well as advice on how to craft a speech when time is lacking. The four articles in "Delivering Your Presentation with Power and Grace" address the importance of listening and the power of nonverbal communication among other presentation "must-knows." Finally, the five articles in the "Mastering Tough Speaking Situations" section offer numerous real-life examples, from resignation speeches to presentatons aimed at persuading the board, to illustrate how effective leaders have successfully faced tough audiences and/or tough topics. If you are facing a difficult speech or are looking to make your next presentation sparkle, you'll benefit from HMU's Creating and Delivering Persuasive Presentations collection.Subjects: NO SUBJECTS(KEYWORDS)Length: 56pList Price: $29.95Year New: 2207

BH242Title: Creating and Sustaining Trust in Virtual TeamsAuthor(s): Greenberg, Penelope S.; Greenberg, Ralph H.; Lederer Antonucci, YvonnePublication Date: 07/01/2007Product Type: Business Horizons ArticlePublisher: Business Horizons/Indiana University

Abstract: Conventional wisdom assumes that trust develops from a history of interpersonal interactions and communication, through which people come to 'know and trust' one another. In virtual teams, however, establishing trust can be complicated: members may have no past on which to build, no future to reference, and may never even actually meet face-to-face. Swift but fragile trust can develop early in a team's life cycle. Yet, if swift trust doesn't develop or even dissipates, members need to find ways of building trust in each other. To this end, an understanding of how trust impacts a virtual team's development will help managers and team leaders to facilitate and improve team success. Describes the three components of trust (ability, integrity, and benevolence) and identifies which of these are critical to each life cycle stage (establishing the team, inception, organizing, transition, and accomplishing the task) of the virtual team. Proposed action steps for each stage show managers and team leaders how to help members develop trust and sustain it through the project's successful completion.Industry Setting: IT industrySubjects: NO SUBJECTS(KEYWORDS)Length: 9pYear New: 2007

U0801CTitle: Creating and Sustaining a Winning CultureAuthor(s): Meehan, Paul; Rigby, Darrell; Rogers, PaulPublication Date: 01/01/2008Product Type: Harvard Management Update ArticleAbstract: Strategy matters, no doubt. But without a winning culture to drive it forward, your strategy's taking you nowhere. So argue Paul Meehan, Darrell Rigby, and Paul Rogers, all partners at Bain & Company, in this article in which they identify the characteristics of a winning culture and note the steps companies take to create and sustain a winning culture.Subjects: NO SUBJECTS(KEYWORDS)Length: 4pList Price: $4.50Year New: 2007

C0008BTitle: Creating the Brand Called "Self"Author(s): Neal, DouglasPublication Date: 08/01/2000Product Type: Harvard Management Communication Letter ArticleAbstract: Connectivity through the Web doesn't just change your relationship to

coworkers, it also redefines your relationship to the rest of the world. What do you want others to know about you, and under what conditions? What do you want to keep restricted? What are you willing to have known, but only for a price? New technology has created not only a host of new problems, but also an innovative way of dealing with them: own your information and sell it back to marketers.Subjects: Electronic commerce; Internet; Technological changeLength: 2pList Price: $4.50

1833Title: The Creative Company: How to Grow and Harvest Great Ideas (HBR OnPoint Executive Edition)Author(s): Stewart, Thomas A.; Wetlaufer, Suzy; Fryer, Bronwyn; McKee, Robert; Florida, Richard; Goodnight, James; Hadley, Constance N.; Kramer, Steven J.; Straus, Susaan; Davenport, Thomas H.; Prusak, Laurence; Wilson, H. James; Hargadon, Andrew; Sutton, Robert I.; Levitt, Theodore; Amabile, Teresa M.; Simons, Robert L.; Leonard-Barton, DorothyPublication Date: 02/20/2007Product Type: HBR Newsstand Special IssueAbstract: Creativity is the root of innovation. Without it, blockbuster products, revolutionary technologies, and business models that transform industries would not be born. Simply put, creativity--and its sibling innovation--provide competitive advantage. This Harvard Business Review OnPoint Executive Edition offers sage advice on how to build the conditions that allow creativity to flourish while keeping the creative process from spinning out of control. Matching people to the right challenges, establishing an environment that actively fosters new and diverse ideas, systematizing the production and testing of those ideas, and integrating rigorous business processes will help you and your company cultivate creativity in a way that leads to actual results. The articles in this issue come from some of the most renowned thinkers on the topic of creativity in business. Among them are: "Managing for Creativity," by Richard Florida and Jim Goodnight; "How to Kill Creativity," by Teresa M. Amabile; "Storytelling That Moves People," a conversation with screenwriting coach Robert McKee; "Putting Your Company's Whole Brain to Work," by Dorothy Leonard and Susaan Straus; "Building an Innovation Factory" by Andrew Hargadon and Robert I. Sutton; and "Creativity Is Not Enough," an HBR Classic by Theodore Levitt.



Subjects: NO SUBJECTS(KEYWORDS)Year New: 2007

72410Title: Creative Meetings Through Power SharingAuthor(s): Prince, George M.Publication Date: 07/01/1972Product Type: Harvard Business Review ArticleAbstract: Most managerial styles are characterized by an emphasis on the power and the right of the manager to pass judgment on the actions of his or her subordinates. Judicious managers facilitate the expression of ideas by sharing their power and acting as collaborators with their subordinates. By creating a climate in which it is appropriate to voice imperfect thoughts and ideas, judicious managers encourage more frequent individual and group accomplishment and increased satisfaction and motivation.Subjects: Creativity; Interpersonal behavior; Management communication; Management styles; Power & influenceLength: 7p

CMR094Title: Creativity Doesn't Require Isolation: Why Product Designers Bring Visitors "Backstage"Author(s): Sutton, Robert I.; Kelley, Thomas A.Publication Date: 10/01/1997Product Type: CMR ArticlePublisher: California Management ReviewAbstract: Most existing writings imply that creative work is best done in physical and social isolation from outsiders, including case studies of successful product development teams that worked in isolation and psychological research showing that novel responses are inhibited when observers are present. In contrast, this article describes how one organization, IDEO Product Development, innovates routinely even though it has a constant and diverse stream of backstage visitors. IDEO uses visitors' knowledge to enhance its creative work. Other benefits for such visits include enhancing the organization's reputation and improving the innovation process in client organizations. This case implies that creative work does not always require isolation and that visitors can be brought backstage in ways that help rather than hamper creative work.Subjects: Creativity; Innovation; Organizational behavior; Product developmentLength: 17p

R0208CTitle: Creativity Under the GunAuthor(s): Amabile, Teresa M.; Hadley, Constance N.; Kramer, Steven J.Publication Date: 08/01/2002Product Type: Harvard Business Review ArticleAbstract: If you're like most managers, you've worked with people who swear they do their most creative work under tight deadlines. You may use pressure as a management technique, believing it will spur people on to great leaps of insight. You may even manage yourself this way. If so, are you right? Not necessarily, these researchers say. When creativity is under the gun, it usually ends up getting killed, the authors say. They recently took a close look at how people experience time pressure, collecting and analyzing more than 9,000 daily diary entries from individuals who were working on projects that required high levels of creativity and measuring their ability to innovate under varying levels of time pressure. The authors describe common characteristics of time pressure and outline four working environments under which creativity may or may not flourish. High-pressure days that still yield creativity are full of focus and meaningful urgency--people feel they are on a mission. High-pressure days that yield no creativity lack such focus--people feel they are on a treadmill, forced to switch gears often. On low-pressure days that yield creativity, people feel as though they are on an expedition--exploring ideas rather than just identifying problems. And on low-pressure days that yield no creative thinking, people work on autopilot--doing their jobs without engaging too deeply. Managers should avoid extreme time pressure when possible. May be used with: (899083) Arnold Communications.Subjects: Creativity; Human behavior; Innovation; Motivation; Organizational development; Teams; ValuesLength: 9p

1571Title: Creativity Under the Gun (HBR OnPoint Enhanced Edition)Author(s): Amabile, Teresa M.; Hadley, Constance N.; Kramer, Steven J.Publication Date: 08/01/2002Product Type: HBR OnPoint ArticleAbstract: If you're like most managers, you've worked with people who swear they do their most creative work under tight deadlines. You may use pressure as a management technique, believing it will spur people on to great leaps of insight. You may even manage yourself this way. If so, are you right? Not necessarily, these researchers say.

When creativity is under the gun, it usually ends up getting killed, the authors say. They recently took a close look at how people experience time pressure, collecting and analyzing more than 9,000 daily diary entries from individuals who were working on projects that required high levels of creativity and measuring their ability to innovate under varying levels of time pressure. The authors describe common characteristics of time pressure and outline four working environments under which creativity may or may not flourish. High-pressure days that still yield creativity are full of focus and meaningful urgency--people feel they are on a mission. High-pressure days that yield no creativity lack such focus--people feel they are on a treadmill, forced to switch gears often. On low-pressure days that yield creativity, people feel as though they are on an expedition--exploring ideas rather than just identifying problems. And on low-pressure days that yield no creative thinking, people work on autopilot--doing their jobs without engaging too deeply. Managers should avoid extreme time pressure when possible.Subjects: Creativity; Human behavior; Innovation; Motivation; Organizational development; Teams; ValuesLength: 12pList Price: $6.50

7256BCTitle: Creativity and Creative Groups: Two Keys to InnovationAuthor(s): School Press, Harvard BusinessPublication Date: 06/18/2003Product Type: HBS Press ChapterAbstract: Encouraging creativity is an important element to successful innovation. This chapter debunks certain myths about creativity and discusses the role of individual creativity and creative groups. The chapter offers six steps you can take to be more creative yourself and encourage creativity in your work groups. May be used with: (7195BC) Types of Innovation: Several Types on Many Fronts; (7201BC) The S-Curve: A Concept and Its Lessons; (7218BC) Idea Generation: Opening the Genie's Bottle; (7225BC) Recognizing Opportunities: Don't Let the Good Ones Slip By; (7232BC) Moving Innovation to Market: Will It Fly?; (7263BC) Enhancing Creativity: Enriching the Organization and Workplace; (7270BC) What Leaders Must Do: Making a Difference.Subjects: NO SUBJECTS(KEYWORDS)Length: 24pList Price: $6.95



Year New: 2006

CMR098Title: Creativity as InvestmentAuthor(s): Sternberg, Robert J.; Lubart, Todd I.; O'Hara, Linda A.Publication Date: 10/01/1997Product Type: CMR ArticlePublisher: California Management ReviewAbstract: This article describes an investment theory of creativity. It suggests that a creative person needs to defy the crowd to buy low and sell high in the realm of ideas, just as a successful financial investor defies the crowd and buys stocks when they are out of favor and sells them when they become popular. Creative ideas are often unpopular. To overcome the resistance to those ideas, creative people--as well as companies desiring to encourage creativity--need to invest in six resources: knowledge; intellectual abilities; thinking styles; motivation; personality; and environment. All of these resources need to be present for a creative enterprise to succeed.Subjects: Creativity; Human resources management; Innovation; Organizational behaviorLength: 14p

80308Title: Creativity by the Numbers: An Interview with Robert N. NoyceAuthor(s): Noyce, Robert N.; Salerno, Lynn M.Publication Date: 05/01/1980Product Type: Harvard Business Review ArticleAbstract: In an interview, Robert N. Noyce, vice chairman of Intel, describes what it is like to be the front runner in the fast-moving microcomputer industry. At Intel, everything is measured in terms of performance. It is Noyce's belief that his employees are high achievers who want to be measured. Members of the organization pride themselves on company discipline. The atmosphere at Intel is one of confidence and intensity. Corporate planning focuses on building areas of strength and avoiding the competitive areas in which Intel is weak.Industry Setting: Computer industrySubjects: Computer industry; Creativity; Interviews; Management by objectives; Performance appraisalLength: 13p

808075Title: Creativity under the Gun at Litmus CorporationAuthor(s): Amabile, Teresa M.; Litovsky, YanaPublication Date: 11/01/2007Revision Date: 05/29/2008

Product Type: Case (Gen Exp)Abstract: Teaches students to diagnose the circumstances under which time pressure can facilitate or hinder creativity. A team's creative "genius", Miles Grady, who previously conceptualized a revolutionary material for an important new product, must now significantly change that material so that the team can create an entirely new business. This early new business development project, while supported by management, has a looming deadline for proof-of-concept. The deadline has already been extended, but the team does not seem close to the breakthrough it needs. The team's leader, Stanley Carmine, who has managed to get a few weeks' extension from management, needs to figure out how best to manage Grady under the looming deadline. He studies Grady's past "daily laboratory logs" to discover the connections, if any, between time pressure, other circumstances, and Grady's level of creativity.Geographic Setting: United StatesIndustry Setting: ChemicalsNumber of Employees: 26,000Gross Revenues: $24 billion revenuesEvent Year Start: 2003Event Year End: 2003Subjects: NO SUBJECTS(KEYWORDS)Length: 9pYear New: 2007

2077Title: Creativity, Inc: Building an Inventive Organization (Hardcover)Author(s): Mauzy, Jeff; Harriman, Richard A.Publication Date: 02/28/2003Product Type: HBS Press BookAbstract: Radical innovations always start with creativity--but many companies are allowing this critical wellspring to run dry. Jeff Mauzy and Richard Harriman argue that sustained leadership depends on making creativity a broad, enterprise-wide capability that is "on" all the time. In Creativity, Inc., they marshal forty years of research into how creative ideas happen and how they become innovations to reveal a set of fundamental principles for infusing creativity into every aspect of an organization. Through vivid examples from a wide range of industries, this book shows how companies can rework organizational climate, creative thinking, and actions to foster systemic creativity in individuals, in teams, and at the corporate level.Subjects: Creativity; Innovation; Leadership; OrganizationLength: 240pList Price: $29.95

NEW

908M68Title: Crescent Standard Investment Bank Limited--Governance FailureAuthor(s): Ahmed, Muntazar B.Publication Date: 10/09/2008Product Type: Case (Field)Publisher: Richard Ivey School of Business/UWOAbstract: The Crescent Standard Investment Bank Limited (CSIBL) was the largest investment bank quoted on all the stock exchanges in Pakistan, so when it declared a huge loss of Rs2.1 billion (US$35.5 million) for the year December 31, 2005 the market was taken by surprise. There had been some rumors that all was not well and that the investment banking regulator, Securities and Exchange Commission of Pakistan (SECP), had sent a team to investigate the affairs of the bank. Since the main shareholders were individuals or companies of the well-known business group known as the Crescent Group, there was enormous interest in the CSIBL affairs by financial and political circles as well. The case describes the various types of entities that were merged to form the CSIBL, principally to protect the stakeholders by creating an entity with a large capitalization. The bank had reported in its annual reports that all the internal control mechanisms for good governance stipulated by the SECP were in place and the auditors (internal and external) had reported that these were satisfactory. Yet, when subjected to an investigation, it was revealed that the internal management was involved in a variety of acts of misrepresentation and concealment. The case focuses on the weaknesses in the structure of the corporate governance regime in Pakistan. The fact remains that no amount of internal or external checks can stop the internal management from colluding to perpetuate a fraud.Geographic Setting: PakistanIndustry Setting: Banking industrySubjects: NO SUBJECTS(KEYWORDS)Length: 25pSupplementary Materials: Teaching Note, (808M68), 11p, by Muntazar B. Ahmed

R0212HTitle: Crisis Communication: Lessons from 9/11Author(s): Argenti, PaulPublication Date: 12/01/2002Product Type: Harvard Business Review ArticleAbstract: The sheer enormity of last year's terrorist attacks on the World Trade Center and the Pentagon gave



new meaning to the term "crisis management." Suddenly, companies near Ground Zero, as well as those more than a thousand miles away, needed a plan. Because the disasters disrupted established channels not only between businesses and customers but between businesses and employees, internal crisis-communications strategies that could be quickly implemented became a key responsibility of top management. In this article, executives from a range of industries talk about how their companies, including Morgan Stanley, Oppenheimer Funds, American Airlines, Verizon, the New York Times, Dell, and Starbucks, went about restoring operations and morale. From his interviews with these individuals, author and management professor Paul Argenti was able to distill a number of lessons, each of which, he says, may "serve as guideposts for any company facing a crisis that undermines its employees' composure, confidence, or concentration." His advice to senior executives includes: Maintain high levels of visibility so that employees are certain of top management's command of the situation and concern; establish contingency communication channels and work sites; strive to keep employees focused on the business itself, because a sense of usefulness enhances morale and good morale enhances usefulness; and ensure that employees have absorbed the firm's values, which will guide them as they cope with the unpredictable.Subjects: Communication; Communication strategy; Employee morale; Leadership; Management of crises; Motivation; Uncertainty; ValuesLength: 6p

HKU015Title: Crisis Communication: The Asian Bird FluAuthor(s): Wong, Gilbert; Hansen, Nina; Clark, Vanessa N.Publication Date: 01/01/1998Product Type: Case (Library)Publisher: University of Hong KongAbstract: The Bird Flu virus was first detected in Hong Kong in early 1997. This strain of virus had been previously known to infect only birds but had now crossed the species barrier and infected humans. By the end of 1997, the confirmed number of cases had reached 17, resulting in 6 deaths. The implications for Hong Kong were enormous. Bird Flu not only threatened the health and welfare of the people of Hong Kong, but also affected Hong Kong's economy and reputation in terms of international tourism and trade. The Hong Kong government must develop a

communication strategy.Geographic Setting: Hong KongIndustry Setting: Government & regulatorySubjects: Asia; Communication; Health; Local government; Management of crises; Risk assessmentLength: 20pSupplementary Materials: Teaching Note, (HKU016), 13p, by Gilbert Wong, Nina Hansen, Vanessa N. Clark

93106Title: Crisis Prevention: How to Gear Up Your Board/The Fight for Good GovernanceAuthor(s): Salmon, Walter J.Publication Date: 01/01/1993Product Type: Harvard Business Review ArticleAbstract: The two crucial responsibilities of corporate boards--oversight of long-term company strategy and the selection, evaluation, and compensation of top management--were not well met during the 1980s. There should not be government reform of board practices, but the size of boards should be limited and the number of outside directors on them should be increased. Three insiders belong on a board: the CEO, the COO, and the CFO. There should also be reform in the functioning and responsibilities of audit, compensation, and nominating committees. On a revitalized board, directors have enough confidence in the process to challenge one another, as well as the CEO. A group of experts, including CEOs, consultants, and institutional investors, propose specific strategies to help strengthen corporate boards. Some argue for appointing more independent outside directors. Others focus on improving shareholder/management relations. Suggestions for immediate action include board-member retreats, annual CEO evaluations, regular meetings with institutional shareholders, and the general admonition that directors must start asking more difficult questions.Subjects: Board of directors; Corporate governance; Financial management; Leadership; StockholdersLength: 16p

3361Title: A Crisis Survival Guide (HBR Article Collection)Publication Date: 04/01/2003Product Type: HBR OnPoint CollectionAbstract: In business, crises are facts of life. Some disasters are unavoidable; others, quite preventable--if we systematically anticipate and respond to threats. Crisis-prepared companies suffer fewer disasters and recover more

quickly than crisis-prone firms. They also stay in business longer and are more profitable. To join their ranks, recognize the barriers preventing executives from foreseeing disaster--psychological biases blinding us to problems we haven't personally experienced; organizational silos distorting information; political pressures causing us to favor some groups' interests over others'. Lower those barriers with RPM: recognizing emerging threats, prioritizing them, and mobilizing resources to stop them. Ask "What potential disasters are brewing in our company?" Use imagination-expanding exercises to envision the harm that could befall your firm. When the unavoidable strikes, admit you're in trouble. Then contain the crisis by acting decisively and quickly. HBR Article Collections include an overview and three full-text HBR articles, each with a synopsis and annotated bibliography. The three articles in this collection: "Predictable Surprises: The Disasters You Should Have Seen Coming" by Michael D. Watkins and Max H. Bazerman (HBR reprint R0303E), "Preparing for Evil" by Ian I. Mitroff and Murat C. Alpaslan (HBR reprint R0304J), and "Managing the Crisis You Tried to Prevent" by Norman R. Augustine (HBR reprint 95602).Subjects: Crisis management; Leadership; Organizational behavior; Organizational learning; Risk assessment; Risk management; Strategy formulationLength: 38pList Price: $17.95

R0703ETitle: Crisis at the SummitAuthor(s): Parsons, George D.; Pascale, Richard TannerPublication Date: 03/01/2007Product Type: Harvard Business Review ArticleAbstract: An unrecognized affliction is striking certain gifted performers at the top of their game. Its cause, paradoxically, is success itself. These stars, who thrive on conquering new challenges, can lose their bearings and question their purpose once a job has been mastered. A vague dissatisfaction gives way to confusion and then to inner turmoil. Left unattended, this summit syndrome can derail promising careers. The syndrome has three phases. In the approach phase, when most of the challenges of a current job have been met, sufferers tend to push harder in a vain attempt to recapture the adrenaline rush of the climb. Then, in the plateauing phase, when virtually all the challenges have been conquered, these individuals, who are incapable of coasting, bear



down to try to produce ever more stellar results, but to less effect and greater dissatisfaction. This leads to the terminal descending phase, when performance slips noticeably. As their superstar status fades, they jump ship, accept demotions, or take lateral transfers. It's a terrible waste, for if the syndrome is recognized, steps can be taken before performance slips to dispel the confusion and set the stage for productive growth to the next assignment. There are four parts to this process: First, understand your "winning formula"--the characteristic way you approach a situation--and the vital part it plays in feeling stale or losing your edge. Second, reconnect with your core purpose in life. Third, recast your current, or future, job to better align your inner aspirations with the external requirements of your work. And fourth, create a developmental path by honing a handful of core leadership competencies. None of this is easy, but for talented individuals--and the organizations that rely on them--the vaccine of preventive awareness is far better than gambling on an after-the-fact cure once the crisis is full-blown. May be used with: (R0703D) Leading Clever People.Subjects: NO SUBJECTS(KEYWORDS)Length: 12pYear New: 2007

80410Title: Criteria for Choosing Chief ExecutivesAuthor(s): Levinson, HarryPublication Date: 07/01/1980Product Type: Harvard Business Review ArticleAbstract: Those responsible for selecting leaders may use these 20 dimensions of personality to evaluate candidate's behavior. A psychologist's experience offers a list of personality dimensions and a scale of characteristics with which to measure behavior. The 20 dimensions are classified into three groups according to psychological themes: thinking; feelings and interrelationships; and outward behavior and characteristics.Subjects: Executives; Leadership; Managerial selectionLength: 6p

491074Title: Crompton Greaves Ltd.Author(s): Nohria, Nitin; Gladstone, JuliePublication Date: 01/16/1991Revision Date: 11/19/1992Product Type: Case (Pub Mat)Abstract: Upon becoming CEO of Crompton Greaves Ltd. in 1985, K.K.

Nohria faced the challenge of turning around a once very profitable company (revenues had flattened and profits had been declining since 1982) and creating a company able to respond to the changing environmental conditions in the electrical equipment industry. Nohria believed that he needed to institute a new set of values at Crompton. The values were articulated in terms of five dimensions--a concern for customers, people, products, cost, and innovation. After communicating a shared strategy through the use of simple slogans, Nohria translated the strategy into action. The task of management was divided into three distinct dimensions by which a manager's performance could be measured: operations management, improvement management, and strategic management. The company prospered under Nohria, but faced new challenges as it grew and diversified, faced more competition and faced the fact that Nohria would one day retire.Geographic Setting: IndiaIndustry Setting: Electronics industryCompany Size: smallNumber of Employees: 9,000Gross Revenues: $30 million revenuesSubjects: Communication; Control systems; Growth strategy; Human resources management; Information systems; LeadershipLength: 16pSupplementary Materials: Teaching Note, (492056), 11p, by Nitin Nohria

8195BCTitle: Cross-Functional Rapid Response Teams: Harnessing the Power--Rapid TransformationAuthor(s): Tabrizi, BehnamPublication Date: 02/19/2008Product Type: HBS Press ChapterAbstract: Cross-functional rapid response teams are often considered the heart of the transformation effort. This chapter introduces the concept of these teams and explains their crucial role in the overall transformation effort, highlighting some important advantages to implementing rapid response teams. May be used with: (8191BC) Model Overview: The 90 Days Transformation Model; (8193BC) Pretransformation: Planting the Seeds; (8197BC) Phase 1: Diagnosing the Patient--Rapid Transformation; (8199BC) Phase 2: Envisioning the Future--Rapid Transformation; (8201BC) Phase 3: Paving the Road--Rapid Transformation; (8203BC) Transformation Implementation: Execution.Subjects: NO SUBJECTS(KEYWORDS)Length: 38pList Price: $6.95

Year New: 2008

390147Title: Crossing the RiverAuthor(s): Hafrey LPublication Date: 02/05/1990Product Type: NoteAbstract: Addresses how management can use communication skills to build community and resolve ethical issues. William Faulkner's novel "The Sound and the Fury" is used to establish the metaphor of the bridge for relations between business and society at large, and the notion of storytelling as a guide to corporate self-presentation. The two devices are then applied to the relocation choices facing GM in 1980 (described in Poletown Dilemma) and expanded into an examination of how the communication process by definition engages ethical norms. The teaching goal is to reveal the links between communication, community, and ethics, and to explore how those links may affect the articulation of corporate strategy.Subjects: Business & society; Case method; Communication; Community relations; Ethics; Management communicationLength: 3p

403027Title: Crucial ConversationsAuthor(s): DeLong, Thomas J.; Vijayaraghavan, VineetaPublication Date: 07/24/2002Revision Date: 11/20/2002Product Type: Case (Gen Exp)Abstract: Todd McKenna, a third-year associate at an investment banking firm, confronts his boss. His boss had told him he would be the top paid associate at the firm, and McKenna finds out that this isn't true. He approaches his boss to find out why he was lied to.Geographic Setting: United StatesIndustry Setting: Investment bankingSubjects: Communication strategy; Human relations; Investment banking; Management communication; Managerial skills; Negotiations; Organizational behaviorLength: 3p

R0209BTitle: Crucibles of LeadershipAuthor(s): Bennis, Warren G.; Thomas, Robert J.Publication Date: 09/01/2002Product Type: Harvard Business Review ArticleAbstract: What makes a great leader? Why do some people appear to know instinctively how to inspire employees--bringing out their confidence, loyalty, and dedication--whereas others flounder



again and again? No simple formula can explain how great leaders come to be, but Bennis and Thomas believe it has something to do with the ways people handle adversity. The authors' recent research suggests that one of the most reliable indicators and predictors of true leadership is the ability to learn from even the most negative experiences. In interviewing more than 40 leaders in business and the public sector over the past 3 years, the authors discovered that all of them--young and old alike--had endured intense, often traumatic, experiences that transformed them and became the source of their distinctive leadership abilities. Bennis and Thomas call these shaping experiences "crucibles," after the vessels medieval alchemists used in their attempts to turn base metals into gold. For the interviewees, their crucibles were the points at which they were forced to question who they were and what was important to them. These experiences made them stronger and more confident and changed their sense of purpose in some fundamental way. May be used with: (405087) Oprah!; (406016) Martin Luther King, Jr.: A Young Minister Confronts the Challenges of Montgomery.Subjects: Interpersonal behavior; Leadership; Management styles; Mentors; Motivation; Power & influence; Values; VisionLength: 10p

1717Title: Crucibles of Leadership (HBR OnPoint Enhanced Edition)Author(s): Bennis, Warren G.; Thomas, Robert J.Publication Date: 09/01/2002Product Type: HBR OnPoint ArticleAbstract: What makes a great leader? Why do some people appear to know instinctively how to inspire employees--bringing out their confidence, loyalty, and dedication--whereas others flounder again and again? No simple formula can explain how great leaders come to be, but Bennis and Thomas believe it has something to do with the ways people handle adversity. The authors' recent research suggests that one of the most reliable indicators and predictors of true leadership is the ability to learn from even the most negative experiences. In interviewing more than 40 leaders in business and the public sector over the past 3 years, the authors discovered that all of them--young and old alike--had endured intense, often traumatic, experiences that transformed them and became the source of their distinctive leadership abilities. Bennis and Thomas call these shaping experiences

"crucibles," after the vessels medieval alchemists used in their attempts to turn base metals into gold. For the interviewees, their crucibles were the points at which they were forced to question who they were and what was important to them. These experiences made them stronger and more confident and changed their sense of purpose in some fundamental way.Subjects: Interpersonal behavior; Leadership; Management styles; Mentors; Motivation; Power & influence; Values; VisionLength: 11pList Price: $6.50

1377Title: Crucibles of Leadership: How to Learn from Experience to Become a Great LeaderAuthor(s): Thomas, Robert J.; Bennis, Warren G.Publication Date: 03/24/2008Product Type: HBS Press BookAbstract: Experience may be a leader's best teacher--but there's a hitch. Two people can have identical experiences, but one blossoms while the other is depleted. The same can be said for any pair of fired CEOs, unsuccessful political candidates, or rookie supervisors. In "Crucibles of Leadership," Robert J. Thomas concludes that what matters most is what one makes of experience, particularly the traumatic and often unplanned crucible events that challenge one's identity as a leader. What distinguishes leaders who grow through a crucible experience? Their approach to learning. Like accomplished athletes or artists, they practice as strenuously as they perform. And because the line between performance and practice is often hard to discern, they learn how to practice while they perform. But theirs is no ordinary practice. It's a regimen tailored to individual aspirations, motivations, and learning styles--a Personal Learning Strategy. Building on insightful and moving stories told by accomplished leaders, Thomas offers probing self-assessments and innovative tools designed to help you develop your own Personal Learning Strategy. Provocative and original, with examples drawn from business and politics as well as from the inner workings of the Mormon Church and the Hell's Angels, Thomas's book will revolutionize the way you think about leadership and learning.Subjects: NO SUBJECTS(KEYWORDS)Length: 288pList Price: $29.95Year New: 2007

U0802ATitle: Cultivating a Healthy Appetite for RiskAuthor(s): Field, AnnePublication Date: 02/01/2008Product Type: Harvard Management Update ArticleAbstract: Successful innovations deliver tremendous value, generating new products, fresh strategies, and better processes. But most managers shy away from the risk taking that innovation necessarily involves. To cultivate a healthy appetite for risk, organizations can learn to extract more value from the inevitable failures. This article explains how to create a risk-friendly culture by increasing the potential gains and reducing the potential costs of risk taking, reducing individuals' accountability on riskier projects, and productively managing failure.Subjects: NO SUBJECTS(KEYWORDS)Length: 3pList Price: $4.50Year New: 2008

491079Title: Cultural Change at Nissan MotorsAuthor(s): Kotter, John P.; Rothbard, NancyPublication Date: 02/19/1991Revision Date: 07/28/1993Product Type: Case (Field)Abstract: Depicts the reformation of Nissan Motor Co.'s corporate culture and the company's subsequent turnaround in market share and profits. In 1985, Yutaka Kume became president of Nissan and thereafter, he continually emphasized the need for internal change throughout the organization. Despite the difficulty of effecting widespread change in such a large organization, Nissan's managers and employees got behind this effort. By 1990, there was a discernable difference in Nissan's image and product. The infamous "econo-boxes" of the early 1980s had been replaced by sleek new models like the Silva (240sx). This case explores many of the changes which took place throughout the organization to make such cultural change possible and effective, from the top management level, to the design department, to the assembly line. Also examines the difficulty and time needed to make lasting change in an organization.Geographic Setting: JapanIndustry Setting: Automotive industryCompany Size: largeNumber of Employees: 129,546Subjects: Automobiles; Corporate culture; Japan; Leadership; Managerial behavior; Organizational behavior; Organizational change



Length: 13p

F0505DTitle: Culture Matters MostAuthor(s): Kell, Thomas; Carrott, Gregory T.Publication Date: 05/01/2005Product Type: Harvard Business Review ArticleAbstract: Managers with different jobs in the same company are more likely to have similar leadership styles than managers with similar jobs in different companies, report Thomas Kell and Gregory T. Carrott of Heidrick & Struggles.Subjects: Corporate culture; Leadership; Management styles; Organizational behaviorLength: 1pYear New: 2005

C0108ATitle: Culture as CommunicationAuthor(s): Robbins, SteverPublication Date: 08/01/2001Product Type: Harvard Management Communication Letter ArticleAbstract: How do you ensure that your vision of a positive company culture is made real in the day-to-day interactions of the business? It becomes easier when you treat culture as communication. Make your culture real around you and your work group, and then propagate it outward. Some keys are: letting your actions describe your words, aligning corporate rewards with the desired culture, and reinforcing that culture with nonverbal as well as verbal clues.Subjects: Communication; Corporate culture; Employee morale; Work force managementLength: 2pList Price: $4.50

F0612ATitle: The Curse of KnowledgeAuthor(s): Heath, Chip; Heath, DanPublication Date: 12/01/2006Product Type: Harvard Business Review ArticleAbstract: Impenetrable strategy statements can't unite employees behind an organization's goals, but concrete language and stories can.Subjects: NO SUBJECTS(KEYWORDS)Length: 4pYear New: 2006

R0209DTitle: The Curse of the Superstar CEOAuthor(s): Khurana, RakeshPublication Date: 09/01/2002Product Type: Harvard Business Review Article

Abstract: When struggling companies look for a new chief executive today, the one quality they prize above all others is charisma. But once they've recruited a larger-than-life leader, they often find that their troubles only get worse. Indeed, as the author's new research painfully reveals, the widespread belief in the powers of charismatic CEOs can be problematic. Why? First, Khurana says, there's no conclusive evidence that charismatic leadership affects an organization's performance. Second, the insistence on finding a charismatic leader, combined with the undefinable nature of charisma, results in selection processes that are overly conservative and even irrational. Boards end up considering only candidates who have already achieved the rank of CEO or president at a high-performing, high-profile company, even if they are not right for the job. Third, charismatic leaders deliberately destabilize organizations. This can result in a more vibrant company, as it did at General Electric during Jack Welch's tenure, but it can also leave a troubled legacy for the organization to overcome, as GE, Ford, and Enron have all found. Faith in a company, a product, or an idea can unleash tremendous innovation and productivity. May be used with: (493017) Chrysler: Iacocca's Legacy.Subjects: Interpersonal behavior; Leadership; Management styles; Personal strategy & style; Power & influence; Values; VisionLength: 10p

1741Title: The Curse of the Superstar CEO (HBR OnPoint Enhanced Edition)Author(s): Khurana, RakeshPublication Date: 09/01/2002Product Type: HBR OnPoint ArticleAbstract: When struggling companies look for a new chief executive today, the one quality they prize above all others is charisma. But once they've recruited a larger-than-life leader, they often find that their troubles only get worse. Indeed, as the author's new research painfully reveals, the widespread belief in the powers of charismatic CEOs can be problematic. Why? First, Khurana says, there's no conclusive evidence that charismatic leadership affects an organization's performance. Second, the insistence on finding a charismatic leader, combined with the undefinable nature of charisma, results in selection processes that are overly conservative and even irrational. Boards end up considering only candidates who have already achieved the rank of CEO or president at a high-performing, high-profile company, even if they are not

right for the job. Third, charismatic leaders deliberately destabilize organizations. This can result in a more vibrant company, as it did at General Electric during Jack Welch's tenure, but it can also leave a troubled legacy for the organization to overcome, as GE, Ford, and Enron have all found. Faith in a company, a product, or an idea can unleash tremendous innovation and productivity. May be used with: (493017) Chrysler: Iacocca's Legacy.Subjects: Interpersonal behavior; Leadership; Management styles; Personal strategy & style; Power & influence; Values; VisionLength: 11pList Price: $6.50

5058BCTitle: Customer Results: Build Firm EquityAuthor(s): Smallwood, Norm; Ulrich, Dave; Zenger, JackPublication Date: 04/06/1999Product Type: HBS Press ChapterAbstract: If a firm's customers don't appreciate or value what the firm offers, customer results will fall short. This chapter explores ways to create customer results through firm equity, demonstrating how to maintain a distinctive relationship with customers while remaining profitable. May be used with: (4944BC) Connecting Leadership Attributes to Results; (5061BC) Defining Desired Results: Developing Results-Based Leaders; (5060BC) Employee Results: Investing in Human Capital; (5059BC) Organization Results: Creating Capabilities; (5057BC) Investor Relations: Building Shareholder Value; (5056BC) Becoming a Results-Based Leader; (5055BC) Leaders Building Leaders: Tools for Developing Results-Based Leaders.Subjects: NO SUBJECTS(KEYWORDS)Length: 35pList Price: $6.95Year New: 2008

387031Title: Cuttyhunk Bank (A)Author(s): Seymour, SallyPublication Date: 08/11/1986Revision Date: 04/27/1989Product Type: Case (Gen Exp)Abstract: A potentially embarrassing inner-office memo implying that branch managers should be less than forthcoming about a meeting customers have the right to attend has been leaked to the press. The CEO of the bank must now send a letter to customers explaining the memo and the situation. Illustrates the results of poorly planned communications and involves students in



developing a communications strategy that takes into account the importance of tone and audience.Geographic Setting: Boston, MAIndustry Setting: Banking industryCompany Size: smallNumber of Employees: 250Subjects: Communication strategy; Customer relations; Management communicationLength: 4pSupplementary Materials: Supplement (Gen Exp), (387045), 3p, by Sally Seymour

387045Title: Cuttyhunk Bank (B)Author(s): Seymour, SallyPublication Date: 09/03/1986Revision Date: 04/27/1989Product Type: Supplement (Gen Exp)Abstract: A potentially embarrassing inner-office memo implying that branch managers should be less than forthcoming about a meeting customers have the right to attend has been leaked to the press. The CEO of the bank must now send a letter to customers explaining the memo and the situation. The case illustrates the results of poorly planned communications and involves students in developing a communications strategy that takes into account the importance of tone and audience. Must be used with: (387031) Cuttyhunk Bank (A).Subjects: Communication strategy; Customer relations; Management communicationLength: 3p

R0311BTitle: The DHL EuroCup: Shots on GoalAuthor(s): Hemp, PaulPublication Date: 11/01/2003Product Type: Harvard Business Review ArticleAbstract: Deutsche Post World Net, the German postal monopoly, faced significant challenges as it began the process of integrating three businesses: Deutsche Post Euro Express, its own ground-based parcel delivery service, and two companies it had acquired--DHL, the worldwide express delivery service, and Danzas, a worldwide air and ocean freight company. The cultural differences alone were imposing. Enter EuroCup. For 20 years, DHL employees had held a soccer tournament to strengthen company culture across national boundaries. Canceled the previous year due to budget constraints, the EuroCup tournament was revived in 2003--in part to help with the postmerger integration. But did the event really help? HBR senior editor Paul Hemp attended EuroCup 2003. He set out to answer a

number of questions relevant to any company staging an ambitious off-site intended to encourage teamwork and boost morale. How does a company determine whether such a large-scale event, even one that generates goodwill, is worth the investment? Does the team building extend to those back home who don't get to attend? Can intense competition between teams begin to overshadow the spirit of cooperation that such an event is meant to engender?Geographic Setting: EuropeIndustry Setting: Express deliverySubjects: Cross cultural relations; Germany; Interpersonal behavior; Mergers; Organizational behavior; Organizational development; TeamsLength: 9pNEW

496029Title: DISC (A) (Abridged)Author(s): Nohria, Nitin; Snook, Scott A.Publication Date: 10/01/1995Product Type: Case (Field)Abstract: Follows the development and implementation of fundamental organizational change in a large government bureaucracy. The case is set in the Defense Industrial Supply Center (DISC) and follows two senior leaders as they grapple with issues of fundamental change in a rapidly evolving defense establishment from 1992 through 1995.Geographic Setting: Philadelphia, PAIndustry Setting: Government & regulatory; Defense industryNumber of Employees: 1,600Gross Revenues: $700 million revenuesSubjects: Business government relations; Federal government; Leadership; Logistics; Management of change; Organizational change; ReengineeringLength: 16pSupplementary Materials: Supplement (Field), (496030), 4p, by Nitin Nohria, Scott A. Snook

496030Title: DISC (A1) (Abridged)Author(s): Nohria, Nitin; Snook, Scott A.Publication Date: 10/01/1995Product Type: Supplement (Field)Abstract: Supplements the (A)(Abridged) case. Must be used with: (496029) DISC (A) (Abridged).Subjects: Business government relations; Federal government; Leadership; Logistics; Management of change; Organizational change; ReengineeringLength: 4p

2311Title: Daily Dignity: The Remarkable Return on Investment in Low-Skilled WorkersAuthor(s): Heymann, JodyPublication Date: 01/12/2010Product Type: HBS Press BookAbstract: An abstract is not available for this product.Subjects: NO SUBJECTS(KEYWORDS)Length: 272pList Price: $27.50Year New: 2008

BAB042Title: DaimlerChrysler (B)Author(s): St. Jean, Dianne C.; Cohen, Allan R.; Madden, Edward A.Publication Date: 01/01/2000Revision Date: 05/18/2004Product Type: Supplement (Field)Publisher: Babson CollegeAbstract: Supplements the (A) case. Must be used with: (BAB041) DaimlerChrysler Merger: The Quest to Create "One Company".Industry Setting: Automotive industrySubjects: Automobile industry; Corporate culture; Entrepreneurship; Leadership; Management of change; Organizational behavior; Strategic alliancesLength: 4pYear New: 2004

BAB041Title: DaimlerChrysler Merger: The Quest to Create "One Company" Author(s): St. Jean, Dianne C.; Cohen, Allan R.Publication Date: 01/01/2000Revision Date: 05/18/2004Product Type: Case (Field)Publisher: Babson CollegeAbstract: Centers on the historic merger of Daimler-Benz AG and Chrysler Corp. and the subsequent quest for integration. The subtexts to this central issue include a comparison and contrast of the operating cultures and business processes of the two companies as well as their histories, positions within the auto manufacturing industry, and corporate values and image. Also introduces the dynamics of integrating the leadership of two companies. Using "what if" scenarios, students can explore the roles of the senior managers in the merger, its execution, and the subsequent integration attempts. Gives students an opportunity to envision and develop an integration strategy. Best suited for studies in strategic management, corporate entrepreneurship, global management, leadership, and change management or organizational behavior.



Industry Setting: Automotive industrySubjects: Automobile industry; Corporate culture; Entrepreneurship; Leadership; Management of change; Organizational behavior; Strategic alliancesLength: 27pSupplementary Materials: Supplement (Field), (BAB042), 4p, by Dianne C. St. Jean, Allan R. Cohen, Edward A. Madden; Teaching Note, (BAB541), 3p, by Dianne C. St. JeanYear New: 2004

IMD122Title: DaimlerChrysler: Organizing the Post-Merger IntegrationAuthor(s): Morosini, Piero; Radler, GeorgePublication Date: 01/01/1999Revision Date: 01/06/2003Product Type: Case (Field)Publisher: IMD - International Institute for Management DevelopmentAbstract: Provides an inside view of how the former Daimler-Benz and Chrysler companies organized their integration efforts following their May 1998 merger, the first truly transatlantic merger in history and, at the time, the largest ever. As such, this merger presents an unusually broad array of management issues that were both unprecedented in scope and rather unique, ranging from cross-cultural management and global strategy and implementation to international M&A alliances and change management. Describes how DaimlerChrysler actually organized and moved to implement the post-merger integration process, raising a set of issues around structural risks, cultural aspects, and execution skills in a high-stakes, global context of a major post-merger integration effort. May be used with: (IMD121) DaimlerChrysler: The Post-Merger Integration Phase.Geographic Setting: United States; Germany; GlobalIndustry Setting: Automotive industry; Transportation industryCompany Size: largeSubjects: Automobiles; Cross cultural relations; Germany; Globalization; Implementation; Management of change; Strategy implementationLength: 12pSupplementary Materials: Teaching Note, (IMD123), 21p, by Piero Morosini, George RadlerNEW

IMD121Title: DaimlerChrysler: The Post-Merger Integration PhaseAuthor(s): Morosini, Piero; Radler, GeorgePublication Date: 01/01/1999

Revision Date: 06/01/2003Product Type: Case (Field)Publisher: IMD - International Institute for Management DevelopmentAbstract: Provides an inside view on how the former Daimler-Benz and Chrysler companies organized their integration efforts following their May 1998 merger, the first truly transatlantic merger in history and, at the time, the largest ever. As such, this merger presents an unusually broad array of management issues that were both unprecedented in scope and rather unique, ranging from cross-cultural management and global strategy and implementation to international M&A alliances and change management. Describes a journey that started during the early 1980s, until the events that preceded the Daimler-Chrysler merger, outlining the key strategic, organizational, and execution challenges facing both companies. May be used with: (IMD122) DaimlerChrysler: Organizing the Post-Merger Integration.Geographic Setting: United States; GermanyIndustry Setting: Automotive industry; Transportation industryCompany Size: largeSubjects: Automobiles; Cross cultural relations; Germany; Globalization; Implementation; Management of change; Strategy implementationLength: 22pSupplementary Materials: Teaching Note, (IMD123), 21p, by Piero Morosini, George RadlerNEW

470016Title: Dale ChapmanAuthor(s): Athos, Anthony G.Publication Date: 12/01/1969Revision Date: 11/13/1987Product Type: Case (Field)Abstract: Describes a long-term partnership in the process of being dissolved. Used with the case Richard Neely, this case will enable a discussion of the dynamics of a partnership, the life-cycle of a partnership, some of the aspects of success in a partnership, the hazards, and the elements of good and bad partnerships.Geographic Setting: CaliforniaIndustry Setting: Construction industryEvent Year Start: 1956Event Year End: 1968Subjects: Construction; Interpersonal relations; PartnershipsLength: 9p

U9611BTitle: The Dance of Change in Corporate America: An Interview with Margaret Wheatley

Author(s): Wheatley, Margaret; Kiechel, Walter, IIIPublication Date: 11/01/1996Product Type: Harvard Management Update ArticleAbstract: Margaret "Meg" Wheatley, a noted consultant, author, and educator, discusses the struggle occurring within American corporations between traditional structures and self-organizing forms, in which networks, patterns, and structures emerge without external imposition or direction. The role of a leader in an organization is changing profoundly. While some leaders have become more thoughtful, declaring, "We just can't keep going on this way," others feel threatened by change. Wheatley argues that the preservation of personal power and status is antithetical to learning in organizations. She worries about organizational change driven by Wall Street's concerns and not by questioning our beliefs and experience about why people work and work well together.Subjects: Interviews; Leadership; Organizational design; Organizational development; Organizational structureLength: 3pList Price: $4.50

R0509FTitle: The Dangers of Feeling like a FakeAuthor(s): Kets de Vries, Manfred F.R.Publication Date: 09/01/2005Product Type: Harvard Business Review ArticleAbstract: In many walks of life--and business is no exception--there are high achievers who believe that they are complete fakes. To the outside observer, these individuals appear to be remarkably accomplished; often, they are extremely successful leaders with staggering lists of achievements. These neurotic impostors--as psychologists call them--are not guilty of false humility. The sense of being a fraud is the flip side of giftedness and causes a great many talented, hardworking, and capable leaders to believe that they don't deserve their success. "Bluffing" their way through life (as they see it), they are haunted by the constant fear of exposure. With every success, they think, "I was lucky this time, fooling everyone, but will my luck hold? When will people discover that I'm not up to the job?" In his career as a management professor, consultant, leadership coach, and psychoanalyst, Manfred F. R. Kets de Vries has found neurotic impostors at all levels of organizations. In this article, he explores the subject of neurotic imposture and outlines its classic symptoms: fear of failure, fear of



success, perfectionism, procrastination, and workaholism. He then describes how perfectionist overachievers can damage their careers, their colleagues' morale, and the bottom line by allowing anxiety to trigger self-handicapping behavior and cripple the very organizations they're trying so hard to please. Finally, Kets de Vries offers advice on how to limit the incidence of neurotic imposture and mitigate its damage through discreet vigilance, appropriate intervention, and constructive support.Subjects: NO SUBJECTS(KEYWORDS)Length: 8pYear New: 2005

493089Title: Daniel RothsteinAuthor(s): Sloane, Carl S.; Zuboff, Shoshana; Giarman, R. KeithPublication Date: 05/24/1993Revision Date: 07/16/1996Product Type: Case (Field)Abstract: Deals with issues of adult and career development at mid-life. Describes the career and personal history of an adult male, choice points in his life, and how he made critical career and personal choices. Focuses in particular on his decision to abandon a career in business development with Fortune 500 companies and the start-up of his own business. Also emphasizes his redefinition of success and integration of both work and non-work interests to provide greater personal fulfillment. Illustrates the relationship between adult development needs and career choices, particularly the role that career choice plays in facilitating or inhibiting adult development.Geographic Setting: United StatesSubjects: Careers & career planning; Human behavior; Self evaluationLength: 7p

606071Title: Dansko, Inc.Author(s): Edmondson, Amy C.; Winston, Victoria W.Publication Date: 04/21/2006Revision Date: 10/25/2006Product Type: Case (Field)Abstract: For the past 18 months, Mandy Cabot had worried that the shoe business she had built into a thriving operation with $90 million in annual revenue and over 110 employees might instead be a "house of cards." The management philosophy that had guided Dansko's growth, "home schooling"--taking young energetic employees with little business experience and mentoring them--seemed ill-suited for the next phase of growth. Equally as precarious

was the fact that with few exceptions, none of the senior management team had any prior experience in the footwear industry. So when a well-respected industry leader asked to talk about a merger, Cabot had to admit that with her "crisis of confidence," it might just be time.Geographic Setting: Pennsylvania; United StatesIndustry Setting: Footwear industryNumber of Employees: 110Gross Revenues: $90 million revenuesEvent Year Start: 2005Event Year End: 2005Subjects: NO SUBJECTS(KEYWORDS)Length: 20pYear New: 2006

UV0024Title: Danville AirlinesAuthor(s): Wicks, Andrew; Mead, JennyPublication Date: 04/03/2004Revision Date: 02/16/2006Product Type: Case (Field)Abstract: Presents the dilemma faced by Danville Airlines' management when one of its best pilots is found to have the inherited gene for Huntington's Disease. Although he inevitably will develop the physically and mentally debilitating disease, the pilot, who has yet to experience symptoms, does not want to step down from his position. Danville Airlines explores the complicated issues of employee rights versus public safety, employee rights to privacy, and genetic testing and its effects on employees and management.Geographic Setting: United StatesIndustry Setting: Airline industrySubjects: NO SUBJECTS(KEYWORDS)Length: 7pSupplementary Materials: Teaching Note, (UV0049), 4p, by Andrew Wicks, Jenny MeadYear New: 2007

88107Title: The Dark Side of CEO SuccessionAuthor(s): Kets de Vries, Manfred F.R.Publication Date: 01/01/1988Product Type: Harvard Business Review ArticleAbstract: A leadership change in a company is unsettling. Key players may act on unconscious feelings that can disrupt and possibly sabotage a sensible succession process. The CEO, board, and other top managers are most vulnerable to these forces when the CEO first recognizes the need to retire, when the successor is chosen, and when the new CEO takes charge.Subjects: Executives; Leadership; Managerial behavior; Managerial

selection; Succession planningLength: 5p

SMR173Title: The Dark Side of Close RelationshipsAuthor(s): Anderson, Erin; Jap, SandyPublication Date: 04/01/2005Product Type: SMR ArticleAbstract: Forming close relationships with suppliers or customers is a popular business strategy, but such partnerships can be problematic. Many close business relationships--whether joint ventures or loose alliances--fail. Describes a phenomenon called the "dark side" of close relationships and maintains that close relationships that seem quite stable can, in fact, be vulnerable to decline and destruction. Draws on surveys of business relationships and other examples. The same factors that strengthen a partnership can also open the door to relationship problems. For example, when an automaker and a supplier built up personal relationships between employees at the two firms to facilitate their alliance and just-in-time manufacturing process, the trust and personal relationships also enabled the supplier more easily to cut corners in the production process. Discusses strategies to prevent the dark side from taking over a business relationship--for example, to ensure that both parties in the relationship make investments in it, in effect swapping "mutual hostages." In cases where damage to the relationship already exists, possible strategies include rotating in new personnel, reconfiguring the relationship, or terminating it.Subjects: NO SUBJECTS(KEYWORDS)Length: 10pYear New: 2005

85609Title: The Dark Side of EntrepreneurshipAuthor(s): Kets de Vries, Manfred F.R.Publication Date: 11/01/1985Product Type: Harvard Business Review ArticleAbstract: Research on 38 entrepreneurs from a wide range of industries reveals them as achievement oriented, liking to take responsibility for decisions, and disliking repetitious work. Entrepreneurs tend to be visionary, creative, and have high levels of energy. The industries and jobs they create stimulate the economy. But their strong personality traits can make them difficult people to work with. Difficult characteristics include: a need for control, a sense of distrust, desire for applause, and particular defenses.



Subjects: Entrepreneurship; Leadership; Personal strategy & style; Small businessLength: 7p

471050Title: David Alpert (A)Author(s): Lorsch, Jay W.; Gibson, Cyrus F.; Harmer, D. RichardPublication Date: 12/01/1970Revision Date: 05/01/1983Product Type: Case (Field)Abstract: Interpersonal day-to-day dealings of a product manager with others in the division, including his comments on these dealings. May be used with: (471051) David Alpert (B).Geographic Setting: Dayton, OHIndustry Setting: Packaged food industryGross Revenues: $600 million salesSubjects: Food; Interdepartmental relations; Interpersonal relations; Leadership; Line & staff management; Production planningLength: 8p

471051Title: David Alpert (B)Author(s): Lorsch, Jay W.; Gibson, Cyrus F.; Harmer, D. RichardPublication Date: 12/01/1970Revision Date: 10/01/1980Product Type: Case (Field)Abstract: Personal history of David Alpert, with emphasis on psychoanalytic developmental issues. May be used with: (471050) David Alpert (A).Geographic Setting: Dayton, OHIndustry Setting: Packaged food industryGross Revenues: $600 million salesSubjects: Food; Interdepartmental relations; Interpersonal relations; Leadership; Line & staff management; Production planningLength: 7p

480040Title: David ConnollyAuthor(s): Kotter, John P.Publication Date: 11/01/1979Revision Date: 04/08/1983Product Type: Case (Field)Abstract: Follows the early stages of the career of a recent business school graduate, who has been extremely successful. Why has he done so well?Subjects: Careers & career planning; Power & influence; Self evaluationLength: 10pSupplementary Materials: Teaching Note, (485111), 7p, by Jeffrey A. Sonnenfeld, James J. Dowd

E320Title: David Dunwood

Author(s): Rudolph-Bose, Katherine; Ellis, R. JamesPublication Date: 02/28/2008Product Type: Case (Field)Publisher: Stanford UniversityAbstract: The protagonist,David Dunwood, is a second-time search fund entrepreneur who in mid-2004 purchased Mountain Auto, a leading auto parts retailer in the Rocky Mountain United States. The venture started off strong, and Dunwood grew the organization along with revenues in his first two and a half years as CEO. However, by the end of 2006, the company finds itself in a downward spiral due to a combination of forces, including unfavorable weather and intense competition, especially among the top retailers who could afford to ride out leaner years and undercut smaller chains like Mountain Auto. Dunwood is faced with layoffs, budget cuts and having to put up the company for sale.Geographic Setting: United StatesIndustry Setting: Auto repairSubjects: NO SUBJECTS(KEYWORDS)Length: 16pSupplementary Materials: Teaching Note, (E320TN), 6p, by Katherine Rudolph-Bose, R. James Ellis

493064Title: David FletcherAuthor(s): Hill, Linda A.; Conrad, Melinda B.Publication Date: 02/25/1993Revision Date: 01/28/2005Product Type: Case (Field)Abstract: David Fletcher, manager of the Emerging Growth Fund at a New York investment management firm, decides to assemble a team of analysts to which he can delegate part of his workload. The case explores the challenges of being a producing manager and Fletcher's efforts to select and manage a team of professionals.Geographic Setting: New York, NYIndustry Setting: Securities & investingSubjects: Financial management; Group behavior; Group dynamics; Investment management; Management of professionals; Organizational behavior; Portfolio management; Power & influenceLength: 13pSupplementary Materials: Teaching Note, (494117), 19p, by Linda A. Hill, Katherine S. Weber

493087Title: David MelcherAuthor(s): Zuboff, ShoshanaPublication Date: 06/01/1993Revision Date: 04/25/1994Product Type: Case (Field)

Abstract: David Melcher contemplates changing his career at midlife.Geographic Setting: TexasIndustry Setting: ConsultingGross Revenues: $1.2 million revenuesSubjects: Careers & career planning; Self evaluationLength: 7p

F0503KTitle: David Neeleman on the Origins of JetBlue's Culture: Lessons from the Slums of BrazilAuthor(s): Neeleman, David; Wademan, DaisyPublication Date: 03/01/2005Product Type: Harvard Business Review ArticleAbstract: JetBlue's David Neeleman talks about how his unexpected lessons from working with the poor have informed his company's egalitarian culture.Subjects: Airlines; Corporate culture; Employee morale; LeadershipLength: 2pYear New: 2005

91C004Title: David ShorterAuthor(s): DiStefano, Joseph J.; Abramson, NeilPublication Date: 01/01/1991Revision Date: 08/24/1992Product Type: Case (Field)Publisher: Richard Ivey School of Business/UWOAbstract: David Shorter, managing partner of the Toronto new enterprise group of James Williams, faces a sensitive meeting with Hong Kong native Bob Chen, a senior accountant who has indicated that he is likely to resign. A serious misunderstanding, partially involving cultural differences, has evolved over Bob's temporary assignment to an audit, when he wants to specialize in tax. The views of a number of other partners and managers involved in the situation are included. Confusion arises over conflicting signals from Bob about his willingness to take on the audit assignment. Designed for use with Bob Chen. The two cases are designed for use in a role play.Geographic Setting: OntarioIndustry Setting: Service industriesSubjects: Canada; Careers & career planning; Cross cultural relations; ProfessionalsLength: 11pSupplementary Materials: Teaching Note, (891C04), 12p, by Joseph J. DiStefano

UV0019Title: Davis Press and Meccan MadnessAuthor(s): Freeman, R. Edward; Byrne,



Rosalyn WPublication Date: 01/15/1991Revision Date: 12/16/2005Product Type: Case (Field)Abstract: The owner/editor of the small Davis Press encounters a dilemma when she is given the opportunity to publish a novel set in the Islamic holy city of Mecca. Given the events of the last 16 years--the angry fallout after Salman Rushdie's novel "The Satanic Verses," the continuing Iraq War, and the recent controversy of Koran desecration at the U.S. Naval Base Guantanamo Prison--publishing the novel presents a host of various ethical dilemmas, including whether she should put her staff at risk. Discusses the ethics of a free press and challenges the profit motive in the face of jeopardizing political and religious world affairs.Industry Setting: Publishing industrySubjects: NO SUBJECTS(KEYWORDS)Length: 6pSupplementary Materials: Teaching Note, (UV0044), 5p, by R. Edward Freeman, Rosalyn W Byrne, Andrew Wicks, Pat WerhaneYear New: 2007

401006Title: Dawn Riley at America True (A)Author(s): Hill, Linda A.; Doughty, Kristin C.Publication Date: 07/07/2000Revision Date: 06/18/2002Product Type: Case (Field)Abstract: Dawn Riley is the CEO/Captain of America True, the first coed syndicate to race for the America's Cup. Over three years, based on her vision for America True, she built the syndicate from scratch, bringing on investors and sponsors, designing and building a boat, and hiring a sailing crew to race it. In June 1999, Riley must decide how to handle the San Francisco office now that America True's base of operations is moving to Auckland, New Zealand, where racing will begin in four months. She is facing pressure to phase out the office to cut down on costs, but Riley believes that the people in San Francisco and the work they are doing are key to her vision for America True. She must weigh the tension between immediate pressures to win and the longer-term sustainability of her vision. May be used with: (401008) Dawn Riley at America True (C).Geographic Setting: San Francisco, CAIndustry Setting: Sports industryCompany Size: start-upNumber of Employees: 100Subjects: Diversity; Entrepreneurial management; Leadership; Management styles; Organizational behavior; Power &

influence; Sports; WomenLength: 18pSupplementary Materials: Supplement (Field), (401007), 1p, by Linda A. Hill, Kristin C. Doughty

401007Title: Dawn Riley at America True (B)Author(s): Hill, Linda A.; Doughty, Kristin C.Publication Date: 07/07/2000Product Type: Supplement (Field)Abstract: Supplements the (A) case. Must be used with: (401006) Dawn Riley at America True (A).Subjects: Diversity; Entrepreneurial management; Leadership; Management styles; Organizational behavior; Power & influence; Sports; WomenLength: 1p

401008Title: Dawn Riley at America True (C)Author(s): Hill, Linda A.; Doughty, Kristin C.Publication Date: 07/07/2000Product Type: Case (Field)Abstract: Dawn Riley and America True are based in Auckland, New Zealand, where racing will begin in six weeks. The senior management team will be meeting in August 1999 to decide whether or not to make changes to Tag, the practice boat that they are using as a testing platform. Riley has striven to create a consensus-based approach to decision-making, and see herself as a "participant" in these meetings. She wonders if things have gotten "too democratic," and if she should step in and lead this meeting. Would changing her behavior now about such a seminal matter compromise her effort to create a collaborative decision making approach? This case provides information on sailing and design programs, and explores in depth Riley's role as a "producing manager." May be used with: (401006) Dawn Riley at America True (A).Geographic Setting: AucklandIndustry Setting: Sports industryCompany Size: start-upNumber of Employees: 100Subjects: Diversity; Entrepreneurial management; Leadership; Management styles; Organizational behavior; Power & influence; Sports; WomenLength: 12pSupplementary Materials: Supplement (Field), (401009), 3p, by Linda A. Hill, Kristin C. Doughty; Supplement (Field), (401010), 6p, by Linda A. Hill, Kristin C. Doughty

401011Title: Dawn Riley at America True (C1)Author(s): Hill, Linda A.; Doughty, Kristin C.

Publication Date: 07/07/2000Product Type: Case (Field)Abstract: This version of the (C) case can be taught independently of the (A) and (B) cases. Dawn Riley, CEO/Captain of America True, the first coed syndicate to race for the America's Cup, is based in Auckland, New Zealand, where racing will begin in six weeks. Riley has built a culture focused on open communication and shared decision making. But the practice of consensus-based decision making does not seem to be working for two critical issues that have recently come up: a design question about the training boat and an issue about Riley's position on the boat. Riley wonders if it is time to step in. This case describes how Riley built the syndicate, provides information on the sailing and design program, and explores Riley's role as a "producing manager."Geographic Setting: AucklandIndustry Setting: Sports industryCompany Size: start-upNumber of Employees: 100Subjects: Diversity; Entrepreneurial management; Leadership; Management styles; Organizational behavior; Power & influence; Sports; WomenLength: 18pSupplementary Materials: Supplement (Field), (401009), 3p, by Linda A. Hill, Kristin C. Doughty; Supplement (Field), (401010), 6p, by Linda A. Hill, Kristin C. Doughty

401009Title: Dawn Riley at America True (D)Author(s): Hill, Linda A.; Doughty, Kristin C.Publication Date: 07/07/2000Product Type: Supplement (Field)Abstract: Supplements the (C) and (C1) cases. Must be used with: (401008) Dawn Riley at America True (C); (401011) Dawn Riley at America True (C1).Subjects: Diversity; Entrepreneurial management; Leadership; Management styles; Organizational behavior; Power & influence; Sports; WomenLength: 3p

401010Title: Dawn Riley at America True (E)Author(s): Hill, Linda A.; Doughty, Kristin C.Publication Date: 07/07/2000Product Type: Supplement (Field)Abstract: Supplements the (C) and (C1) cases. Must be used with: (401008) Dawn Riley at America True (C); (401011) Dawn Riley at America True (C1).Subjects: Diversity; Entrepreneurial management; Leadership; Management



styles; Organizational behavior; Power & influence; Sports; WomenLength: 6p

2177Title: A Day in the Life of Alex Sander: Driving in the Fast Lane at Landon Care ProductsAuthor(s): Collins, Elizabeth L.; Greiner, Larry E.Publication Date: 04/11/2008Product Type: CaseAbstract: Alex Sander is a new product manager whose drive and talents are attractive to management, but whose intolerant style has alienated employees. This tension is presented against the backdrop of a 360-degree performance review process. Sander works in the Toiletries Division of Landon Care Products, which has recently been acquired by a European beauty company. Sander is leading the launch of a European skin care product into the U.S. market, which requires working with a multinational product development team. Sander's interactions with peers and direct reports in the case paint a picture of a tough, inflexible high achiever who uses temper as a management tool. At the end of the day, Sander's supervisor Sam Glass will provide Sander with 360-degree performance feedback--the first time this process has been used at Landon. Sander remains skeptical about the value of the process and feedback, and of a long-term fit with the organization. On the other hand, Glass has a very high personal interest in keeping Sander at the company, but wonders how the organization can best develop and manage this star performer.Geographic Setting: United StatesIndustry Setting: CosmeticSubjects: NO SUBJECTS(KEYWORDS)Length: 11pSupplementary Materials: Teaching Note, (2180), 7p, by Elizabeth L. Collins, Larry E. GreinerYear New: 2007

404024Title: De La Salle AcademyAuthor(s): DeLong, Thomas J.; Ager, David L.Publication Date: 07/21/2003Product Type: Case (Field)Abstract: Brother Brian Carty, headmaster and founder of De La Salle Academy, a private school for academically talented, economically disadvantaged children in grades six to eight in New York City, is scheduled to meet with the school's board of directors to discuss how the school and its education concept can be extended to

more children. Over 750 children apply each year for the 50 spaces at De La Salle, and most have few other options if rejected but to enroll in the New York Public School system. The school relies on the financial support of the local community and charitable foundations to cover operating expenses, as most of the students are unable to pay the tuition of approximately $9,000 a year to attend. Not only do the school's graduates go on to elite preparatory and independent schools in the Northeast, but they also attend some of the most well-regarded colleges in the country, including Brown, Harvard, Stanford, and Yale.Geographic Setting: New York, NYIndustry Setting: Education industryNumber of Employees: 17Event Year Start: 2003Event Year End: 2003Subjects: Corporate responsibility; Education; Human relations; Human resources management; Leadership; Organizational behavior; Organizational structure; Personnel selection; Succession planningLength: 14pSupplementary Materials: Teaching Note, (406031), 12p, by Thomas J. DeLong, Laura E. DonohueNEW

406S05Title: De Passe Entertainment and Creative Partners, Spanish VersionAuthor(s): Hill, Linda A.; Conrad, Melinda B.; Weber, Katherine S.Publication Date: 01/09/1994Revision Date: 03/30/1995Product Type: LACC CaseAbstract: After 24 years at Motown Industries, Hollywood executive Suzanne de Passe has decided to go out on her own to start two new businesses. The case describes de Passe's career from her beginning as Berry Gordy's assistant at Motown Records to her presidency of Gordy/de Passe Productions. Upon Gordy's departure from the production business, de Passe decides to become an entrepreneur, forming both an independent production company and an artist management company. In the management venture, de Passe has a business partner, and in the production company she hires a president and COO. Focuses on her decision to become an entrepreneur and on the working partnerships she has developed with the executives of the two companies.Geographic Setting: Hollywood, CAIndustry Setting: Entertainment industrySubjects: NO

SUBJECTS(KEYWORDS)Length: 18p

494013Title: De Passe Entertainment and Creative PartnersAuthor(s): Hill, Linda A.; Conrad, Melinda B.; Weber, Katherine S.Publication Date: 01/09/1994Revision Date: 03/30/1995Product Type: Case (Field)Abstract: After 24 years at Motown Industries, Hollywood executive Suzanne de Passe has decided to go out on her own to start two new businesses. The case describes de Passe's career from her beginning as Berry Gordy's assistant at Motown Records to her presidency of Gordy/de Passe Productions. Upon Gordy's departure from the production business, de Passe decides to become an entrepreneur, forming both an independent production company and an artist management company. In the management venture, de Passe has a business partner, and in the production company she hires a president and COO. Focuses on her decision to become an entrepreneur and on the working partnerships she has developed with the executives of the two companies. May be used with: (497015) Suzanne de Passe at Motown Productions (A1); (487042) Suzanne de Passe at Motown Productions (A).Geographic Setting: Hollywood, CAIndustry Setting: Entertainment industrySubjects: Creativity; Entertainment industry; Entrepreneurship; Growth management; Management styles; PartnershipsLength: 20pSupplementary Materials: Teaching Note, (494123), 16p, by Linda A. Hill, Joshua D. Margolis

4891BCTitle: Deal with NoNos: Increasing True Urgency and Managing People Who Resist ChangeAuthor(s): Kotter, John P.Publication Date: 09/03/2008Product Type: HBS Press ChapterAbstract: A NoNo is more than a skeptic--he is, in essence, an urgency killer. He's always ready with ten reasons why the current situation is fine, why the problems and challenges others see don't exist, or why you need more data before acting. This chapter describes methods for preventing difficult people from derailing change.Subjects: NO SUBJECTS(KEYWORDS)Length: 26pList Price: $6.95



Year New: 2007

IMD153Title: Dealing with Crisis: Lars Kruse Thomsen Moves to Solve Problems (B)Author(s): DiStefano, Joe; Lief, ColleenPublication Date: 01/01/2003Revision Date: 07/22/2003Product Type: Case (Field)Publisher: IMD - International Institute for Management DevelopmentAbstract: Outlines strategy for a change management scenario. Issues include subsidiary/headquarters relationships, multicultural groups, dynamic industry conditions, and culture and personality as driving forces in a corporate turnaround. Having grown as much as possible in its Scandinavian home markets, House of Prince aims to make its Prince cigarette brand as dominant a competitor in the emerging Baltic markets as it is in Denmark. The company sends Lars Kruse Thomsen to Warsaw as the newly appointed director of sales and marketing at House of Prince's Polish operation. What he finds upon his arrival--organizational inertia, a leadership vacuum, and unreliable sales and performance data--shocks him. Thomsen realizes that to reverse the company's precipitous decline, he must fix what is at the root of its malaise. Under his direction, the sales and marketing department will lead the way. May be used with: (IMD151) Facing a Crisis: Lars Kruse Thomsen Starts His New Job (A); (IMD154) Resolving a Crisis: Lars Kruse Thomsen Assesses the Results of Change (C).Geographic Setting: Poland; DenmarkIndustry Setting: Tobacco industrySubjects: Eastern Europe; Europe; Implementation; Leadership; Management of change; Management of crises; Marketing implementation; Marketing management; Marketing strategy; Organizational behavior; Organizational change; Organizational problems; Reorganization; Sales organization; Scandinavia; Tobacco industryLength: 17pNEW

B0703ETitle: Dealing with Darwin: How Great Companies Cope with Globalization and CommoditizationAuthor(s): Koch, Nancy; Moore, Geoffrey A.Publication Date: 03/15/2007Product Type: Balanced Scorecard Report ArticleAbstract: Innovation, claims Geoffrey Moore, is Darwinian. It's not strategy, but requirement. Yet most organizations naturally resist change. How do elite

companies embrace change to innovate and succeed? By ruthlessly distinguishing between their "core" and "context" activities, by wedding the right innovation model to their business strategy. Moore, bestselling author on disruptive technologies and strategic transformation, shares insights from his latest book, "Dealing with Darwin: How Great Companies Innovate at Every Phase of Their Evolution" (Portfolio, 2006).Subjects: NO SUBJECTS(KEYWORDS)Length: 2pList Price: $9.50Year New: 2007

U0508ATitle: Dealing with the Real Reasons People LeaveAuthor(s): Ross, JudithPublication Date: 08/01/2005Product Type: Harvard Management Update ArticleAbstract: Although most people tell human resources they are leaving for more money or a better opportunity, 88% change jobs because of negative factors in their current workplace, ranging from subpar people management to toxic culture. With the U.S. Department of Labor predicting potential labor shortages through the year 2012, managers must discontinue this ostrich-like behavior and address employee turnover head on. Doing so effectively will require many managers to rethink their approach to retention. At plenty of firms, for example, retention remains a concern only when executives fear that valued employees may seriously be considering leaving. But this way of thinking dooms a company to failure, as it ignores all the opportunities to keep people from even thinking about leaving. Indeed, the retention war begins at the hiring stage--with companies recruiting employees whose talents and interests fit with both the short- and long-term needs of the organization. And once employees are in the door, the battle to keep them should commence immediately. Learn more about how to keep your employees from leaving.Subjects: NO SUBJECTS(KEYWORDS)Length: 3pList Price: $4.50Year New: 2005

87105Title: Debate at Wickersham MillsAuthor(s): Collier, Abram T.Publication Date: 01/01/1987Product Type: Harvard Business Review ArticleAbstract: Four candidates for the

presidency of a textile company present contrasting philosophies about the nature and purpose of a business. Stockholders and HBR readers are asked to decide who should get the job. This article was first published in 1960.Industry Setting: Textile industrySubjects: Business history; HBR Classics; Leadership; Management philosophy; Management styles; Managerial selection; McKinsey Award Winners; TextilesLength: 20p

488024Title: Debi Coleman and Apple Computer, Inc.Author(s): Jick, Todd D.; Gentile, MaryPublication Date: 03/15/1988Product Type: Case (Field)Abstract: A companion case to Donna Dubinsky and Apple Computer (A) and (B). In a conflict with Dubinsky over the introduction of a new just-in-time distribution system, this case provides Coleman's side of the story. Coleman's perception of the issue is quite different and her stakes in the matter are tied up with her division's problems. In addition, the case raises a new issue about how to respond to a charismatic leader's requests to make changes when you don't believe in them yourself.Geographic Setting: CaliforniaIndustry Setting: Computer industryCompany Size: Fortune 500Subjects: Careers & career planning; Computer industry; Organizational change; Politics; Silicon ValleyLength: 8pSupplementary Materials: Teaching Note, (491031), 11p, by Todd D. Jick

487033Title: Deborah Goldberg (A)Author(s): Kao, John J.Publication Date: 11/14/1986Revision Date: 11/05/1987Product Type: Case (Field)Abstract: Debbie, a second year HBS student, is weighing the career choices of family business or entrepreneurial venture. The teaching objectives are to examine the difficulties of choosing between an entrepreneurial or family business and the difficulties in making such a choice.Geographic Setting: MassachusettsIndustry Setting: Education industryCompany Size: largeSubjects: Careers & career planning; Entrepreneurship; Family owned businesses; Higher educationLength: 3pSupplementary Materials: Supplement (Field), (487085), 1p, by John J. Kao; Teaching Note, (489066), 4p, by John J.



Kao

487085Title: Deborah Goldberg (B)Author(s): Kao, John J.Publication Date: 06/23/1987Product Type: Supplement (Field)Abstract: Describes Deborah Goldberg's decision regarding the choices presented in the (A) case. Presents further reflections on the dilemmas of working in a family business. Must be used with: (487033) Deborah Goldberg (A).Subjects: Careers & career planning; Entrepreneurship; Family owned businessesLength: 1pSupplementary Materials: Teaching Note, (489066), 4p, by John J. Kao

U0405ETitle: Debriefing Art Kleiner: How to Lead When Your Influence Goes Off the (Org) ChartAuthor(s): Michelman, Paul; Kleiner, ArtPublication Date: 05/01/2004Product Type: Harvard Management Update ArticleAbstract: Art Kleiner, research director at the Cambridge, Massachusetts-based consulting firm Dialogos and author of Who Really Matters: The Core Group Theory of Power, Privilege, and Success (Doubleday, 2003), talks about the extra burden certain forms of leadership impart. These leadership roles often exist outside the command-and-control structure; they rise from the informal but powerful obligations of what Kleiner calls the "organizational core group." Leaders who belong to their companies' core groups must be careful with how they exert influence, as well as take specific steps to ensure they steer their firms in the right direction.Subjects: Group dynamics; Leadership; Management of professionals; Power & influence; TeamsLength: 2pList Price: $4.50Year New: 2004

U0412BTitle: Debriefing Bob Herbold: Breaking Up Corporate FiefdomsAuthor(s): Johnson, Lauren KellerPublication Date: 12/01/2004Product Type: Harvard Management Update ArticleAbstract: It's an old, troubling story: individuals or groups within an organization--feeling the need to safeguard their jobs or secure their successful position in the company--set out to make themselves indispensable. They move to protect their turf and seize control over what work gets done and

how it gets done. In short, they create fiefdoms. How can you best shatter the fiefdoms proliferating in your company? According to Bob Herbold, former COO of Microsoft and author of The Fiefdom Syndrome, you need to strike a delicate balance. Specifically, you must restore discipline across the organization while also reviving fiefdom inhabitants' ability and willingness to generate creative ideas for solving problems and satisfying customers. Learn more about breaking up corporate fiefdoms in this interview.Subjects: Corporate strategy; Creativity; Interviews; Organizational change; Organizational problemsLength: 2pList Price: $4.50Year New: 2004

U0407BTitle: Debriefing Brian Dietmeyer: A Blueprint for Successful NegotiationAuthor(s): Johnson, Lauren KellerPublication Date: 07/01/2004Product Type: Harvard Management Update ArticleAbstract: The best negotiators don't play games. They don't even seek to come out ahead of the other party. Today, the most successful negotiators know that to secure a "win" for their company they must follow a strategy that secures a "win" for all involved. Read about Brian Dietmeyer, the managing director of Think! Inc./Negotiations Solutions and author of Strategic Negotiation: A Breakthrough Four-Step Process for Effective Business Negotiation, and his theories on successful negotiation.Subjects: Management communication; Negotiations; Organizational developmentLength: 2pList Price: $4.50Year New: 2004

U0401ETitle: Debriefing Chris ZookAuthor(s): Johnson, Lauren KellerPublication Date: 01/01/2004Product Type: Harvard Management Update ArticleAbstract: Corporate leaders today face a frustrating dilemma: Despite mounting pressure from employees and investors to grow their companies, doing so in a sustained and profitable way is proving increasingly difficult. But as Bain & Co. director Chris Zook affirms in Beyond the Core: Expand Your Market Without Abandoning Your Roots, profitable growth is your company's lifeblood: it attracts dedicated, talented employees as well as enthusiastic investors.Subjects: Core competency; Corporate strategy; Growth strategy; Management

philosophy; Organizational structureLength: 2pList Price: $4.50NEW

U0402ETitle: Debriefing Eric Abrahamson, Author of Change Without Pain: The Road to Better RecombinationAuthor(s): Johnson, Lauren KellerPublication Date: 02/01/2004Product Type: Harvard Management Update ArticleAbstract: You've heard the mandate "Change or perish!"--and you know it's true. So why are many companies changing and perishing? Simple--they've taken the mandate too far. Assuming that successful change requires total reinvention, managers have triggered excruciating cycles of initiative overload, chaos, and employee burnout. To reverse these cycles, Columbia Business School Management Professor Eric Abrahamson contends that we must change how we change.Subjects: Decision analysis; Innovation; Management of change; Management philosophy; Organizational development; Strategic planningLength: 2pList Price: $4.50Year New: 2004

U0410CTitle: Debriefing Gerry Roche: So You Want to Be the CEO?Author(s): Johnson, Lauren KellerPublication Date: 10/01/2004Product Type: Harvard Management Update ArticleAbstract: You've been laying the groundwork for years, acquiring a broad array of skills and proving your executive mettle at multiple levels in your company. You've got your eye on a top job, and you know that's where you belong. But you're also fully aware that competition for the C suite is stiff and that readiness, enthusiasm, and an admirable track record aren't enough to guarantee anyone a senior leadership position. So how do you improve your chances? Gerry Roche, senior chairman of Chicago-based executive search firm Heidrick & Struggles, offers potent guidelines that leaders bent on occupying a top rung on the corporate ladder often overlook.Subjects: Leadership; Management of professionals; Managing superiorsLength: 2pList Price: $4.50Year New: 2004

U0406DTitle: Debriefing Howard GardnerAuthor(s): Johnson, Lauren Keller



Publication Date: 06/01/2004Product Type: Harvard Management Update ArticleAbstract: As Howard Gardner, author of Changing Minds, explains, we find it increasingly difficult to open ourselves to new ideas as we age. Our world views ossify, preventing us from imagining something radically different. Resistance stiffens further if we experience unpleasantness after embracing an idea. For these reasons, leaders aiming to win support for their ideas can't rely on a single method of persuasion; they must draw on a well-planned blend of tactics tailored to influence disparate groups of tough-minded people.Subjects: Competitive advantage; Leadership; Management communicationLength: 2pList Price: $4.50Year New: 2004

U0312ETitle: Debriefing Jay Conger: Exerting Influence Without AuthorityAuthor(s): Johnson, Lauren KellerPublication Date: 12/01/2003Product Type: Harvard Management Update ArticleAbstract: Jay A. Conger, professor of organizational behavior at the London Business School and formerly the executive director of the University of Southern California's Leadership Institute, points out that managers and executives at all levels must use a more lateral style of leadership.Subjects: Creativity; Innovation; Leadership; Management philosophyLength: 2pList Price: $4.50NEW

U0409DTitle: Debriefing Michael Feiner: Make Conflict Drive ResultsAuthor(s): Johnson, Lauren KellerPublication Date: 09/01/2004Product Type: Harvard Management Update ArticleAbstract: In "unhealthy" forms of conflict, employees jockey for favor with the boss, people argue over how they're being treated by the firm, and individuals sabotage one another's professional reputations to advance their own careers. Whatever shape unhealthy conflict takes, it always wreaks the same kind of havoc: It saps people's concentration and focus, draining much-needed attention and energy away from the issues that matter most to the organization. But not all conflict is destructive, says Michael Feiner, a professor at Columbia University's Graduate School of Business. In fact, he

says, skilled leaders purposefully encourage debate, disagreement, and discussion over ideas, issues, and important decisions. The most effective executives know how to minimize the bad conflict while cultivating the good. Learn how to develop a new mind-set regarding conflict.Subjects: Communication strategy; Conflict; Interpersonal behavior; Management of professionalsLength: 2pList Price: $4.50Year New: 2004

U0404ETitle: Debriefing Richard Koppel: Change Without a Burning PlatformPublication Date: 04/01/2004Product Type: Harvard Management Update ArticleAbstract: In companies enjoying high performance, change leaders face unique challenges. When Richard Koppel became vice president of research and development at GTECH Corporation, the firm had already captured a 70% share of its market. But now, under his direction, GTECH wins new contracts even when it's not the lowest bidder. Learn how Koppel managed to drive profound change without an immediate crisis and achieve admirable results.Subjects: Innovation; Leadership; Management of change; Management of professionals; Management performanceLength: 2pList Price: $4.50Year New: 2004

SMR238Title: Decision DownloadingAuthor(s): Clampitt, Philip G; Williams, M. LeePublication Date: 01/01/2007Product Type: SMR ArticleAbstract: Organizations often try to include as many people as possible in the decision-making process, but sometimes it's just not possible to involve anyone beyond a small group. The need for confidentiality and speed are constraints, as is the sheer difficulty of polling an entire organization regarding decisions that will affect an entire company. Managers or executives must sometimes "download" a decision to their people after the fact--and this is where many a decision crashes on rocky shoals. Mergers fail as key employees leave and others resist change; union contracts are rejected after months of negotiation; and changes in employee benefits meet with strident protest. What's behind these failures, and what can be done to avert them? The authors

lay out reasons for ineffective downloading: a disconnect between the two sides as the negotiating parties fails to see the negatives of a decision; a failure to clarify responsibilities, which results in rumor and word-of-mouth being the primary channels of communication; a desire to inform people quickly--which often means superficially; and a paternalistic desire to protect members of an organization when people would prefer to just hear the truth. Against this record of mistakes and misguided notions, the authors set their four-stage process for robust decision downloading. Their process is informed by survey research of several hundred employees in a variety of organizations, as well as interviews with dozens of executives.Subjects: NO SUBJECTS(KEYWORDS)Length: 8pYear New: 2007

7869CTitle: Decision Making (Interactive CD-ROM)Author(s): Hammond, John S., III; Keeney, Ralph L.; Raiffa, Howard; Hayashi, Alden M.Publication Date: 02/01/2002Product Type: Interactive ProgramAbstract: Based on research and writings of leadership experts, this eLearning program examines the frameworks for making decisions, decision-making biases, and the role of intuition in this context. Increase the decision-making confidence in an organization by equipping managers with the interactive lessons, expert guidance, and activities for immediate application at work. Managers will learn to recognize the role intuition plays in decision making, apply a process to complicated decisions, identify and avoid thinking traps, simplify complex decisions, and tackle fast decision making.Subjects: Competitive decision making; Decision making; Employee development; Leadership; Management communication; Management of change; Management of professionals; Managerial skills; Managers; Organizational developmentLength: 2 hours

7869DTitle: Decision Making (Online)Author(s): Hammond, John S., III; Keeney, Ralph L.; Raiffa, Howard; Hayashi, Alden M.Publication Date: 08/30/2001Product Type: Interactive ProgramAbstract: Based on research and writings of leadership experts, this eLearning program examines the



frameworks for making decisions, decision-making biases, and the role of intuition in this context. Increase the decision-making confidence in an organization by equipping managers with the interactive lessons, expert guidance, and activities for immediate application at work. Managers will learn to recognize the role intuition plays in decision making, apply a process to complicated decisions, identify and avoid thinking traps, simplify complex decisions, and tackle fast decision making. This program is also available in a CD-ROM format, product 7869C.Subjects: Competitive decision making; Decision making; Employee development; Leadership; Management communication; Management of change; Management of professionals; Managerial skills; Managers; Organizational developmentLength: 2 hours

UV0792Title: Decision-Making and Leading through CrisisAuthor(s): James, Erika H.; Yemen, GerryPublication Date: 05/17/2007Product Type: Case (Field)Abstract: During a discussion, a physician once pointed to the name on his lab jacket and said, "MD--makes decisions!" One of the greatest challenges we face in cultivating leadership competence is being centered and skillful in the midst of difficult and upsetting situations, or during times of crisis. Each of the three vignettes in this case offers an opportunity to practice decision-making in challenging situations. The material helps students focus on decision-making. What guides effective decision-making? The vignettes present situations that can be used to describe common approaches to decision-making and explore problems or challenges with traditional decision-making.Subjects: NO SUBJECTS(KEYWORDS)Length: 7pYear New: 2008

7869HTitle: Decision Making, Corporate Intranet VersionAuthor(s): Hammond, John S., III; Keeney, Ralph L.; Raiffa, Howard; Hayashi, Alden M.Publication Date: 08/27/2003Product Type: Interactive ProgramAbstract: Based on research and writings of leadership experts, this eLearning program examines the frameworks for making decisions, decision-making biases, and the role of

intuition in this context. Increase the decision-making confidence in an organization by equipping managers with the interactive lessons, expert guidance, and activities for immediate application at work. Managers will learn to recognize the role intuition plays in decision making, apply a process to complicated decisions, identify and avoid thinking traps, simplify complex decisions, and tackle fast decision making. This program is also available in online format, product 7869D.Subjects: Competitive decision making; Decision making; Employee development; Leadership; Management communication; Management of change; Management of professionals; Managerial skills; Managers; Organizational developmentLength: 3 hours

7869FTitle: Decision Making, Facilitator VersionAuthor(s): Hammond, John S., III; Keeney, Ralph L.; Raiffa, Howard; Hayashi, Alden M.Publication Date: 08/30/2001Product Type: Interactive ProgramAbstract: Based on research and writings of leadership experts, this program examines the frameworks for making decisions, decision-making biases, and the role of intuition in this context. Increase the decision-making confidence in an organization by equipping managers with the interactive lessons, expert guidance, and activities for immediate application at work. Managers will learn to recognize the role intuition plays in decision making, apply a process to complicated decisions, identify and avoid thinking traps, simplify complex decisions, and tackle fast decision making. This version includes a facilitator's guide.Subjects: Competitive decision making; Employee development; Leadership; Management communication; Management of change; Management of professionals; Managerial skills; Managers; Organizational development

R0609BTitle: The Decision to TrustAuthor(s): Hurley, Robert F.Publication Date: 09/01/2006Product Type: Harvard Business Review ArticleAbstract: Surveys reveal that 80% of Americans don't trust corporate executives and--worse--that roughly half of all managers don't trust their own leaders. Mergers, downsizing, and globalization have accelerated the pace of change in organizations, creating a crisis of trust that didn't exist a

generation ago. Leaders who understand how trust is built can actively influence its development, resulting in a more supportive and productive work environment and, not incidentally, a competitive advantage in the war for talent. Building on research in social psychology, and on his 15 years of experience consulting on trust, the author has developed a model for predicting whether trust or distrust will be chosen in a given situation. The model helps managers analyze 10 factors at play in the decision-making process. Hundreds of top executives have used it to diagnose and address the root causes of distrust in their work relationships. Some of the factors in the model relate to the decision maker: How tolerant of risk, how well-adjusted, and how relatively powerful is he or she? Others relate to the specific situation: How closely aligned are the interests of the parties concerned? Does the person who is asking to be trusted demonstrate competence? Predictability and integrity? Frequent and honest communication? Sue, a relatively new VP of sales, used the trust model to manage her relationship with Joe, an employee nearing retirement who was not performing well in a new sales role. Fearing for his job, Joe wasn't initially inclined to trust her. Sue took concrete steps to communicate openly with Joe, explore other options for him, and show concern for his well-being. When Joe was transferred, he let his former colleagues know how pleased he was with Sue's handling of the situation. As a result, the level of trust increased in Sue's department, even through a major change.Industry Setting: Convenience store industry; Petroleum industry; Textile industrySubjects: NO SUBJECTS(KEYWORDS)Length: 11pYear New: 2006

1056Title: The Decision to Trust (HBR OnPoint Enhanced Edition)Author(s): Hurley, Robert F.Publication Date: 09/01/2006Product Type: HBR OnPoint ArticleAbstract: Surveys reveal that 80% of Americans don't trust corporate executives and--worse--that roughly half of all managers don't trust their own leaders. Mergers, downsizing, and globalization have accelerated the pace of change in organizations, creating a crisis of trust that didn't exist a generation ago. Leaders who understand how trust is built can actively influence its development, resulting in a



more supportive and productive work environment and, not incidentally, a competitive advantage in the war for talent. Building on research in social psychology, and on his 15 years of experience consulting on trust, the author has developed a model for predicting whether trust or distrust will be chosen in a given situation. The model helps managers analyze 10 factors at play in the decision-making process. Hundreds of top executives have used it to diagnose and address the root causes of distrust in their work relationships. Some of the factors in the model relate to the decision maker: How tolerant of risk, how well-adjusted, and how relatively powerful is he or she? Others relate to the specific situation: How closely aligned are the interests of the parties concerned? Does the person who is asking to be trusted demonstrate competence? Predictability and integrity? Frequent and honest communication? Sue, a relatively new VP of sales, used the trust model to manage her relationship with Joe, an employee nearing retirement who was not performing well in a new sales role. Fearing for his job, Joe wasn't initially inclined to trust her. Sue took concrete steps to communicate openly with Joe, explore other options for him, and show concern for his well-being. When Joe was transferred, he let his former colleagues know how pleased he was with Sue's handling of the situation. As a result, the level of trust increased in Sue's department, even through a major change.Subjects: NO SUBJECTS(KEYWORDS)Length: 11pList Price: $6.50Year New: 2006

186166Title: Decision: SteelAuthor(s): Lax, David A.; Applebaum APublication Date: 02/12/1986Revision Date: 03/21/1986Product Type: NoteAbstract: Contains a general introduction to the videotape Decision: Steel, produced by Granada Television, London, England. Presents a cast of characters and their photographs, an organizational chart, and a chronological list of the encounters that occur in the video. The abridged version of British Steel: Interview with Sir Monty Finniston (9-882-521) may be shown also. After preparing this note and viewing the two videos, students are prepared to discuss the internal negotiations they have seen at the British Steel Corp.Geographic Setting: United KingdomIndustry Setting: Steel industry

Subjects: Competitive decision making; Negotiations; Power & influence; Resource allocation; Steel; United KingdomLength: 8p

R0601GTitle: Decisions Without BlindersAuthor(s): Bazerman, Max H.; Chugh, DollyPublication Date: 01/01/2006Product Type: Harvard Business Review ArticleAbstract: By the time Merck withdrew its pain relief drug Vioxx from the market in 2004, more than 100 million prescriptions had been filled in the United States alone. Yet researchers now estimate that Vioxx may have been associated with as many as 25,000 heart attacks and strokes. Evidence of the drug's risks was available as early as 2000, so why did so many doctors keep prescribing it? The answer, say the authors, involves the phenomenon of bounded awareness--when cognitive blinders prevent a person from seeing, seeking, using, or sharing highly relevant, easily accessible, and readily perceivable information during the decision-making process. Doctors prescribing Vioxx, for instance, more often than not received positive feedback from patients. So, despite having access to information about the risks, physicians may have been blinded to the actual extent of the risks. Bounded awareness can occur at three points in the decision-making process. First, executives may fail to see or seek out the important information needed to make a sound decision. Second, they may fail to use the information that they do see because they aren't aware of its relevance. Third, executives may fail to share information with others, thereby bounding the organization's awareness. Drawing on examples such as the Challenger disaster and Citibank's failures in Japan, this article examines what prevents executives from seeing what's right in front of them and offers advice on how to increase awareness. Of course, not every decision requires executives to consciously broaden their focus. Collecting too much information for every decision would waste time and other valuable resources. The key is being mindful. If executives think an error could generate almost irrecoverable damage, then they should insist on getting all the information they need to make a wise decision.Geographic Setting: Iraq; Japan; Switzerland; United StatesIndustry Setting: Banking industry; Beverage industry; Pharmaceutical industry; Watch industry


2998Title: Decisions Without Blinders (HBR OnPoint Enhanced Edition)Author(s): Bazerman, Max H.; Chugh, DollyPublication Date: 01/01/2006Product Type: HBR OnPoint ArticleAbstract: By the time Merck withdrew its pain relief drug Vioxx from the market in 2004, more than 100 million prescriptions had been filled in the United States alone. Yet researchers now estimate that Vioxx may have been associated with as many as 25,000 heart attacks and strokes. Evidence of the drug's risks was available as early as 2000, so why did so many doctors keep prescribing it? The answer, say the authors, involves the phenomenon of bounded awareness--when cognitive blinders prevent a person from seeing, seeking, using, or sharing highly relevant, easily accessible, and readily perceivable information during the decision-making process. Doctors prescribing Vioxx, for instance, more often than not received positive feedback from patients. So, despite having access to information about the risks, physicians may have been blinded to the actual extent of the risks. Bounded awareness can occur at three points in the decision-making process. First, executives may fail to see or seek out the important information needed to make a sound decision. Second, they may fail to use the information that they do see because they aren't aware of its relevance. Third, executives may fail to share information with others, thereby bounding the organization's awareness. Drawing on examples such as the Challenger disaster and Citibank's failures in Japan, this article examines what prevents executives from seeing what's right in front of them and offers advice on how to increase awareness. Of course, not every decision requires executives to consciously broaden their focus. Collecting too much information for every decision would waste time and other valuable resources. The key is being mindful. If executives think an error could generate almost irrecoverable damage, then they should insist on getting all the information they need to make a wise decision.Industry Setting: Pharmaceutical industrySubjects: NO SUBJECTS(KEYWORDS)Length: 11pList Price: $6.50



Year New: 2006

R0601CTitle: Decisions and DesireAuthor(s): Morse, GardinerPublication Date: 01/01/2006Product Type: Harvard Business Review ArticleAbstract: When we make decisions, we're not always in charge. One moment we hotheadedly let our emotions get the better of us; the next, we're paralyzed by uncertainty. Then we'll pull a brilliant decision out of thin air--and wonder how we did it. Though we may have no idea how decision making happens, neuroscientists peering deep into our brains are beginning to get the picture. What they're finding may not be what you want to hear, but it's worth listening. We have dog brains, basically, with human cortexes stuck on top. By watching the brain in action as it deliberates and decides, neuroscientists are finding that not a second goes by that our animal brains aren't conferring with our modern cortexes to influence their choices. Scientists have discovered, for example, that the "reward" circuits in the brain that activate in response to cocaine, chocolate, sex, and music also find pleasure in the mere anticipation of making money--or getting revenge. And the "aversion" circuits that react to the threat of physical pain also respond with disgust when we feel cheated by a partner. In this article, HBR Senior Editor Gardiner Morse describes the experiments that illuminate the aggressive participation of our emotion-driven animal brains in decision making. This research also shows that our emotional brains needn't always operate beneath our radar. Although our dog brains sometimes hijack our higher cognitive functions to drive bad, or at least illogical, decisions, they play an important part in rational decision making as well. The more we understand how we make decisions, the better we can manage them.Subjects: NO SUBJECTS(KEYWORDS)Length: 10pYear New: 2006

U0407FTitle: Decisions: How Will You Better Align with Strategy?Author(s): Michelman, PaulPublication Date: 07/01/2004Product Type: Harvard Management Update ArticleAbstract: Lining up a complex and, at best, vaguely hierarchical global corporation behind a strategy that is driven by ever-shifting market conditions is challenging. It not only requires a clear

vision supported by lucid, top-down communication, but also the focused participation of people at every level of the firm, especially unit heads. But the results are well worth it. Learn how being truly aligned with your corporate strategy can help you most effectively help the organization reach its goals.Subjects: Alliances; Strategy formulation; Strategy implementationLength: 1pList Price: $4.50Year New: 2004

U0409FTitle: Decisions: How Will You Maintain Alignment?Author(s): Michelman, PaulPublication Date: 09/01/2004Product Type: Harvard Management Update ArticleAbstract: It's one thing to get your team focused on recasting its efforts at the outset of major change in corporate strategy. It's quite another to keep everyone's eyes on the strategic prize over time. Coming to your aid, we canvassed the experts to offer these best practices in maintaining long-term alignment with strategy. Read our third and final article in HMU's series on strategic alignment.Subjects: Communication strategy; Interpersonal behavior; NegotiationsLength: 1pList Price: $4.50Year New: 2004

U0405DTitle: Decisions: How Will You Make Your Team a Team?Author(s): Michelman, PaulPublication Date: 05/01/2004Product Type: Harvard Management Update ArticleAbstract: What do you do when the whole of the team you're leading appears to be less than the sum of its parts? Everything seems to be in place: solid people, a demanding but reasonable plan, sufficient resources. But, still, there's something missing from the effort, and filling the gap falls on your shoulders. No, leaders can't single-handedly boost performance, but they can guide the tone, tempo, and mechanisms that create opportunities for better things.Subjects: Management of professionals; Management styles; TeamsLength: 1pList Price: $4.50Year New: 2004

U0404DTitle: Decisions: Which Projects Get Top Billing?

Author(s): Michelman, PaulPublication Date: 04/01/2004Product Type: Harvard Management Update ArticleAbstract: You can't do it all, so what will you do? What's best for your career, what's best for your team, or what's best for the firm? Choosing which projects to pursue and which to let fall by the wayside is among the most difficult and important decisions any executive faces. To have the greatest impact, you need to set your own priorities.Subjects: Decision making; Management philosophy; Project evaluation; Project managementLength: 3pList Price: $4.50Year New: 2004

R0904JTitle: Decoding Resistance to ChangeAuthor(s): Ford, Jeffrey D.; Ford, Laurie W.Publication Date: 04/01/2009Product Type: Harvard Business Review ArticleAbstract: When a change initiative falters, the knee-jerk response can be to blame those who won't get on board. Jeffrey Ford, of the Ohio State University, and Laurie Ford, of Critical Path Consultants, examine why that type of reaction is not only pointless but potentially destructive. Drawing on their years of research and consulting work, the authors recommend seeing resistance for what it really is--feedback--and propose five ways for leaders to use that feedback to effect change more productively. Boost awareness. In the early stages, if the only way to keep the conversation about change alive is to entertain highly charged discussions, so be it. A complete lack of feedback can sound the death knell for change. Return to purpose. Employees need to know not only what will change but why the new reality will be better. Don't be shy about offering explanations as directly as possible. Change the change. People who resist change are often the ones most concerned about getting things right. Give them the chance to help you make a good change initiative better. Build participation and engagement. Heed feedback even when it doesn't seem likely to yield objective improvements. The ownership people feel when you adopt their best ideas will pay off in ways you often cannot foresee. Complete the past. A legacy of bad change can inhibit your change effort, even if you had nothing to do with the unfortunate history. Acknowledging--and, if possible, correcting--past change failures is often essential to future



success.Subjects: NO SUBJECTS(KEYWORDS)Length: 8p

R0409FTitle: Deep SmartsAuthor(s): Swap, Walter; Leonard-Barton, DorothyPublication Date: 09/01/2004Product Type: Harvard Business Review ArticleAbstract: When a person sizes up a complex situation and rapidly comes to a decision that proves to be not just good but brilliant, you think, "That was smart." After you watch him do this a few times, you realize you're in the presence of something special. It's not raw brainpower, though that helps. It's not emotional intelligence either, though that, too, is often involved. It's deep smarts. Deep smarts are not philosophical--they're not wisdom in that sense, but they're as close to wisdom as business gets. You see them in the manager who understands when and how to move into a new international market, the executive who knows just what kind of talk to give when her organization is in crisis, the technician who can track a product failure back to an interaction between independently produced elements. These are people whose knowledge would be hard to purchase on the open market. Their insight is based on know-how more than on know-what; it comprises a system view as well as expertise in individual areas. Because deep smarts are experienced based and often context specific, they can't be produced overnight or readily imported into an organization. It takes years for an individual to develop them. They can be taught, however, with the right techniques. Drawing on their forthcoming book Deep Smarts, Dorothy Leonard and Walter Swap say the best way to transfer such expertise to novices--and, on a larger scale, to make individual knowledge institutional--isn't through PowerPoint slides, a Web site of best practices, online training, project reports, or lectures. Rather, the sage needs to teach the neophyte individually how to draw wisdom from experience. Companies have to be willing to dedicate time and effort to such extensive training, but the investment more than pays for itself.Subjects: Employee training; Knowledge management; Knowledge transfer; Organizational learningLength: 10pYear New: 2004

7731Title: Deep Smarts (HBR OnPoint Enhanced Edition)Author(s): Swap, Walter; Leonard-Barton, DorothyPublication Date: 09/01/2004Product Type: HBR OnPoint ArticleAbstract: When a person sizes up a complex situation and rapidly comes to a decision that proves to be not just good but brilliant, you think, "That was smart." After you watch him do this a few times, you realize you're in the presence of something special. It's not raw brainpower, though that helps. It's not emotional intelligence either, though that, too, is often involved. It's deep smarts. Deep smarts are not philosophical, but they're as close to wisdom as business gets. You see them in the manager who understands when and how to move into a new international market, the executive who knows just what kind of talk to give when her organization is in crisis, the technician who can track a product failure back to an interaction between independently produced elements. These are people whose insight is based on know-how more than on know-what; it comprises a system view as well as expertise in individual areas. Because deep smarts are experienced based and often context specific, they can't be produced overnight or readily imported into an organization. They can be taught, however, with the right techniques. Drawing on their forthcoming book Deep Smarts, Dorothy Leonard and Walter Swap say the best way to transfer such expertise to novices--and, on a larger scale, to make individual knowledge institutional--isn't through PowerPoint slides, a Web site of best practices, online training, project reports, or lectures. Rather, the sage needs to teach the neophyte individually how to draw wisdom from experience. Companies have to be willing to dedicate time and effort to such extensive training, but the investment more than pays for itself.Subjects: Employee training; Knowledge management; Knowledge transfer; Organizational learningLength: 13pList Price: $6.50Year New: 2004

5061BCTitle: Defining Desired Results: Developing Results-Based LeadersAuthor(s): Smallwood, Norm; Ulrich, Dave; Zenger, JackPublication Date: 04/06/1999Product Type: HBS Press ChapterAbstract: This chapter outlines the reliable criteria leaders need to

consistently pay attention to in order to attain their short- and long-term objectives, along with a set of tools to make sure that leadership attributes translate into the right results. May be used with: (4944BC) Connecting Leadership Attributes to Results; (5060BC) Employee Results: Investing in Human Capital; (5059BC) Organization Results: Creating Capabilities; (5058BC) Customer Results: Build Firm Equity; (5057BC) Investor Relations: Building Shareholder Value; (5056BC) Becoming a Results-Based Leader; (5055BC) Leaders Building Leaders: Tools for Developing Results-Based Leaders.Subjects: NO SUBJECTS(KEYWORDS)Length: 29pList Price: $6.95Year New: 2008

B0701CTitle: Defying the Odds: Using Decision Analytics to Win Big in the Gaming BusinessAuthor(s): Johnson, Lauren KellerPublication Date: 01/15/2007Product Type: Balanced Scorecard Report ArticleAbstract: Many companies talk a big game about getting intimate with customers, but Harrah's Entertainment puts its money where its mouth is. Using decision analytics, Harrah's gathers ever-more-detailed data on its customers' activities when they visit the company's casinos. And it slices that data into ever-finer segments--identifying unique customer groups and targeting each with pitch-perfect marketing strategies. The payoff? "Monogamous" customers, whose loyalty has transformed Harrah's from a relatively unremarkable player into an industry giant, says Gary W. Loveman, chairman, CEO, and president of Harrah's Entertainment Inc.Subjects: NO SUBJECTS(KEYWORDS)Length: 3pList Price: $9.50Year New: 2007

497016Title: Del Webb Corp. (A)Author(s): Lorsch, Jay W.; Graff, Samantha K.Publication Date: 11/19/1996Product Type: Case (Field)Abstract: Begins with a company history, tracing the tenures of founder Del E. Webb and his successor as chairman and CEO, Robert H. Johnson. Johnson inherited a diversified company that was involved in construction, real estate development (including the



famous Sun City), and the hotel-casino business. Johnson left Del Webb near bankruptcy in 1981, and renowned turnaround artist Robert K. Swanson was brought in to rescue the company. Describes Swanson's turnaround scheme and proceeds to highlight the misgivings of several corporate managers toward Swanson's managerial style, boardroom appointment, and strategic plans. When CFO Phil Dion was promoted to president and nominated to the board in 1987, he began to challenge Swanson aggressively. The board, which comprised many of Swanson's close friends and business colleagues, was supportive of Swanson. In the fall of 1987, crisis hit. The company was forced to take a close to $100 million write-down, the stock price took a dive, and Swanson and three board members resigned. The remaining board members were left with a faltering company and no succession plan. May be used with: (497017) Del Webb Corp. (B); (497019) Del Webb Corp. (C).Geographic Setting: Phoenix, AZIndustry Setting: Real estateNumber of Employees: 7,000Gross Revenues: $275 million revenuesSubjects: Board of directors; Corporate governance; Management of crises; Organizational behavior; Real estate; Succession planningLength: 20p

497017Title: Del Webb Corp. (B)Author(s): Lorsch, Jay W.; Graff, Samantha K.Publication Date: 11/19/1996Product Type: Case (Field)Abstract: On November 16, 1987, the Del Webb board appointed Phil Dion chairman and CEO. This case outlines the development and implementation of a strategy to focus exclusively on real estate development and to liquidate all other assets. Discusses the appointment of two new board members to fill the slots vacated by the directors who followed Swanson out the door. Proceeds to describe the activities of two investors: Ronald Brierly of Industrial Equity Pacific and James Cotter of Webcott Holdings. Independently of one another, these investors had each purchased over 9% of Del Webb stock at a premium just before the stock price plummeted in the fall of 1987. These investors laid low for over a year, waiting to see if the descent in the stock price had been a temporary blip or a sustaining trend. When they concluded it was the latter, each investor approached Dion with the request that he be allowed

to put a representative on the Del Webb board. May be used with: (497016) Del Webb Corp. (A); (497019) Del Webb Corp. (C).Geographic Setting: Phoenix, AZIndustry Setting: Real estateNumber of Employees: 1,000Gross Revenues: $200 million revenuesSubjects: Board of directors; Corporate governance; Management of crises; Organizational behavior; Real estate; Succession planningLength: 8p

497019Title: Del Webb Corp. (C)Author(s): Lorsch, Jay W.; Graff, Samantha K.Publication Date: 11/19/1996Product Type: Case (Field)Abstract: Dion and the other Del Webb directors were open to having Industrial Equity Pacific (IEP) and Webcott Holdings representation on the board. The IEP representative was perceived as reserved and lacking in sophistication. Cotter of Webcott, however, struck the directors as savvy but antagonistic and disruptive. Cotter's goal was to position the company as a possible takeover target, and he agitated in the boardroom for changes that he felt would open up the company to potential acquirers. He also launched a proxy battle in an attempt to eliminate Dion's golden parachute and the company's poison pill. May be used with: (497016) Del Webb Corp. (A); (497017) Del Webb Corp. (B).Geographic Setting: Phoenix, AZIndustry Setting: Real estateNumber of Employees: 1,000Gross Revenues: $200 million revenuesSubjects: Board of directors; Corporate governance; Management of crises; Organizational behavior; Real estate; Succession planningLength: 5p

8171BCTitle: Deliver--Building an Organization That Creates Promoters: Winning Over Customers Day After DayAuthor(s): Reichheld, FredPublication Date: 02/19/2008Product Type: HBS Press ChapterAbstract: The battle to convert customers into promoters for the organization can be won only if frontline employees are promoters themselves. This chapter looks at the strategies implemented by companies to win over customers on a daily basis. May be used with: (8185BC) Bad Profits, Good Profits, and the Ultimate Question; (8181BC) How the Net Promoter Score

(NPS) Can Drive Growth: The Economic Advantage of Superior Customer Relationships; (8179BC) The Enterprise Story--Measuring What Matters; (8177BC) Why Satisfaction Surveys Fail; (8175BC) The Rules of Measurement: Principles for Building an Effective Customer Feedback System; (8173BC) Design Winning Customer Stratgies; (8169BC) Develop a Community of Promoters--By Listening: Let Customers Show You How to Delight Them; (8167BC) One Goal, One Number: Accountability for Customer Relationships; (8183BC) The Measure of Success: Better Metrics for Customer Satisfaction.Subjects: NO SUBJECTS(KEYWORDS)Length: 26pList Price: $6.95Year New: 2008

402033Title: Delphi Corp.Author(s): Lorsch, Jay W.; Khurana, Rakesh; Sanchez, SonyaPublication Date: 06/28/2002Revision Date: 01/08/2004Product Type: Case (Field)Abstract: The Delphi Corp.'s board of directors faces a transition as lead director Thomas Wyman approaches mandatory retirement. Chairman and CEO J.T. Battenberg reflects on Delphi's history and its successful reinvention by Wyman and Battenberg when it separated from its 100-year-old parent company, GM. Examines how boards of directors interact with top management and how management can work effectively with an active board.Geographic Setting: Troy, MIIndustry Setting: Automotive parts & accessoriesNumber of Employees: 11,800Gross Revenues: $29,129 revenuesSubjects: Board of directors; Corporate governance; LeadershipLength: 21pNEW

R0307DTitle: Delusions of Success: How Optimism Undermines Executives' DecisionsAuthor(s): Lovallo, Dan; Kahneman, DanielPublication Date: 07/01/2003Product Type: Harvard Business Review ArticleAbstract: The evidence is disturbingly clear: Most major business initiatives--mergers and acquisitions, capital investments, market entries--fail to pay off. Economists would argue that the low success rate reflects a rational assessment of risk, with the returns from



a few successes outweighing the losses of many failures. But two distinguished scholars of decision making, Dan Lovallo of the University of New South Wales and Nobel laureate Daniel Kahneman of Princeton University, provide a very different explanation. They show that a combination of cognitive biases (including anchoring and competitor neglect) and organizational pressures lead managers to make overly optimistic forecasts in analyzing proposals for major investments. By exaggerating the likely benefits of a project and ignoring the potential pitfalls, they lead their organizations into initiatives that are doomed to fall well short of expectations. The biases and pressures cannot be escaped, the authors argue, but they can be tempered by applying a very different method of forecasting--one that takes a much more objective "outside view" of an initiative's likely outcome. This outside view, also known as reference-class forecasting, completely ignores the details of the project at hand; instead, it encourages managers to examine the experiences of a class of similar projects, to lay out a rough distribution of outcomes for this reference class, and then to position the current project in that distribution.Subjects: Decision analysis; Decision making; Decision theory; Forecasting; Risk assessmentLength: 8pNEW

4279Title: Delusions of Success: How Optimism Undermines Executives' Decisions (HBR OnPoint Enhanced Edition)Author(s): Lovallo, Dan; Kahneman, DanielPublication Date: 07/01/2003Product Type: HBR OnPoint ArticleAbstract: The evidence is disturbingly clear: Most major business initiatives--mergers and acquisitions, capital investments, market entries--fail to pay off. Economists would argue that the low success rate reflects a rational assessment of risk, with the returns from a few successes outweighing the losses of many failures. But two distinguished scholars of decision making, Dan Lovallo of the University of New South Wales and Nobel laureate Daniel Kahneman of Princeton University, provide a very different explanation. They show that a combination of cognitive biases (including anchoring and competitor neglect) and organizational pressures lead managers to make overly optimistic forecasts in analyzing proposals for major investments. By exaggerating the likely benefits of a project and ignoring

the potential pitfalls, they lead their organizations into initiatives that are doomed to fall well short of expectations. The biases and pressures cannot be escaped, the authors argue, but they can be tempered by applying a very different method of forecasting--one that takes a much more objective "outside view" of an initiative's likely outcome. This outside view, also known as reference-class forecasting, completely ignores the details of the project at hand; instead, it encourages managers to examine the experiences of a class of similar projects, to lay out a rough distribution of outcomes for this reference class, and then to position the current project in that distribution.Subjects: Decision analysis; Decision making; Decision theory; Forecasting; Risk assessmentLength: 11pList Price: $6.50NEW

91207Title: Demand Better Results - and Get Them (Classic)Author(s): Schaffer, Robert H.Publication Date: 03/01/1991Product Type: Harvard Business Review ArticleAbstract: This article, first published in 1974, answers one of management's most important questions: Why do so few organizations reach their productivity potential? The author answers that most executives fail to establish expectations of performance improvement in ways that get results. To set high goals that employees respond to and are accountable for, managers must invest their own time and energy. The first step is to set a modest, measurable goal concerning an important organizational problem. If this goal is met, management uses the success as a springboard for more ambitious demands.Subjects: Goal setting; HBR Classics; Interpersonal relations; Managerial skills; Motivation; Organizational behavior; Productivity; SupervisionLength: 8p

4495Title: Demand Better Results - and Get Them (HBR OnPoint Enhanced Edition)Author(s): Schaffer, Robert H.Publication Date: 08/01/2000Product Type: HBR OnPoint ArticleAbstract: This article, first published in 1974, answers one of management's most important questions: Why do so few organizations reach their productivity potential? The author answers that most executives fail to establish expectations of performance improvement in ways that get results. To set high goals that

employees respond to and are accountable for, managers must invest their own time and energy. The first step is to set a modest, measurable goal concerning an important organizational problem. If this goal is met, management uses the success as a springboard for more ambitious demands.Subjects: Goal setting; HBR Classics; Interpersonal relations; Managerial skills; Motivation; Organizational behavior; Productivity; SupervisionLength: 12pList Price: $6.50

391070Title: Deming's DemonsAuthor(s): Bower, Joseph L.Publication Date: 10/22/1990Product Type: Case (Pub Mat)Abstract: Deming argues that there can be no true improvement in quality and performance as long as fear is a principal component of the work environment.Subjects: Employee attitude; Management philosophy; Motivation; Performance appraisal; Quality controlLength: 5p

B0701ATitle: The Demise of Cost and Profit CentersAuthor(s): Kaplan, Robert S.Publication Date: 01/15/2007Product Type: Balanced Scorecard Report ArticleAbstract: The Balanced Scorecard offers a previously unrecognized benefit: a whole new way of looking at organization units. Specifically, observes Robert Kaplan, the distinctions between cost and profit centers are no longer significant. Every unit, by contributing to effective strategy execution, has the opportunity to support and create profit. This capability has important implications for specifying objectives and evaluating the performance of all organizational units.Subjects: NO SUBJECTS(KEYWORDS)Length: 6pList Price: $9.50Year New: 2007

B0601ETitle: Demonstrating the Value of Your BSC ProgramAuthor(s): Donlon, BarnabyPublication Date: 01/15/2006Product Type: Balanced Scorecard Report ArticleAbstract: Scorecard practitioners often say that the Balanced Scorecard (BSC) isn't a program, it's a process. Yet before it evolves into a process, it begins life as a program. And like any program, it



requires executive sponsorship, a committed team, and a well-crafted project plan. All these things help ensure that the program gets the proper care and feeding during its first 12 to 18 months of life, while it is taking root. But there's one more criterion that's critical to the ongoing success of any such program: demonstrating its tangible benefits. Indeed, any BSC program that fails to generate results in that first year or so is certain to go down in memory as just another failed "flavor of the month" management idea.Subjects: NO SUBJECTS(KEYWORDS)Length: 2pList Price: $9.50Year New: 2006

489045Title: Dennis StevensonAuthor(s): Zuboff, ShoshanaPublication Date: 09/07/1988Revision Date: 10/03/1988Product Type: Case (Field)Abstract: Discusses the career of Dennis Stevenson. Allows students to consider the career choice-making processes that shape work and family life.Geographic Setting: United KingdomSubjects: Careers & career planning; Families & family lifeLength: 18pSupplementary Materials: Teaching Note, (490068), 6p, by Shoshana Zuboff

8173BCTitle: Design Winning Customer StratgiesAuthor(s): Reichheld, FredPublication Date: 02/19/2008Product Type: HBS Press ChapterAbstract: Measuring customers' feelings about your organization alone isn't sufficient. Just as you plan how to raise your profits, you must plan how to increase the number of customers who will act as promoters for your organization rather than detractors. This chapter examines how companies have designed winning customer strategies. May be used with: (8185BC) Bad Profits, Good Profits, and the Ultimate Question; (8183BC) The Measure of Success: Better Metrics for Customer Satisfaction; (8179BC) The Enterprise Story--Measuring What Matters; (8177BC) Why Satisfaction Surveys Fail; (8175BC) The Rules of Measurement: Principles for Building an Effective Customer Feedback System; (8171BC) Deliver--Building an Organization That Creates Promoters: Winning Over Customers Day After Day; (8169BC) Develop a Community of Promoters--By Listening: Let Customers Show You

How to Delight Them; (8167BC) One Goal, One Number: Accountability for Customer Relationships; (8181BC) How the Net Promoter Score (NPS) Can Drive Growth: The Economic Advantage of Superior Customer Relationships.Subjects: NO SUBJECTS(KEYWORDS)Length: 28pList Price: $6.95Year New: 2008

R0507DTitle: Designing High-Performance JobsAuthor(s): Simons, Robert L.Publication Date: 07/01/2005Product Type: Harvard Business Review ArticleAbstract: Tales of great strategies derailed by poor execution are all too common. That's because some organizations are designed to fail. For a company to achieve its potential, each employee's supply of organizational resources should equal the demand, and the same balance must apply to every business unit and to the company as a whole. To carry out his or her job, each employee has to know the answers to four basic questions: What resources do I control to accomplish my tasks? What measures will be used to evaluate my performance? Whom do I need to interact with and influence to achieve my goals? And how much support can I expect when I reach out to others for help? The questions correspond to what the author calls the four basic spans of a job--control, accountability, influence, and support. Each span can be adjusted so that it is narrow or wide or somewhere in between. If you get the settings right, you can design a job in which a talented individual can successfully execute on your company's strategy. If you get the settings wrong, it will be difficult for an employee to be effective. The first step is to set the span of control to reflect the resources allocated to each position and unit that plays an important role in delivering customer value. This setting, like the others, is determined by how the business creates value for customers and differentiates its products and services. Next, you can dial in different levels of entrepreneurial behavior and creative tension by widening or narrowing spans of accountability and influence. Finally, you must adjust the span of support to ensure that the job or unit will get the informal help it needs.Industry Setting: Discount retail; Investment banking; Medical equipment & device industry; Software industrySubjects: NO SUBJECTS(KEYWORDS)


1517Title: Designing High-Performance Jobs (HBR OnPoint Enhanced Edition)Author(s): Simons, Robert L.Publication Date: 07/01/2005Product Type: HBR OnPoint ArticleAbstract: Tales of great strategies derailed by poor execution are all too common. That's because some organizations are designed to fail. For a company to achieve its potential, each employee's supply of organizational resources should equal the demand, and the same balance must apply to every business unit and to the company as a whole. To carry out his or her job, each employee has to know the answers to four basic questions: What resources do I control to accomplish my tasks? What measures will be used to evaluate my performance? Whom do I need to interact with and influence to achieve my goals? And how much support can I expect when I reach out to others for help? The questions correspond to what the author calls the four basic spans of a job--control, accountability, influence, and support. Each span can be adjusted so that it is narrow or wide or somewhere in between. If you get the settings right, you can design a job in which a talented individual can successfully execute on your company's strategy. If you get the settings wrong, it will be difficult for an employee to be effective. The first step is to set the span of control to reflect the resources allocated to each position and unit that plays an important role in delivering customer value. This setting, like the others, is determined by how the business creates value for customers and differentiates its products and services. Next, you can dial in different levels of entrepreneurial behavior and creative tension by widening or narrowing spans of accountability and influence. Finally, you must adjust the span of support to ensure that the job or unit will get the informal help it needs.Subjects: NO SUBJECTS(KEYWORDS)Length: 12pList Price: $6.50Year New: 2005

SMR220Title: Designing Organizations That Are Built to ChangeAuthor(s): Worley, Christopher G.; Lawler, Edward E., IIIPublication Date: 10/01/2006Product Type: SMR ArticleAbstract: Most large-scale change efforts fail to meet their expectations. A



major problem is that even the most advanced change models will stumble when they face organizational designs and management practices that are inherently anti-change. The truth is that the effectiveness of change efforts is largely determined by organizational design, or how a company's structure, processes, reward systems, and other features are orchestrated over time to support one another as well as the company's strategic intent, identity, and capabilities. In a world that is perpetually changing, an organization's design must support the idea that the implementation and reimplementation of a strategy is a continuous process. However, a number of traditional organizational design features tend to discourage change. Thus, to transform themselves into organizations that are "built to change," companies need to rethink a number of these basic design assumptions with respect to managing talent (forget about job descriptions and redefine the relationship between company and worker), reward systems (implement a "person-based" pay system), structure (redesign the organization to maximize its "surface area"), information and decision processes (scrap the annual-budget process and move decision making closer to the front lines), and leaders (replace hierarchical command-and-control with shared leadership).Subjects: NO SUBJECTS(KEYWORDS)Length: 7pYear New: 2006

206082Title: Deutsche Borse and the European MarketsAuthor(s): Crane, Dwight B.; Stachowiak-Joulain, MonikaPublication Date: 01/12/2006Revision Date: 02/07/2006Product Type: Case (Library)Abstract: In December 2004, Deutsche Borse proposed an offer for the London Stock Exchange. Some shareholders opposed the acquisition, leading to the offer's withdrawal and replacement of management, including the CEO and board members. Written from the viewpoint of Deutsche Borse and addresses a number of issues: Was the attempted acquisition of the London Stock Exchange a reasonable strategy? Was the announced offer price reasonable? Why were dissident shareholders so opposed to the transaction? What allowed them to prevail? What could management or the supervisory board have done differently that might have led to a different outcome?Geographic Setting: Europe; Germany;

United KingdomIndustry Setting: Securities & investingNumber of Employees: 3,000Gross Revenues: $2 billion revenuesEvent Year Start: 2004Event Year End: 2005Subjects: NO SUBJECTS(KEYWORDS)Length: 29pYear New: 2006

8169BCTitle: Develop a Community of Promoters--By Listening: Let Customers Show You How to Delight ThemAuthor(s): Reichheld, FredPublication Date: 02/19/2008Product Type: HBS Press ChapterAbstract: What does it take to convert more customers into promoters for your organization? This chapter suggests that you need to listen to your customers to find innovative ways to delight them, turning them into fans who will sing your praises to their friends and colleagues. May be used with: (8185BC) Bad Profits, Good Profits, and the Ultimate Question; (8183BC) The Measure of Success: Better Metrics for Customer Satisfaction; (8181BC) How the Net Promoter Score (NPS) Can Drive Growth: The Economic Advantage of Superior Customer Relationships; (8179BC) The Enterprise Story--Measuring What Matters; (8177BC) Why Satisfaction Surveys Fail; (8175BC) The Rules of Measurement: Principles for Building an Effective Customer Feedback System; (8173BC) Design Winning Customer Stratgies; (8171BC) Deliver--Building an Organization That Creates Promoters: Winning Over Customers Day After Day; (8167BC) One Goal, One Number: Accountability for Customer Relationships.Subjects: NO SUBJECTS(KEYWORDS)Length: 27pList Price: $6.95Year New: 2008

SKP009Title: Corrente Viva: "United We Stand, Divided We Fall" in the Challenge to Sustainability, Portuguese VersionAuthor(s): Bose, Monica; Novaes, Elidia Maria; Schoenmaker, Luana; Fischer, Rosa MariaPublication Date: 07/19/2005Product Type: LACC CaseAbstract: Describes Corrente Viva, a network formed by 30 civil society organizations (CSOs) that develop social service activities in several regions of the Greater Sao Paulo area. Established in 2000, the network aims at strengthening its member organizations

through the exchange of experiences and reflection among their representatives in a regional link structure--geographical subdivisions. It also seeks to accomplish projects that serve the shared needs of the participant CSOs through workgroup activities. Challenges include modeling a new institutional and governance shape for the network, avoiding shocks to the principles of shared responsibilities, controls, and decisions that originally led to its creation, along with the adoption of participative decision processes, and aiming to shun the centralization of power and the concentration of resources.Geographic Setting: Sao PauloEvent Year End: 2004Subjects: NO SUBJECTS(KEYWORDS)Length: 22pSupplementary Materials: LACC Teaching Note, (SKP010), 8p, by Rosa Maria FischerYear New: 2006

R0506GTitle: Developing First-Level LeadersAuthor(s): Priestland, Andreas; Hanig, RobertPublication Date: 06/01/2005Product Type: Harvard Business Review ArticleAbstract: Oil and energy corporation BP was well aware of the importance of its work group managers on the front lines. Their decisions, in aggregate, make an enormous difference in BP's turnover, costs, quality control, safety, innovation, and environmental performance. There were about 10,000 such supervisors, working in every part of the company--from solar plants in Spain, to drilling platforms in the North Sea, to marketing teams in Chicago. Some 70% to 80% of BP employees reported directly to these lower level managers. Yet, until recently, the corporation didn't have a comprehensive training program for them. For their part, the frontline managers felt disconnected; it was often hard for them to understand how their individual decisions contributed to the growth and reputation of BP as a whole. In this article, BP executive Andreas Priestland and Dialogos VP Robert Hanig describe how BP in the past five years has learned to connect with this population of managers. After one and a half years of design and development, there is now a companywide name--"first-level leaders"--and a comprehensive training program for this cohort. The authors describe the collaborative effort they led to create the program's four components: Supervisory Essentials, Context and



Connections, the Leadership Event, and Peer Partnerships. The design team surveyed those it had deemed first-level leaders and others throughout BP; extensively benchmarked other companies' training efforts for lower level managers; and conducted a series of pilot programs that involved dozens of advisers. The training sessions were first offered early in 2002 and, since then, more than 8,000 of BP's first-level leaders have attended. The managers who've been through training are consistently ranked higher in performance than those who haven't, both by their bosses and by the employees who report to them, the authors say.Geographic Setting: GlobalIndustry Setting: EnergyEvent Year End: 2005Subjects: NO SUBJECTS(KEYWORDS)Length: 8pYear New: 2005

407015Title: Developing LeadersAuthor(s): Groysberg, Boris; Cowen, AmandaPublication Date: 11/14/2006Revision Date: 05/24/2007Product Type: NoteAbstract: Provides an overview of leadership development for the manager charged with developing a single individual or corporate leadership program. Introduces a framework for understanding the components of developmental experiences and then applies it to a range of experiences, including: formal and informal feedback, training, job assignments, and mentoring. Concludes with a discussion of the leadership development process--in particular, the need to factor in organizational context and individual differences when selecting and sequencing developmental experiences.Subjects: NO SUBJECTS(KEYWORDS)Length: 14pYear New: 2006

SMR039Title: Developing Leaders for the Global FrontierAuthor(s): Black, J. Stewart; Gregersen, Hal B.; Morrison, Allen J.Publication Date: 10/01/1998Product Type: SMR ArticleAbstract: Global business today requires leaders to be like explorers, guiding their organizations through unfamiliar and turbulent environments. With markets, suppliers, competitors, technology, and customers around the world constantly shifting, traditional

leadership models no longer work. The authors' three-year study across Europe, North America, and Asia indicates that companies seek more global leaders and desire future global leaders of higher caliber and quality. Research results reveal that every global leader needs certain core qualities: exhibit character, or the capacity to build relationships with people from different backgrounds and to act with high ethical standards; embrace duality, or know when and whether to act and initiate change, depending on country or region; and demonstrate savvy, or recognize worldwide market opportunities and understanding firm capabilities. Inquisitiveness--a sense of adventure and a desire to experience new things--must underlie each of these characteristics. Four strategies are particularly effective in developing global leaders: foreign travel, with immersion in the country's way of life; the formation of teams comprising individuals with diverse backgrounds and perspectives; training that involves classroom and action learning projects; and overseas assignments, which serve to broaden the outlook of future global leaders.Subjects: Human resources management; International business; LeadershipLength: 14pYear New: 2005

SMR055Title: Developing Leaders: How Winning Companies Keep On WinningAuthor(s): Fulmer, Robert M.; Gibbs, Philip A.; Goldsmith, MarshallPublication Date: 10/01/2000Product Type: SMR ArticleAbstract: Grooming in-house candidates for leadership roles is critical for companies that want to stay competitive. Leadership experts Robert M. Fulmer, Philip A. Gibbs, and Marshall Goldsmith provide insights about today's best leadership development practices, basing their observations on a recent study that benchmarked six best-practice companies. Arthur Andersen, General Electric, Hewlett-Packard, Johnson & Johnson, Shell, and the World Bank all recognize that keeping a steady stream of leaders moving up is important to the strategic vision. The authors pinpoint five essential elements of success: awareness (learning about the latest approaches to leadership development), anticipation (using forward-looking scenarios to envision the future needs of the business), action (finding ways to use executive learning programs to support strategic initiatives), alignment (ensuring that company documents used for performance

appraisal, succession planning, and education are consistent), and assessment (evaluating how leadership education has improved business results). Approaches vary. The World Bank gives future leaders a stint in impoverished countries so they can do a better job of supporting the bank's goal of reducing poverty. At GE, the company's famed Six Sigma quality-improvement program and creative ideas for expansion in emerging economies flowed from presentations made at leadership development events. In the best-practice organizations, the most senior people set an example of support for leadership development programs.Subjects: Human resources management; Leadership; Management developmentLength: 13pYear New: 2005

405016Title: Developing Life Theme LabelsAuthor(s): Clawson, James G.; Higgins, MonicaPublication Date: 10/13/2004Product Type: NoteAbstract: Instructs students in developing their life themes, a vital component of the Self-Assessment and Career Development final paper. Teaching Purpose: To give students instruction while preparing their final paper for the Self-Assessment and Career Development course. A rewritten version of an earlier note.Subjects: Careers & career planning; Self evaluationLength: 3pYear New: 2004

2918BNTitle: Developing Professional Networks CollectionPublication Date: 11/21/2002Product Type: Management ProgramAbstract: Is your personal network as strong as it should be? Personal networks can be powerful tools for managers, helping drive performance and build influence within organizations. This specially priced collection of products will help you enhance your ability to communicate and develop stronger, more effective personal networks to enhance your chances for success. The collection includes "Building Effective and Efficient Personal Networks" (CD-ROM), featuring a compelling lecture by Stanford Graduate School of Business Professor Joel Podolny, who offers concrete insights and advice on common networking mistakes, potential currencies to leverage, national and gender differences, and the ethics of exchange.



It also includes the "Harvard Business Review on Effective Communication" (paperback), containing eight full-text articles on topics that include how to run a successful meeting, changing frontline employees' behavior, and building effective management teams. Finally, "The Manager's Guide to Face-to-Face Communication Collection" includes 12 practical and concise articles from the Harvard Management Communication Letter, providing tips and advice that you can apply immediately to your own situations.Subjects: Communication; Leadership; Management development; Organizational behavior; Personal strategy & style; Power & influenceList Price: $149.00

903113Title: Developing Professionals: The BCG Way (A)Author(s): Nanda, Ashish; Morrell, KelleyPublication Date: 04/07/2003Revision Date: 04/03/2006Product Type: Case (Field)Abstract: This case provides a brief history of Boston Consulting Group (BCG) and the firm's approach to development and mentorship of its consultants. It also discusses the challenges facing three consultants who are nearing the two-year mark of working at BCG.Geographic Setting: GlobalIndustry Setting: ConsultingNumber of Employees: 2,800Gross Revenues: $1.2 billion revenuesSubjects: Careers & career planning; Consulting; Employee development; Human resources management; Leadership; Management of professionals; Professional servicesLength: 28pSupplementary Materials: Supplement (Field), (904068), 5p, by Ashish Nanda, Kelley Morrell; Teaching Note, (905029), 20p, by Ashish Nanda, Lauren PrusinerYear New: 2004

905S02Title: Developing Professionals: The BCG Way (A), Spanish VersionAuthor(s): Nanda, AshishPublication Date: 04/07/2003Revision Date: 08/20/2004Product Type: LACC CaseAbstract: Provides a brief history of Boston Consulting Group (BCG) and the firm's approach to development and mentorship of its consultants and discusses the challenges facing three consultants who are nearing the two-year mark in working at BCG. Teaching Purpose: Provides a platform to discuss career development and mentorship in

professional services firms in general and BCG's approach in particular.Geographic Setting: GlobalIndustry Setting: ConsultingNumber of Employees: 2,800Gross Revenues: $1.2 billion revenuesSubjects: Careers & career planning; Consulting; Employee development; Human resources management; Leadership; Management of professionals; Professional servicesLength: 28pSupplementary Materials: LACC Supplement, (905S01), 5p, by Ashish Nanda

904068Title: Developing Professionals: The BCG Way (B)Author(s): Nanda, Ashish; Morrell, KelleyPublication Date: 02/27/2004Revision Date: 04/03/2006Product Type: Supplement (Field)Abstract: Supplements the (A) case. Must be used with: (903113) Developing Professionals: The BCG Way (A).Industry Setting: Consulting; Professional servicesSubjects: Careers & career planning; Consulting; Employee development; Human resources management; Leadership; Management of professionals; Professional servicesLength: 5pSupplementary Materials: Teaching Note, (905029), 20p, by Ashish Nanda, Lauren PrusinerYear New: 2004

905S01Title: Developing Professionals: The BCG Way (B), Spanish VersionAuthor(s): Nanda, AshishPublication Date: 02/27/2004Revision Date: 08/20/2004Product Type: LACC SupplementAbstract: Supplements the (A) case. Must be used with: (905S02) Developing Professionals: The BCG Way (A), Spanish Version.Industry Setting: Consulting; Professional servicesSubjects: Careers & career planning; Consulting; Employee development; Human resources management; Leadership; Management of professionals; Professional servicesLength: 5p

SMR102Title: Developing Versatile LeadershipAuthor(s): Kaiser, Robert B.; Kaplan, Robert E.Publication Date: 07/01/2003Product Type: SMR ArticleAbstract: Modern models of leadership

generally acknowledge that effective leaders must possess a number of seemingly contradictory qualities and skill sets. However, say the authors, inadequate performance is usually defined as displaying a lack of those qualities and skills; the idea that performance problems can just as easily spring from taking a given behavior to an extreme has received far less attention. Therefore, those models miss the chance to identify imbalance, which in the authors' view is the most common impediment to developing effective leadership. The authors view versatility, the absence of imbalance, as the key to high performance levels. Versatile leaders are able to continually adjust their behavior, deftly applying the right approach or blend of approaches to the right degree for the circumstances at hand. The authors' research, comprising comprehensive assessments of scores of senior managers, indicates that most managers, when presented with two opposing approaches, such as forceful vs. enabling leadership, will lean strongly toward one and be biased against the other. Employing a 360-degree survey they designed to measure such imbalance, called the Leadership Versatility Index, the authors then demonstrate clearly that high performance levels are correlated with balance and versatility. The challenge for the versatile leader is, thus, to meet what F. Scott Fitzgerald called "the test of a first-rate intelligence": to hold two opposed ideas in the mind at the same time and still retain the ability to function. The authors conclude with a discussion of how leaders can begin to improve themselves and those they manage. They identify a number of root causes of imbalance and suggest ways to moderate these factors.Subjects: Human resources management; Leadership; Organizational structure; Performance effectivenessLength: 10pYear New: 2005

5184BCTitle: Developing Your Career: And TheirsAuthor(s): School Press, Harvard BusinessPublication Date: 02/18/2004Product Type: HBS Press ChapterAbstract: Career development is the process of assessing where you are in your work life, deciding where you want to be, and then making the changes necessary to get there. It's a process you can manage and an opportunity for you to lead by example. This chapter gives you practical ideas for managing



your career and mentoring the careers of those who work for you--whether you are both just beginning or well along the road. May be used with: (5047BC) Setting Goals that Others Will Pursue: Committing to an Outcome; (5078BC) Hiring the Best: The Role of Human Assets; (5085BC) Keeping the Best: Why Retention Matters; (5108BC) Delegating with Confidence: Avoid Being Overworked and Overwhelmed; (5115BC) Managing Your Time: Making the Most Out of Your Day; (5139BC) Managing Teams: Forming a Team that Makes a Difference; (5146BC) Appraisal and Coaching: Improving Results with Feedback; (5153BC) Handling Problem Employees: Motivating and Letting Go; (5160BC) Dealing with Crises: Don't Wait Until They Hit; (5191BC) Becoming a Leader: The Final Challenge; (5214BC) Strategy: A Primer; (5221BC) Budgeting: Seeing the Future; (5238BC) Understanding Financial Statements: Making More Authoritative Decisions; (5245BC) Net Present Value and Internal Rate of Return: Accounting for Time; (5252BC) Breakeven Analysis and Operating Leverage: Understanding Cash Flow.Subjects: NO SUBJECTS(KEYWORDS)Length: 25pList Price: $6.95Year New: 2006

B0801ATitle: Developing the Strategy: Vision, Value Gaps and AnalysisAuthor(s): Kaplan, Robert S.; Norton, David P.Publication Date: 01/15/2008Product Type: Balanced Scorecard Report ArticleAbstract: In this first of two articles on strategy development, adapted from Kaplan and Norton's forthcoming book, The Execution Premium, the authors explore how companies can formulate new strategies for sustainable advantage. Using a strategy development process model and company examples, this article outlines the key steps that establish a foundation for formulating strategy--from defining mission, vision, and values to strategic analysis.Subjects: NO SUBJECTS(KEYWORDS)Length: 5pList Price: $9.50Year New: 2007

2284Title: Developing, Managing, and Retaining Top PerformersAuthor(s): Management Update,

HarvardPublication Date: 06/27/2007Product Type: Harvard Management Update CollectionAbstract: The 13 articles in this Harvard Management Update collection provide readers comprehensive yet concise resources for creating a work environment and implementing professional practices that will enable them to develop, manage, and retain their top-performing employees. Articles in the first two sections of the collection--"Developing Them" and "Managing Them"--address topics ranging from tips for rapid onboarding and building new and long-term managers' capabilities to examinations of your organization's expectations, rewards, and systems for feedback and employee development. The final section, "Retaining Them," offers valuable content in the five articles "Do People Want to Work for You?" "Are You Giving Top Performers a Reason to Stay?" "Dealing with the Real Reasons People Leave," "Retaining Top Performers During Change," and "A New Approach to Keeping Your Best on Board." At a time when demographic changes translate into the retirement of highly trained and highly placed baby boomers in the next few years, this collection is a must-read for ensuring that your organization's future leaders are prepared.Subjects: NO SUBJECTS(KEYWORDS)Length: 58pList Price: $29.95

404105Title: Developmental Network QuestionnaireAuthor(s): Higgins, MonicaPublication Date: 02/17/2004Revision Date: 12/20/2004Product Type: Color CaseAbstract: The Developmental Network Questionnaire is an instrument designed to reveal information about the sources of developmental assistance in an individual's career. Teaching Purpose: To facilitate a session on developmental relationships. Includes color exhibits. May be used with: (405701) Developmental Network Questionnaire, Multimedia.Subjects: Careers & career planning; Interpersonal relations; Mentors; Networks; Self evaluationLength: 16pSupplementary Materials: Teaching Note, (405039), 22p, by Monica HigginsYear New: 2004

405701Title: Developmental Network

Questionnaire, MultimediaAuthor(s): Higgins, MonicaPublication Date: 07/28/2004Product Type: Interactive CaseAbstract: Solicits information about the network of people who provided career developmental assistance for respondents and presents information about the structure and diversity of the developmental network. May be used with: (404105) Developmental Network Questionnaire.Subjects: Careers & career planning; Mentors; Networks; Self evaluationLength: 2 hoursList Price: $25.00Supplementary Materials: Teaching Note, (405039), 22p, by Monica HigginsYear New: 2004

U0411ATitle: Diagnose the Dysfunction--and Fix ItAuthor(s): Johnson, Lauren KellerPublication Date: 11/01/2004Product Type: Harvard Management Update ArticleAbstract: You've known about it for awhile. The company or unit you lead just isn't running as well as it once did. Whatever the symptoms, you know you've got to get things back on track soon. As companies--even units and divisions--evolve, they encounter predictable challenges related to growth and change. According to the experts, leaders can correct an underperforming company or unit, no matter how daunting the process may seem. How? These patterns of health and dysfunction are so recognizable that Booz Allen Hamilton consultants Gary Neilson, Bruce Pasternack, and Decio Mendes have come up with seven organizational types that allow people to understand and diagnose the varied forms of dysfunction that hamper companies.Subjects: Leadership; Management of change; Management of crises; Organizational problemsLength: 4pList Price: $4.50Year New: 2004

408011Title: Differences at Work: Alex (A)Author(s): Sucher, Sandra J.; Gordon, RachelPublication Date: 11/21/2007Product Type: Case (Field)Abstract: At an interview for his dream job, Alex has been asked an inappropriate question by the interviewer. How will Alex handle the situation? Should he accept the position is offered? May be used with: (408044) Differences at Work: Ben (C); (408012) Differences at Work: Ben (A); (408043)



Differences at Work: Ben (B); (608068) Differences at Work: The Individual Experience; (408021) Differences at Work: Sam (A); (408054) Differences at Work: Sam (B); (408055) Differences at Work: Allie (B); (408056) Differences at Work: Allie (C); (408013) Differences at Work: Will (A); (408045) Differences at Work: Will (B); (408015) Differences at Work: Erica (A); (408019) Differences at Work: Martin (A); (408052) Differences at Work: Martin (B); (408048) Differences at Work: Erica (B); (408016) Differences at Work: Jason (A); (408049) Differences at Work: Jason (B); (408017) Differences at Work: Jenny (A); (408050) Differences at Work: Jenny (B); (408014) Differences at Work: Emily (A); (408046) Differences at Work: Emily (B); (408047) Differences at Work: Emily (C); (408037) Differences at Work: Allie (A); (609056) Note on Human Behavior: Differences at Work: The Leadership Challenge.Geographic Setting: CanadaIndustry Setting: Investment bankingSubjects: NO SUBJECTS(KEYWORDS)Length: 1pSupplementary Materials: Supplement (Field), (408042), 1p, by Sandra J. Sucher, Rachel GordonYear New: 2007

9-408-S50Title: Differences at Work: Alex (A), Spanish VersionAuthor(s): Sucher, Sandra J.; Gordon, RachelPublication Date: 11/21/2007Product Type: LACC CaseAbstract: At an interview for his dream job, Alex has been asked an inappropriate question by the interviewer. How will Alex handle the situation? Should he accept the position is offered?Geographic Setting: CanadaIndustry Setting: Investment bankingSubjects: NO SUBJECTS(KEYWORDS)Length: 1pYear New: 2007

408042Title: Differences at Work: Alex (B)Author(s): Sucher, Sandra J.; Gordon, RachelPublication Date: 11/21/2007Product Type: Supplement (Field)Abstract: An abstract is not available for this product. Must be used with: (408011) Differences at Work: Alex (A). May be used with: (408044) Differences at Work: Ben (C); (408012) Differences at Work: Ben (A); (408043) Differences

at Work: Ben (B); (608068) Differences at Work: The Individual Experience; (408021) Differences at Work: Sam (A); (408054) Differences at Work: Sam (B); (408055) Differences at Work: Allie (B); (408056) Differences at Work: Allie (C); (408013) Differences at Work: Will (A); (408045) Differences at Work: Will (B); (408015) Differences at Work: Erica (A); (408019) Differences at Work: Martin (A); (408052) Differences at Work: Martin (B); (408048) Differences at Work: Erica (B); (408016) Differences at Work: Jason (A); (408049) Differences at Work: Jason (B); (408017) Differences at Work: Jenny (A); (408050) Differences at Work: Jenny (B); (408014) Differences at Work: Emily (A); (408046) Differences at Work: Emily (B); (408047) Differences at Work: Emily (C); (408037) Differences at Work: Allie (A); (609056) Note on Human Behavior: Differences at Work: The Leadership Challenge.Subjects: NO SUBJECTS(KEYWORDS)Length: 1p

408037Title: Differences at Work: Allie (A)Author(s): Sucher, Sandra J.; Gordon, RachelPublication Date: 11/26/2007Product Type: Case (Field)Abstract: On a business trip, Allie's boss demands that she and a colleague skip planned company meetings and "meet him at the beach in their bikinis." May be used with: (408012) Differences at Work: Ben (A); (408011) Differences at Work: Alex (A); (408042) Differences at Work: Alex (B); (408043) Differences at Work: Ben (B); (408044) Differences at Work: Ben (C); (608068) Differences at Work: The Individual Experience; (408021) Differences at Work: Sam (A); (408054) Differences at Work: Sam (B); (408013) Differences at Work: Will (A); (408045) Differences at Work: Will (B); (408015) Differences at Work: Erica (A); (408019) Differences at Work: Martin (A); (408052) Differences at Work: Martin (B); (408048) Differences at Work: Erica (B); (408016) Differences at Work: Jason (A); (408049) Differences at Work: Jason (B); (408017) Differences at Work: Jenny (A); (408050) Differences at Work: Jenny (B); (408014) Differences at Work: Emily (A); (408046) Differences at Work: Emily (B); (408047) Differences at Work: Emily (C); (609056) Note on Human Behavior: Differences at Work: The Leadership Challenge.Industry Setting: Manufacturing industries

Subjects: NO SUBJECTS(KEYWORDS)Length: 1pSupplementary Materials: Supplement (Field), (408055), 1p, by Sandra J. Sucher, Rachel Gordon; Supplement (Field), (408056), 1p, by Sandra J. Sucher, Rachel Gordon

408055Title: Differences at Work: Allie (B)Author(s): Sucher, Sandra J.; Gordon, RachelPublication Date: 11/26/2007Product Type: Supplement (Field)Abstract: An abstract is not available for this product. Must be used with: (408037) Differences at Work: Allie (A); (408056) Differences at Work: Allie (C). May be used with: (408012) Differences at Work: Ben (A); (408011) Differences at Work: Alex (A); (408042) Differences at Work: Alex (B); (408043) Differences at Work: Ben (B); (408044) Differences at Work: Ben (C); (608068) Differences at Work: The Individual Experience; (408021) Differences at Work: Sam (A); (408054) Differences at Work: Sam (B); (408013) Differences at Work: Will (A); (408015) Differences at Work: Erica (A); (408019) Differences at Work: Martin (A); (408052) Differences at Work: Martin (B); (408048) Differences at Work: Erica (B); (408016) Differences at Work: Jason (A); (408049) Differences at Work: Jason (B); (408017) Differences at Work: Jenny (A); (408050) Differences at Work: Jenny (B); (408014) Differences at Work: Emily (A); (408046) Differences at Work: Emily (B); (408047) Differences at Work: Emily (C); (408045) Differences at Work: Will (B); (609056) Note on Human Behavior: Differences at Work: The Leadership Challenge.Subjects: NO SUBJECTS(KEYWORDS)Length: 1p

408056Title: Differences at Work: Allie (C)Author(s): Sucher, Sandra J.; Gordon, RachelPublication Date: 11/26/2007Product Type: Supplement (Field)Abstract: An abstract is not available for this product. Must be used with: (408055) Differences at Work: Allie (B); (408037) Differences at Work: Allie (A). May be used with: (408011) Differences at Work: Alex (A); (408012) Differences at Work: Ben (A); (408021) Differences at Work: Sam (A); (408042) Differences at Work: Alex (B); (408043) Differences at Work: Ben (B); (408044) Differences at Work: Ben (C); (408054) Differences at Work: Sam (B); (608068) Differences



at Work: The Individual Experience; (408013) Differences at Work: Will (A); (408045) Differences at Work: Will (B); (408015) Differences at Work: Erica (A); (408019) Differences at Work: Martin (A); (408052) Differences at Work: Martin (B); (408048) Differences at Work: Erica (B); (408016) Differences at Work: Jason (A); (408049) Differences at Work: Jason (B); (408017) Differences at Work: Jenny (A); (408050) Differences at Work: Jenny (B); (408014) Differences at Work: Emily (A); (408046) Differences at Work: Emily (B); (408047) Differences at Work: Emily (C); (609056) Note on Human Behavior: Differences at Work: The Leadership Challenge.Subjects: NO SUBJECTS(KEYWORDS)Length: 1p

408012Title: Differences at Work: Ben (A)Author(s): Sucher, Sandra J.; Gordon, RachelPublication Date: 11/21/2007Product Type: Case (Field)Abstract: During a casual conversation one of Ben's professional colleagues unexpectedly makes an anti-Semitic remark. What should Ben do? May be used with: (408011) Differences at Work: Alex (A); (408042) Differences at Work: Alex (B); (608068) Differences at Work: The Individual Experience; (408021) Differences at Work: Sam (A); (408054) Differences at Work: Sam (B); (408055) Differences at Work: Allie (B); (408056) Differences at Work: Allie (C); (408013) Differences at Work: Will (A); (408045) Differences at Work: Will (B); (408015) Differences at Work: Erica (A); (408019) Differences at Work: Martin (A); (408052) Differences at Work: Martin (B); (408048) Differences at Work: Erica (B); (408016) Differences at Work: Jason (A); (408049) Differences at Work: Jason (B); (408017) Differences at Work: Jenny (A); (408050) Differences at Work: Jenny (B); (408014) Differences at Work: Emily (A); (408046) Differences at Work: Emily (B); (408047) Differences at Work: Emily (C); (408037) Differences at Work: Allie (A); (609056) Note on Human Behavior: Differences at Work: The Leadership Challenge.Geographic Setting: United StatesIndustry Setting: Hotel industrySubjects: NO SUBJECTS(KEYWORDS)Length: 1pSupplementary Materials: Supplement (Field), (408043), 1p, by Sandra J. Sucher, Rachel Gordon; Supplement

(Field), (408044), 1p, by Sandra J. Sucher, Rachel GordonYear New: 2007

408043Title: Differences at Work: Ben (B)Author(s): Sucher, Sandra J.; Gordon, RachelPublication Date: 11/21/2007Product Type: Supplement (Field)Abstract: An abstract is not available for this product. Must be used with: (408012) Differences at Work: Ben (A); (408044) Differences at Work: Ben (C). May be used with: (408011) Differences at Work: Alex (A); (408042) Differences at Work: Alex (B); (608068) Differences at Work: The Individual Experience; (408021) Differences at Work: Sam (A); (408054) Differences at Work: Sam (B); (408055) Differences at Work: Allie (B); (408056) Differences at Work: Allie (C); (408013) Differences at Work: Will (A); (408045) Differences at Work: Will (B); (408015) Differences at Work: Erica (A); (408019) Differences at Work: Martin (A); (408052) Differences at Work: Martin (B); (408048) Differences at Work: Erica (B); (408016) Differences at Work: Jason (A); (408049) Differences at Work: Jason (B); (408017) Differences at Work: Jenny (A); (408050) Differences at Work: Jenny (B); (408014) Differences at Work: Emily (A); (408046) Differences at Work: Emily (B); (408047) Differences at Work: Emily (C); (408037) Differences at Work: Allie (A); (609056) Note on Human Behavior: Differences at Work: The Leadership Challenge.Subjects: NO SUBJECTS(KEYWORDS)Length: 1pYear New: 2007

408044Title: Differences at Work: Ben (C)Author(s): Sucher, Sandra J.; Gordon, RachelPublication Date: 11/26/2007Product Type: Supplement (Field)Abstract: An abstract is not available for this product. Must be used with: (408043) Differences at Work: Ben (B); (408012) Differences at Work: Ben (A). May be used with: (408011) Differences at Work: Alex (A); (408042) Differences at Work: Alex (B); (608068) Differences at Work: The Individual Experience; (408021) Differences at Work: Sam (A); (408054) Differences at Work: Sam (B); (408055) Differences at Work: Allie (B); (408056) Differences at Work: Allie (C); (408013) Differences at Work: Will (A); (408045) Differences at Work: Will (B); (408015) Differences at Work: Erica (A); (408019) Differences at Work: Martin

(A); (408052) Differences at Work: Martin (B); (408048) Differences at Work: Erica (B); (408016) Differences at Work: Jason (A); (408049) Differences at Work: Jason (B); (408017) Differences at Work: Jenny (A); (408050) Differences at Work: Jenny (B); (408014) Differences at Work: Emily (A); (408046) Differences at Work: Emily (B); (408047) Differences at Work: Emily (C); (408037) Differences at Work: Allie (A); (609056) Note on Human Behavior: Differences at Work: The Leadership Challenge.Subjects: NO SUBJECTS(KEYWORDS)Length: 1pYear New: 2007

408014Title: Differences at Work: Emily (A)Author(s): Sucher, Sandra J.; Gordon, RachelPublication Date: 11/27/2007Product Type: Case (Field)Abstract: Emily reads disturbing, sexually focused emails written about her by work colleagues and acquaintances after they all attended a work-related social event. Emily debates what she should do. May be used with: (408011) Differences at Work: Alex (A); (408012) Differences at Work: Ben (A); (408013) Differences at Work: Will (A); (408015) Differences at Work: Erica (A); (408016) Differences at Work: Jason (A); (408017) Differences at Work: Jenny (A); (408019) Differences at Work: Martin (A); (408021) Differences at Work: Sam (A); (408037) Differences at Work: Allie (A); (408042) Differences at Work: Alex (B); (408043) Differences at Work: Ben (B); (408044) Differences at Work: Ben (C); (408045) Differences at Work: Will (B); (408048) Differences at Work: Erica (B); (408049) Differences at Work: Jason (B); (408050) Differences at Work: Jenny (B); (408052) Differences at Work: Martin (B); (408054) Differences at Work: Sam (B); (408055) Differences at Work: Allie (B); (408056) Differences at Work: Allie (C); (608068) Differences at Work: The Individual Experience; (609056) Note on Human Behavior: Differences at Work: The Leadership Challenge.Industry Setting: Private equitySubjects: NO SUBJECTS(KEYWORDS)Length: 1pSupplementary Materials: Supplement (Field), (408046), 1p, by Sandra J. Sucher, Rachel Gordon; Supplement (Field), (408047), 1p, by Sandra J. Sucher, Rachel Gordon



Year New: 2007

408046Title: Differences at Work: Emily (B)Author(s): Sucher, Sandra J.; Gordon, RachelPublication Date: 11/27/2007Product Type: Supplement (Field)Abstract: An abstract is not available for this product. Must be used with: (408014) Differences at Work: Emily (A); (408047) Differences at Work: Emily (C). May be used with: (408011) Differences at Work: Alex (A); (408012) Differences at Work: Ben (A); (408013) Differences at Work: Will (A); (408015) Differences at Work: Erica (A); (408016) Differences at Work: Jason (A); (408017) Differences at Work: Jenny (A); (408019) Differences at Work: Martin (A); (408021) Differences at Work: Sam (A); (408037) Differences at Work: Allie (A); (408042) Differences at Work: Alex (B); (408043) Differences at Work: Ben (B); (408044) Differences at Work: Ben (C); (408045) Differences at Work: Will (B); (408048) Differences at Work: Erica (B); (408049) Differences at Work: Jason (B); (408050) Differences at Work: Jenny (B); (408052) Differences at Work: Martin (B); (408054) Differences at Work: Sam (B); (408055) Differences at Work: Allie (B); (408056) Differences at Work: Allie (C); (608068) Differences at Work: The Individual Experience; (609056) Note on Human Behavior: Differences at Work: The Leadership Challenge.Subjects: NO SUBJECTS(KEYWORDS)Length: 1pYear New: 2007

408047Title: Differences at Work: Emily (C)Author(s): Sucher, Sandra J.; Gordon, RachelPublication Date: 11/27/2007Product Type: Supplement (Field)Abstract: An abstract is not available for this product. Must be used with: (408046) Differences at Work: Emily (B); (408014) Differences at Work: Emily (A). May be used with: (408011) Differences at Work: Alex (A); (408012) Differences at Work: Ben (A); (408013) Differences at Work: Will (A); (408015) Differences at Work: Erica (A); (408016) Differences at Work: Jason (A); (408017) Differences at Work: Jenny (A); (408019) Differences at Work: Martin (A); (408021) Differences at Work: Sam (A); (408037) Differences at Work: Allie (A); (408042) Differences at Work: Alex (B); (408043) Differences at Work: Ben (B); (408044) Differences at Work: Ben (C); (408045)

Differences at Work: Will (B); (408048) Differences at Work: Erica (B); (408049) Differences at Work: Jason (B); (408050) Differences at Work: Jenny (B); (408052) Differences at Work: Martin (B); (408054) Differences at Work: Sam (B); (408055) Differences at Work: Allie (B); (408056) Differences at Work: Allie (C); (608068) Differences at Work: The Individual Experience; (609056) Note on Human Behavior: Differences at Work: The Leadership Challenge.Subjects: NO SUBJECTS(KEYWORDS)Length: 1pYear New: 2007

408015Title: Differences at Work: Erica (A)Author(s): Sucher, Sandra J.; Gordon, RachelPublication Date: 11/26/2007Product Type: Case (Field)Abstract: As a junior sales person, Erica has just been offered the opportunity to attend an important client dinner. Later, Erica learns that she received the invitation because of her race. May be used with: (408011) Differences at Work: Alex (A); (408012) Differences at Work: Ben (A); (408013) Differences at Work: Will (A); (408021) Differences at Work: Sam (A); (408037) Differences at Work: Allie (A); (408042) Differences at Work: Alex (B); (408043) Differences at Work: Ben (B); (408044) Differences at Work: Ben (C); (408045) Differences at Work: Will (B); (408054) Differences at Work: Sam (B); (408055) Differences at Work: Allie (B); (408056) Differences at Work: Allie (C); (608068) Differences at Work: The Individual Experience; (408019) Differences at Work: Martin (A); (408052) Differences at Work: Martin (B); (408016) Differences at Work: Jason (A); (408049) Differences at Work: Jason (B); (408017) Differences at Work: Jenny (A); (408050) Differences at Work: Jenny (B); (408014) Differences at Work: Emily (A); (408046) Differences at Work: Emily (B); (408047) Differences at Work: Emily (C); (609056) Note on Human Behavior: Differences at Work: The Leadership Challenge.Industry Setting: Financial servicesSubjects: NO SUBJECTS(KEYWORDS)Length: 1pSupplementary Materials: Supplement (Field), (408048), 1p, by Sandra J. Sucher, Rachel GordonYear New: 2007

408048Title: Differences at Work: Erica (B)

Author(s): Sucher, Sandra J.; Gordon, RachelPublication Date: 11/26/2007Product Type: Supplement (Field)Abstract: An abstract is not available for this product. Must be used with: (408015) Differences at Work: Erica (A). May be used with: (408011) Differences at Work: Alex (A); (408012) Differences at Work: Ben (A); (408013) Differences at Work: Will (A); (408019) Differences at Work: Martin (A); (408021) Differences at Work: Sam (A); (408037) Differences at Work: Allie (A); (408042) Differences at Work: Alex (B); (408043) Differences at Work: Ben (B); (408044) Differences at Work: Ben (C); (408045) Differences at Work: Will (B); (408052) Differences at Work: Martin (B); (408054) Differences at Work: Sam (B); (408055) Differences at Work: Allie (B); (408056) Differences at Work: Allie (C); (608068) Differences at Work: The Individual Experience; (408016) Differences at Work: Jason (A); (408049) Differences at Work: Jason (B); (408017) Differences at Work: Jenny (A); (408050) Differences at Work: Jenny (B); (408014) Differences at Work: Emily (A); (408046) Differences at Work: Emily (B); (408047) Differences at Work: Emily (C); (609056) Note on Human Behavior: Differences at Work: The Leadership Challenge.Subjects: NO SUBJECTS(KEYWORDS)Length: 1pYear New: 2007

408016Title: Differences at Work: Jason (A)Author(s): Sucher, Sandra J.; Gordon, RachelPublication Date: 11/27/2007Product Type: Case (Field)Abstract: Jason is a member of his firm's recruiting team, which has a mandate to create a more diverse workforce. When the group decides to interview a candidate based on the candidate's race, Jason wonders whether they made the right decision and how, in general, diversity goals should be achieved. May be used with: (408011) Differences at Work: Alex (A); (408012) Differences at Work: Ben (A); (408013) Differences at Work: Will (A); (408015) Differences at Work: Erica (A); (408019) Differences at Work: Martin (A); (408021) Differences at Work: Sam (A); (408037) Differences at Work: Allie (A); (408042) Differences at Work: Alex (B); (408043) Differences at Work: Ben (B); (408044) Differences at Work: Ben (C); (408045) Differences at Work: Will (B); (408048) Differences at Work: Erica (B); (408052) Differences at Work:



Martin (B); (408054) Differences at Work: Sam (B); (408055) Differences at Work: Allie (B); (408056) Differences at Work: Allie (C); (608068) Differences at Work: The Individual Experience; (408017) Differences at Work: Jenny (A); (408050) Differences at Work: Jenny (B); (408014) Differences at Work: Emily (A); (408046) Differences at Work: Emily (B); (408047) Differences at Work: Emily (C); (609056) Note on Human Behavior: Differences at Work: The Leadership Challenge.Industry Setting: Software industrySubjects: NO SUBJECTS(KEYWORDS)Length: 1pSupplementary Materials: Supplement (Field), (408049), 1p, by Sandra J. Sucher, Rachel GordonYear New: 2007

408049Title: Differences at Work: Jason (B)Author(s): Sucher, Sandra J.; Gordon, RachelPublication Date: 11/27/2007Product Type: Supplement (Field)Abstract: An abstract is not available for this product. Must be used with: (408016) Differences at Work: Jason (A). May be used with: (408011) Differences at Work: Alex (A); (408012) Differences at Work: Ben (A); (408013) Differences at Work: Will (A); (408015) Differences at Work: Erica (A); (408019) Differences at Work: Martin (A); (408021) Differences at Work: Sam (A); (408037) Differences at Work: Allie (A); (408042) Differences at Work: Alex (B); (408043) Differences at Work: Ben (B); (408044) Differences at Work: Ben (C); (408045) Differences at Work: Will (B); (408048) Differences at Work: Erica (B); (408052) Differences at Work: Martin (B); (408054) Differences at Work: Sam (B); (408055) Differences at Work: Allie (B); (408056) Differences at Work: Allie (C); (608068) Differences at Work: The Individual Experience; (408017) Differences at Work: Jenny (A); (408050) Differences at Work: Jenny (B); (408014) Differences at Work: Emily (A); (408046) Differences at Work: Emily (B); (408047) Differences at Work: Emily (C); (609056) Note on Human Behavior: Differences at Work: The Leadership Challenge.Subjects: NO SUBJECTS(KEYWORDS)Length: 1pYear New: 2007

408017Title: Differences at Work: Jenny (A)Author(s): Sucher, Sandra J.; Gordon,

RachelPublication Date: 11/27/2007Product Type: Case (Field)Abstract: Accompanied by her boss, Jenny is pitching a marketing engagement, but the prospective client keeps making comments about how attractive he finds her. She wonders how she should handle the situation. May be used with: (408011) Differences at Work: Alex (A); (408012) Differences at Work: Ben (A); (408013) Differences at Work: Will (A); (408015) Differences at Work: Erica (A); (408016) Differences at Work: Jason (A); (408019) Differences at Work: Martin (A); (408021) Differences at Work: Sam (A); (408037) Differences at Work: Allie (A); (408042) Differences at Work: Alex (B); (408043) Differences at Work: Ben (B); (408044) Differences at Work: Ben (C); (408045) Differences at Work: Will (B); (408048) Differences at Work: Erica (B); (408049) Differences at Work: Jason (B); (408052) Differences at Work: Martin (B); (408054) Differences at Work: Sam (B); (408055) Differences at Work: Allie (B); (408056) Differences at Work: Allie (C); (608068) Differences at Work: The Individual Experience; (408014) Differences at Work: Emily (A); (408046) Differences at Work: Emily (B); (408047) Differences at Work: Emily (C); (609056) Note on Human Behavior: Differences at Work: The Leadership Challenge.Industry Setting: Advertising industrySubjects: NO SUBJECTS(KEYWORDS)Length: 2pSupplementary Materials: Supplement (Field), (408050), 1p, by Sandra J. Sucher, Rachel GordonYear New: 2007

408050Title: Differences at Work: Jenny (B)Author(s): Sucher, Sandra J.; Gordon, RachelPublication Date: 11/27/2007Product Type: Supplement (Field)Abstract: An abstract is not available for this product. Must be used with: (408017) Differences at Work: Jenny (A). May be used with: (408011) Differences at Work: Alex (A); (408012) Differences at Work: Ben (A); (408013) Differences at Work: Will (A); (408015) Differences at Work: Erica (A); (408016) Differences at Work: Jason (A); (408019) Differences at Work: Martin (A); (408021) Differences at Work: Sam (A); (408037) Differences at Work: Allie (A); (408042) Differences at Work: Alex (B); (408043) Differences at Work: Ben (B); (408044) Differences at Work: Ben (C); (408045) Differences at Work: Will (B); (408048) Differences

at Work: Erica (B); (408049) Differences at Work: Jason (B); (408052) Differences at Work: Martin (B); (408054) Differences at Work: Sam (B); (408055) Differences at Work: Allie (B); (408056) Differences at Work: Allie (C); (608068) Differences at Work: The Individual Experience; (408014) Differences at Work: Emily (A); (408046) Differences at Work: Emily (B); (408047) Differences at Work: Emily (C); (609056) Note on Human Behavior: Differences at Work: The Leadership Challenge.Subjects: NO SUBJECTS(KEYWORDS)Length: 1pYear New: 2007

408019Title: Differences at Work: Martin (A)Author(s): Sucher, Sandra J.; Gordon, RachelPublication Date: 11/26/2007Product Type: Case (Field)Abstract: Martin, a gay man who was not out at his Italian firm, witnesses his division manager deliver a homophobic comment to his boss. He wonders what he should do. May be used with: (408011) Differences at Work: Alex (A); (408012) Differences at Work: Ben (A); (408013) Differences at Work: Will (A); (408015) Differences at Work: Erica (A); (408021) Differences at Work: Sam (A); (408037) Differences at Work: Allie (A); (408042) Differences at Work: Alex (B); (408043) Differences at Work: Ben (B); (408044) Differences at Work: Ben (C); (408045) Differences at Work: Will (B); (408054) Differences at Work: Sam (B); (408055) Differences at Work: Allie (B); (408056) Differences at Work: Allie (C); (608068) Differences at Work: The Individual Experience; (408048) Differences at Work: Erica (B); (408016) Differences at Work: Jason (A); (408049) Differences at Work: Jason (B); (408017) Differences at Work: Jenny (A); (408050) Differences at Work: Jenny (B); (408014) Differences at Work: Emily (A); (408046) Differences at Work: Emily (B); (408047) Differences at Work: Emily (C); (609056) Note on Human Behavior: Differences at Work: The Leadership Challenge.Geographic Setting: ItalyIndustry Setting: Fashion industrySubjects: NO SUBJECTS(KEYWORDS)Length: 1pSupplementary Materials: Supplement (Field), (408052), 1p, by Sandra J. Sucher, Rachel GordonYear New: 2007



408052Title: Differences at Work: Martin (B)Author(s): Sucher, Sandra J.; Gordon, RachelPublication Date: 11/26/2007Product Type: Supplement (Field)Abstract: An abstract is not available for this product. Must be used with: (408019) Differences at Work: Martin (A). May be used with: (408011) Differences at Work: Alex (A); (408012) Differences at Work: Ben (A); (408013) Differences at Work: Will (A); (408015) Differences at Work: Erica (A); (408021) Differences at Work: Sam (A); (408037) Differences at Work: Allie (A); (408042) Differences at Work: Alex (B); (408043) Differences at Work: Ben (B); (408044) Differences at Work: Ben (C); (408045) Differences at Work: Will (B); (408054) Differences at Work: Sam (B); (408055) Differences at Work: Allie (B); (408056) Differences at Work: Allie (C); (608068) Differences at Work: The Individual Experience; (408048) Differences at Work: Erica (B); (408016) Differences at Work: Jason (A); (408049) Differences at Work: Jason (B); (408017) Differences at Work: Jenny (A); (408050) Differences at Work: Jenny (B); (408014) Differences at Work: Emily (A); (408046) Differences at Work: Emily (B); (408047) Differences at Work: Emily (C); (609056) Note on Human Behavior: Differences at Work: The Leadership Challenge.Subjects: NO SUBJECTS(KEYWORDS)Length: 1pYear New: 2007

408021Title: Differences at Work: Sam (A)Author(s): Sucher, Sandra J.; Gordon, RachelPublication Date: 11/26/2007Product Type: Case (Field)Abstract: One of the few minorities working at his company as an analyst, Sam refuses a request from HR to fill the "Asian spot" in his firm's diversity video. May be used with: (408011) Differences at Work: Alex (A); (408012) Differences at Work: Ben (A); (408042) Differences at Work: Alex (B); (408044) Differences at Work: Ben (C); (408043) Differences at Work: Ben (B); (608068) Differences at Work: The Individual Experience; (408037) Differences at Work: Allie (A); (408055) Differences at Work: Allie (B); (408056) Differences at Work: Allie (C); (408013) Differences at Work: Will (A); (408045) Differences at Work: Will (B); (408015) Differences at Work: Erica (A); (408019) Differences at Work: Martin (A); (408052) Differences at Work: Martin (B); (408048) Differences at

Work: Erica (B); (408016) Differences at Work: Jason (A); (408049) Differences at Work: Jason (B); (408017) Differences at Work: Jenny (A); (408050) Differences at Work: Jenny (B); (408014) Differences at Work: Emily (A); (408046) Differences at Work: Emily (B); (408047) Differences at Work: Emily (C); (609056) Note on Human Behavior: Differences at Work: The Leadership Challenge.Industry Setting: Investment bankingSubjects: NO SUBJECTS(KEYWORDS)Length: 1pSupplementary Materials: Supplement (Field), (408054), 1p, by Sandra J. Sucher, Rachel GordonYear New: 2007

408054Title: Differences at Work: Sam (B)Author(s): Sucher, Sandra J.; Gordon, RachelPublication Date: 11/26/2007Product Type: Supplement (Field)Abstract: An abstract is not available for this product. Must be used with: (408021) Differences at Work: Sam (A). May be used with: (408011) Differences at Work: Alex (A); (408012) Differences at Work: Ben (A); (408042) Differences at Work: Alex (B); (408043) Differences at Work: Ben (B); (408044) Differences at Work: Ben (C); (608068) Differences at Work: The Individual Experience; (408037) Differences at Work: Allie (A); (408055) Differences at Work: Allie (B); (408056) Differences at Work: Allie (C); (408013) Differences at Work: Will (A); (408045) Differences at Work: Will (B); (408015) Differences at Work: Erica (A); (408019) Differences at Work: Martin (A); (408052) Differences at Work: Martin (B); (408048) Differences at Work: Erica (B); (408016) Differences at Work: Jason (A); (408049) Differences at Work: Jason (B); (408017) Differences at Work: Jenny (A); (408050) Differences at Work: Jenny (B); (408014) Differences at Work: Emily (A); (408046) Differences at Work: Emily (B); (408047) Differences at Work: Emily (C); (609056) Note on Human Behavior: Differences at Work: The Leadership Challenge.Subjects: NO SUBJECTS(KEYWORDS)Length: 1pYear New: 2007

608068Title: Differences at Work: The Individual ExperienceAuthor(s): Sucher, Sandra J.Publication Date: 11/26/2007

Revision Date: 12/20/2007Product Type: NoteAbstract: An abstract is not available for this product. May be used with: (408012) Differences at Work: Ben (A); (408011) Differences at Work: Alex (A); (408042) Differences at Work: Alex (B); (408043) Differences at Work: Ben (B); (408044) Differences at Work: Ben (C); (408021) Differences at Work: Sam (A); (408054) Differences at Work: Sam (B); (408055) Differences at Work: Allie (B); (408056) Differences at Work: Allie (C); (408013) Differences at Work: Will (A); (408045) Differences at Work: Will (B); (408015) Differences at Work: Erica (A); (408019) Differences at Work: Martin (A); (408052) Differences at Work: Martin (B); (408048) Differences at Work: Erica (B); (408016) Differences at Work: Jason (A); (408049) Differences at Work: Jason (B); (408017) Differences at Work: Jenny (A); (408050) Differences at Work: Jenny (B); (408014) Differences at Work: Emily (A); (408046) Differences at Work: Emily (B); (408047) Differences at Work: Emily (C); (408037) Differences at Work: Allie (A); (609056) Note on Human Behavior: Differences at Work: The Leadership Challenge.Subjects: NO SUBJECTS(KEYWORDS)Length: 5pYear New: 2007

408013Title: Differences at Work: Will (A)Author(s): Sucher, Sandra J.; Gordon, RachelPublication Date: 11/26/2007Revision Date: 10/02/2008Product Type: Case (Field)Abstract: A colleague makes a stereotypical remark about gays that Will, an out gay man, knows to be wrong. He struggles with how to correct the senior colleague. May be used with: (408011) Differences at Work: Alex (A); (408012) Differences at Work: Ben (A); (408021) Differences at Work: Sam (A); (408037) Differences at Work: Allie (A); (408042) Differences at Work: Alex (B); (408043) Differences at Work: Ben (B); (408044) Differences at Work: Ben (C); (408054) Differences at Work: Sam (B); (408055) Differences at Work: Allie (B); (408056) Differences at Work: Allie (C); (608068) Differences at Work: The Individual Experience; (408015) Differences at Work: Erica (A); (408019) Differences at Work: Martin (A); (408052) Differences at Work: Martin (B); (408048) Differences at Work: Erica (B); (408016) Differences at Work: Jason (A); (408049) Differences at Work: Jason (B);



(408017) Differences at Work: Jenny (A); (408050) Differences at Work: Jenny (B); (408014) Differences at Work: Emily (A); (408046) Differences at Work: Emily (B); (408047) Differences at Work: Emily (C); (609056) Note on Human Behavior: Differences at Work: The Leadership Challenge.Industry Setting: ConsultingSubjects: NO SUBJECTS(KEYWORDS)Length: 1pSupplementary Materials: Supplement (Field), (408045), 1p, by Sandra J. Sucher, Rachel Gordon

408045Title: Differences at Work: Will (B)Author(s): Sucher, Sandra J.; Gordon, RachelPublication Date: 11/21/2007Revision Date: 10/02/2008Product Type: Supplement (Field)Abstract: An abstract is not available for this product. Must be used with: (408013) Differences at Work: Will (A). May be used with: (408011) Differences at Work: Alex (A); (408012) Differences at Work: Ben (A); (408021) Differences at Work: Sam (A); (408037) Differences at Work: Allie (A); (408042) Differences at Work: Alex (B); (408043) Differences at Work: Ben (B); (408044) Differences at Work: Ben (C); (408054) Differences at Work: Sam (B); (408055) Differences at Work: Allie (B); (408056) Differences at Work: Allie (C); (608068) Differences at Work: The Individual Experience; (408015) Differences at Work: Erica (A); (408019) Differences at Work: Martin (A); (408052) Differences at Work: Martin (B); (408048) Differences at Work: Erica (B); (408016) Differences at Work: Jason (A); (408049) Differences at Work: Jason (B); (408017) Differences at Work: Jenny (A); (408050) Differences at Work: Jenny (B); (408014) Differences at Work: Emily (A); (408046) Differences at Work: Emily (B); (408047) Differences at Work: Emily (C); (609056) Note on Human Behavior: Differences at Work: The Leadership Challenge.Subjects: NO SUBJECTS(KEYWORDS)Length: 1pYear New: 2007

307093Title: Digital China Holdings Ltd.: Managing the Transition from a Product-Oriented Towards a Service-Oriented CompanyAuthor(s): McFarlan, F. Warren; Chen, Guoqing; Reimers, Kai; Guo, Xunhua

Publication Date: 01/17/2007Revision Date: 12/13/2007Product Type: Case (Field)Abstract: Digital China is the largest Chinese independent systems integrator (IBM and HP are larger). Describes their history and their current strategy and invites the student to advise them as to how they should continue to grow in the future. This is the closest China currently has to Infosys and their 7,700-person company is a very interesting, and today, a largely unknown organization outside of China.Geographic Setting: ChinaIndustry Setting: IT industryNumber of Employees: 7,700Gross Revenues: $3 billion revenuesEvent Year Start: 2006Event Year End: 2006Subjects: NO SUBJECTS(KEYWORDS)Length: 20pYear New: 2007

401022Title: DigitasAuthor(s): Lorsch, Jay W.; Pick, KatharinaPublication Date: 10/16/2000Revision Date: 01/10/2002Product Type: Case (Field)Abstract: The CEO of Digitas, a Boston-based technology and marketing services company, thinks about how a recent decision to go public will affect the company's board of directors. Three of the company's directors represent the private equity firm Hollman & Friedman, which has a controlling stake in Digitas and will continue to hold a large stake after the IPO. Teaching Purpose: To discuss the dynamics of a private equity board and explore how an IPO would affect such a board. Withdrawn 07/30/04. May be used with: (401021) Bronnercom.Geographic Setting: Boston, MAIndustry Setting: Service industriesNumber of Employees: 1,600Gross Revenues: $187 million revenuesSubjects: Board of directors; Corporate governance; IPO; Organizational behavior; Professional services; TechnologyLength: 12p

405023Title: Digitas (A)Author(s): Lorsch, Jay W.; Robertson, Ashley C.Publication Date: 07/27/2004Revision Date: 06/14/2005Product Type: Case (Field)Abstract: Raises issues about how the nature and function of a board changes as its company moves from ownership

by its employees (including the founder) to ownership by a private equity firm, Hellman & Friedman, to public ownership. Teaching Purpose: To consider changes in board membership, board duties, and board responsibilities. A rewritten version of an earlier case.Geographic Setting: Boston, MANumber of Employees: 1,800Subjects: Board of directors; Corporate governance; IPOLength: 22pSupplementary Materials: Supplement (Field), (405025), 6p, by Jay W. Lorsch, Ashley C. RobertsonYear New: 2004

405025Title: Digitas (B)Author(s): Lorsch, Jay W.; Robertson, Ashley C.Publication Date: 07/27/2004Revision Date: 04/07/2005Product Type: Supplement (Field)Abstract: Supplements the (A) case. Must be used with: (405023) Digitas (A).Subjects: Board of directors; Corporate governance; IPOLength: 6pYear New: 2004

C9907ATitle: Dilbert Does TrainingAuthor(s): Bierck, RichardPublication Date: 07/01/1999Product Type: Harvard Management Communication Letter ArticleAbstract: Steve Cohen is the cofounder of Cohen/Gebler Associates, a Boston-based business communicatons and learning firm that uses the Dilbert comic strip characters to help corporate clients train employees in ethics, decision making, and quality control. In an interview with writer Richard Bierck, Cohen explains how his firm uses Dilbert to train employees.Subjects: Communication; Decision making; Employee development; Employee training; Ethics; Learning; Management communicationLength: 4pList Price: $4.50

7119BCTitle: The Dimensions of Change: Examining the Different Types and ApproachesAuthor(s): School Press, Harvard BusinessPublication Date: 12/04/2002Product Type: HBS Press ChapterAbstract: Understanding the types of change programs and approaches that organizations use is critical to managing a change initiative effectively. This chapter provides an overview of the different approaches and their effects on



business performance. May be used with: (7126BC) Are You Change-Ready?: Preparing for Organizational Change; (7133BC) Seven Steps to Change: A Systematic Approach; (7140BC) Implementation: Putting Your Plan in Motion; (7157BC) Social and Human Factors: Reactions to Change; (7164BC) Helping People Adapt: Strategies to Reduce Stress and Anxiety; (7188BC) Toward Continuous Change: Staying Competitive Through Change.Subjects: NO SUBJECTS(KEYWORDS)Length: 14pList Price: $6.95Year New: 2006

F0903JTitle: DineEquity Chairman and CEO Julia A. Stewart on leaders as teachersAuthor(s): Dowling, Daisy Wademan; Stewart, Julia A.Publication Date: 03/01/2009Product Type: Harvard Business Review ArticleAbstract: The chairman and CEO of DineEquity, the restaurant company that owns the Applebee's and IHOP brands, says the key to managing for performance across more than 3,300 sites is to turn the workplace into a classroom. "When employees feel like they're learning," she says, "they become more enthusiastic about their work, and that shows through to the customer in a hundred different ways."Subjects: NO SUBJECTS(KEYWORDS)Length: 4p

385107Title: Direct, Personal LeadershipAuthor(s): Badaracco, Joseph L., Jr.; Ellsworth, Richard R.Publication Date: 08/21/1984Revision Date: 03/21/1989Product Type: NoteAbstract: Argues that to be effective leaders, general managers must focus on substance, not process, and aggressively combat the forces that can lead to the politicization of the organization. Examines the leader's direct role in setting and communicating goals, managing the formal systems and structures, and encouraging (rather than avoiding) constructive conflict.Subjects: Business policy; Conflict; Goal setting; Leadership; Management styles; Strategy implementationLength: 12p

F0606ATitle: Directing for All the Wrong ReasonsAuthor(s): Martin, Roger

Publication Date: 06/01/2006Product Type: Harvard Business Review ArticleAbstract: Board directors suffer from conflicts of interest just as managers do and, so, can't be trusted to act in shareholders' interests. The solution is to make directorship a high-profile public service.Subjects: NO SUBJECTS(KEYWORDS)Length: 3pYear New: 2006

1252Title: Directors: Myth and Reality (Paperback)Author(s): Mace, Myles L.Publication Date: 05/01/1986Product Type: HBS Press BookAbstract: Examines the gap between what directors really do and what people assume they are supposed to do. Draws on personal interviews and the author's experience as a director.Subjects: Leadership; Managerial selection; Organizational behaviorLength: 213pList Price: $14.95

93207Title: The Discipline of TeamsAuthor(s): Katzenbach, Jon R.; Smith, Douglas K.Publication Date: 03/01/1993Product Type: Harvard Business Review ArticleAbstract: The essence of a team is shared commitment. Without it, groups perform as individuals; with it, they become a unit of collective performance. The best teams invest a tremendous amount of time shaping a purpose and they translate their purpose into specific performance goals. Team members also pitch in and become accountable with and to their teammates. The fundamental distinction between teams and other forms of working groups turns on performance. A working group relies on the individual contributions of its members for group performance. But a team strives for something greater than its members could achieve individually. The authors identify three basic types of teams: teams that recommend things, teams that make or do things, and teams that run things. The key is knowing where in the organization real teams should be encouraged. Team potential exists anywhere hierarchy or organizational boundaries inhibit good performance.Subjects: Employee empowerment; Group behavior; Group dynamics; Organizational behavior; TeamsLength: 10p

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R0507PTitle: The Discipline of Teams (HBR Classic)Author(s): Katzenbach, Jon R.; Smith, Douglas K.Publication Date: 07/01/2005Product Type: Harvard Business Review ArticleAbstract: Groups don't become teams just because that is what someone calls them. Nor do teamwork values alone ensure team performance. So what is a team? How can managers know when the team option makes sense, and what can they do to ensure team success? In this groundbreaking March 1993 article, authors Jon Katzenbach and Douglas Smith answer these questions and outline the discipline that defines a real team. The essence of a team is shared commitment. Without it, groups perform as individuals; with it, they become a powerful unit of collective performance. The best teams invest a tremendous amount of time shaping a purpose that they can own. They also translate their purpose into specific performance goals. And members of successful teams pitch in and become accountable with and to their teammates. The fundamental distinction between teams and other forms of working groups turns on performance. A working group relies on the individual contributions of its members for collective performance. But a team strives for something greater than its members could achieve individually: An effective team is always worth more than the sum of its parts. The authors identify three kinds of teams: those 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. May be used with: (402042) Chapter Enrichment Program Teams at the American Red Cross (A).Subjects: NO SUBJECTS(KEYWORDS)Length: 9pYear New: 2005

4428Title: The Discipline of Teams (HBR OnPoint Enhanced Edition)Author(s): Katzenbach, Jon R.; Smith, Douglas K.Publication Date: 07/01/2000



Product Type: HBR OnPoint ArticleAbstract: The essence of a team is shared commitment. Without it, groups perform as individuals; with it, they become a unit of collective performance. The best teams invest a tremendous amount of time shaping a purpose and they translate their purpose into specific performance goals. Team members also pitch in and become accountable with and to their teammates. The fundamental distinction between teams and other forms of working groups turns on performance. A working group relies on the individual contributions of its members for group performance. But a team strives for something greater than its members could achieve individually. The authors identify three basic types of teams: teams that recommend things, teams that make or do things, and teams that run things. The key is knowing where in the organization real teams should be encouraged. Team potential exists anywhere hierarchy or organizational boundaries inhibit good performance.Subjects: Employee empowerment; Group behavior; Group dynamics; Organizational behavior; TeamsLength: 12pList Price: $6.50

6716Title: The Discipline of Teams: Duke Power Co., Fall Protection Team, Video (DVD)Author(s): Katzenbach, Jon R.; Smith, Douglas K.Publication Date: 09/26/1994Product Type: Case Video, DVDAbstract: Part of a series on the Discipline of Teams. The series examines successful high-performance teams in best-practice product and service companies and shows how traditionally structured organizations can use teams. At Duke Power, a management-supported team of independent linemen created a life-saving fall protection system. May be used with: (R0507P) The Discipline of Teams (HBR Classic).Subjects: NO SUBJECTS(KEYWORDS)Length: 14 minYear New: 2006

6723Title: The Discipline of Teams: Ethicon Endo-Surgery, EZ-35 Team, Video (DVD)Author(s): Katzenbach, Jon R.; Smith, Douglas K.Publication Date: 09/26/1994Product Type: Case Video, DVDAbstract: Part of a series on the Discipline of Teams. The series

examines successful high-performance teams in best-practice product and service companies and shows how traditionally structured organizations can use teams. At Ethicon Endo-Surgery, a spirited product development team clashed with a traditional culture. May be used with: (R0507P) The Discipline of Teams (HBR Classic).Subjects: NO SUBJECTS(KEYWORDS)Length: 14 minYear New: 2006

6754Title: The Discipline of Teams: Magma Metals Co., Video (DVD)Author(s): Katzenbach, Jon R.; Smith, Douglas K.Publication Date: 09/16/1994Product Type: Case Video, DVDAbstract: Part of a series on the Discipline of Teams. The series examines successful high-performance teams in best-practice product and service companies and shows how traditionally structured organizations can use teams. Magma Metals reorganized itself into teams in a desperate and successful turnaround. May be used with: (R0507P) The Discipline of Teams (HBR Classic).Industry Setting: MetalsSubjects: NO SUBJECTS(KEYWORDS)Length: 14 minYear New: 2006

6778Title: The Discipline of Teams: Sealed Air Corp., Video (DVD)Author(s): Katzenbach, Jon R.; Smith, Douglas K.Publication Date: 09/16/1994Product Type: Case Video, DVDAbstract: Part of a series on the Discipline of Teams. The series examines successful high-performance teams in best-practice product and service companies and shows how traditionally structured organizations can use teams. Sealed Air Corp. found that the remarkable success of teams at one site was no guarantee of success at another. May be used with: (R0507P) The Discipline of Teams (HBR Classic).Industry Setting: Packaging, carton & container industriesSubjects: NO SUBJECTS(KEYWORDS)Length: 13 minYear New: 2006

6747Title: The Discipline of Teams: Tallahassee Democrat, Elite Team, Video (DVD)Author(s): Katzenbach, Jon R.; Smith,

Douglas K.Publication Date: 09/26/1994Product Type: Case Video, DVDAbstract: Part of a series on the Discipline of Teams. The series examines successful high-performance teams in best-practice product and service companies and shows how traditionally structured organizations can use teams. At The Tallahassee Democrat, a project team turned around an ailing ad division, inspiring the use of teams throughout the organization. May be used with: (R0507P) The Discipline of Teams (HBR Classic).Industry Setting: NewspaperSubjects: NO SUBJECTS(KEYWORDS)Length: 12 minYear New: 2006

6761Title: The Discipline of Teams: The Ritz-Carlton, Tysons Corner, Video (DVD)Author(s): Katzenbach, Jon R.; Smith, Douglas K.Publication Date: 09/16/1994Product Type: Case Video, DVDAbstract: Part of a series on the Discipline of Teams. The series examines successful high-performance teams in best-practice product and service companies and shows how traditionally structured organizations can use teams. At The Ritz-Carlton, employees salvaged and successfully redirected a hastily implemented teams pilot. May be used with: (R0507P) The Discipline of Teams (HBR Classic).Industry Setting: Hotel industrySubjects: NO SUBJECTS(KEYWORDS)Length: 11 minYear New: 2006

4643BCTitle: The Disciplined Mind: Harnessing Its Power for SuccessAuthor(s): Gardner, HowardPublication Date: 04/03/2007Product Type: HBS Press ChapterAbstract: This chapter shows how the disciplined mind, with its well-informed and distinct way of viewing the world, is poised for professional success.Subjects: NO SUBJECTS(KEYWORDS)Length: 27pList Price: $6.95Year New: 2007

R0702HTitle: Discovering Your Authentic LeadershipAuthor(s): George, Bill; Sims, Peter; McLean, Andrew N.; Mayer, DianaPublication Date: 02/01/2007



Product Type: Harvard Business Review ArticleAbstract: The ongoing problems in business leadership over the past five years have underscored the need for a new kind of leader in the 21st century: the authentic leader. Author Bill George, a Harvard Business School professor and the former chairman and CEO of Medtronic, and his colleagues, conducted the largest leadership development study ever undertaken. They interviewed 125 business leaders from different racial, religious, national, and socioeconomic backgrounds to understand how leaders become, and remain, authentic. Their interviews showed that you do not have to be born with any particular characteristics or traits to lead. You also do not have to be at the top of your organization. Anyone can learn to be an authentic leader. The journey begins with leaders understanding their life stories. Authentic leaders frame their stories in ways that allow them to see themselves not as passive observers but as individuals who learn from their experiences. These leaders make time to examine their experiences and to reflect on them, and in doing so they grow as individuals and as leaders. Authentic leaders also work hard at developing self-awareness through persistent and often courageous self-exploration. Denial can be the greatest hurdle that leaders face in becoming self-aware, but authentic leaders ask for, and listen to, honest feedback. They also use formal and informal support networks to help them stay grounded and lead integrated lives. The authors argue that achieving business results over a sustained period of time is the ultimate mark of authentic leadership. It may be possible to drive short-term outcomes without being authentic, but authentic leadership is the only way to create long-term results.Subjects: NO SUBJECTS(KEYWORDS)Length: 10pYear New: 2007

2630BCTitle: Dissonance Is the Default: The Leader's Struggle to Sustain ResonanceAuthor(s): Boyatzis, Richard; McKee, AnniePublication Date: 10/27/2005Product Type: HBS Press ChapterAbstract: This chapter explains how dissonance--often the result of pressure and unchecked stress--becomes the default and how easy it is, even for effective leaders who can be resonant, to slip into dissonance with themselves and others around them. May be used with: (2627BC) Great Leaders Move

Us: An Introduction to Resonant Leadership and Why It Matters; (2628BC) The Leader's Challenge: Resonant Leadership; (2632BC) Waking Up to Resonance and Renewal: Charting a Path to Self-Awareness and Great Leadership; (2633BC) Intentional Change: The Leader's Journey to Renewal; (2634BC) Mindfulness: An Essential Element of Resonant Leadership; (2635BC) Hope: An Essential Element of Resonant Leadership; (2636BC) Compassion: An Essential Element of Resonant Leadership; (2638BC) "Be the Change You Wish to See in the World": Choosing to Be a Resonant Leader; (2639BC) Appendix A: Power Stress, the Sacrifice Syndrome, and the Renewal Cycle: Understanding a Holistic Approach to Leadership; (2640BC) Appendix B: Additional Exercises: Resonant Leadership.Subjects: NO SUBJECTS(KEYWORDS)Length: 28pList Price: $6.95Year New: 2007

U0403BTitle: Do People Want to Work for You?Author(s): Gary, LorenPublication Date: 03/01/2004Product Type: Harvard Management Update ArticleAbstract: A company's reputation as an employer of choice is only as strong as its individual managers. Companies know that their profitability improves when potential jobseekers consider them an employer of choice. That's why they've devoted so much energy in recent years to developing not only the recruitment practices that will enable them to find the top talent, but also the retention practices that will keep current employees' hearts and minds engaged. Organizationwide initiatives are not enough, however. A company cannot become an employer of choice unless it has managers of choice.Subjects: Communication; Employee retention; Management performance; Management philosophy; Organizational behaviorLength: 3pList Price: $4.50Year New: 2004

U0808DTitle: Do You Play Favorites?Author(s): Goldsmith, MarshallPublication Date: 08/01/2008Product Type: Harvard Management Update ArticleAbstract: Every company claims to discourage sycophants, and every leader claims to despise them. But most

of us, whether we admit it or not, are susceptible to flattery and admiration. In this article by executive coach Marshall Goldsmith, you'll see what the world's most successful sycophant--the family dog--can teach us about why we respond so positively to kissing-up behavior and how we can resist the tendency to play favorites with our own direct reports.Subjects: NO SUBJECTS(KEYWORDS)Length: 1pList Price: $4.50

U0806ATitle: Do Your Stars See a Reason to Stay?Author(s): Field, Anne; Gordon, KenPublication Date: 05/23/2008Product Type: Harvard Management Update ArticleAbstract: Career development communication is crucial to retaining talent, and recruiters have this fact in mind when they try to woo your top people. High-performing employees need to know that development opportunities exist within their organizations and that their managers will work with them to make the most of those opportunities. Yet many managers give career development short shrift in their discussions with their high performers. This article features concrete advice from talent-management and retention experts on how to make career development conversations less difficult and more effective--for you and for your employees.Subjects: NO SUBJECTS(KEYWORDS)Length: 3pList Price: $4.50

802137Title: Doer's Profile Donald John Trump (1946 - )Author(s): Stevenson, Howard H.; Nash, Laura L.Publication Date: 12/12/2001Revision Date: 03/25/2002Product Type: Case (Compilation)Abstract: Designed to facilitate a discussion of the nature of enduring success. Includes both biographical data and excerpts from autobiographical material.Industry Setting: Real estateEvent Year Start: 1945Subjects: Careers & career planning; Entrepreneurship; Leadership; Real estateLength: 8pSupplementary Materials: Teaching Note, (808140), 8p, by Howard Stevenson, Shirley M. Spence



802134Title: Doer's Profile Jimmy Carter (James Earl, Jr.) (1924 - )Author(s): Stevenson, Howard H.; Nash, Laura L.Publication Date: 12/12/2001Product Type: Case (Compilation)Abstract: Designed to facilitate a discussion of the nature of enduring success. Includes both biographical data and excerpts from autobiographical material.Event Year Start: 1924Subjects: Careers & career planning; Leadership; PoliticsLength: 7p

802136Title: Doer's Profile Katherine Graham (1917-2001)Author(s): Stevenson, Howard H.; Nash, Laura L.Publication Date: 12/12/2001Product Type: Case (Compilation)Abstract: Designed to facilitate a discussion of the nature of enduring success. Includes both biographical data and excerpts from autobiographical material.Industry Setting: NewspaperEvent Year Start: 1917Subjects: Careers & career planning; Entrepreneurship; Leadership; NewspapersLength: 12pSupplementary Materials: Teaching Note, (808140), 8p, by Howard Stevenson, Shirley M. Spence

C9902BTitle: Does Your Prose Need First Aid?: Call a Paramedic!Author(s): Bierck, RichardPublication Date: 02/01/1999Product Type: Harvard Management Communication Letter ArticleAbstract: Though many people can come up with a fairly decent sentence when speaking, their writing comes out stilted and convoluted. They deliberately drape their prose in false importance by using redundancies, complicated syntax, and too many prepositions. This article includes a summary of steps to follow when writing.Subjects: CommunicationLength: 2pList Price: $4.50

6093BNTitle: The Doing Business Effectively CollectionPublication Date: 02/19/2004Product Type: Management ProgramAbstract: Whether you are a new manager or an experienced executive looking to stay on top, these solution-oriented books offer guidance, coaching,

and tools on the most relevant topics in business. This specially priced set includes: "Managing Projects Large and Small," which walks managers through every step of project oversight from planning and budgeting to team building and after-project reviews; "Creating Teams with an Edge," which helps managers at all levels develop and improve their management skills within teams; "Managers Toolkit: The 13 Skills Managers Need to Succeed," an essential primer for managers who seek to develop the skills and capabilities to help them excel in a complex business world; and "Managing Creativity and Innovation," which offers insights on managing creativity in groups, developing creative conflict, and using technology to help foster innovation.Subjects: Innovation; Leadership; Management development; Managerial skills; Managers; Project management; TeamsList Price: $76.00Year New: 2004

C0103ETitle: Doing Business in ChinaAuthor(s): Alexander, JanPublication Date: 03/01/2001Product Type: Harvard Management Communication Letter ArticleAbstract: After two decades of market reform, foreign business is very much a part of China's landscape. But finding new business and making deals becomes even more difficult when you're in an unfamiliar country and uncertain of the local culture. Herewith a primer on the basics of doing business in China.Geographic Setting: ChinaSubjects: China; Communication; Cross cultural relationsLength: 3pList Price: $4.50

C0010FTitle: Doing Business in FranceAuthor(s): Newton, DavidPublication Date: 10/01/2000Product Type: Harvard Management Communication Letter ArticleAbstract: Is the Eiffel Tower still standing? The French are "going American." They are now mixing business with their croissants and cafe au lait at "le power breakfast." But make no mistake about it. This is still France, where there is a sense of etiquette and a conviction that France is the epicenter of culture. HMCL presents some tips on how to navigate these tricky cultural waters.Geographic Setting: FranceSubjects: Communication; FranceLength: 2p

List Price: $4.50

C0102CTitle: Doing Business in Hong KongPublication Date: 02/01/2001Product Type: Harvard Management Communication Letter ArticleAbstract: Hong Kong is a fascinating blend of high-tech modernism and ancient beliefs. Here, we present some things you should know about Hong Kong and the Chinese before you go.Geographic Setting: ChinaSubjects: China; Communication; Cross cultural relationsLength: 2pList Price: $4.50

C0002DTitle: Doing Business in JapanAuthor(s): Goodman, RobertPublication Date: 02/01/2000Product Type: Harvard Management Communication Letter ArticleAbstract: Traveling to Japan on business? This article tells you what to expect from your Japanese counterparts and offers tips on avoiding embarrassing cultural blunders. Includes a box entitled "Cultural Interpretation Tips."Geographic Setting: JapanSubjects: Cross cultural relations; Japan; Management communicationLength: 2pList Price: $4.50

490014Title: Don BurrAuthor(s): Zuboff, Shoshana; Delong, DavidPublication Date: 09/12/1989Revision Date: 08/13/1990Product Type: Case (Field)Abstract: Traces the career development of People Express founder Don Burr. Shows how an individual's evolving set of needs and values influences career choices and how each successive working environment meets these needs or spurs the individual to move on. Concludes as Burr is faced with the difficult choice of what he is going to do after the sale of People Express.Subjects: Airlines; Careers & career planningLength: 22pSupplementary Materials: Teaching Note, (490065), 6p, by Shoshana Zuboff

408094Title: Don Jenkins: Resigning from the FirmAuthor(s): Groysberg, Boris; Marietta, Geoff E.; Manchel, StevenPublication Date: 12/07/2007Revision Date: 02/12/2009



Product Type: Case (Field)Abstract: Don Jenkins, a star event planner at a large firm, resigns to take a position at a boutique firm. However, Don may have made some mistakes when departing that could be trouble later on down the road. The case can be used to teach the business and legal aspects of employee departures and explore turnover dynamics in professional service organizations.Event Year Start: 2007Event Year End: 2007Subjects: NO SUBJECTS(KEYWORDS)Length: 6pYear New: 2007

C9906BTitle: Don't Ask These Questions!Author(s): Liston, Heather C.Publication Date: 06/01/1999Product Type: Harvard Management Communication Letter ArticleAbstract: Did you ever realize that you could break the law while interviewing a job candidate? Even if you trust yourself to be fair during an interview, you have a legal responsibility as an employer to know what questions are and are not appropriate to ask job candidates. Learn how the Equal Employment Opportunity Commission, established under the Civil Rights Act of 1964, applies to what you can ask a candidate applying for jobs at your company. This article also includes two sidebars: "Check state and local laws too" and "Where to look and whom to call for further information."Subjects: Communication; Interviews; Legal aspects of business; Management communicationLength: 3pList Price: $4.50

U9707ATitle: Don't Avoid Conflicts--Manage ThemAuthor(s): Williams, Monci J.Publication Date: 07/01/1997Product Type: Harvard Management Update ArticleAbstract: Regardless of our hierarchical position in an organization, most of us believe it is expedient, and therefore preferable, to avoid conflict. However, research indicates that avoiding conflict may hinder managers in achieving their goals. To manage conflict successfully you need to understand the difference between positions and underlying needs. It also helps to understand the other party before asserting your own needs. By concentrating on common interests and knowing your own "hot buttons," you and your partners in conflict can arrive at an optimal solution rather than a simple compromise.

Subjects: Conflict; Management styles; NegotiationsLength: 3pList Price: $4.50BESTSELLER

C0001BTitle: Don't Get Passed Over at Promotion TimePublication Date: 01/01/2000Product Type: Harvard Management Communication Letter ArticleAbstract: Daniel Goleman's latest book on emotional intelligence describes five crucial skills that make the difference between success and failure at the workplace: Self-awareness, self-regulation, motivation, empathy, and social skills. This article includes a sidebar with 14 tips for improving your own emotional intelligence as well as that of your employees and colleagues.Subjects: Human behavior; Leadership; Personal strategy & style; Self evaluationLength: 2pList Price: $4.50

R00302Title: Don't Hire the Wrong CEOAuthor(s): Bennis, Warren G.; O'Toole, JamesPublication Date: 05/01/2000Product Type: Harvard Business Review ArticleAbstract: A disturbing trend is going on in corporate America--CEO churning. Top executives are rapidly coming and going, keeping their jobs for increasingly shorter periods of time. The reason? Most boards are so unclear about the definition of leadership, they are picking the wrong people. CEO churning needn't be, say leadership experts Warren Bennis and James O'Toole. Boards can reverse the trend by following several guidelines. First, boards must come to a shared, accurate definition of leadership. Simply put, leaders must be able to move human hearts--to challenge people and make them want to scale steep peaks. Second, boards should strengthen the CEO selection process by resolving strategic and political conflicts amongst themselves. An agreed-upon strategic direction will make choosing the CEO with the right vision for the company that much easier and can clarify the job for the new CEO. Third, the board needs to measure every CEO candidate's soft qualities. Economic measures are important, but integrity, the ability to provide meaning, and the talent for creating other leaders are critical. Fourth, boards should beware of candidates who act like CEOs. Charisma and glossy pitches can be enticing, but they're rarely the stuff of

true leadership. Fifth, boards should accept that real leaders will more than likely overturn the status quo. Sixth, boards need to know that insider heirs usually aren't apparent, and finally, boards should always avoid making a hasty decision. Hiring the right CEO is a slow process at best. Ultimately, the surest way for boards to pick the right CEO is to cultivate and nurture talent in the making.Subjects: Interpersonal behavior; Leadership; Personnel selection; Power & influence; Succession planningLength: 6p

8938Title: Don't Hire the Wrong CEO (HBR OnPoint Enhanced Edition)Author(s): Bennis, Warren G.; O'Toole, JamesPublication Date: 02/01/2002Product Type: HBR OnPoint ArticleAbstract: A disturbing trend is going on in corporate America--CEO churning. Top executives are rapidly coming and going, keeping their jobs for increasingly shorter periods of time. The reason? Most boards are so unclear about the definition of leadership, they are picking the wrong people. CEO churning needn't occur, say leadership experts Warren Bennis and James O'Toole. Boards can reverse the trend by following several guidelines. First, boards must come to a shared, accurate definition of leadership. Leaders must be able to move human hearts--to challenge people and make them want to scale steep peaks. Second, boards should strengthen the CEO selection process by resolving strategic and political conflicts amongst themselves. An agreed-upon strategic direction will make choosing the CEO with the right vision for the company that much easier and can clarify the job for the new CEO. Third, the board needs to measure every CEO candidate's soft qualities. Economic measures are important, but integrity, the ability to provide meaning, and the talent for creating other leaders are critical. Fourth, boards should beware of candidates who act like CEOs. Charisma and glossy pitches can be enticing, but they're rarely the stuff of true leadership. Fifth, boards should accept that real leaders will more than likely overturn the status quo. Sixth, boards need to know that insider heirs usually aren't apparent. Finally, boards should always avoid making a hasty decision. Hiring the right CEO is a slow process at best. Ultimately, the surest way for boards to pick the right CEO is to cultivate and nurture talent in the making.Subjects: Interpersonal behavior; Leadership; Personnel selection; Power



& influence; Succession planningLength: 9pList Price: $6.50

F0805CTitle: Don't Just Capture Knowledge--Put It to WorkAuthor(s): Pugh, Katrina; Dixon, Nancy M.Publication Date: 05/01/2008Product Type: Harvard Business Review ArticleAbstract: By engaging employees in the systematic, facilitated collection and circulation of organizational knowledge, you can make sure innovations reach those who need them. Intel Solution Services offers a case in point.Subjects: NO SUBJECTS(KEYWORDS)Length: 4pYear New: 2007

2358BCTitle: Don't Kid Yourself: Guiding Principles for Quiet LeadersAuthor(s): Badaracco, Joseph L., Jr.Publication Date: 02/11/2002Product Type: HBS Press ChapterAbstract: Quiet leaders are realists. This chapter advises people facing difficult problems not to kid themselves about how well they understand the situation or how much they can control. May be used with: (2360BC) Buy a Little Time: Problem-Solving Strategies for Quiet Leaders; (2361BC) Invest Wisely: Problem-Solving Strategies for Quiet Leaders; (2362BC) Drill Down: Problem-Solving Strategies for Quiet Leaders; (2363BC) Bend the Rules: Problem-Solving Strategies for Quiet Leaders; (2364BC) Nudge, Test, and Escalate Gradually: Problem-Solving Strategies for Quiet Leaders; (2365BC) Craft a Compromise: Problem-Solving Strategies for Quiet Leaders; (2366BC) Three Quiet Virtues: Essential Characteristics for Practicing Quiet Leadership; (2359BC) Trust Mixed Motives: Lessons in Decision Making for Quiet Leaders; (2357BC) Introduction: Leading Quietly.Subjects: NO SUBJECTS(KEYWORDS)Length: 25pList Price: $6.95Year New: 2007

7538BCTitle: Don't Let Up: Implementing and Sustaining ChangeAuthor(s): Cohen, Dan S.Publication Date: 09/16/2005Product Type: HBS Press ChapterAbstract: The momentum created by short-term wins often propels the change effort forward, but it is essential to

recognize the dangers that can follow short-term successes, and to realize that the change process can still fail to take root. This chapter provides practical advice and tools to help you tackle the change leader's challenge: to continue to convey drive and commitment to employees and managers in order to sustain action through full implementation of the change, and to monitor and measure progress on a consistent basis.Subjects: NO SUBJECTS(KEYWORDS)Length: 27pList Price: $6.95Year New: 2007

R0305JTitle: Don't Trust Your Gut Author(s): Bonabeau, EricPublication Date: 05/01/2003Product Type: Harvard Business Review ArticleAbstract: Making high-stakes business decisions has always been hard. But in recent decades, it's become tougher than ever. The choices facing managers and the data requiring analysis have multiplied even as the time for analyzing them has shrunk. One simple decision-making tool, human intuition, seems to offer a reliable alternative to painstaking fact gathering and analysis. Encouraged by scientific research on intuition, top managers feel increasingly confident that, when faced with complicated choices, they can just trust their gut. The trust in intuition is understandable. But it's also dangerous. Intuition has its place in decision making--you should not ignore your instincts any more than you should ignore your conscience--but anyone who thinks that intuition is a substitute for reason is indulging in a romantic delusion. Detached from rigorous analysis, intuition is a fickle and undependable guide. And although some have argued that intuition becomes more valuable in highly complex and changeable environments, the opposite is actually true. The more options you have to evaluate, the more data you have to weigh, and the more unprecedented the challenges you face, the less you should rely on instinct and the more on reason and analysis. So how do you analyze more in less time? The answer may lie in technology. Powerful new decision-support tools can help executives quickly sort through vast numbers of alternatives and pick the best ones. When combined with the experience, insight, and analytical skills of a good management team, these tools offer companies a way to make consistently sound and rational choices even in the face of bewildering

complexity--a capability that intuition will never match.Subjects: Decision analysis; Decision making; Decision theoryLength: 10pNEW

3604Title: Don't Trust Your Gut (HBR OnPoint Enhanced Edition)Author(s): Bonabeau, EricPublication Date: 05/01/2003Product Type: HBR OnPoint ArticleAbstract: Making high-stakes business decisions has always been hard. But in recent decades, it's become tougher than ever. The choices facing managers and the data requiring analysis have multiplied even as the time for analyzing them has shrunk. One simple decision-making tool, human intuition, seems to offer a reliable alternative to painstaking fact gathering and analysis. Encouraged by scientific research on intuition, top managers feel increasingly confident that, when faced with complicated choices, they can just trust their gut. The trust in intuition is understandable. But it's also dangerous. Intuition has its place in decision making--you should not ignore your instincts any more than you should ignore your conscience--but anyone who thinks that intuition is a substitute for reason is indulging in a romantic delusion. Detached from rigorous analysis, intuition is a fickle and undependable guide. And although some have argued that intuition becomes more valuable in highly complex and changeable environments, the opposite is actually true. The more options you have to evaluate, the more data you have to weigh, and the more unprecedented the challenges you face, the less you should rely on instinct and the more on reason and analysis. So how do you analyze more in less time? The answer may lie in technology. Powerful new decision-support tools can help executives quickly sort through vast numbers of alternatives and pick the best ones. When combined with the experience, insight, and analytical skills of a good management team, these tools offer companies a way to make consistently sound and rational choices even in the face of bewildering complexity--a capability that intuition will never match.Subjects: Decision analysis; Decision making; Decision theoryLength: 10pList Price: $6.50NEW

399XTitle: Don't Underrate Your Middle Managers (HBR Article Collection)



Author(s): Kanter, Rosabeth Moss; Huy, Quy Nguyen; DeLong, Thomas J.Publication Date: 06/01/2003Product Type: HBR OnPoint CollectionAbstract: Stereotypes about middle managers abound--including "they're boring, bureaucratic, rigid." But middle managers play critical roles in your company. Unlike ambitious, volatile stars, these "best supporting actors" care more about their company's well-being than their own. Prizing stability, they often step off the fast track to balance career with family. Results? They accumulate deep knowledge about their companies' processes, products, and past. Operating between high-level visionaries and roll-up-your-sleeves implementers, they make change happen. They also provide ballast during turbulent times. Having seen the company survive earlier crises, they adapt smoothly to new realities and mentor nervous employees through the stress of chaos--providing long-term perspective and stability. Finally, middle managers leverage their networks to push beyond their official job descriptions--acquiring the informal power and resources that fuel innovation. The three Harvard Business Review articles in this collection: "In Praise of Middle Managers" by Quy Nguyen Huy (HBR reprint R0108D), "Let's Hear It for B Players" by Thomas J. DeLong and Vineeta Vijayaraghavan (HBR reprint R0306F), and "The Middle Manager as Innovator" by Rosabeth Moss Kanter (HBR reprint R0407M).Subjects: Leadership; Management of change; Management styles; Middle management; Personal strategy & styleLength: 37pList Price: $17.95

U0810DTitle: Don't Wait: Start Your New Job NowAuthor(s): Johnson, Lauren KellerPublication Date: 10/01/2008Product Type: Harvard Management Update ArticleAbstract: Given the frequency of role changes today, managers must have their own fast-start strategy at the ready before transitioning into a new job. The most effective strategies combine reconnaissance on both business and cultural issues--through face-to-face meetings with colleagues and customers--and lots of independent research. This article, a distillation of the wisdom and best practices of leadership experts, explains how you can quickly assess not only the business challenges you'll face, but your company's political and cultural landscape. You can't know everything about a new job beforehand,

but you can improve the odds that you'll be able to hit the ground running on Day 1.Subjects: NO SUBJECTS(KEYWORDS)Length: 3pList Price: $4.50

486083Title: Donna Dubinsky and Apple Computer, Inc. (A)Author(s): Jick, Todd D.; Gentile, MaryPublication Date: 02/21/1986Revision Date: 12/11/1995Product Type: Case (Field)Abstract: Describes a major conflict within Apple Computer in 1985 over control of product distribution. The founder and chairman, Steve Jobs, proposed a new distribution process which would transfer many responsibilities away from distribution manager, Donna Dubinsky. Dubinsky believed, however, that this process would be practically and financially unworkable. Presents her defensive and unsuccessful conflict management, culminating in her threatened resignation. May be used with Debi Coleman and Apple Computer, Inc.Geographic Setting: CaliforniaIndustry Setting: Computer industryCompany Size: Fortune 500Subjects: Computer industry; Conflict; Distribution planning; Management of change; Managing superiors; Power & influence; Silicon ValleyLength: 14pSupplementary Materials: Supplement (Field), (486084), 3p, by Todd D. Jick, Mary Gentile; Supplement (Field), (486085), 1p, by Todd D. Jick, Mary Gentile; Supplement (Field), (487077), 2p, by Todd D. Jick, Mary Gentile; Supplement (Field), (486087), 4p, by Todd D. Jick; Teaching Note, (491055), 8p, by Todd D. Jick; Case Video, (887521), 18 min, by Todd D. Jick, Mary Gentile; Case Video, (499503), 20 min, by Herminia Ibarra, Naomi Atkins; Case Video, DVD, (887550), 18 min, by Todd D. Jick, Mary Gentile; Case Video, Streaming, (1-181-9), 18 min, by Todd D. Jick, Mary GentileBESTSELLER

486084Title: Donna Dubinsky and Apple Computer, Inc. (B)Author(s): Jick, Todd D.; Gentile, MaryPublication Date: 02/21/1986Revision Date: 06/27/1988Product Type: Supplement (Field)Abstract: May be used with Donna Dubinsky and Apple Computer, Inc. (A), (C), (D), & (E) and Debi Coleman and Apple Computer, Inc. Must be used with: (486083) Donna Dubinsky and Apple

Computer, Inc. (A).Industry Setting: Computer industrySubjects: Computer industry; Conflict; Distribution planning; Management of change; Managing superiors; Power & influenceLength: 3pSupplementary Materials: Teaching Note, (491055), 8p, by Todd D. Jick; Case Video, (887521), 18 min, by Todd D. Jick, Mary GentileBESTSELLER

486085Title: Donna Dubinsky and Apple Computer, Inc. (C)Author(s): Jick, Todd D.; Gentile, MaryPublication Date: 02/21/1986Revision Date: 06/24/1988Product Type: Supplement (Field)Abstract: Dubinsky and her boss' boss reflect on what was learned through this difficult chapter in Apple's history. May be used with Donna Dubinsky and Apple Computer, Inc. (A), (B), (D) and (E). Must be used with: (486083) Donna Dubinsky and Apple Computer, Inc. (A).Industry Setting: Computer industrySubjects: Computer industry; Conflict; Distribution planning; Management of change; Managing superiors; Power & influenceLength: 1pSupplementary Materials: Teaching Note, (491055), 8p, by Todd D. Jick; Case Video, (887521), 18 min, by Todd D. Jick, Mary Gentile

487077Title: Donna Dubinsky and Apple Computer, Inc. (D)Author(s): Jick, Todd D.; Gentile, MaryPublication Date: 03/27/1987Revision Date: 06/24/1988Product Type: Supplement (Field)Abstract: Accompanies Donna Dubinsky (A), (B), (C), and (E) but offers a unique additional perspective, that of the "antagonist" in this case, Debi Coleman. Coleman, vice president of manufacturing at Apple, offers her observations on the distribution conflict at Apple and her concerns about the Macintosh Division. Must be used with: (486083) Donna Dubinsky and Apple Computer, Inc. (A).Industry Setting: Computer industrySubjects: Computer industry; Conflict; Distribution planning; Management of change; Managing superiors; Power & influenceLength: 2pSupplementary Materials: Case Video, (887521), 18 min, by Todd D. Jick, Mary Gentile

486087Title: Donna Dubinsky and Apple



Computer, Inc. (E)Author(s): Jick, Todd D.Publication Date: 02/21/1986Revision Date: 06/24/1988Product Type: Supplement (Field)Abstract: Presents a description of two management style assessment questionnaires that were completed by Donna Dubinsky: the Influence Style Questionnaire and the Leadership Practices Inventory. Dubinsky's results are summarized and presented in two exhibit graphs. This data may serve as a supplement to Donna Dubinsky and Apple Computer, Inc. (A), (B), (C), and (D) in a class discussion of Dubinsky's individual influence style and techniques. Must be used with: (486083) Donna Dubinsky and Apple Computer, Inc. (A).Industry Setting: Computer industrySubjects: Computer industry; Conflict; Distribution planning; Management of change; Managing superiors; Power & influenceLength: 4pSupplementary Materials: Case Video, (887521), 18 min, by Todd D. Jick, Mary Gentile

887521Title: Donna Dubinsky and Apple Computer: Interview, VideoAuthor(s): Jick, Todd D.; Gentile, MaryPublication Date: 12/19/1986Product Type: Case VideoAbstract: Presents a question and answer session with Donna Dubinsky. Examines what she learned from the painful change situation she experienced and illustrates her coming of age as a senior manager at Apple Corp. Must be used with: (486083) Donna Dubinsky and Apple Computer, Inc. (A); (486084) Donna Dubinsky and Apple Computer, Inc. (B); (486085) Donna Dubinsky and Apple Computer, Inc. (C); (486087) Donna Dubinsky and Apple Computer, Inc. (E); (487077) Donna Dubinsky and Apple Computer, Inc. (D).Industry Setting: Computer industrySubjects: Computer industry; Conflict; Distribution planning; Management of change; Managing superiors; Power & influenceLength: 18 minList Price: $150.00

887550Title: Donna Dubinsky and Apple Computer: Interview, Video (DVD)Author(s): Jick, Todd D.; Gentile, MaryPublication Date: 12/19/1986Product Type: Case Video, DVDAbstract: Presents a question and answer session with Donna Dubinsky. Examines what she learned from the painful change situation she experienced and illustrates her coming of age as a

senior manager at Apple Corp. Must be used with: (486083) Donna Dubinsky and Apple Computer, Inc. (A).Industry Setting: Computer industrySubjects: NO SUBJECTS(KEYWORDS)Length: 18 minYear New: 2005

483063Title: Dotsworth PressAuthor(s): Raymond, Thomas J.C.; Nagel GLPublication Date: 11/15/1982Revision Date: 01/07/1998Product Type: Case (Gen Exp)Abstract: The editor of a popular magazine is dissatisfied with the performance of his secretary and wishes to fire her. Company policy requires that he give personnel a written evaluation of her performance, copies of which will go to her and to the company's affirmative action board. The teaching objective of this case focuses on secondary audiences.Geographic Setting: MassachusettsIndustry Setting: Publishing industrySubjects: Affirmative action; Management communication; Performance appraisal; Personnel policies; Publishing industry; TerminationsLength: 7p

SM140ATitle: The Double-Goal Coach (A): Beyond "Sportsmanship"Author(s): Heath, Chip; Chang, VictoriaPublication Date: 04/25/2005Product Type: Case (Field)Publisher: Stanford UniversityAbstract: Bad sportsmanship used to mean a basketball player not acknowledging a foul or a tennis player saying a ball was out when it really hit the line. Recent examples of bad sportsmanship included activity that was substantially more serious, including assaults on officials, confrontations between parents or coaches and officials, and even a death--all in youth sporting events. In 1988, Jim Thompson founded Positive Coaching Alliance (PCA), a national nonprofit organization based at the Stanford University Department of Athletics, to help overcome the negative trends in youth sports. PCA's mission was to "transform youth sports so sports can transform youth." Since its inception, the organization had conducted more than 1,700 workshops for 68,000 coaches, parents, and leaders that have helped to create a positive sports environment for more than 680,000 young athletes. PCA had developed partnership networks with more than 300 youth sports

organizations, cities, and schools. PCA and Thompson had developed a new coaching model--called The Double-Goal Coach--built around several principles such as redefining "winner." Vocabulary was a part of Thompson's belief in the concept of "sticky messages"--phrases and memory aids that stick to people's minds long enough to change their behavior. They wondered how to solve the biggest problem--how to update the outdated and passive term "sportsmanship"--which now meant players had simply not done anything wrong. PCA and Thompson felt that youth sports needed a new, relevant, and powerful vocabulary that went beyond "sportsmanship."Industry Setting: Sports industrySubjects: NO SUBJECTS(KEYWORDS)Length: 7pSupplementary Materials: Supplement (Field), (SM140B), 3p, by Chip Heath, Victoria Chang; Supplement (Field), (SM140C), 2p, by Chip Heath, Victoria ChangYear New: 2006

SM140BTitle: The Double-Goal Coach (B): "Honoring the Game"Author(s): Heath, Chip; Chang, VictoriaPublication Date: 04/25/2005Product Type: Supplement (Field)Publisher: Stanford UniversityAbstract: An abstract is not available for this product. Must be used with: (SM140A) The Double-Goal Coach (A): Beyond "Sportsmanship".Subjects: NO SUBJECTS(KEYWORDS)Length: 3pYear New: 2006

SM140CTitle: The Double-Goal Coach (C): Spreading the MessageAuthor(s): Heath, Chip; Chang, VictoriaPublication Date: 04/25/2005Product Type: Supplement (Field)Publisher: Stanford UniversityAbstract: An abstract is not available for this product. Must be used with: (SM140A) The Double-Goal Coach (A): Beyond "Sportsmanship".Subjects: NO SUBJECTS(KEYWORDS)Length: 2pYear New: 2006

OB42ATitle: Dr. Laura Esserman (A)Author(s): Pfeffer, Jeffrey; Chang, VictoriaPublication Date: 09/30/2003Product Type: Case (Field)Publisher: Stanford University



Abstract: Laura Esserman, a surgeon and faculty member at the University of California at San Francisco as well as a graduate of Stanford Business School, is engaged in a major effort to change the delivery of breast cancer services and the information systems used to support both research and patient care. A true visionary with enormous personal charm and charisma, Esserman has run into obstacles and opposition as she tries to get support in a bureaucratic, complex, academic medical organization. Focuses on Esserman's accomplishments and various other actors and brings up the issue of how she should develop more power and influence to move along her vision. May be used with: (OB42V4) Laura Esserman - Paths to Power (Part 1), (Video) DVD; (OB42V5) Laura Esserman -- Paths to Power (Part 2), (Video) DVD.Geographic Setting: San Francisco, CAIndustry Setting: Health care industry; Health servicesSubjects: Health care; Health services; Leadership; Organizational behavior; Organizational change; Personal strategy & style; Power & influence; VisionLength: 26pSupplementary Materials: Supplement (Field), (OB42B), 5p, by Jeffrey Pfeffer, Victoria ChangYear New: 2005

OB42BTitle: Dr. Laura Esserman (B)Author(s): Pfeffer, Jeffrey; Chang, VictoriaPublication Date: 09/30/2003Product Type: Supplement (Field)Publisher: Stanford UniversityAbstract: Supplements the (A) case. Must be used with: (OB42A) Dr. Laura Esserman (A). May be used with: (OB42V4) Laura Esserman - Paths to Power (Part 1), (Video) DVD; (OB42V5) Laura Esserman -- Paths to Power (Part 2), (Video) DVD.Subjects: NO SUBJECTS(KEYWORDS)Length: 5pYear New: 2005

908M64Title: Dr. Reddy's Laboratories (A)Author(s): Chandrasekhar, Ramasastry; Schaan, Jean-LouisPublication Date: 09/18/2008Revision Date: 10/02/2008Product Type: Case (Field)Publisher: Richard Ivey School of Business/UWOAbstract: Dr. Reddy's Laboratories (Dr. Reddy's), a large pharmaceutical company in India, is trying to acquire the fourth largest generics manufacturer in

Germany. Dr. Reddy's quoted $570 million in a competitive bidding situation. The company's chief negotiator is getting ready to close the deal if selected. Students will examine the issues for the chief negotiator, such as: is the price right, is the fit strategic, will the acquisition add value, how can the synergies be fully exploited and how should management proceed with the integration. The (A) case is positioned just before the acquisition and hints at the possible risks. The supplement case, Dr. Reddy's Laboratories (B), product #908M65, is positioned two years post-acquisition and examines a major risk which, as it unfolded, brought the viability of the business model into question.Geographic Setting: Germany; IndiaIndustry Setting: Chemical industrySubjects: NO SUBJECTS(KEYWORDS)Length: 17pSupplementary Materials: Supplement (Field), (908M65), 3p, by Ramasastry Chandrasekhar, Jean-Louis Schaan

908M65Title: Dr. Reddy's Laboratories (B)Author(s): Chandrasekhar, Ramasastry; Schaan, Jean-LouisPublication Date: 09/18/2008Revision Date: 10/02/2008Product Type: Supplement (Field)Publisher: Richard Ivey School of Business/UWOAbstract: An abstract is not available for this product. Must be used with: (908M64) Dr. Reddy's Laboratories (A).Subjects: NO SUBJECTS(KEYWORDS)Length: 3p

404012Title: Drawing Inferences from the Written InterviewAuthor(s): Higgins, MonicaPublication Date: 08/18/2003Product Type: NoteAbstract: Provides instructions for analyzing the "Written Interview" assignment.Subjects: Careers & career planning; Education; Interviews; Self evaluationLength: 5pYear New: 2004

406107Title: Drexel Burnham Lambert (A): "The Smartest People on Wall Street Can Be Had"Author(s): Groysberg, Boris; Hashemi, Anahita; Reed, BrendanPublication Date: 04/17/2006Revision Date: 03/01/2007Product Type: Case (Field)Abstract: In February 1990, Drexel

Burnham Lambert declared bankruptcy amid a slew of scandals. Equities chief Arthur Kirsch hoped to keep his high-performing 600-person team intact. Could he find a company that would take on such a massive group hire? Competitors were already moving in to poach his stars, but Kirsch was reluctant to see the group disintegrate. Could he keep a sufficient core intact while enticing a corporate suitor to make an offer? How could he maintain high morale and good communication within his group while he negotiated? What kind of company would want Kirsch's group? What kind of company would be the best fit culturally? What was the group's collective market value in the prevailing business climate and in the aftermath of Drexel's collapse? And if Kirsch could pull off such a deal, would the group follow him?Geographic Setting: United Kingdom; United StatesIndustry Setting: Investment bankingNumber of Employees: 600Gross Revenues: $100 million revenuesSubjects: NO SUBJECTS(KEYWORDS)Length: 22pSupplementary Materials: Supplement (Field), (406055), 1p, by Boris Groysberg, Robin Abrahams; Supplement (Field), (406056), 1p, by Boris Groysberg, Robin Abrahams; Supplement (Field), (406057), 8p, by Boris Groysberg; Teaching Note, (407077), 31p, by Boris Groysberg, Robin AbrahamsYear New: 2006

OB53ATitle: Dreyer's Grand Ice Cream (Abridged)Author(s): Carroll, Glenn; Chatman, Jennifer; Chang, VictoriaPublication Date: 12/07/2005Product Type: Case (Field)Publisher: Stanford UniversityAbstract: In June 1998, the senior management team at Dreyer's Grand Ice Cream was figuring out how to address the most challenging problems ever facing the company. Problems were wide ranging, including aggressive discounting by competitors, waning demand of Dreyer's high-margin Better-For-You products, and Ben & Jerry's severing its distribution contract. Dreyer's management had put considerable time and effort into crafting the company culture and counted it as one of Dreyer's strengths. Realizing that a financial restructuring was mandatory, the management team had to decide on the best way to make difficult changes and whether to continue adhering to the



company culture.Industry Setting: Ice cream industrySubjects: NO SUBJECTS(KEYWORDS)Length: 16pYear New: 2006

2362BCTitle: Drill Down: Problem-Solving Strategies for Quiet LeadersAuthor(s): Badaracco, Joseph L., Jr.Publication Date: 02/11/2002Product Type: HBS Press ChapterAbstract: This chapter examines recent events at one of America's most important high technology companies to illustrate how quiet leaders face a problem entwined with complexities by working patiently and persistently to grasp what they know, what they need to learn, and whose help they require. May be used with: (2360BC) Buy a Little Time: Problem-Solving Strategies for Quiet Leaders; (2361BC) Invest Wisely: Problem-Solving Strategies for Quiet Leaders; (2363BC) Bend the Rules: Problem-Solving Strategies for Quiet Leaders; (2364BC) Nudge, Test, and Escalate Gradually: Problem-Solving Strategies for Quiet Leaders; (2365BC) Craft a Compromise: Problem-Solving Strategies for Quiet Leaders; (2366BC) Three Quiet Virtues: Essential Characteristics for Practicing Quiet Leadership; (2359BC) Trust Mixed Motives: Lessons in Decision Making for Quiet Leaders; (2358BC) Don't Kid Yourself: Guiding Principles for Quiet Leaders; (2357BC) Introduction: Leading Quietly.Subjects: NO SUBJECTS(KEYWORDS)Length: 23pList Price: $6.95Year New: 2007

304002Title: Driving Change at SeagateAuthor(s): Kanter, Rosabeth Moss; Raymond, Douglas; Baranowski, LynPublication Date: 09/30/2003Product Type: Case (Field)Abstract: A new CEO, Steve Luczo, together with COO Bill Watkins, have led a turnaround of Seagate, raising productivity dramatically and increasing innovation through teamwork, cross-functional collaboration, and other transformations in the culture of this manufacturer of disk drives for computers. After going private as part of the turnaround, Seagate executed a successful public offering in 2002. Several months later, the CEO wonders how to convince investors that the capabilities built in Seagate's turnaround will help the company flourish and innovate in a demanding technology

industry.Geographic Setting: United StatesIndustry Setting: IT industryGross Revenues: $6.4 million revenuesEvent Year End: 2003Subjects: Computer industry; Corporate culture; Cross functional management; Information technology; Innovation; Leadership; Management of change; Productivity; Teams; TechnologyLength: 20pYear New: 2005

B0501DTitle: Driving Strategy at the Chrysler GroupAuthor(s): Kane, KatherinePublication Date: 01/15/2005Product Type: Balanced Scorecard Report ArticleAbstract: Seeking strategic synergy: that was the idea behind the post-merger integration team Daimler-Benz formed after acquiring the Chrysler Group in 1998. But it wasn't until the fall of 2000, when the automotive giant faced up to $5 billion in losses, that the team's role metamorphosed from executive-suite economic and competitive analysis to a bona fide office of strategic management. Today, 24 people orchestrate corporate governance, strategic planning, and the Balanced Scorecard--a tall order for a $56.5 billion, 104,000-person enterprise in a brutally competitive industry.Industry Setting: Automotive industrySubjects: Automobile industry; Balanced scorecard; Leadership; Strategy formulation; Strategy implementationLength: 2pList Price: $9.50Year New: 2005

B0603DTitle: Driving the New Management Meeting with TechnologyAuthor(s): Manzione, TravisPublication Date: 03/15/2006Product Type: Balanced Scorecard Report ArticleAbstract: Challenging as it can be, building and cascading a Balanced Scorecard (BSC) isn't necessarily the hardest part about implementing a BSC program. Many organizations stumble over the mechanics of using the BSC--specifically, over performance reporting. Why? Because they treat the BSC like another metrics project. To succeed with the scorecard, organizations must establish regular strategy management meetings that take BSC reporting out of the operational realm and elevate it to its proper--strategic--place. And the right reporting system can make all the difference. Read this article and learn

how.Subjects: NO SUBJECTS(KEYWORDS)Length: 2pList Price: $9.50Year New: 2006

C9911ETitle: Drucker on CommunicationAuthor(s): Von Hoffman, ConstantinePublication Date: 11/01/1999Product Type: Harvard Management Communication Letter ArticleAbstract: "The communications gap within institutions and between groups in society has been widening steadily--to the point where it threatens to become an unbridgeable gulf of total misunderstanding." So says management guru Peter Drucker. Fortunately, Drucker has provided us with five rules of communication that can help us span the gulf.Subjects: Business & society; CommunicationLength: 2pList Price: $4.50

407025Title: Duane Morris: Balancing Growth and Culture at a Law FirmAuthor(s): Groysberg, Boris; Abrahams, RobinPublication Date: 08/07/2006Revision Date: 09/22/2008Product Type: Case (Field)Abstract: After nearly 100 years as a mid-size regional law firm, Duane Morris entered a period of spectacular growth led by CEO Sheldon Bonovitz. Originally founded by Quakers, the firm had a distinct organizational culture featuring a number of unique or unusual business practices: a transparent and flexible compensation system, practice-group integration across multiple offices, ancillary businesses, early adoption of financial reporting software, and consensus-based decision making. The firm was proud of its corporate culture and sought to maintain it as it grew, bringing in only people who would fit the culture, in small groups. In 2005, the firm completed its first merger, taking over a 64-person San Francisco firm. Growth was necessary to remain competitive, but could Duane Morris maintain its unique culture while bringing on large numbers of new attorneys?Geographic Setting: United Kingdom; United StatesIndustry Setting: Legal servicesNumber of Employees: 800Gross Revenues: $250 million revenuesEvent Year End: 2005Subjects: NO SUBJECTS(KEYWORDS)



Length: 31pSupplementary Materials: Teaching Note, (407113), 16p, by Boris GroysbergYear New: 2006

405020Title: Dyad ExerciseAuthor(s): Clawson, James G.Publication Date: 10/13/2004Product Type: ExerciseAbstract: Provides instructions for an exercise in which two students exchange their self-assessment data and analyze it. Teaching Purpose: To give students instruction while preparing for a key exercise in the Self-Assessment and Career Development course. A rewritten version of an earlier exercise.Subjects: Careers & career planning; Human behavior; Self evaluationLength: 1p

405062Title: Dyad ExerciseAuthor(s): Clawson, James G.Publication Date: 10/13/2004Product Type: ExerciseAbstract: Provides instructions for an exercise in which two students exchange their self-assessment data for analysis. A rewritten version of an earlier exercise.Subjects: Careers & career planning; Self evaluationLength: 1pYear New: 2004

481015Title: Dyad ExerciseAuthor(s): Clawson, James G.Publication Date: 07/01/1980Revision Date: 07/30/2000Product Type: ExerciseAbstract: Two students read each other's self-assessment data and make comments to help each other see other points of view. WITHDRAWN 11/9/04.Subjects: Careers & career planning; Human behavior; Self evaluationLength: 1pYear New: 2004

472067Title: E.J. Weiver (A)Author(s): Greiner, Larry E.; Wardell NNPublication Date: 12/17/1971Revision Date: 01/26/1990Product Type: Case (Field)Abstract: Focuses on the work style of a product manager and the implications for her future career development. The case does not reveal, however, that the product manager is a woman. E.J. Weiver (B) may be used as a follow-up.Geographic Setting: East CoastIndustry Setting: Consumer productsGross Revenues: $50 million salesSubjects: Careers & career planning;

Consumer goods; Consumer marketing; Management styles; Product management; WomenLength: 9pSupplementary Materials: Teaching Note, (490105), 5p, by Louis B. Barnes

472068Title: E.J. Weiver (B)Author(s): Greiner, Larry E.; Wardell NNPublication Date: 12/17/1971Revision Date: 01/04/1990Product Type: Case (Field)Abstract: Reveals the identity of E.J. Weaver and raises further issues of women in business.Geographic Setting: East CoastIndustry Setting: Consumer productsGross Revenues: $50 million salesSubjects: Careers & career planning; Consumer goods; Consumer marketing; Management styles; Product management; WomenLength: 5pSupplementary Materials: Teaching Note, (490105), 5p, by Louis B. Barnes

409060Title: Eden McCallumAuthor(s): Eccles, Robert G.; Gardner, Heidi K.Publication Date: 11/25/2008Product Type: Case (Field)Abstract: This case illustrates the leadership and management challenges of starting a new firm based on a new business model and how success creates pressures that challenge the work/life balance which was one of the original goals of its two founders. The case also raises issues about the changing nature of careers and changing preferences people have for structuring their personal and professional lives.Geographic Setting: EuropeIndustry Setting: Consulting; Professional servicesNumber of Employees: 20,947Gross Revenues: 11.7 million pounds ($20.3 million)Event Year Start: 2007Event Year End: 2007Subjects: NO SUBJECTS(KEYWORDS)Length: 19p

387083Title: Effective ArgumentAuthor(s): Klein, NormanPublication Date: 11/07/1986Product Type: NoteAbstract: Defines the role of argument as a persuasive strategy; describes the working of formal argument, and explores the issues that usually determine success or failure.Subjects: Communication strategy;

Management communicationLength: 8p

391011Title: Effective Business PresentationsAuthor(s): Hofmann, Therese M.; Womack, Deanne F.; Shubert, J. JanellePublication Date: 07/09/1990Product Type: NoteAbstract: Effective presentations do not just happen, they are the result of careful planning and practice. The more appropriate to audience, situation, and topic your planning and delivery, the more likely it is that you will achieve your communication goal. An active, involved audience is one of the speaker's greatest assets.Subjects: Communication; Communication strategy; Management communicationLength: 5p

C0204ATitle: Effective Leadership Communications: It's More Than TalkAuthor(s): Baldoni, JohnPublication Date: 04/01/2002Product Type: Harvard Management Communication Letter ArticleAbstract: The words a leader speaks are important, of course. But how they're delivered can make all the difference, especially in tough times. After examining the impact leadership communications can have on a company in good times and bad, this article offers a how-to guide to initiating effective leadership communications in your organization. Accompanying the article is a sidebar, "How the British Bulldog Made Himself Heard," which details the speechmaking tactics that made Winston Churchill one of the greatest leaders and communicators of the 20th century.Subjects: Leadership; Management communication; Management of change; Management of crises; Managerial behaviorLength: 3pList Price: $4.50

C0103ATitle: The Effective Meeting: A Checklist for SuccessAuthor(s): Morgan, NickPublication Date: 03/01/2001Product Type: Harvard Management Communication Letter ArticleAbstract: Meetings have become a popular target of corporate jokes, too often viewed simply as napping opportunities. But "productive meeting" doesn't have to be an oxymoron. Following this checklist can help you make sure that your meetings generate accolades and useful output--instead of yawns and muttered curses. Includes a



sidebar entitled "Give Your Standing Meetings a Makeover," which offers specific tips for improving your regularly occurring meetings.Subjects: Communication; Communication strategy; Management communicationLength: 3pList Price: $4.50

C9902ETitle: Effective Visual CommunicationsAuthor(s): Wreden, NickPublication Date: 02/01/1999Product Type: Harvard Management Communication Letter ArticleAbstract: To avoid costly mistakes, managers should be as familiar with the essential principles of communications as they are with basic accounting concepts. Included in this article are some steps to take to help you with your marketing.Subjects: CommunicationLength: 3pList Price: $4.50

2246CFTitle: Effective and Enduring Leadership: The Power of Resonance, A Harvard Business School Publishing Virtual SeminarAuthor(s): McKee, Annie; Boyatzis, RichardPublication Date: 11/17/2005Product Type: Previous ConferenceAbstract: You know great leaders. They have impact. They instill loyalty. They empower action. Is it some natural, innate ability that makes the difference? Leadership authorities Richard Boyatzis and Annie McKee answer a resounding "no." Instead, they say, the leaders with the greatest impact manage their own and others' emotions in ways that drive success. As co-authors of the best seller Primal Leadership, they introduced us to "resonant" leaders. The validity of resonant leadership is unquestioned, but leaders have struggled with how to achieve and sustain resonance amid the relentless demands of work and life. In this interactive, 90-minute presentation, Boyatzis and McKee will provide a field-tested framework for developing the resonance that fuels great leadership. They will draw on extensive research and real-life examples to explore how to create and sustain emotionally intelligent leadership in a turbulent world, combat stress and avoid burnout and, finally, spark greatness in yourself and those you lead. This virtual seminar will offer the inspiration and tools to help you achieve resonance through mindfulness, hope, compassion, and physical, emotional, and mental renewal.Subjects: NO

SUBJECTS(KEYWORDS)Length: 90 minList Price: $349.00Year New: 2005

5070Title: Ego Makes the Leader, 2nd Edition (HBR Article Collection)Author(s): Maccoby, Michael; Collins, Jim; Goffee, Rob; Kramer, Roderick M.; Jones, GarethPublication Date: 10/01/2003Product Type: HBR OnPoint CollectionAbstract: What makes a leader great? Consider ego size. The authors featured in this collection investigate the impact of ego on leadership from several angles: 1) Narcissistic: Leaders with oversize egos can be very good for business--especially during times of transition. Gifted strategists and courageous risk-takers, they drive their companies to greatness. But they also have a dark side that can obliterate their careers--and their companies. 2) Humble and resolved: The most effective leaders don't flaunt their egos--they suppress them for their companies' sake. Though humble and often painfully shy, they're also iron willed. 3) Authentic: The size of a leader's ego matters less than his or her authenticity. Inspirational leaders communicate their virtues and flaws to followers--revealing their true selves, ego and all. All three perspectives offer valuable insights for aspiring and accomplished leaders. The Harvard Business Review articles in this collection: "Narcissistic Leaders: The Incredible Pros, the Inevitable Cons" by Michael Maccoby (HBR reprint R00105), "The Harder They Fall" by Roderick M. Kramer (HBR reprint R0310C), "Level 5 Leadership: The Triumph of Humility and Fierce Resolve" by Jim Collins (HBR reprint R0101D), and "Why Should Anyone Be Led by You?" by Rob Goffee and Gareth Jones (HBR reprint R00506).Subjects: Human behavior; Leadership; Management styles; Personal strategy & styleLength: 50pList Price: $17.95

B0407CTitle: Eighty-Six Scorecards in 15 Months: Petrobras's Four-Pronged Technology SolutionAuthor(s): Ceravolo, Jabas; Jackson, TedPublication Date: 07/15/2004Product Type: Balanced Scorecard Report ArticleAbstract: Executives at the largest organizations know well that implementing change rapidly can be like trying to maneuver an aircraft carrier into

a 90-degree turn. But speed counts: Today, results cannot happen on a leisurely schedule, and momentum is crucial if a change initiative is to stick. Executives at Petrobras, Brazil's giant, state-owned oil and gas company, knew they needed a radical approach if they were to launch their Balanced Scorecard within their desired year-and-a-quarter time frame. At the outset, they turned to four technology tools--the BSC Online Design Center, a virtual meeting space, BSC software, and a "war room"--to build and implement their ambitious BSC program. Read about how they did it.Geographic Setting: South AmericaSubjects: Balanced scorecard; Organizational change; South America; Strategy implementation; TechnologyLength: 3pList Price: $9.50Year New: 2004

604046Title: The Electric Maze ExerciseAuthor(s): Edmondson, Amy C.; Rodriguez-Farrar, HannaPublication Date: 10/08/2003Revision Date: 01/14/2004Product Type: ExerciseAbstract: This team-based exercise uses an educational tool called "The Electric Maze," developed by Interel Corp., to teach insights about the social and psychological challenges facing employees who must engage in collaborative learning. The tool is a grid-patterned rug with 54 squares implanted with electronic programmable sensors that beep when pressure is applied. The instructor programs the maze in advance to create a pathway of nonbeeping contiguous squares from one side to the other. Because students have no information about how to traverse the maze correctly, experimentation--a systematic iterative process of trial and failure--is needed to develop a solution. Provides instructions for students participating in the exercise and should be distributed only at the beginning of the simulation.Subjects: Leadership; Learning; Management of change; Organizational behavior; Organizational learningLength: 2pSupplementary Materials: Teaching Note, (604020), 14p, by Amy C. Edmondson, Hanna Rodriguez-FarrarYear New: 2004

494002Title: Elizabeth Fisher (A)Author(s): Thomas, David A.; Woog, Debra A.Publication Date: 11/05/1993Revision Date: 12/07/2004Product Type: Case (Field)



Abstract: Elizabeth Fisher is a graduating MBA who must reconcile her job search with Paul, her fiance's, job constraints. The case gives vivid detail of Elizabeth and Paul's process. At one point, the two must decide whether to have a commuter marriage or have Paul give up his job to relocate with Elizabeth.Geographic Setting: Boston, MASubjects: Careers & career planning; Decision makingLength: 9pSupplementary Materials: Supplement (Field), (494003), 3p, by David A. Thomas, Debra A. Woog; Supplement (Field), (494004), 2p, by David A. Thomas, Debra A. Woog; Teaching Note, (498065), 11p, by David A. Thomas; Supplement (Field), (400013), 3p, by Monica Higgins, Emily D. Heaphy; Module Note, Instructor's, (405076), 24p, by Monica Higgins

494003Title: Elizabeth Fisher (B)Author(s): Thomas, David A.; Woog, Debra A.Publication Date: 11/05/1993Revision Date: 12/07/2004Product Type: Supplement (Field)Abstract: Continues the discussion of the job search. Must be used with: (494002) Elizabeth Fisher (A).Subjects: Careers & career planning; Decision makingLength: 3pSupplementary Materials: Teaching Note, (498065), 11p, by David A. Thomas; Module Note, Instructor's, (405076), 24p, by Monica Higgins

494004Title: Elizabeth Fisher (C)Author(s): Thomas, David A.; Woog, Debra A.Publication Date: 11/05/1993Revision Date: 11/09/1993Product Type: Supplement (Field)Abstract: Continues the discussion of the job search. Must be used with: (494002) Elizabeth Fisher (A).Subjects: Careers & career planning; Decision makingLength: 2pSupplementary Materials: Teaching Note, (498065), 11p, by David A. Thomas; Module Note, Instructor's, (405076), 24p, by Monica Higgins

400013Title: Elizabeth Fisher (D)Author(s): Higgins, Monica; Heaphy, Emily D.Publication Date: 11/01/1999Product Type: Supplement (Field)Abstract: Updates the events in the life of Elizabeth Fisher. Must be used with: (494002) Elizabeth Fisher (A).

Subjects: Careers & career planning; Decision makingLength: 3pSupplementary Materials: Teaching Note, (400079), 6p, by Monica Higgins, John Galvin; Module Note, Instructor's, (405076), 24p, by Monica Higgins

404043Title: Elizabeth Parker (A)Author(s): Skinner, C. Wickham; Casciaro, Tiziana; Krackhardt, DavidPublication Date: 08/13/2003Revision Date: 05/01/2006Product Type: Case (Field)Abstract: A new political appointee with years of volunteer experience takes over a highly responsible job in the state government and is met with bureaucratic inertia. Describes a successful strategy to overcome organizational resistance to change.Subjects: Business government relations; Management of change; Organizational problems; Power & influenceLength: 6pSupplementary Materials: Supplement (Field), (404045), 3p, by C. Wickham Skinner, Tiziana Casciaro, David Krackhardt; Supplement (Field), (404044), 3p, by C. Wickham Skinner, Tiziana Casciaro, David KrackhardtYear New: 2004

404044Title: Elizabeth Parker (B)Author(s): Skinner, C. Wickham; Casciaro, Tiziana; Krackhardt, DavidPublication Date: 08/13/2003Revision Date: 05/01/2006Product Type: Supplement (Field)Abstract: Supplements the (A) case. Must be used with: (404043) Elizabeth Parker (A).Subjects: Business government relations; Management of change; Organizational problems; Power & influenceLength: 3pYear New: 2004

404045Title: Elizabeth Parker (C)Author(s): Skinner, C. Wickham; Casciaro, Tiziana; Krackhardt, DavidPublication Date: 08/13/2003Revision Date: 05/01/2006Product Type: Supplement (Field)Abstract: Supplements the (A) case. Must be used with: (404043) Elizabeth Parker (A).Subjects: Business government relations; Management of change; Organizational problems; Power & influenceLength: 3p

Year New: 2004

F0209BTitle: The Emancipated Organization: A Conversation with Kim CampbellAuthor(s): Campbell, Kim; Morse, GardinerPublication Date: 09/01/2002Product Type: Harvard Business Review ArticleAbstract: Women tend to be less enthusiastic than men about hierarchies, says Kim Campbell, Canada's first female prime minister and minister of national defense, and that can be good for business. When women join leadership teams, hierarchies become less rigid and can lose their power to protect bad leaders.Geographic Setting: CanadaSubjects: Canada; Interviews; Leadership; Organizational management; Organizational structure; TeamsLength: 2p

B0703BTitle: Emerging Best Practices of Hall of Fame Winners: Key Trends from 2004 to 2006Author(s): Chow, Linda H.Publication Date: 03/15/2007Product Type: Balanced Scorecard Report ArticleAbstract: "How'd they do it?" Besides honoring top-performing organizations, the BSC Hall of Fame for Executing Strategy TM program is intended to answer this burning question through our ongoing research of winners' best practices. BSC Hall of Fame Program Manager Linda Chow offers a glimpse of best practice trends and thinking from the 2004 through 2006 Hall of Fame winners--the 47 organizations inducted to the Hall of Fame since the Strategy-Focused Organization best practices model was introduced in 2004.Subjects: NO SUBJECTS(KEYWORDS)Length: 3pList Price: $9.50Year New: 2007

F0805KTitle: Emerging Graphic Tool Gets People TalkingAuthor(s): Wattenberg, Mark; Viegas, Fernanda B.Publication Date: 05/01/2008Product Type: Harvard Business Review ArticleAbstract: Research by IBM's Visual Communication Lab shows that the sophisticated graphing of data generates impassioned conversations and collaboration. Executives seeking to engage employees in solving company



problems should take note.Subjects: NO SUBJECTS(KEYWORDS)Length: 4pYear New: 2007

1164BNTitle: The Emotionally Intelligent Leader CollectionPublication Date: 05/01/2002Product Type: Management ProgramAbstract: Emotional Intelligence--how we handle ourselves and our relationships--matters not only in personal career success, but also in the success of leaders and organizations. This collection brings together the work of Daniel Goleman and other EI and leadership experts and explores how to leverage EI competencies--like empathy and self-awareness--for success. It includes What Is a Leader? (CD-ROM), Primal Leadership: Realizing the Power of Emotional Intelligence (hardcover), and Emotionally Intelligent Leadership (HBR OnPoint Collection). You save 10% off the regular prices. Based on the work of top leadership experts, What Is a Leader? uses interactive real-world scenarios to help you diagnose problems, manage and even use stress to your advantage, empower others, and practice empathy. In Primal Leadership, authors Goleman, Boyatzis, and McKee argue that a leader's emotions are contagious and must resonate enthusiasm if an organization is to thrive. Finally, the HBR OnPoint Collection shows you how to drive the emotions and performance of your organization in the right direction. It includes an overview and three full-text HBR articles, each with a synopsis and bibliography.Subjects: Human behavior; Human relations; Interpersonal behavior; Leadership; Management styles; Organizational behavior; Personal strategy & styleList Price: $215.00

BH250Title: The Employee BrandAuthor(s): Mangold, W. Glynn; Miles, Sandra JeanquartPublication Date: 09/15/2007Product Type: Case (Field)Publisher: Business Horizons/Indiana UniversityAbstract: Presents a typology which will help organizations better reflect the brand image they desire. The assisting typology is based on the extent to which employees know and understand the organization's mission, values, and desired brand image, and the degree to which they perceive their psychological contracts with the organization as being honored. Organizations can be classified

as all-stars, rookies, injured reserves, or strike-out kings, based on the characteristics of a preponderance of their employees. As categorized, rookie organizations cannot deliver the desired brand image because most of their employees lack the knowledge and understanding to do so. Injured reserve organizations, on the other hand, cannot achieve the same because employees perceive their psychological contracts with the organization as having been violated, which renders them unwilling and unmotivated. For their part, strike-out king organizations share rookie and injured reserve organizations' worst characteristics. Finally, and conversely, all-star organizations consistently deliver the desired brand image to others because their employees are both able and motivated to do so. To help firms attain this highly-desired status, presents specific guidelines which may help organizations become "all-stars" in their own right.Subjects: NO SUBJECTS(KEYWORDS)Length: 11pYear New: 2007

5060BCTitle: Employee Results: Investing in Human CapitalAuthor(s): Smallwood, Norm; Ulrich, Dave; Zenger, JackPublication Date: 04/06/1999Product Type: HBS Press ChapterAbstract: Leaders achieve employee results when human capital increases over time and consistently meets the needs of the organization. This chapter focuses on how to build employee capability and commitment to achieve desired results in this important stakeholder area. May be used with: (4944BC) Connecting Leadership Attributes to Results; (5061BC) Defining Desired Results: Developing Results-Based Leaders; (5059BC) Organization Results: Creating Capabilities; (5058BC) Customer Results: Build Firm Equity; (5057BC) Investor Relations: Building Shareholder Value; (5056BC) Becoming a Results-Based Leader; (5055BC) Leaders Building Leaders: Tools for Developing Results-Based Leaders.Subjects: NO SUBJECTS(KEYWORDS)Length: 32pList Price: $6.95Year New: 2008

CMR022Title: Employee Work Attitudes and Management Practice in the U.S. and Japan: Evidence from a Large Comparative Survey

Author(s): Lincoln, James R.Publication Date: 10/01/1989Product Type: CMR ArticlePublisher: California Management ReviewAbstract: Provides a broad overview of findings from a survey of 106 Japanese and U.S. factories and 8,302 of their employees. Its focus is on how work attitudes and motivation differ between Japanese and U.S. employees and whether management practice and organizational design can account for those differences. Concludes that practices such as quality circles, the ringi system, centralized authority combined with de facto participation, employee services, seniority compensation, and enterprise unions do, in fact, help to explain the "commitment gap" that divides the Japanese from the U.S. manufacturing workforce. When these and similar practices appear in U.S. factories, similar positive changes in employee work attitudes result.Geographic Setting: JapanSubjects: Employee attitude; Japan; Motivation; Polls & surveys; Work force managementLength: 18p

F0706ETitle: Employees Get an EarfulAuthor(s): Gronstedt, AndersPublication Date: 06/01/2007Product Type: Harvard Business Review ArticleAbstract: Portable media players are helping employees make productive use of their downtime, as businesses learn how to train people via pod cast.Subjects: NO SUBJECTS(KEYWORDS)Length: 3pYear New: 2007

7536BCTitle: Enable Action: Removing Barriers to Implementing ChangeAuthor(s): Cohen, Dan S.Publication Date: 09/16/2005Product Type: HBS Press ChapterAbstract: Once you've given employees a reason to change, you must provide them with the means to make change happen. The purpose of this step in the change process is to enable a broad base of people to take action by removing as many barriers to the implementation of the change vision as possible. This chapter provides practical advice and assessment tools for removing the barriers that block action and encouraging people to take risks and be innovative.Subjects: NO SUBJECTS(KEYWORDS)Length: 26p



List Price: $6.95Year New: 2007

SMR269Title: Enabling Bold VisionsAuthor(s): Ready, Douglas A.; Conger, Jay A.Publication Date: 01/01/2008Product Type: Case (Field)Abstract: Just a few decades ago, organizations could stay the course with one strategy for a period of years. The idea that a new vision would be needed, perhaps with some frequency, would have been treated with mild amusement, if not outright derision. But competitive realities have forced executives to rethink what their companies are doing, and how they are doing it, over time. Automakers see profitability and market share evaporating. Media companies face the hostile world of disruptive technology. Financial institutions discover that a one-country focus is a path to extinction. In such conditions, bold visions are called for--and will be called for again, probably sooner than any executive would like. The problem is the gap between inspiration and implementation. CEOs often get off to a rousing start, energizing top managers by presenting a bold new vision at a lavish off-site meeting. The excitement, however, often dies down within a few months, and the vision blurs into an indistinct image. Eventually, it fades from sight completely, and the organization returns to its previous ways. To find out why this gap between inspiration and implementation is so common, the authors conducted research on about 40 global companies. In this article, they explain several common reasons for the derailment of bold visions such as failure to focus, failure to engage the workforce and neglecting the skills and talents of the organization. They go on to offer a five-stage framework that executives can use to ensure that their visions become more than just pipe dreams. Examples of companies that have successfully followed this path--including Deutsche Bank, the BBC, Nissan, Mattel and Starbucks--are drawn on both to illustrate the challenges and to provide guidance to those who want to turn bold visions into reality.Subjects: NO SUBJECTS(KEYWORDS)Length: 9pYear New: 2008

F0412CTitle: Encouraging Suggestive BehaviorAuthor(s): Nalebuff, Barry; Ayres, IanPublication Date: 12/01/2004Product Type: Harvard Business Review Article

Abstract: Professors Barry Nalebuff and Ian Ayres recommend a companywide "open" suggestion box that will lead to better ideas.Subjects: Creativity; Employee empowerment; Innovation; Organizational behaviorLength: 1pYear New: 2004

R0502CTitle: Ending the CEO Succession CrisisAuthor(s): Charan, RamPublication Date: 02/01/2005Product Type: Harvard Business Review ArticleAbstract: The CEO succession process is broken. Many companies have no meaningful succession plans, and few of the ones that do are happy with them. CEO tenure is shrinking; in fact, two out of five CEOs fail in their first 18 months. It isn't just that more CEOs are being replaced; it's that they're being replaced badly. The problems extend to every aspect of CEO succession: internal development programs, board supervision, and outside recruitment. While many organizations do a decent job of nurturing middle managers, few have set up the comprehensive programs needed to find the half-dozen true CEO candidates out of the thousands of leaders in their midst. Even more damaging is the failure of boards to devote enough attention to succession. Search committee members often have no experience hiring CEOs; lacking guidance, they supply either the narrowest or the most general of requirements and then fail to vet either the candidates or the recruiters. The result is that too often new CEOs are plucked from the well-worn Rolodexes of a remarkably small number of recruiters. These candidates may be strong in charisma but may lack critical skills or otherwise be a bad fit with the company. The resulting high turnover is particularly damaging, given that outside CEOs often bring in their own teams, can cause the company to lose focus, and are especially costly to be rid of. Drawing on over 35 years of experience with CEO succession, the author explains how companies can create a deep pool of internal candidates, how boards can consistently align strategy and leadership development, and how directors can get their money's worth from recruiters. Choosing a CEO should be not one decision but an amalgam of thousands of decisions made by many people every day over years.Subjects: Board of directors; Corporate governance; Decision making; Executives; Leadership; Managerial selection; Succession planning


8851Title: Ending the CEO Succession Crisis (HBR OnPoint Enhanced Edition)Author(s): Charan, RamPublication Date: 02/01/2005Product Type: HBR OnPoint ArticleAbstract: Many companies have no meaningful CEO succession plans, and few of the ones that do are happy with them. The problems extend to every aspect of CEO succession: internal development programs, board supervision, and outside recruitment. While many organizations do a decent job of nurturing middle managers, few have set up the comprehensive programs needed to find the half-dozen true CEO candidates out of the thousands of leaders in their midst. Even more damaging is the failure of boards to devote enough attention to succession. Search committee members often have no experience hiring CEOs; lacking guidance, they supply either the narrowest or the most general of requirements and then fail to vet either the candidates or the recruiters. The result is that too often new CEOs are plucked from the well-worn Rolodexes of a remarkably small number of recruiters. These candidates may be strong in charisma but may lack critical skills or otherwise be a bad fit with the company. The resulting high turnover is particularly damaging, since outside CEOs often bring in their own teams, can cause the company to lose focus, and are especially costly to be rid of. Drawing on over 35 years of experience with CEO succession, the author explains how companies can create a deep pool of internal candidates, how boards can consistently align strategy and leadership development, and how directors can get their money's worth from recruiters. Choosing a CEO should be not one decision but an amalgam of thousands of decisions made by many people every day over years.Subjects: Board of directors; Corporate governance; Decision making; Executives; Leadership; Managerial selection; Succession planningLength: 13pList Price: $6.50Year New: 2005

R0302GTitle: The Enemies of TrustAuthor(s): Galford, Robert; Drapeau, Anne SeiboldPublication Date: 02/01/2003Product Type: Harvard Business Review ArticleAbstract: Researchers have established



that trust is critical to organizational effectiveness. Being trustworthy yourself, however, does not guarantee that you are capable of building trust in an organization. That takes old-fashioned managerial virtues like consistency, clear communication, and a willingness to tackle awkward questions. It also requires a good defense: You must protect trust from its enemies. Any act of bad management erodes trust. Among the most common enemies of trust are inconsistent messages from top management, inconsistent standards, a willingness to tolerate incompetence or bad behavior, dishonest feedback, a failure to trust others to do good work, a tendency to ignore painful or politically charged situations, consistent corporate underperformance, and rumors. Fending off these enemies must be at the top of every chief executive's agenda. But even with constant vigilance, an organization and its leaders will sometimes lose people's trust. During a crisis, managers should enlist the help of an objective third party.Subjects: Communication in organizations; Employee empowerment; Employee morale; Human resources management; Management styles; Organizational behavior; Organizational problemsLength: 10pNEW

3035Title: The Enemies of Trust (HBR OnPoint Enhanced Edition)Author(s): Galford, Robert; Drapeau, Anne SeiboldPublication Date: 02/01/2003Product Type: HBR OnPoint ArticleAbstract: Researchers have established that trust is critical to organizational effectiveness. Being trustworthy yourself, however, does not guarantee that you are capable of building trust in an organization. That takes old-fashioned managerial virtues like consistency, clear communication, and a willingness to tackle awkward questions. It also requires a good defense: You must protect trust from its enemies. Any act of bad management erodes trust. Among the most common enemies of trust are inconsistent messages from top management, inconsistent standards, a willingness to tolerate incompetence or bad behavior, dishonest feedback, a failure to trust others to do good work, a tendency to ignore painful or politically charged situations, consistent corporate underperformance, and rumors. Fending off these enemies must be at the top of every chief executive's agenda. But even with constant vigilance, an organization and its leaders will sometimes lose

people's trust. During a crisis, managers should enlist the help of an objective third party.Subjects: Communication in organizations; Employee empowerment; Employee morale; Human resources management; Management styles; Organizational behavior; Organizational problemsLength: 10pList Price: $6.50NEW

2175Title: Engstrom Auto Mirror Plant: Motivating in Good Times and BadAuthor(s): Collins, Elizabeth L.; Beer, MichaelPublication Date: 04/11/2008Product Type: CaseAbstract: In May 2007, the Engstrom Auto Mirrors plant, a relatively small supplier based in Indiana, faces a crisis. The business was in the second year of a downturn. Sales had started to decline in 2005; a year later, plant manager Ron Bent had been forced to lay off more than 20 percent of the work force. Plant productivity was dropping, employee morale was low, and product-quality issues had begun to surface. Relationships with key customers were at risk. Downturns were not new at Engstrom. When the plant had reached a similar crisis point years earlier, the institution of a Scanlon Plan, a company-wide employee incentive program, had proven critical in building morale, increasing productivity and product quality, and leading Engstrom into a turnaround. For several subsequent years, Engstrom workers had received regular Scanlon pay bonuses. But the bonuses had stopped in 2006, and now Ron Bent must determine how to get the plant back on track. Should he revise the Scanlon setup? Remove Scanlon and try another plan? Identify and change other organizational factors that may be sabotaging Scanlon?Geographic Setting: IndianaIndustry Setting: Automotive parts & accessoriesSubjects: NO SUBJECTS(KEYWORDS)Length: 8pSupplementary Materials: Teaching Note, (2176), 9p, by Elizabeth L. Collins, Michael BeerYear New: 2007

CMR097Title: Enhancing Creativity: Managing Work Contexts for the High Potential EmployeeAuthor(s): Cummings, Anne; Oldham, GregPublication Date: 10/01/1997

Product Type: CMR ArticlePublisher: California Management ReviewAbstract: While traditional approaches to maximizing employee creativity have focused on hiring creative people, more recent perspectives suggest that employees' work environments influence the creativity of their contributions. This article discusses the benefits of integrating these approaches. To ensure the most creative work from employees, managers need to assess the creative potential of each person and then place those with high potential into work contexts that stimulate and nurture it. When firms place people with high creative potential in contexts that offer complex job assignments, supportive and non-controlling supervision, and competitive co-workers, they reap the benefits of maximum employee creativity.Subjects: Creativity; Human resources management; Personnel management; Personnel selectionLength: 17p

7263BCTitle: Enhancing Creativity: Enriching the Organization and WorkplaceAuthor(s): School Press, Harvard BusinessPublication Date: 06/18/2003Product Type: HBS Press ChapterAbstract: Crafting teams of creative people is an essential first step toward enhancing creativity. Equally important is making the workplace conducive to creative thinking and providing support to those with innovative thoughts. This chapter offers a checklist of organizational characteristics that support creativity and innovation. May be used with: (7195BC) Types of Innovation: Several Types on Many Fronts; (7201BC) The S-Curve: A Concept and Its Lessons; (7218BC) Idea Generation: Opening the Genie's Bottle; (7225BC) Recognizing Opportunities: Don't Let the Good Ones Slip By; (7232BC) Moving Innovation to Market: Will It Fly?; (7256BC) Creativity and Creative Groups: Two Keys to Innovation; (7270BC) What Leaders Must Do: Making a Difference.Subjects: NO SUBJECTS(KEYWORDS)Length: 27pList Price: $6.95Year New: 2006

U9702DTitle: Enlisting Hearts and MindsAuthor(s): Gary, LorenPublication Date: 02/01/1997Product Type: Harvard Management Update Article



Abstract: In an economic climate characterized by rapid change and job anxiety, can companies legitimately expect their employees to bring their hearts and minds to the workplace? If so, what do employers need to be willing to do to make this happen? A few essential principles: 1) fear and coercion don't work; 2) compensation alone is not the answer; 3) never underestimate the power of sharing information; and 4) focusing on values beyond profitability may, paradoxically, be the best way to ensure profitability. Subjects: Employee attitude; Employee morale; Managerial behavior; MotivationLength: 1pList Price: $4.50

F0411DTitle: Enough LeadershipAuthor(s): Mintzberg, HenryPublication Date: 11/01/2004Product Type: Harvard Business Review ArticleAbstract: Management professor Henry Mintzberg argues that a little leadership goes a long way.Subjects: Executives; Leadership; Managerial skillsLength: 2pYear New: 2004

897157Title: An Entrepreneurial FamilyAuthor(s): Barnes, Louis B.; LaChapelle, KaciePublication Date: 02/04/1997Revision Date: 11/11/1997Product Type: Case (Field)Abstract: Mark Vigianno is a driven entrepreneur who can't seem to work with subcontractors, many colleagues, and bosses. His wife Katrina gets caught up in Mark's ventures but seems unable to help him. Although ambitious, hard driving, and quality conscious, Mark keeps stumbling against other people on his way to success.Geographic Setting: ConnecticutIndustry Setting: Construction industrySubjects: Conflict; Construction; Development stage enterprises; Entrepreneurship; Interpersonal behavior; PartnershipsLength: 6p

R00414Title: Entrepreneurs vs. Executives at Socaba.com (Commentary for HBR Case Study)Author(s): Maruca, Regina Fazio; Scott, Tom; Murguia, Ted; Comaford, Christine; Robbins, SteverPublication Date: 07/01/2000Product Type: Harvard Business Review ArticleAbstract: It's been four years since

Dave Souza, Joe Castle, and Ryan Bahar started Socaba.com--an e-business that sells office supplies and services. Six months ago, acting on the advice of their VC, the young founders hired three seasoned managers to help bring the business to the next level. The new executives appeared to complete the Socaba management team. But even as early as the welcome lunch for the three, a rift between the insiders and outsiders developed. Just minutes after the party, the founders were seen drifting into Dave's office to assess the three newcomers. Such exclusionary meetings have continued on both sides, further aggravating the situation. To complicate matters, one of the company's main competitors wants to partner with Socaba, and there's controversy about whether to enter into the deal. Socaba.com is at a crossroads--the company is in position to grow, but internal conflicts could hold it back. May be used with: (R00413) Entrepreneurs vs. Executives at Socaba.com (HBR Case Study).Subjects: NO SUBJECTS(KEYWORDS)Length: 7pYear New: 2005

R00408Title: Entrepreneurs vs. Executives at Socaba.com (HBR Case Study and Commentary)Author(s): Maruca, Regina Fazio; Scott, Tom; Murguia, Ted; Comaford, Christine; Robbins, SteverPublication Date: 07/01/2000Product Type: Harvard Business Review ArticleAbstract: It's been four years since Dave Souza, Joe Castle, and Ryan Bahar started Socaba.com--an e-business that sells office supplies and services. Six months ago, acting on the advice of their VC, the young founders hired three seasoned managers to help bring the business to the next level. The new executives appeared to complete the Socaba management team. But even as early as the welcome lunch for the three, a rift between the insiders and outsiders developed. Just minutes after the party, the founders were seen drifting into Dave's office to assess the three newcomers. Such exclusionary meetings have continued on both sides, further aggravating the situation. To complicate matters, one of the company's main competitors wants to partner with Socaba, and there's controversy about whether to enter into the deal. Socaba.com is at a crossroads--the company is in position to grow, but internal conflicts could hold it back. May be used with: (94612) The

Team That Wasn't (HBR Case Study and Commentary).Subjects: Electronic commerce; HBR Case Discussions; Organizational change; Venture capitalLength: 7p

R00413Title: Entrepreneurs vs. Executives at Socaba.com (HBR Case Study)Author(s): Maruca, Regina FazioPublication Date: 07/01/2000Product Type: Harvard Business Review ArticleAbstract: It's been four years since Dave Souza, Joe Castle, and Ryan Bahar started Socaba.com--an e-business that sells office supplies and services. Six months ago, acting on the advice of their VC, the young founders hired three seasoned managers to help bring the business to the next level. The new executives appeared to complete the Socaba management team. But even as early as the welcome lunch for the three, a rift between the insiders and outsiders developed. Just minutes after the party, the founders were seen drifting into Dave's office to assess the three newcomers. Such exclusionary meetings have continued on both sides, further aggravating the situation. To complicate matters, one of the company's main competitors wants to partner with Socaba, and there's controversy about whether to enter into the deal. Socaba.com is at a crossroads--the company is in position to grow, but internal conflicts could hold it back. May be used with: (R00414) Entrepreneurs vs. Executives at Socaba.com (Commentary for HBR Case Study).Subjects: NO SUBJECTS(KEYWORDS)Length: 7pYear New: 2005

B0203ETitle: Equifax's Dynamic DuoAuthor(s): Koch, JanicePublication Date: 03/15/2002Product Type: Balanced Scorecard Report ArticleAbstract: Change agents, either senior executives with decision-making authority or their trusted deputies, help mobilize their organizations to launch a change effort and sustain support throughout the entire process. BSR profiles an unusual pair of change agents: Equifax EVP Bill Catucci and his executive assistant, Ann Drake. Together, they won over executives and rank-and-file employees alike to achieve a rapid-fire rollout, global adoption, and high corporate performance.Subjects: Balanced scorecard; Corporate strategy; Leadership;



Management of change; Organizational change; Strategy formulation; Strategy implementationLength: 2pList Price: $9.50

507074Title: Ericsson: Leading in Times of ChangeAuthor(s): Narayandas, Das; Beyersdorfer, Daniela; Dessain, Vincent; Sjoman, AndersPublication Date: 06/29/2007Revision Date: 02/11/2008Product Type: Case (Field)Abstract: After its dramatic corporate turnaround, the Swedish telecom infrastructure company Ericsson hires a new CEO to bring the former Swedish flagship company back on track. Puts students in the shoes of Carl-Henric Svanberg, an industry outsider and CEO of locks group Assy Abloy, who does not hesitate a moment when he gets the call in early 2003. Looks back on the reasons for Ericsson's current situation and the recent restructuring programs that cut the company's staff and operating expenses in half. Presents Svanberg's vision for how to re-energize the ailing company and reach profitability once again, and gives students the opportunity to debate these issues. May be used with: (507075) Reinventing Ericsson.Geographic Setting: SwedenIndustry Setting: Telecommunications industryEvent Year Start: 2003Event Year End: 2003Subjects: NO SUBJECTS(KEYWORDS)Length: 24pYear New: 2007

404S03Title: Erik Peterson (A), Spanish VersionAuthor(s): Gabarro, John J.Publication Date: 11/17/1993Revision Date: 10/13/1995Product Type: LACC CaseAbstract: Describes the problems facing a recent MBA graduate in his job as general manager of a mobile cellular company owned by a parent corporation. Raises issues of corporate divisional relationships and the difficulties facing an inexperienced manager who seems to be receiving little support. A redisguised version of an earlier case.Geographic Setting: New EnglandIndustry Setting: Telephone industrySubjects: Communications industry; Entertainment industry; Interpersonal relations; Leadership; Organizational behavior; Organizational design; Subsidiaries; Superior & subordinate

Length: 19p

494005Title: Erik Peterson (A)Author(s): Gabarro, John J.Publication Date: 11/17/1993Revision Date: 10/13/1995Product Type: Case (Field)Abstract: Describes the problems facing a recent MBA graduate in his job as general manager of a mobile cellular company owned by a parent corporation. Raises issues of corporate divisional relationships and the difficulties facing an inexperienced manager who seems to be receiving little support. A redisguised version of an earlier case. May be used with: (494113) Richard Jenkins.Geographic Setting: New EnglandIndustry Setting: Telephone industrySubjects: Communications industry; Entertainment industry; Interpersonal relations; Leadership; Organizational behavior; Organizational design; Subsidiaries; Superior & subordinateLength: 19pSupplementary Materials: Supplement (Field), (494006), 1p, by John J. Gabarro; Supplement (Field), (494007), 3p, by John J. Gabarro; Supplement (Field), (494008), 3p, by John J. Gabarro; Supplement (Field), (494009), 1p, by John J. Gabarro; Teaching Note, (496046), 10p, by John J. Gabarro, Judith MaasBESTSELLER

494006Title: Erik Peterson (B)Author(s): Gabarro, John J.Publication Date: 11/17/1993Product Type: Supplement (Field)Abstract: This one-paragraph case adds to the data presented in the (A) case. A redisguised version of an earlier case. Must be used with: (494005) Erik Peterson (A).Industry Setting: Communications industry; Entertainment industrySubjects: Communications industry; Entertainment industry; Interpersonal relations; Leadership; Organizational behavior; Organizational design; Subsidiaries; Superior & subordinateLength: 1pSupplementary Materials: Teaching Note, (496046), 10p, by John J. Gabarro, Judith Maas

494007Title: Erik Peterson (C)Author(s): Gabarro, John J.Publication Date: 11/17/1993Product Type: Supplement (Field)Abstract: Describes the outcome of Erik Peterson's one-day meeting with his superior and the events of the

subsequent day's meeting with the president and vice president of operations of the parent company. Students should have read the (A) and (B) cases. The (C) case may be assigned with the (D) case. A redisguised version of an earlier case. Must be used with: (494005) Erik Peterson (A).Industry Setting: Communications industry; Entertainment industrySubjects: Communications industry; Entertainment industry; Interpersonal relations; Leadership; Organizational behavior; Organizational design; Subsidiaries; Superior & subordinateLength: 3pSupplementary Materials: Teaching Note, (496046), 10p, by John J. Gabarro, Judith Maas

494008Title: Erik Peterson (D)Author(s): Gabarro, John J.Publication Date: 10/29/1993Revision Date: 12/18/1998Product Type: Supplement (Field)Abstract: Implicitly raises the question of what Peterson should do to extricate himself from his difficulties. Should he consider resignation, go directly to the company's president to seek relief, or clarify the situation within the company? A redisguised version of an earlier case. Must be used with: (494005) Erik Peterson (A).Industry Setting: Communications industry; Entertainment industrySubjects: Communications industry; Entertainment industry; Interpersonal relations; Leadership; Organizational behavior; Organizational design; Subsidiaries; Superior & subordinateLength: 3pSupplementary Materials: Teaching Note, (496046), 10p, by John J. Gabarro, Judith Maas

9-408-S13Title: Erik Peterson (E), Spanish VersionAuthor(s): Gabarro, John J.Publication Date: 03/07/1994Product Type: LACC SupplementAbstract: Presents the final outcome of the events. The William Jurgens case presents a description from the corporation president's point of view of the series of events (as reported in the Erik Peterson (A), (B), (C), and (D) cases). The Jurgens case can be assigned with Erik Peterson (E) to give a broader perspective on Olafson's behavior and problems. This case can be handed out during class discussion of the (D) case. A redisguised version of an earlier case.Industry Setting: Communications industry; Entertainment industry




494009Title: Erik Peterson (E)Author(s): Gabarro, John J.Publication Date: 11/17/1993Revision Date: 03/07/1994Product Type: Supplement (Field)Abstract: Presents the final outcome of the events. The William Jurgens case presents a description from the corporation president's point of view of the series of events (as reported in the Erik Peterson (A), (B), (C), and (D) cases). The Jurgens case can be assigned with Erik Peterson (E) to give a broader perspective on Olafson's behavior and problems. This case can be handed out during class discussion of the (D) case. A redisguised version of an earlier case. Must be used with: (494005) Erik Peterson (A).Industry Setting: Communications industry; Entertainment industrySubjects: Communications industry; Entertainment industry; Interpersonal relations; Leadership; Organizational behavior; Organizational design; Subsidiaries; Superior & subordinateLength: 1pSupplementary Materials: Teaching Note, (496046), 10p, by John J. Gabarro, Judith Maas

3618Title: The Essence of Successful Leadership (HBR Article Collection)Publication Date: 06/01/2000Product Type: HBR OnPoint CollectionAbstract: How do you change people's hearts and minds? The leaders interviewed in the Harvard Business Review collection have, over their distinguished tenures, managed to change how their employees think and feel--about the company, the competition, and their own contribution to the enterprise. But each has taken a different approach. For Disney's Michael Eisner, the key has been to embody the combination of looseness, inquisitiveness, and business sense he expects from every corner of the corporation. General Electric's Jack Welch concentrates less on generating new ideas and more on providing a clear articulation of the company's overarching goals and strategy. AlliedSignal's Larry Bossidy doesn't flinch when it comes to telling employees how they need to change--but when they're ready to embrace change, he becomes their biggest supporter. Combining a good understanding of human aspirations with a mix of self-confidence and humility, the insights offered here demonstrate why

these three leaders have been so successful for so long at the top of the corporate world. The three Harvard Business Review articles in this collection: "Common Sense and Conflict: An Interview with Disney's Michael Eisner" by Suzy Wetlaufer (HBR reprint R00111), "Speed, Simplicity, Self-Confidence: An Interview with Jack Welch" by Noel Tichy and Ram Charan (HBR reprint 89513), and "The CEO as Coach: An Interview with AlliedSignal's Lawrence A. Bossidy" by Noel Tichy and Ram Charan (HBR reprint 95201).Subjects: Innovation; Leadership; Management of change; Motivation; Power & influence; Productivity; Superior & subordinateLength: 42pList Price: $17.95

8126BNTitle: The Essential Coaching CollectionPublication Date: 08/15/2004Product Type: Management ProgramAbstract: This specially priced collection gives you the tactical advice and practice you need to develop effective coaching techniques that deliver positive results for your team. It includes the interactive Coaching for Results CD-ROM program and the Harvard Business Essentials: Coaching and Mentoring paperback. Through an interactive case study, expert guidance, and activities for immediate application at work, the hands-on CD-ROM helps you coach successfully by preparing, discussing, and following up in any situation. The comprehensive Coaching and Mentoring guide from the Harvard Business Essentials series enhances your learning by covering the full spectrum of effective mentoring and the nuts and bolts of coaching. It helps you master specific mentoring challenges, improve your listening skills, and provide ongoing support to your employees. Save over 10% off the regular prices when you purchase this collection.Subjects: Employee development; Employee empowerment; Leadership; Management styles; Managerial skills; Mentors; SupervisionList Price: $189.00Year New: 2004

8193Title: Essentials of Corporate Communications and Public Relations: Business Literacy for HR Professionals (Paperback)Author(s): School Press, Harvard BusinessPublication Date: 06/01/2006Product Type: HBS Press BookAbstract: When it comes to communicating corporate information,

the skills of the messenger can make or break a company's reputation in the eyes of shareholders, employees, and the media. Filled with practices, principles, and case studies, this essential guide helps HR professionals hone their skills at delivering information, managing crises, responding to queries, and more. Today's HR professionals work side by side with senior executives to devise a strategy for their organizations and to marshal the talent and resources to implement it. That means going beyond the traditional HR domain and mastering the fundamentals of all aspects of business and management.Subjects: NO SUBJECTS(KEYWORDS)Length: 320pList Price: $39.95Year New: 2006

5739Title: The Essentials of Managing Change and Transition: Business Literacy for HR Professionals (Paperback)Author(s): School Press, Harvard BusinessPublication Date: 03/02/2005Product Type: HBS Press BookAbstract: The Essentials of Managing Change and Transition provides an overview of the various approaches to change management, provides assessments and tools for preparing employees and the organization for a change initiative, and offers strategies for successfully managing the human and business aspects of the transformation as it rolls out. Today's HR professionals work side by side with senior executives to devise strategies for their organizations and to marshal the talent and resources to implement it. That means going beyond the traditional HR domain and mastering the fundamentals of all aspects of business and management. The Business Literacy for HR Professionals series, developed in partnership with the Society for Human Resource Management, helps HR professionals do exactly that. Covering essential areas such as negotiation, decision making, change management, finance, and more, these highly practical books help HR professionals in their goal to be true strategic partners who bring additional bottom-line value to their organizations.Subjects: Human resources management; Management of change; Managerial skills; Organizational changeLength: 224pList Price: $39.95Year New: 2005



8215Title: The Essentials of Power, Influence and Persuasion: Business Literacy for HR Professionals (Paperback)Author(s): School Press, Harvard BusinessPublication Date: 05/18/2006Product Type: HBS Press BookAbstract: Power, influence, and persuasion are key ingredients for success in the human resources field--and they can be learned. This book offers advice and tools for effectively commanding attention, changing minds, and influencing decision makers, from CEOs to front-line managers. Today's HR professionals work side by side with senior executives to devise a strategy for their organizations and to marshal the talent and resources to implement it. That means going beyond the traditional HR domain and mastering the fundamentals of all aspects of business and management.Subjects: NO SUBJECTS(KEYWORDS)Length: 272pList Price: $39.95Year New: 2006

HKU155Title: Establishing an "ECL" Culture in China: Organizational Difference or National Difference?Author(s): Wong, Gilbert; Chan, Scarlet; Ho, MaryPublication Date: 11/09/2001Product Type: Case (Field)Publisher: University of Hong KongAbstract: Electronic Communications Ltd. (ECL) had decided to make China its second home and to seek common prosperity with Chinese people. The company knew that there were major gains to be made, but there were also risks and challenges. One of these was the management of cultural differences. An essential question facing the management was whether it should adapt ECL's management practice to the Chinese culture or instead implement ECL's global management policies in China.Geographic Setting: ChinaSubjects: China; Corporate culture; Cross cultural relations; Employee development; Human resources management; Organizational behaviorLength: 11pSupplementary Materials: Teaching Note, (HKU156), 8p, by Gilbert Wong, Scarlet Chan, Mary Ho

400066Title: Ethan Berman at RiskMetrics Group (A)Author(s): Ibarra, Herminia; Morris, Gillian

Publication Date: 03/15/2000Revision Date: 08/01/2000Product Type: Case (Field)Abstract: Ethan Berman, CEO of J.P. Morgan's risk management spinoff, has grown RiskMetrics Group (RMG) from a small team of 30 to a 70-person firm contemplating an IPO. Along the way, the consensus-based decision-making process that he espoused started to prove unwieldy; his personal and informal managerial style also could not meet the growing demands on his time. More senior managers were needed--but who? Could the unique, informal culture of the group be maintained as it grew into a mid-sized firm? How should Berman go about making these decisions?Geographic Setting: New York, NYNumber of Employees: 70Subjects: Entrepreneurial management; Entrepreneurship; Growth management; Leadership; Risk managementLength: 13pSupplementary Materials: Supplement (Field), (400080), 2p, by Herminia Ibarra, Gillian Morris; Teaching Note, (401016), 6p, by Herminia Ibarra, Gillian Morris

400080Title: Ethan Berman at RiskMetrics Group (B)Author(s): Ibarra, Herminia; Morris, GillianPublication Date: 03/15/2000Revision Date: 05/04/2000Product Type: Supplement (Field)Abstract: Supplements the (A) case. Must be used with: (400066) Ethan Berman at RiskMetrics Group (A).Subjects: Entrepreneurial management; Entrepreneurship; Growth management; Leadership; Risk managementLength: 2pSupplementary Materials: Teaching Note, (401016), 6p, by Herminia Ibarra, Gillian Morris

BH238Title: Ethical Choices in the Design and Administration of Executive Compensation ProgramsAuthor(s): Heisler, William J.Publication Date: 07/01/2007Product Type: Business Horizons ArticlePublisher: Business Horizons/Indiana UniversityAbstract: Within the past few years, executives have come under increased scrutiny and criticism for the levels of compensation they receive. At the same time, corporate practices surrounding the design and review of executive compensation programs have received increased attention. While some recent executive misconduct has involved

violations of the law, many academics and other corporate critics view the issues involving executive compensation more from an ethical than a legal perspective. Several dimensions of the executive compensation decision process offer significant opportunities for ethical choices. Identifies the major components of executive compensation and highlights decision points in the design and administration of each component where ethical issues may arise. Proposals to reduce the potential for ethical misconduct are also offered.Subjects: NO SUBJECTS(KEYWORDS)Length: 14pYear New: 2007

3515BNTitle: The Ethical Leadership CollectionPublication Date: 02/24/2003Product Type: Management ProgramAbstract: What do you do when faced with challenging ethical dilemmas? Often, these problems trigger deeply personal, conflicting questions for managers. Navigating these decisions successfully requires careful planning, patience, and plenty of political savvy. This special collection offers pragmatic advice and real-world examples of successful managers to help you resolve issues of conflicting responsibility. It includes two CD-ROM programs, Defining Moments: A Framework for Moral Decisions and Leading Quietly from the Faculty Seminar Series. Both programs feature an engaging lecture by Harvard Business School Professor Joseph Badaracco, who presents practical guidelines to help you do "the right thing" while minimizing harm to your organization, your coworkers, and your own career. The presentations are supplemented with a set of detailed slides, a learning guide, and questions to help you apply the material to your own situation. You'll also receive a complimentary copy of Lead Softly--and Carry a Big Impact (HBR OnPoint Collection), which shows how modest everyday leaders, through a highly disciplined code of conduct, achieve and sustain extraordinary results. Save over 15% off the regular prices when you order this special collection.Subjects: Decision making; Ethics; Leadership; Management of change; Management styles; Organizational behavior; Personal strategy & styleList Price: $225.00

R0703BTitle: The Ethical Mind: A Conversation with Psychologist Howard GardnerAuthor(s): Fryer, Bronwyn; Gardner, Howard



Publication Date: 03/01/2007Product Type: Harvard Business Review ArticleAbstract: Business leadership has become synonymous in the public eye with unethical behavior. Widespread scandals, massive layoffs, and inflated executive pay packages have led many to believe that corporate wrongdoing is the status quo. That's why it's more important than ever that those at the top mend relationships with customers, employees, and other stakeholders. Professor Gardner has spent many years studying the relationship between psychology and ethics at Harvard's Graduate School of Education. In this interview with HBR senior editor Bronwyn Fryer, Gardner talks about what he calls the ethical mind, which helps individuals aspire to do good work that matters to their colleagues, companies, and society in general. In an era when workers are overwhelmed by too much information and feel pressured to win at all costs, Gardner believes, it's easy to lose one's way. What's more, employees look to leaders for cues as to what's appropriate and what's not. So if you're a leader, what's the best way to stand up to ethical pressures and set a good example? First and foremost, says Gardner, you must believe that retaining an ethical compass is essential to the health of your organization. Then you must state your ethical beliefs and stick to them. You should also test yourself rigorously to make sure you're adhering to your values, take time to reflect on your beliefs, find multiple mentors who aren't afraid to speak truth to your power, and confront others' egregious behavior as soon as it arises. In the end, Gardner believes, the world hangs in the balance between right and wrong, good and bad, success and disaster. "You need to decide which side you're on," he concludes, "and do the right thing."Subjects: NO SUBJECTS(KEYWORDS)Length: 7pYear New: 2007

2106Title: Ethics for the Real World: Creating a Personal Code to Guide Decisions in Work and LifeAuthor(s): Howard, Ronald; Korver, ClintonPublication Date: 06/24/2008Product Type: HBS Press BookAbstract: We often make small ethical compromises for "good" reasons: We lie to a customer because our boss asked us to. We exaggerate our accomplishments on our resume to get an interview. Temptation blindsides us. And we make snap decisions we regret.

Minor ethical lapses can seem harmless, but they instill in us a hard-to-break habit of distorted thinking. Rationalizations drown out our inner voice, and we make up the rules as we go. We lose control of our decisions, fall victim to the temptations and pressures of our situations, taint our characters, and sour business and personal relationships. In Ethics for the Real World, Ronald Howard and Clinton Korver explain how to master the art of ethical decision making by: identifying potential compromises in your own life; applying distinctions to clarify your ethical thinking; committing in advance to ethical principles; and generating creative alternatives to resolve dilemmas. Packed with real-life examples, this book gives you practical advice to respond skillfully to life's inevitable ethical challenges. Not only can you make right decisions, you can acquire new habits that will realize the best in yourself and transform your relationships.Subjects: NO SUBJECTS(KEYWORDS)Length: 208pList Price: $24.95Year New: 2008

F0903CTitle: Ethnographic Research: A Key to StrategyAuthor(s): Anderson, KenPublication Date: 03/01/2009Product Type: Harvard Business Review ArticleAbstract: Unlike traditional market researchers, who use highly targeted questions to extract information from customers, corporate ethnographers observe and listen in a nondirected way. Their method may appear inefficient, but it can yield rich data about product use.Subjects: NO SUBJECTS(KEYWORDS)Length: 3p

9-408-S17Title: Eugene Kearney (A), Spanish VersionAuthor(s): Gabarro, John J.; Burtis, AndrewPublication Date: 01/21/2008Product Type: LACC CaseAbstract: Describes the events leading up to an actual performance appraisal interview--the views, opinions, and attitudes of the subordinates who are to be interviewed. A rewritten version of an earlier case.Geographic Setting: United StatesIndustry Setting: Food servicesGross Revenues: $90 million revenuesSubjects: NO SUBJECTS(KEYWORDS)

Length: 5p

495036Title: Eugene Kearney (A)Author(s): Gabarro, John J.; Burtis, AndrewPublication Date: 02/03/1995Product Type: Case (Field)Abstract: Describes the events leading up to an actual performance appraisal interview--the views, opinions, and attitudes of the subordinates who are to be interviewed. A rewritten version of an earlier case. May be used with: (495034) Old Colony Associates; (495035) James Cranfield.Geographic Setting: United StatesIndustry Setting: Food servicesCompany Size: smallGross Revenues: $90 million revenuesSubjects: Food; Interpersonal behavior; Performance appraisal; ServicesLength: 6pSupplementary Materials: Supplement (Field), (495040), 1p, by John J. Gabarro, Andrew Burtis; Case Video, (887512), 26 min, by Bart J. Van Dissel; Case Video, (400507), 20 min, by Linda A. Hill

495040Title: Eugene Kearney (B)Author(s): Gabarro, John J.; Burtis, AndrewPublication Date: 02/03/1995Product Type: Supplement (Field)Abstract: Supplements the (A) case. A rewritten version of an earlier supplement. Must be used with: (495036) Eugene Kearney (A).Industry Setting: Food industrySubjects: Food; Interpersonal behavior; Performance appraisal; ServicesLength: 1pSupplementary Materials: Case Video, (887512), 26 min, by Bart J. Van Dissel; Case Video, (400507), 20 min, by Linda A. Hill

402S09Title: Eugene Kirby (A), Spanish VersionAuthor(s): Beer, Michael; Clawson, James G.Publication Date: 07/31/2002Product Type: LACC CaseAbstract: Describes the events leading up to an actual performance appraisal interview--the views, opinions, and attitudes of the subordinates who are to be interviewed.Geographic Setting: United StatesIndustry Setting: Food servicesCompany Size: smallGross Revenues: $35 million revenuesSubjects: Food; Interpersonal behavior; Performance appraisal; ServicesLength: 5pSupplementary Materials: LACC



Supplement, (402S10), 1p, by Michael Beer, James G. Clawson

478007Title: Eugene Kirby (A)Author(s): Beer, Michael; Clawson, James G.Publication Date: 09/01/1977Revision Date: 04/11/1983Product Type: Case (Field)Abstract: Describes the events leading up to an actual performance appraisal interview--the views, opinions, and attitudes of the subordinates who are to be interviewed. May be used with: (478005) Colonial Food Services Co.; (478006) James Cranston.Geographic Setting: United StatesIndustry Setting: Food servicesCompany Size: smallGross Revenues: $35 million revenuesSubjects: Food; Interpersonal behavior; Performance appraisal; ServicesLength: 7pSupplementary Materials: Supplement (Field), (478010), 1p, by Michael Beer, James G. Clawson; Teaching Note, (485009), 8p, by Michael Beer, Bert A. Spector; Case Video, (887512), 26 min, by Bart J. Van Dissel

402S10Title: Eugene Kirby (B), Spanish VersionAuthor(s): Beer, Michael; Clawson, James G.Publication Date: 07/31/2002Product Type: LACC SupplementAbstract: Supplements the (A) case. Must be used with: (402S09) Eugene Kirby (A), Spanish Version.Industry Setting: Food industrySubjects: Food; Interpersonal behavior; Performance appraisal; ServicesLength: 1p

478010Title: Eugene Kirby (B)Author(s): Beer, Michael; Clawson, James G.Publication Date: 09/01/1977Product Type: Supplement (Field)Abstract: Supplements the (A) case. Must be used with: (478007) Eugene Kirby (A).Industry Setting: Food industrySubjects: Food; Interpersonal behavior; Performance appraisal; ServicesLength: 1p

494090Title: Evaluating an Action PlanAuthor(s): Hill, Linda A.Publication Date: 01/31/1994Revision Date: 03/09/1995Product Type: NoteAbstract: Managers report that action planning to resolve interpersonal and

organizational challenges is far more demanding than diagnosing them. Although there are many frameworks for evaluating their diagnoses, there are few for evaluating their action plans. Reviews the major criteria for assessing an action plan. Includes a short list of "Key Elements of Action Planning," and a longer list of "Criteria for Evaluating an Action Plan." The list of criteria is written as a series of questions to ask yourself when assessing an action plan.Subjects: Action planning; Human relations; Managerial skills; Organizational behavior; Organizational change; Power & influenceLength: 2p

IES085Title: Evaluating and Developing Management CompetenciesAuthor(s): Cardona, Pablo; Chinchilla, M NuriaPublication Date: 02/01/1999Revision Date: 02/16/2000Product Type: NotePublisher: IESE Business SchoolAbstract: Describes the different types of management and personal effectiveness competencies and how to develop them. It argues that management competencies are a tool for cultural change. May be used with: (IES086) Intrategy: A Basic Dimension of Corporate Culture.Subjects: Human resources management; LeadershipLength: 13p

R0810BTitle: Evaluating the CEOAuthor(s): Kaufman, Stephen P.Publication Date: 10/01/2008Product Type: Harvard Business Review ArticleAbstract: After Kaufman became a CEO, he was struck by how perfunctory the board was in its feedback on his performance. The chair of the compensation committee would pop by his office following the year-end board meeting, congratulate him on the company's making its numbers, and then hand him an envelope containing the details of his comp package before walking out the door. The entire exchange would last no more than 10 minutes. That sort of review was a big contrast from the intense evaluations Kaufman received as a senior executive--assessments based on input from many sources and on multiple dimensions of his performance. As chief executive, all of sudden his total worth was summed up in just three or four financial measures. Although CEOs should have autonomy, reducing performance management to only

financial measures makes little sense. All the financial incentives in the world won't transform CEOs into better decision makers. And bad decisions can bring companies down. Boards have an obligation to shareholders to ensure that companies are led well, and the sooner they can spot problems with leaders' performance, the better. With that in mind, Kaufman encouraged Arrow Electronics, where he was CEO for 14 years, to adopt a formal process that obliged independent directors to talk to executives and observe operations firsthand. Directors considered CEO performance in five key areas: leadership, strategy, people management, operating metrics, and relationships with external constituencies. As a result, they picked up on problems Kaufman might not have noticed, provided counsel that made him a stronger leader--and avoided disasters along the way.Subjects: NO SUBJECTS(KEYWORDS)Length: 7p

R0506HTitle: Every Employee an Owner. Really.Author(s): Rosen, Corey; Case, John; Staubus, MartinPublication Date: 06/01/2005Product Type: Harvard Business Review ArticleAbstract: Surveys indicate that when new rules on expensing stock options take effect, many companies are likely to limit the number of employees who can receive equity compensation. But companies that reserve equity for executives are bound to suffer in the long run. Study after study proves that broad-based ownership, when done right, leads to higher productivity, lower workforce turnover, better recruits, and bigger profits. "Done right" is the key. Here are the four most important factors in implementing a broad-based employee equity plan: A significant portion of the workforce--generally, most of the full-time people--must hold equity; employees must think the amounts they hold can significantly improve their financial prospects; managerial practices and policies must reinforce the plan; and employees must feel a true sense of company ownership. Those factors add up to an ownership culture in which employees' interests are aligned with the company's. The result is a workforce that is loyal, cooperative, and willing to go above and beyond to make the organization successful. A wide variety of companies have recorded exceptional business performance with the help of employee-ownership programs supported by management



policies. The authors examine two: Science Applications International, a research and development contractor, and Scot Forge, which shapes metal and other materials for industrial machinery. At both companies, every employee with a year or so of service holds equity, and employees who stay on can accumulate a comfortable nest egg. Management's sharing of financial information reinforces workers' sense of ownership. So does the expectation that employees will accept the responsibilities of ownership. Workers with an ownership stake internalize their responsibilities and feel they have an obligation not only to management but to one another.Geographic Setting: Arizona; California; Missouri; New Braunfels, TX; San Diego, CA; VermontIndustry Setting: Airline industryEvent Year Start: 2004Event Year End: 2004Subjects: NO SUBJECTS(KEYWORDS)Length: 8pYear New: 2005

R0601ETitle: Evidence-Based ManagementAuthor(s): Pfeffer, Jeffrey; Sutton, Robert I.Publication Date: 01/01/2006Product Type: Harvard Business Review ArticleAbstract: For the most part, managers looking to cure their organizational ills rely on obsolete knowledge they picked up in school, long-standing but never proven traditions, patterns gleaned from experience, methods they happen to be skilled in applying, and information from vendors. They could learn a thing or two from practitioners of evidence-based medicine, a movement that has taken the medical establishment by storm over the past decade. A growing number of physicians are eschewing the usual, flawed resources and are instead identifying, disseminating, and applying research that is soundly conducted and clinically relevant. It's time for managers to do the same. The challenge is, quite simply, to ground decisions in the latest and best knowledge of what actually works. In some ways, that's more difficult to do in business than in medicine. The evidence is weaker in business; almost anyone can (and many people do) claim to be a management expert; and a motley crew of sources--Shakespeare, Billy Graham, Jack Welch, Attila the Hun--are used to generate management advice. Still, it makes sense that when managers act on better logic and strong evidence, their companies will beat the competition. Like medicine, management is learned through practice

and experience. Yet managers (like doctors) can practice their craft more effectively if they relentlessly seek new knowledge and insight, from both inside and outside their companies, so they can keep updating their assumptions, skills, and knowledge.Geographic Setting: CaliforniaIndustry Setting: Airline industry; Automotive industry; Health care industry; Internet & online services industries; SchoolsSubjects: NO SUBJECTS(KEYWORDS)Length: 13pYear New: 2006

298XTitle: Evidence-Based Management (HBR OnPoint Enhanced Edition)Author(s): Pfeffer, Jeffrey; Sutton, Robert I.Publication Date: 01/01/2006Product Type: HBR OnPoint ArticleAbstract: For the most part, managers looking to cure their organizational ills rely on obsolete knowledge they picked up in school, long-standing but never proven traditions, patterns gleaned from experience, methods they happen to be skilled in applying, and information from vendors. They could learn a thing or two from practitioners of evidence-based medicine, a movement that has taken the medical establishment by storm over the past decade. A growing number of physicians are eschewing the usual, flawed resources and are instead identifying, disseminating, and applying research that is soundly conducted and clinically relevant. It's time for managers to do the same. The challenge is, quite simply, to ground decisions in the latest and best knowledge of what actually works. In some ways, that's more difficult to do in business than in medicine. The evidence is weaker in business; almost anyone can (and many people do) claim to be a management expert; and a motley crew of sources--Shakespeare, Billy Graham, Jack Welch, Attila the Hun--are used to generate management advice. Still, it makes sense that when managers act on better logic and strong evidence, their companies will beat the competition. Like medicine, management is learned through practice and experience. Yet managers (like doctors) can practice their craft more effectively if they relentlessly seek new knowledge and insight, from both inside and outside their companies, so they can keep updating their assumptions, skills, and knowledge.Subjects: NO SUBJECTS(KEYWORDS)Length: 14pList Price: $6.50

Year New: 2006

7659BCTitle: Evil: Radovan Karadzic--Understanding This Type of Bad LeadershipAuthor(s): Kellerman, BarbaraPublication Date: 08/18/2004Product Type: HBS Press ChapterAbstract: When leaders commit atrocities and still stay in power for years on end, their followers are anesthetized, inflamed, or terrorized--or they are in some way rewarded. A very powerful example is that of Radovan Karadzic, the leader responsible for ethnic cleansing in Bosnia. While he made the orders, many were only too eager to fall into line. Through his story, this chapter illustrates how this type of leadership wins the complicity of followers.Subjects: NO SUBJECTS(KEYWORDS)Length: 32pList Price: $6.95

SMR139Title: The Evolution of the Design-Inspired EnterpriseAuthor(s): Lojacono, Gabriella; Zaccai, GianfrancoPublication Date: 04/01/2004Product Type: SMR ArticleAbstract: Consumer-centered product design is an emerging best practice in many industries, particularly those characterized by practical products that hold no emotional appeal; in which competition is based on increasingly less profitable attempts to cut cost or improve performance; in which once distinctive products are becoming commoditized; or in which there is little room left for product innovation. Among the best practitioners, design is understood to be a core activity, conferring competitive advantage by bringing to light the emotional meaning products and services have, or could have, for consumers and extracting the high value of such emotional connections. The authors discuss how companies such as Master Lock, Procter & Gamble, BMW, and Cambridge SoundWorks have employed design research--including the use of multidisciplinary teams and a variety of ethnographic and psychophysiological techniques--to build organizationwide identification with the customers' needs and aspirations, keeping everyone's eyes on the same prize.Subjects: Consumer behavior; Innovation; Market analysis; Product designLength: 7pYear New: 2005



B0503DTitle: Excellence Redux: How the Balanced Scorecard Enhances the McKinsey 7-S ModelAuthor(s): Kaplan, Robert S.Publication Date: 03/15/2005Product Type: Balanced Scorecard Report ArticleAbstract: More than 20 years ago, two McKinsey partners shook the business world with In Search of Excellence, an exposition of the firm's 7-S Model (strategy, structure, systems, skills, staff, style, and superordinate goals), which became a modern classic. Conceived and designed independently of each other, the 7-S Model and the Balanced Scorecard share much in common, says Robert Kaplan. In fact, he argues, the BSC actually enhances the 7-S Model. It not only serves as the system 7-S calls for, but it also integrates the other six S's; it's the glue that ties them together for effective strategy execution.Subjects: Balanced scorecard; Leadership; Models; Strategy implementationLength: 4pList Price: $9.50Year New: 2005

U0412ATitle: Execute Your Strategy--Without Killing ItAuthor(s): Johnson, Lauren KellerPublication Date: 12/01/2004Product Type: Harvard Management Update ArticleAbstract: According to a recent Ernst & Young study, a full 66% of corporate strategy is never executed. Why? Because, as we all know, doing something new is hard. Organizations, and the units within them, must overcome long-standing traditions, conflicting interests, poor communication channels, and untold other devils lurking deep within the corporate culture. And they must do so with a level of coordination and deliberation that is often alien to the normal order. Yet, despite execution's inherent difficulties, built-to-last companies have no choice but to master it. The lesson is clear: The process of defining and designing the strategy cannot be seen as distinct from creating the plan to execute it. Read more about how to execute strategy successfully.Subjects: Corporate strategy; Organizational learning; Planning; Strategy implementationLength: 3pList Price: $4.50Year New: 2004

406S06Title: Executing Change: Seven Key

Considerations, Spanish VersionAuthor(s): Nohria, Nitin; Khurana, RakeshPublication Date: 08/24/1993Product Type: LACC NoteAbstract: Provides a 7S framework to complement the McKinsey 7S framework. Focuses on some of the critical choices that must be made in implementing change--Strategic Intent, Substance, Scale, Scope, Speed, Sequence, and Style. Overall, the note argues that these choices must be made so that they are coherent and robust.Subjects: NO SUBJECTS(KEYWORDS)Length: 9p

494038Title: Executing Change: Seven Key ConsiderationsAuthor(s): Nohria, Nitin; Khurana, RakeshPublication Date: 08/24/1993Product Type: NoteAbstract: Provides a 7S framework to complement the McKinsey 7S framework. Focuses on some of the critical choices that must be made in implementing change--Strategic Intent, Substance, Scale, Scope, Speed, Sequence, and Style. Overall, the note argues that these choices must be made so that they are coherent and robust.Subjects: Leadership; Management communication; Management of change; Organizational changeLength: 9p

403S11Title: Executing Change: Three Generic Strategies, Spanish VersionAuthor(s): Nohria, Nitin; Khurana, RakeshPublication Date: 08/24/1993Product Type: LACC NoteAbstract: Describes the strengths and weaknesses of three generic strategies for implementing change--programmatic change, discontinuous change, and emergent change.Subjects: Leadership; Management communication; Management of change; Organizational changeLength: 8p

494039Title: Executing Change: Three Generic StrategiesAuthor(s): Nohria, Nitin; Khurana, RakeshPublication Date: 08/24/1993Product Type: NoteAbstract: Describes the strengths and weaknesses of three generic strategies for implementing change--programmatic change, discontinuous change, and emergent change.

Subjects: Leadership; Management communication; Management of change; Organizational changeLength: 8p

R0503GTitle: Execution Without Excuses: The HBR InterviewAuthor(s): Dell, Michael; Rollins, Kevin; Stewart, Thomas A.; O'Brien, LouisePublication Date: 03/01/2005Product Type: Harvard Business Review ArticleAbstract: The success of Dell--it provides extraordinary rewards to shareholders, it can turn on a dime, and it has demonstrated impeccable timing in entering new markets--is based on more than its famous business model. High expectations and disciplined, consistent execution are embedded in the company's DNA. "We don't tolerate businesses that don't make money," founder Michael Dell tells HBR. "We used to hear all sorts of excuses for why a business didn't make money, but to us they all sounded like 'The dog ate my homework.' We just don't accept that." To double its revenues in a five-year period, the company had to adapt its execution-obsessed culture to new demands. In fact, Michael Dell and CEO Kevin Rollins realized they had a crisis on their hands. "We had a very visible group of employees who'd gotten rich from stock options," Rollins says. "You can't build a great company on employees who say, 'If you pay me enough, I'll stay.'" Dell and Rollins knew they had to reignite the spirit of the company. They implemented an employee survey, whose results led to the creation of the Winning Culture initiative, now a top operating priority at Dell. They also defined the Soul of Dell: Focus on the customer, be open and direct in communications, be a good global citizen, have fun in winning. It turned out to be a huge motivator. And they increased the focus on developing people within the company. "We've changed as individuals and as an organization," Rollins says. "We want the world to see not just a great financial record and operational performance but a great company. We want to have leaders that other companies covet. We want a culture that makes people stick around for reasons other than money."Subjects: Communication in organizations; Competitive advantage; Corporate culture; Decision making; Employee development; Leadership; Management development; Organizational behavior; VisionLength: 9pYear New: 2005



CG14Title: Executive Compensation at Aquila: Moving from Utility Services to Power TradingAuthor(s): Larcker, David F.; Tayan, BrianPublication Date: 05/10/2008Product Type: Case (Field)Publisher: Stanford UniversityAbstract: In the late 1990s, UtiliCorp United, a utility that owned natural gas and power assets in the Midwest and internationally, moved aggressively into the business of wholesale energy trading. The move came after Congress passed legislation that opened wholesale energy markets to competition, with the expectation that competition would reduce prices. Following the legislation, trading activity in these markets exploded, a trend which UtiliCorp participated in through its energy trading subsidiary Aquila Merchant Energy. In recognition of the important role that energy trading was expected to play for the company going forward, UtiliCorp officially changed its name to Aquila in March 2002. At the same time, the board of directors awarded a discretionary bonus of $4.5 million to Chief Executive Officer Robert Green, "in recognition of his contribution in establishing and cultivating the merchant services business." He had been on the job just three months, having succeeded his older brother Richard Green Jr. who remained chairman. Just months later, however, energy markets collapsed and the company reported major losses. As a result, Aquila announced that it would close its energy trading division and that Robert Green would resign as CEO. He would retain his bonus and also take with him a substantial and controversial severance package. This case explores the appropriateness of these payments, given the change in the company's strategic model and performance.Geographic Setting: United StatesSubjects: NO SUBJECTS(KEYWORDS)Length: 20p

CG5Title: Executive Compensation at Nabors Industries: Too Much, Too Little, or Just Right?Author(s): Larcker, David F.; Tayan, BrianPublication Date: 02/10/2007Product Type: Case (Field)Publisher: Stanford UniversityAbstract: Eugene Isenberg, CEO of Nabors Industries, was listed in a 2006 Wall Street Journal article as one of the highest paid executives in the U.S. over the previous 14 years. He received this

compensation as a result of a unique bonus arrangement and large stock option grants with several favorable features. At the same time, the strategy that he implemented for Nabors led to a remarkable financial turnaround as the company emerged from bankruptcy and expanded to become a global leader in the oilfield services industry. Readers are asked to evaluate the structure of Isenberg's compensation agreement in light of the company's industry, strategy, and financial position. Particular consideration is paid to the total compensation, mix of compensation, performance measures, and other compensation terms.Industry Setting: Petroleum industrySubjects: NO SUBJECTS(KEYWORDS)Length: 19pYear New: 2007

BH112Title: Executive Focus: Values, Relationships, and Organizational Culture: Principled Leadership at Brightpoint, Inc.Author(s): Dalton, Catherine M.Publication Date: 01/15/2005Product Type: Business Horizons ArticlePublisher: Business Horizons/Indiana UniversityAbstract: Mark J. Howell is president of Brightpoint Americas, with responsibility for operations in North, Central, and South America. Having been with Brightpoint, Inc. since 1994, he has served in a variety of executive positions, including executive vice-president of Finance, chief financial officer, treasurer, secretary of the company, chief operating officer, and president. Before joining Brightpoint, Howell served as corporate controller for ADESA Corp. and was an accountant with Ernst & Young LLP prior to that. He is active in the Indianapolis, Indiana, community, serving on the board of trustees of Brebeuf Jesuit High School and The Children's Museum of Indianapolis, as well as the board of directors of the St. Vincent Foundation. A member of the University of Notre Dame Sorin Society and serving on the board of directors of CTIA Wireless Foundation, Howell is a recognized leader in the cellular telecommunications industry, having received the 2001 Cellular Telecommunications Industry Association President's Award.Subjects: Corporate culture; Interpersonal relations; Leadership; ValuesLength: 5pYear New: 2005

109036Title: Executive Pay and the Credit Crisis of 2008Author(s): Brem, Lisa; Ferri, Fabrizio; Narayanan, V.G.Publication Date: 10/17/2008Revision Date: 11/20/2008Product Type: Case (Library)Abstract: The credit crisis of 2008 placed compensation practices at publicly traded firms in the United States under scrutiny. This case examines perceived excessive pay and severance packages at several firms implicated in the credit crisis of 2008, the executive compensation provisions in the Emergency Economic Stabilization Act, and discusses the implications for compensation committees at public companies.Industry Setting: Credit industryEvent Year Start: 2008Event Year End: 2008Subjects: NO SUBJECTS(KEYWORDS)Length: 23p

F0410DTitle: Executive PsychopathsAuthor(s): Morse, GardinerPublication Date: 10/01/2004Product Type: Harvard Business Review ArticleAbstract: They're in your organization--and they're easy to mistake for high potentials. But psychologists Robert Hare and Paul Babiak are readying a test to flush them out.Subjects: Human resources management; Interpersonal behavior; Managerial selection; Performance appraisalLength: 1pYear New: 2004

OB33Title: Executive Women at Link.ComAuthor(s): Martin, Joanne; Meyerson, DebraPublication Date: 09/01/1997Revision Date: 07/18/2006Product Type: OtherPublisher: Stanford UniversityAbstract: Consists of eight separate parts. These parts can be used separately, a few at a time, or all eight at once. Link.Com: A Silicon Valley Legend is a short introduction that provides a brief overview of the company. Link.Com is a large, multinational computer company, with a spectacular growth and profitability record. Organizational charts show the structure of the firm and the positions of the eight top-ranking women in the company (seven of whom contributed to this series of cases). This material can be used to introduce any of the seven



individual stories that follow: Natalie Kramer's Story, Ana Ibarra's Story, Denise Brousseau's Story, Patricia Sullivan's Story, Kathleen Casey's Story, Mariana Torcelli's Story, and Masako Hirada's Story.Geographic Setting: CaliforniaIndustry Setting: Computer industryGross Revenues: $1.5 billion revenuesSubjects: Careers & career planning; Computer industry; Discrimination; Diversity; Information management; Power & influence; Sexual harassment; Silicon Valley; WomenLength: 79pList Price: $6.95Supplementary Materials: Teaching Note, (OB33T), 7p, by Joanne Martin, Debra Meyerson

96611Title: The Executive as CoachAuthor(s): Waldroop, James; Butler, TimothyPublication Date: 11/01/1996Product Type: Harvard Business Review ArticleAbstract: How do you deal with the talented manager whose perfectionism paralyzes his direct reports? Or the high-performing expert who disdains teamwork under any circumstances? What about the sensitive manager who avoids confrontation of any kind? Do you ignore the behaviors? Get rid of the managers? James Waldroop and Timothy Butler suggest that you coach them. They have found that coaching--helping change the behaviors that threaten to derail a valued manager--is often the best way to help that manager succeed. Executives increasingly recognize that it is people management skills that are the key both to their personal success and to the success of their business. And being an effective coach is a crucial part of successful people management.Subjects: Executives; Human behavior; Interpersonal behavior; Interpersonal relations; Leadership; Management development; Management of professionals; Management styles; Managerial skillsLength: 7p

5343Title: The Executive as Coach (HBR OnPoint Enhanced Edition)Author(s): Waldroop, James; Butler, TimothyPublication Date: 11/15/2000Product Type: HBR OnPoint ArticleAbstract: How do you deal with the talented manager whose perfectionism paralyzes his direct reports? Or the high-performing expert who disdains teamwork under any circumstances?

What about the sensitive manager who avoids confrontation of any kind? Do you ignore the behaviors? Get rid of the managers? James Waldroop and Timothy Butler suggest that you coach them. They have found that coaching--helping change the behaviors that threaten to derail a valued manager--is often the best way to help that manager succeed. Executives increasingly recognize that it is people management skills that are the key both to their personal success and to the success of their business. And being an effective coach is a crucial part of successful people management.Subjects: Executives; Human behavior; Interpersonal behavior; Interpersonal relations; Leadership; Management development; Management of professionals; Management styles; Managerial skillsLength: 11pList Price: $6.50

407S05Title: Exercising Influence, Spanish VersionAuthor(s): Hill, Linda A.Publication Date: 02/07/1994Product Type: LACC NoteAbstract: Provides a framework for understanding the exercise of interpersonal influence in organizations. Describes some of the "myths and realities" of management that new managers discover--specifically, that managers are dependent on a complex network of relationships to get work done, and that they must influence others by relying on sources of power other than their formal positional authority. Describes influence as exchange within these networks of mutually beneficial relationships. Also discusses tactics for avoiding the abuse of power and influence.Subjects: NO SUBJECTS(KEYWORDS)Length: 13pYear New: 2007

494080Title: Exercising InfluenceAuthor(s): Hill, Linda A.Publication Date: 02/07/1994Revision Date: 05/31/1994Product Type: NoteAbstract: Provides a framework for understanding the exercise of interpersonal influence in organizations. Describes some of the "myths and realities" of management that new managers discover--specifically, that managers are dependent on a complex network of relationships to get work done, and that they must influence others by relying on sources of power

other than their formal positional authority. Describes influence as exchange within these networks of mutually beneficial relationships. Also discusses tactics for avoiding the abuse of power and influence. May be used with: (494083) Power Dynamics in Organizations.Subjects: Careers & career planning; Human relations; Interpersonal relations; Management styles; Organizational behavior; Power & influenceLength: 13p

B0607DTitle: Expanding HR's Strategic Role: An Interview with Professor Dave Ulrich, Ross School of Business, University of Michigan, Coauthor (with Professor Wayne Brockbank, University of Michigan), The HR Value Proposition (HBS Press, 2003)Author(s): Ross, JudithPublication Date: 07/15/2006Product Type: Balanced Scorecard Report ArticleAbstract: Human resources professionals are well on their way to being seated at the organizational strategy table--if they're not already there. So says Dave Ulrich, one of the world's leading human capital/HR experts and co-author of The HR Value Proposition. No longer just the caretakers of payroll and benefits, today's HR professionals are strategic partners who can provide the missing link between having a strategy and being able to implement it.Subjects: NO SUBJECTS(KEYWORDS)Length: 6pList Price: $9.50Year New: 2006

2190BCTitle: Expedite Everyone: The First 90 DaysAuthor(s): Watkins, MichaelPublication Date: 09/18/2003Product Type: HBS Press ChapterAbstract: This chapter addresses the challenge of expediting everyone through the transition process by institutionalizing a transition acceleration model and adopting strategies for all leaders who take on new positions to prevent failures, gain market share, cut costs, and launch more new products. May be used with: (2175BC) Introduction: The First 90 Days; (2176BC) Promote Yourself: The First 90 Days; (2177BC) Accelerate Your Learning: The First 90 Days; (2182BC) Secure Early Wins: The First 90 Days; (2183BC) Negotiate Success: The First 90 Days; (2184BC) Achieve Alignment: The First 90 Days; (2185BC) Build Your



Team: The First 90 Days; (2188BC) Create Coalitions: The First 90 Days; (2189BC) Keep Your Balance: The First 90 Days; (2192BC) Conclusion: Beyond Sink or Swim (The First 90 Days); (2180BC) Match Strategy to Situation: The First 90 Days.Subjects: NO SUBJECTS(KEYWORDS)Length: 0pList Price: $6.95NEW

4480BCTitle: Experience-Based Leader Development: The Organizational DimensionAuthor(s): Thomas, Robert J.Publication Date: 03/24/2008Product Type: HBS Press ChapterAbstract: A leader's richest and most memorable events--personal crucible events--rarely occur in the classroom, the assessment center, or the performance review. Organizations can tap into the power of crucibles by adopting an experience-based approach to leader development.Subjects: NO SUBJECTS(KEYWORDS)Length: 32pList Price: $6.95Year New: 2007

4479BCTitle: Exploring Your Capabilities: Begin with a Candid Self-AssessmentAuthor(s): Thomas, Robert J.Publication Date: 03/24/2008Product Type: HBS Press ChapterAbstract: This chapter poses questions that will help you assess your mastery of the skill sets or moves that outstanding leaders practice.Subjects: NO SUBJECTS(KEYWORDS)Length: 43pList Price: $6.95Year New: 2007

4474BCTitle: Extracting Insight from Experience: Becoming a More Effective LeaderAuthor(s): Thomas, Robert J.Publication Date: 03/24/2008Product Type: HBS Press ChapterAbstract: This chapter explores the role of crucibles--experiences that lead to a new or altered sense of identity--in the education of a leader, illustrating how crucibles often offer lessons in both leadership and learning.Subjects: NO SUBJECTS(KEYWORDS)Length: 29pList Price: $6.95

Year New: 2007

R0612BTitle: Extreme Jobs: The Dangerous Allure of the 70-Hour WorkweekAuthor(s): Hewlett, Sylvia Ann; Luce, Carolyn BuckPublication Date: 12/01/2006Product Type: Harvard Business Review ArticleAbstract: Today's overachieving professionals labor longer, take on more responsibility, and earn more than the workaholics of yore. They hold what Hewlett and Luce call "extreme jobs," which entail workweeks of 60 or more hours and have at least five of ten characteristics--such as tight deadlines and lots of travel--culled from the authors' research on this work model. A project of the Hidden Brain Drain Task Force, a private-sector initiative, this research consists of two large surveys (one of high earners across various professions in the United States and the other of high-earning managers in large multinational corporations) that map the shape and scope of such jobs, as well as focus groups and in-depth interviews that get at extreme workers' attitudes and motivations. In this article, Hewlett and Luce consider their data in relation to increasing competitive pressures, vastly improved communication technology, cultural shifts, and other sweeping changes that have made high-stakes employment more prominent. What emerges is a complex picture of the all-consuming career--rewarding in many ways, but not without danger to individuals and to society. By and large, extreme professionals don't feel exploited; they feel exalted. A strong majority of them in the United States--66%--say they love their jobs, and in the global companies survey, this figure rises to 76%. The authors' research suggests, however, that women are at a disadvantage. Although they don't shirk the pressure or responsibility of extreme work, they are not matching the hours logged by their male colleagues. This constitutes a barrier for ambitious women, but it also means that employers face a real opportunity: They can find better ways to tap the talents of women who will commit to hard work and responsibility but cannot put in overlong days.Subjects: NO SUBJECTS(KEYWORDS)Length: 14pYear New: 2006

1685Title: Extreme Jobs: The Dangerous Allure of the 70-Hour Workweek (HBR OnPoint Enhanced Edition)

Author(s): Hewlett, Sylvia Ann; Luce, Carolyn BuckPublication Date: 12/01/2006Product Type: HBR OnPoint ArticleAbstract: Today's overachieving professionals labor longer, take on more responsibility, and earn more than the workaholics of yore. They hold what Hewlett and Luce call "extreme jobs," which entail workweeks of 60 or more hours and have at least five of ten characteristics--such as tight deadlines and lots of travel--culled from the authors' research on this work model. A project of the Hidden Brain Drain Task Force, a private-sector initiative, this research consists of two large surveys (one of high earners across various professions in the United States and the other of high-earning managers in large multinational corporations) that map the shape and scope of such jobs, as well as focus groups and in-depth interviews that get at extreme workers' attitudes and motivations. In this article, Hewlett and Luce consider their data in relation to increasing competitive pressures, vastly improved communication technology, cultural shifts, and other sweeping changes that have made high-stakes employment more prominent. What emerges is a complex picture of the all-consuming career--rewarding in many ways, but not without danger to individuals and to society. By and large, extreme professionals don't feel exploited; they feel exalted. A strong majority of them in the United States--66%--say they love their jobs, and in the global companies survey, this figure rises to 76%. The authors' research suggests, however, that women are at a disadvantage. Although they don't shirk the pressure or responsibility of extreme work, they are not matching the hours logged by their male colleagues. This constitutes a barrier for ambitious women, but it also means that employers face a real opportunity: They can find better ways to tap the talents of women who will commit to hard work and responsibility but cannot put in overlong days.Subjects: NO SUBJECTS(KEYWORDS)Length: 14pList Price: $6.50Year New: 2006

593014Title: Exxon: Communications After ValdezAuthor(s): Greyser, Stephen A.; Langford, NancyPublication Date: 09/30/1992Revision Date: 10/18/1995Product Type: Case (Library)Abstract: Focuses on the



communications in the period immediately following the March 24, 1989 Alaska oil spill caused by the Exxon Valdez. Includes the text of Exxon Chairman Rawl's "open letter" in an April 3 newspaper advertisment. Addresses the timing and content of corporate communications and actions following crisis.Geographic Setting: United StatesIndustry Setting: Energy; Petroleum industryCompany Size: Fortune 500Subjects: Management communication; Management of crises; Petroleum; PollutionLength: 2p

1666BCTitle: The Faces of Danger (Obstacles Leaders Must Learn to Recognize and Overcome)Author(s): Heifetz, Ronald A.; Linsky, MartyPublication Date: 04/09/2002Product Type: HBS Press ChapterAbstract: Leadership requires not only understanding the pain of change and the dysfunctions it may engender, but also the skill to respond. This chapter outlines specific ways in which leaders' efforts to lead change within organizations may be thwarted: marginalization, diversion, personal attack, and seduction are all discussed. May be used with: (1665BC) The Heart of Danger (Why Leading Change is Fraught with Risk); (1667BC) Get on the Balcony (Why Leaders Need to Step Back to Get Perspective); (1668BC) Think Politically (Nurturing Relationships Is Key to Successful Leadership); (1669BC) Orchestrate the Conflict (How to Creatively Engage Conflict to Achieve Leadership Goals); (1670BC) Give the Work Back (The Importance of Empowering Others to Achieve Difficult Goals); (1671BC) Hold Steady (How Leaders Need to Take the Heat and Let Issues Ripen); (1672BC) Manage Your Hungers (Why Recognizing and Managing Psychological Drives Is Essential to Successful Leadership); (1674BC) Anchor Yourself (Keeping a Sense of One's Essential Personal Identity Is Key to Weathering the Storms of Leadership); (1675BC) What's on the Line? (How Can Leaders Maintain a Deep Sense of Meaning in Their Work?); (1676BC) Sacred Heart (How to Maintain Compassion and an Open Heart Despite the Trials of Leadership).Geographic Setting: Israel; United StatesIndustry Setting: Government & regulatorySubjects: NO SUBJECTS(KEYWORDS)


7587BCTitle: Facing Crisis: The Source of Psychological ImpasseAuthor(s): Butler, TimothyPublication Date: 03/14/2007Product Type: HBS Press ChapterAbstract: You can't overcome psychological impasse until you identify the source. To find that source, you must be willing to examine the feelings that come along with impasse, although that might be daunting. Once impasse is understood as a necessary crisis, it is possible to look at such tough times as opportunities to reclaim meaning in your daily life.Subjects: NO SUBJECTS(KEYWORDS)Length: 22pList Price: $6.95

IMD151Title: Facing a Crisis: Lars Kruse Thomsen Starts His New Job (A)Author(s): DiStefano, Joe; Lief, ColleenPublication Date: 01/01/2002Revision Date: 07/22/2003Product Type: Case (Field)Publisher: IMD - International Institute for Management DevelopmentAbstract: Sets the stage for a change management scenario. Issues include subsidiary/headquarters relationships, multicultural groups, dynamic industry conditions, and culture and personality as driving forces in a corporate turnaround. Having grown as much as possible in its Scandinavian home markets, House of Prince aims to make its Prince cigarette brand as dominant a competitor in the emerging Baltic markets as it is in Denmark. The company sends Lars Kruse Thomsen to Warsaw as the newly appointed director of sales and marketing at House of Prince's Polish operation. What he finds upon his arrival--organizational inertia, a leadership vacuum, and unreliable sales and performance data--shocks him. Thomsen realizes that to reverse the company's precipitous decline, he must fix what is at the root of its malaise. Under his direction, the sales and marketing department will lead the way. May be used with: (IMD153) Dealing with Crisis: Lars Kruse Thomsen Moves to Solve Problems (B); (IMD154) Resolving a Crisis: Lars Kruse Thomsen Assesses the Results of Change (C).Geographic Setting: Poland; DenmarkIndustry Setting: Tobacco industrySubjects: Eastern Europe; Europe; Implementation; Leadership; Management of change; Management of

crises; Marketing implementation; Marketing management; Marketing strategy; Organizational behavior; Organizational change; Organizational problems; Reorganization; Sales organization; Scandinavia; Tobacco industryLength: 21pSupplementary Materials: Teaching Note, (IMD152), 27p, by Joe DiStefano, Colleen LiefNEW

R0208DTitle: The Failure-Tolerant LeaderAuthor(s): Farson, Richard E.; Keyes, RalphPublication Date: 08/01/2002Product Type: Harvard Business Review ArticleAbstract: "The fastest way to succeed," IBM's Thomas Watson, Sr., once said, "is to double your failure rate." In recent years, more and more executives have embraced Watson's point of view, coming to understand what innovators have always known: Failure is a prerequisite to invention. Although companies may grasp the value of making mistakes at the level of corporate practices, they have a harder time accepting the idea at the personal level. In this article, psychologist and former Harvard Business School professor Richard Farson and co-author Ralph Keyes discuss how companies can reduce the fear of miscues. What's crucial is the presence of failure-tolerant leaders--executives who, through their words and actions, help employees overcome their anxieties about making mistakes and, in the process, create a culture of intelligent risk-taking that leads to sustained innovation. Drawing from their research in business, politics, sports, and science, the authors identify common practices among failure-tolerant leaders. These leaders break down the social and bureaucratic barriers that separate them from their followers. They engage at a personal level with the people they lead. They take a nonjudgmental, analytical posture as they interact with staff. They openly admit their own mistakes. And they try to root out the destructive competitiveness built into most organizations. Above all else, failure-tolerant leaders push people to see beyond traditional definitions of success and failure. They know that as long as a person views failure as the opposite of success, rather than its complement, he or she will never be able to take the risks necessary for innovation.Subjects: Creativity; Innovation; Leadership; Motivation; Organizational development; Values



Length: 6p

97405Title: Fair Process: Managing in the Knowledge EconomyAuthor(s): Kim, W. Chan; Mauborgne, ReneePublication Date: 07/01/1997Product Type: Harvard Business Review ArticleAbstract: Unlike the traditional factors of production--land, labor, and capital--knowledge is a resource that can't be forced out of people. But creating and sharing knowledge is essential to fostering innovation, the key challenge of the knowledge-based economy. To create a climate in which employees volunteer their creativity and expertise, managers need to look beyond the traditional tools at their disposal. They need to build trust. The authors have studied the links between trust, idea sharing, and corporate performance for more than a decade. They offer an explanation for why people resist change even when it would benefit them directly. In every case, the decisive factor was what the authors call fair process--fairness in the way a company makes and executes decisions. Fair process may sound like a soft issue, but it is crucial to building trust and unlocking ideas.Subjects: Creativity; Decision making; Human behavior; Information economy; Innovation; Knowledge management; Knowledge workers; Loyalty; Management of change; Management of professionals; Motivation; Organizational changeLength: 11pBESTSELLER

R0301KTitle: Fair Process: Managing in the Knowledge Economy (HBR Classic)Author(s): Kim, W. Chan; Mauborgne, ReneePublication Date: 01/01/2003Product Type: Harvard Business Review ArticleAbstract: Unlike the traditional factors of production--land, labor, and capital--knowledge is a resource that can't be forced out of people. But creating and sharing knowledge is essential to fostering innovation, and it is the key challenge of the knowledge-based economy. To create a climate in which employees volunteer their creativity and expertise, managers need to look beyond the traditional tools at their disposal. They need to build trust. The authors studied the links among trust, idea sharing, and corporate performance for more than a decade. They explored why managers of local subsidiaries so

often fail to share information with executives at headquarters, and they studied the dynamics of idea sharing in product development teams, joint ventures, supplier partnerships, and corporate transformations. They offer an explanation for why people resist change even when it would benefit them directly. In every case, the decisive factor is what the authors call "fair process"--fairness in the way that a company makes and executes decisions. The elements of fair process are simple: Engage people in decisions that directly affect them, explain why decisions are made the way they are, and clarify what will be expected of them after the changes are made.Subjects: Creativity; Decision making; Employee morale; HBR Classics; Human behavior; Information economy; Innovation; Knowledge management; Knowledge transfer; Knowledge workers; Loyalty; Management of change; Management of professionals; Motivation; Organizational changeLength: 12p

407XTitle: Fair Process: Managing in the Knowledge Economy (HBR OnPoint Enhanced Edition)Author(s): Kim, W. Chan; Mauborgne, ReneePublication Date: 02/01/2000Product Type: HBR OnPoint ArticleAbstract: Unlike the traditional factors of production--land, labor, and capital--knowledge is a resource that can't be forced out of people. But creating and sharing knowledge is essential to fostering innovation, the key challenge of the knowledge-based economy. To create a climate in which employees volunteer their creativity and expertise, managers need to look beyond the traditional tools at their disposal. They need to build trust. The authors have studied the links between trust, idea sharing, and corporate performance for more than a decade. They offer an explanation for why people resist change even when it would benefit them directly. In every case, the decisive factor was what the authors call fair process--fairness in the way a company makes and executes decisions. Fair process may sound like a soft issue, but it is crucial to building trust and unlocking ideas.Industry Setting: Elevator industry; Steel industrySubjects: Creativity; Decision making; Human behavior; Information economy; Innovation; Knowledge management; Knowledge workers; Loyalty; Management of change; Management of professionals; Motivation; Organizational

changeLength: 14pList Price: $6.50

U0811ETitle: The Fantasy Preventing Us from Becoming Better LeadersAuthor(s): Goldsmith, MarshallPublication Date: 10/31/2008Product Type: Harvard Management Update ArticleAbstract: Why do so many leaders fail to take steps they know will improve their performance? The answer, says executive coach Marshall Goldsmith, lies in a fantasy many of us indulge in. It goes like this: I am incredibly busy right now. But in a few weeks, the worst will be over. Then I'll have time to finish that project/spend time with my kids/restart my workout routine. If you're not getting to the priorities you've set for yourself--either in your career or in your life--read this article to find out how you can free yourself from this "killer daydream."Subjects: NO SUBJECTS(KEYWORDS)Length: 1pList Price: $4.50

88108Title: Fast Forward--Styles of California ManagementAuthor(s): Kirp, David L.; Rice, Douglas S.Publication Date: 01/01/1988Product Type: Harvard Business Review ArticleAbstract: What can be learned by looking inside California's corporate cultures? A series of snapshots show management styles that attempt to synthesize divergent corporate requirements. Beneath the surface of the usual images of California are important messages about the art and science of management.Subjects: Corporate culture; Management philosophy; Management styles; Organizational behaviorLength: 8p

497XCTitle: Fatal Ascent: Leadership Lessons from the 1996 Everest TragedyAuthor(s): Roberto, Michael A.Publication Date: 09/01/2003Product Type: Faculty Seminar VideoAbstract: May 10, 1996: One of the deadliest days in Mount Everest's history. Why did five people die attempting to reach the highest peak on earth? Professor Michael Roberto suggests that factors on individual, group, and organizational levels interacted to cause the tragedy. His analysis provides a framework for understanding and diagnosing large-



scale organizational failures and offers managers important insights for making high-stakes decisions. Included are a learning guide, a diagnostic exercise for applying the concepts within your organization, and additional resources.Subjects: Decision making; Leadership; Management of crises; Managerial behavior; Managers; Risk; Risk managementLength: 60 minNEW

U9606ATitle: Faultlines a Manager Must Walk on the Way to the 21st CenturyAuthor(s): Kiechel, Walter, IIIPublication Date: 06/01/1996Product Type: Harvard Management Update ArticleAbstract: A look at the shifting tectonic plates that make up the landscape of modern management reveals that self-awareness, rather than adaptability, is the Number 1 managerial aptitude of the next decade. Without often hard-won knowledge of oneself, one's roles, foibles, strengths, and--as the human resources folks put it--areas of opportunity for further personal development, attempts to maneuver successfully through the tensions, paradoxes, and tradeoffs that make up managerial work today will be largely unavailing. The seven faultlines include the tension between being a manager and being a specialist, managing a team vs. managing the individuals on the team, and being a responsible agent of the company vs. being a trustworthy colleague or mentor.Subjects: Management development; Management styles; Managerial skills; New economyLength: 2pList Price: $4.50

F0101ETitle: The Fear FactorAuthor(s): Lee, FionaPublication Date: 01/01/2001Product Type: Harvard Business Review ArticleAbstract: Companies are always looking for innovative ideas. But employees often keep good ideas to themselves, afraid to test them in the workplace. Here's how managers can help erase the fear factor and promote experimentationSubjects: Human behavior; Innovation; Managerial behaviorLength: 1p

707500Title: Federal Bureau of Investigation (A)Author(s): Rivkin, Jan W.; Roberto,

Michael A.Publication Date: 04/10/2007Product Type: Case (Field)Abstract: An abstract is not available for this product.Industry Setting: Law enforcementNumber of Employees: 31,000Subjects: NO SUBJECTS(KEYWORDS)Length: 16pSupplementary Materials: Case (Field), (707553), 12p, by Jan W. Rivkin, Michael A. RobertoYear New: 2007

9-708-S08Title: Federal Bureau of Investigation (A), Spanish VersionAuthor(s): Rivkin, Jan W.; Roberto, Michael A.Publication Date: 04/10/2007Product Type: LACC CaseAbstract: An abstract is not available for this product.Industry Setting: Law enforcementNumber of Employees: 31,000Subjects: NO SUBJECTS(KEYWORDS)Length: 18pYear New: 2007

707553Title: Federal Bureau of Investigation (B)Author(s): Rivkin, Jan W.; Roberto, Michael A.Publication Date: 04/10/2007Product Type: Case (Field)Abstract: An abstract is not available for this product. Must be used with: (707500) Federal Bureau of Investigation (A).Subjects: NO SUBJECTS(KEYWORDS)Length: 12pYear New: 2007

708S09Title: Federal Bureau of Investigation (B)Author(s): Rivkin, Jan W.; Roberto, Michael A.Publication Date: 03/01/2007Product Type: LACC SupplementAbstract: Supplements the (A) case.Subjects: NO SUBJECTS(KEYWORDS)Length: 13pYear New: 2007

403019Title: The Federal Reserve Bank of Chicago's Mentoring Program (A)Author(s): Thomas, David A.; Carioggia, Gina M.Publication Date: 07/19/2002Product Type: Case (Field)

Abstract: Describes steps taken to implement and manage a successful employee mentoring program at the Federal Reserve Bank of Chicago. A cultural change at the bank provided the context out of which the program grew. The case describes the development of the program, highlighting design principles key to the program's success and its implementation and initial results after nine months. Program manager Amy Rubinstein and executive sponsor Jack Wixted considered how to expand the successful program to include more employees while maintaining the key aspects that contributed to the program's success.Geographic Setting: United StatesNumber of Employees: 2,000Subjects: Careers & career planning; Diversity; Human resources management; Mentors; Professional servicesLength: 15pSupplementary Materials: Supplement (Field), (403020), 5p, by David A. Thomas, Gina M. Carioggia

403020Title: The Federal Reserve Bank of Chicago's Mentoring Program (B)Author(s): Thomas, David A.; Carioggia, Gina M.Publication Date: 07/19/2002Product Type: Supplement (Field)Abstract: Supplements the (A) case. Must be used with: (403019) The Federal Reserve Bank of Chicago's Mentoring Program (A).Industry Setting: Professional servicesSubjects: Careers & career planning; Diversity; Human resources management; Mentors; Professional servicesLength: 5p

UV0417Title: FeedbackAuthor(s): Davidson, Martin N.Publication Date: 08/28/2001Product Type: Case (Field)Abstract: This technical note outlines the core skills needed to give and receive feedback effectively. It is most appropriate for helping managers practice ways of dealing with feedback. These solutions minimize defensiveness and increase the probability that the feedback, whether positive or negative, will be acted upon. May be used with: (UV0422) Managing Inventories--Reorder Point Systems; (UV0793) Giving and Receiving Feedback Evaluation.Subjects: NO SUBJECTS(KEYWORDS)Length: 3p



Year New: 2007

U0902ATitle: Feedback That WorksAuthor(s): Phoel, Cynthia M.Publication Date: 02/10/2009Product Type: Harvard Management Update ArticleAbstract: Fundamentally, feedback is a good thing. But most managers say they dislike giving feedback and don't think it's as effective as it could be. Those on the receiving end say they don't get enough feedback they can actually use. This article distills the wisdom of management experts into specific suggestions for creating positive and effective feedback sessions with your direct reports. Maintaining a focus on business results rather than personality issues, including specific, concrete data to support your main points, and asking open-ended questions will help you keep feedback sessions fair and productive. Looking beyond the feedback session itself, you can express your commitment to your employees' development and show them, by following up with them on their next steps for improvement, that you're not only a skilled manager, but a supportive coach as well.Subjects: NO SUBJECTS(KEYWORDS)Length: 2pList Price: $4.50

7588BCTitle: Feeling Stuck and Doubting Ourselves: The Effect of the Past on Your Present LifeAuthor(s): Butler, TimothyPublication Date: 03/14/2007Product Type: HBS Press ChapterAbstract: As psychological impasse deepens, it brings with it unresolved issues from the past. Ghosts--your past self, the overbearing parent, etc.--that you pushed to the back of your mind rear up, causing you to doubt yourself and your path in life. This chapter includes an exercise to help you acknowledge these ghosts so that you can finally banish them.Subjects: NO SUBJECTS(KEYWORDS)Length: 27pList Price: $6.95

405032Title: Fernwood Art Investments: Leading in an Imperfect MarketplaceAuthor(s): Groysberg, Boris; Podolny, Joel; Keller, TimPublication Date: 09/27/2004Revision Date: 02/28/2006Product Type: Case (Field)Abstract: As Bruce Taub, founder of Fernwood, strolled past some of New

York City's finest galleries, he pondered the unique challenges that Fernwood faced. Where others had seen the inefficiency of imperfect markets, Taub saw an opportunity to revolutionize the very nature of how Americans related to the fine art market. As its chairman and founder, Taub had built Fernwood to serve as a vehicle for his vision: to democratize investment in art such that "even my secretary could someday own (shares of art) in her 401(k)." As Taub walked through the doors at Christies, he knew that in the near future, he was going to decide the path that would initially guide Fernwood toward investors. He also knew that at least in the short-term, he needed the support of the art community, and he wondered what else he could or should do to win that support.Geographic Setting: United StatesIndustry Setting: Securities & investingNumber of Employees: 10Event Year Start: 2004Event Year End: 2004Subjects: Entrepreneurial finance; Entrepreneurship; Group dynamics; Investment management; Leadership; New product marketing; Strategy formulation; Strategy implementationLength: 34pYear New: 2005

R0812BTitle: Fiat's Extreme MakeoverAuthor(s): Marchionne, SergioPublication Date: 12/01/2008Product Type: Harvard Business Review ArticleAbstract: In 2004, Fiat was a laughingstock. It seemed that whenever you opened a newspaper in Italy, there was another embarrassing story: Fiat had lost more money; a new car had flopped; a strike was on somewhere. The company had gone through four CEOs in three years. Then Sergio Marchionne, an industry outsider, came on board. Today, Fiat's bottom line is solidly in the black and the automaker's latest car, the Cinquecento, is the talk of the industry. In this article, Marchionne describes how he changed the way the company was run. He abandoned the "great man" model of leadership that had long characterized Fiat and created a culture where everyone is expected to lead. The CEO details how he made four particularly effective improvements. First, he searched the company for hidden leadership potential--such as people far from headquarters and young talent in marketing and other functions that hadn't been considered high-potential career paths. Once Marchionne found those potential leaders, he engaged with them in myriad ways--such

as through formal performance assessments, informal conversations, and text messages--demonstrating his commitment to them and improving the corporate culture. Second, he set ambitious goals and actively guided managers toward achieving them, in part by challenging long-held assumptions. The time to market for the Cinquecento was whittled down from four years to just 18 months once engineers and designers started questioning and streamlining their processes. Third, he pushed the organization to be less inward-looking, adopting benchmarks from Apple, for instance, and hiring people from outside the car industry. And fourth, he showed respect for Fiat's employees by making adjustments--such as opening kindergartens and grocery stores near plants--to help them cope with work/life balance.Industry Setting: Automotive industrySubjects: NO SUBJECTS(KEYWORDS)Length: 6p

4804Title: Field Guide to Negotiation: A Glossary of Essential Tools and Concepts for Today's Manager (Hardcover)Author(s): School Press, Harvard Business; The EconomistPublication Date: 03/08/2094Product Type: General ReferenceAbstract: From project proposals to budgets to salaries, business people conduct numerous negotiations every day. This book is an indispensable, practical guide for understanding and managing any negotiating situation. It is meant to be consulted again and again, before--even during--negotiation; it can also be read cover to cover for a quick education in negotiating or used in the classroom as a supplementary text. Includes: lists of step-by-step tactics to use in any situation (e.g., deadlocks, lease agreements, price negotiation); concise explanations of negotiators' terminology; brief synopses of crucial theories; and manipulative ploys that other negotiators might use, since "a ploy identified is a ploy neutralized." A paperback version is available: Order No. 4812, $16.95.Subjects: Communication strategy; Interest groups; Interpersonal relations; Labor negotiations; Managerial skills; Negotiations; Power & influenceLength: 256pList Price: $29.95

4812Title: Field Guide to Negotiation: A Glossary of Essential Tools and Concepts for Today's Manager



(Paperback)Author(s): School Press, Harvard Business; EconomistPublication Date: 02/25/2094Product Type: General ReferenceAbstract: From project proposals to budgets to salaries, business people conduct numerous negotiations every day. This book is an indispensable, practical guide for understanding and managing any negotiating situation. It is meant to be consulted again and again, before--even during--negotiation; it can also be read cover to cover for a quick education in negotiating or used in the classroom as a supplementary text. Includes: lists of step-by-step tactics to use in any situation (e.g., deadlocks, lease agreements, price negotiation); concise explanations of negotiators' terminology; brief synopses of crucial theories; and manipulative ploys that other negotiators might use, since "a ploy identified is a ploy neutralized."Subjects: Communication strategy; Conflict; Interest groups; Interpersonal relations; Labor negotiations; Managerial skills; Negotiations; Power & influenceLength: 256pList Price: $16.95

2897Title: Fight the Looming Talent Shortage (HBR Article Collection)Author(s): Dychtwald, Ken; Erickson, Tamara J.; Morison, Bob; Strack, Rainer; Baier, Jens; Fahlander, AndersPublication Date: 02/01/2008Product Type: HBR CollectionAbstract: Around the globe, boomers will soon be retiring in waves, taking crucial knowledge and skills with them. And "middlescents" (35- to 54-year-olds) may disengage from their work, especially if they see few career opportunities ahead. These demographic dangers could destroy your company if you don't combat them now. This HBR Article Collection helps you begin. First, estimate the impact of mass retirements on your company's ability to operate. And calculate aging's impact on soon-to-be-retirees' productivity. Then design countermeasures for possible labor shortages and declines in on-the-job performance. For example, have former employees take on part-time contracting work after they've retired, so you can continue leveraging their skills. Also combat productivity-sapping boredom in mid-career workers with stimulating learning opportunities, such as new assignments in different locations. Understand and counteract demographic risks, and you retain the talent you need to stay ahead of rivals.Subjects: NO SUBJECTS(KEYWORDS)


C9912DTitle: Fighting Back: 10 Ways to End Verbal AbuseAuthor(s): Saunders, RebeccaPublication Date: 12/01/1999Product Type: Harvard Management Communication Letter ArticleAbstract: Verbal abuse is a hidden killer. It only occasionally becomes public in ugly, drawn-out court cases. But it exists in many organizations, eroding morale and feelings of self-worth. Savvy managers should be able to recognize, prevent, and protect themselves and others from verbal abuse. HMCL offer 10 tips on how to deal with this unpleasant occurrence. Subjects: Conflict; Management communicationLength: 2pList Price: $4.50

F0303CTitle: Filling Big Shoes at AdobeAuthor(s): Chizen, Bruce; Morse, GardinerPublication Date: 03/01/2003Product Type: Harvard Business Review ArticleAbstract: When Bruce Chizen took over as president and CEO from Adobe's legendary founders in 2000, he knew he had to confront the skeptics who doubted he had the technological grounding to lead the company. In this interview, Chizen describes how he won converts by acknowledging his shortcomings and discusses the leadership lessons he learned along the way.Subjects: Interviews; Leadership; Management of professionals; Management stylesLength: 2p

77210Title: A Film Director's Approach to Managing CreativityAuthor(s): Morley, Eileen D.; Silver, AndrewPublication Date: 03/01/1977Product Type: Harvard Business Review ArticleAbstract: Similarities exist between the management of a film project and the management of other temporary work systems, such as technical or scientific projects, consulting teams, task forces, and other short-term task groups. Most temporary projects go through an analogous series of phases, including planning and recruiting, implementing and leading, and follow up and clean up. By examining one film director's

successful approach to managing creativity, insights applicable to the business world are gained regarding the stimulation of creativity, working relationships, and leadership styles.Industry Setting: Entertainment industrySubjects: Creativity; Entertainment industry; Management styles; Personnel management; Project managementLength: 10p

KEL139Title: Finance Department Restructuring at the Field MuseumAuthor(s): Keating, Elizabeth; Ghani, Nadeem M.Publication Date: 01/01/2002Product Type: Case (Field)Abstract: Discusses the challenges that internal departments face as organizations grow and expand. The Field Museum in Chicago, Illinois, grew significantly over a short period of time, creating considerable problems in the finance department, as staff and systems failed to keep pace with the evolving demands placed by the museum departments. These problems resulted in outdated policies and procedures, unhappy users, and frustrated employees. The finance department needed big changes but had to make them while maintaining vital functions, improving morale, and instituting new policies and procedures. Discusses several key nonprofit management issues, including change management, the role of leadership in a crisis, the challenge of informal personnel networks and knowledge management, and key financial issues facing nonprofit organizations.Geographic Setting: Chicago, IL; United StatesGross Revenues: $61 million revenuesSubjects: NO SUBJECTS(KEYWORDS)Length: 20pYear New: 2005

406102Title: Finance Leadership in Novartis Consumer Health BusinessesAuthor(s): Groysberg, Boris; Vargas, IngridPublication Date: 04/06/2006Product Type: Case (Field)Abstract: Describes and contrasts the roles and challenges of three high-performing finance heads at Novartis Consumer Health businesses in Australia, Japan, and Venezuela. All three faced tremendous pressures in terms of managing time and limited resources, but the particular circumstances of each business made for some specific challenges. Remi



Escurel, CFO for Animal Health in Australia and New Zealand and regional CFO for Asia Pacific, juggled a demanding dual role. In Australia, Animal Health was a market leader, but dependence on climate-sensitive products made for uneven performance. Tanya Ferretto served as both finance head and general manager for Animal Health in Japan, where the business was a niche player struggling for survival. Jaime Maturana filled the business, planning, and analysis role for Over-the-Counter in Venezuela, a fast-growing business in a volatile political and economic environment. Describes and contracts the roles and challenges of three high-performing finance heads at Novartis Consumer Heath businesses in Australia, Japan, and Venezuela. Examines whether the skills that made these executives successful are portable from one country or region to another. Focuses on how an administrative function such as finance can play a strategic role.Geographic Setting: Australia; Japan; VenezuelaIndustry Setting: Pharmaceutical industryNumber of Employees: 81,000Gross Revenues: $28 billion revenuesEvent Year Start: 2004Event Year End: 2004Subjects: NO SUBJECTS(KEYWORDS)Length: 17pSupplementary Materials: Teaching Note, (5-409-005), 29p, by Geoff Marietta, Boris GroysbergYear New: 2006

104057Title: Financial Reporting in the Catholic ChurchAuthor(s): Miller, Gregory S.; Doyle, ThomasPublication Date: 02/04/2004Revision Date: 04/06/2004Product Type: Case (Library)Abstract: The Catholic Church is a large and complex international organization with several layers of management spread across a diverse range of services and geographical areas. Creating a coherent and manageable communication strategy for is a challenging task that requires understanding the culture within the church as well as the stakeholders outside the church that rely on its services. In 2003, the Catholic Church suffers from financial withholding by many external stakeholders, possibly impairing its ability to continue to provide services.Geographic Setting: Global; United States

Event Year Start: 2003Event Year End: 2003Subjects: Communication strategy; Corporate culture; Financial reportingLength: 12pSupplementary Materials: Teaching Note, (106007), 9p, by Gregory S. MillerYear New: 2004

CMR060Title: Financial Risk and the Need for Superior Knowledge ManagementAuthor(s): Marshall, Chris; Prusak, Laurence; Shpilberg, DavidPublication Date: 04/01/1996Product Type: CMR ArticlePublisher: California Management ReviewAbstract: Three recent failures of risk management--at Barings Bank, Kidder Peabody, and Metallgesellschaft--appear to be due to three underlying causes: dysfunctional culture, unmanaged organizational knowledge, and ineffective controls. The first and the last of these have been extensively discussed in the media. This article explores the importance of the second: knowledge management. It demonstrates the need for a more structured approach to transferring knowledge to decision makers before it is needed, enabling the access of information as it is needed, and finally generating and testing new knowledge about the firm's changing risk management requirements.Subjects: Information technology; Knowledge management; Organizational behavior; Organizational change; Risk managementLength: 26p

4890BCTitle: Find Opportunity in Crises: Increasing True Urgency by Winning Hearts and MindsAuthor(s): Kotter, John P.Publication Date: 09/03/2008Product Type: HBS Press ChapterAbstract: Crises are not necessarily bad and may, under certain conditions, actually be required to succeed in an increasingly changing world. Even people who are solidly content with the status quo will begin to act differently if a fire starts on the floor beneath their feet. With fire spreading around them, everyone moves, the status quo is eliminated, and a new beginning is possible.Subjects: NO SUBJECTS(KEYWORDS)Length: 27pList Price: $6.95Year New: 2007

C0004ATitle: Find Out How You're Doing--Ask Your EmployeesAuthor(s): Kling, JimPublication Date: 04/01/2000Product Type: Harvard Management Communication Letter ArticleAbstract: Your employees are your best source of information about how well your company is serving its customers and how it can streamline its operations. But there's more to a good survey than just sending out a simple questionnaire. Experts suggest five guidelines: 1) Ask clear and specific questions; 2) Use metaphors to uncover employees' feelings; 3) Offer anonymity when appropriate; 4) Analyze responses to get at the real issues behind the answers; and 5) Report the results back to your employees. The article includes a sidebar entitled "Taking a Different Line at Grand Circle."Subjects: Communication; Communication in organizations; Employee attitude; Management communication; Organizational learning; Polls & surveysLength: 3pList Price: $4.50

F0704FTitle: Find the Gold in Toxic FeedbackAuthor(s): Bartolome, Fernando; Weeks, JohnPublication Date: 04/01/2007Product Type: Harvard Business Review ArticleAbstract: Even rude or irrelevant feedback can be useful, but only a rare few can put ego aside and extract the hidden value.Subjects: NO SUBJECTS(KEYWORDS)Length: 4pYear New: 2007

C0109DTitle: Find the Right Tone for Your Business WritingAuthor(s): Bierck, RichardPublication Date: 09/01/2001Product Type: Harvard Management Communication Letter ArticleAbstract: There's more to the task of business writing than just getting words down on paper. To make your document readable and relevant to your audience, you need to match the tone of the piece to the occasion--and to the audience. For an appropriate tone in every circumstance, you need to monitor two attributes--energy level and degree of formality. Through examples of hot, cool, informal, and formal writing, this article shows how to determine the proper tone for the situation.Subjects: NO



SUBJECTS(KEYWORDS)Length: 2pList Price: $4.50

SMR205Title: Finding Meaning in the OrganizationAuthor(s): Raelin, JoePublication Date: 04/01/2006Product Type: SMR ArticleAbstract: Traditionally, executives are expected to create the vision for the organization they lead; the leaders' vision is then disseminated throughout the ranks. However, such top-down vision creation may mean that not all employees wholeheartedly embrace the vision they are given. An alternative approach to vision creation is found in the concept of "meaning-making." A meaning-maker is a member of a group who articulates what the group is trying to accomplish in its work. Meaning-makers are typically deeply engaged in their work settings, are observant people who listen well, and are in tune with a group's or an organization's rhythm. Using techniques such as images, humor, or a new perspective on a situation, they are able to express a group's collective insight. For example, a pizza restaurant company was floundering until one of the senior managers articulated the idea that the company was not in a restaurant business so much as in a distribution business. This new model galvanized the organization, and local managers sought new outlets to distribute the company's pizza. Managers who are meaning-makers also may help others to articulate the meaning of the group's work, and such managers tend to embody a flexible style of leadership that recognizes that leadership is expressed in how people interact.Subjects: NO SUBJECTS(KEYWORDS)Length: 7pYear New: 2006

U9701CTitle: Finding Your Calling in the New EconomyAuthor(s): Butler, Timothy; Waldroop, James; Kiechel, Walter, IIIPublication Date: 01/01/1997Product Type: Harvard Management Update ArticleAbstract: In an interview with the heads of the MBA career-development program at Harvard Business School, career-planning guidance for the modern workplace is discussed. The interviewees maintain that most often one's basic set of business interests is established in his or her 20s. Candidates are advised to take an inventory of

interests, such as a test, and use the results to choose a career path. One common mistake is for people to make career decisions based on what they should do, what they can do, and their abilities, but not on their interests. Success will come from finding the work that consistently allows your interests to be realized, that will bring you out and present you with new frontiers. "Work opportunities," not jobs, "are the new focus of career planning--employers are more likely to say, "We've got a project, you've got a skill set--when that's done, maybe there will be other problems and maybe there won't be." A new-style career is like surfing: constantly looking for the waves, checking the water--you're going to get thrown a half-dozen times over the course of your life.Subjects: Careers & career planning; InterviewsLength: 3pList Price: $4.50

104069Title: Finding a Response: Pixar and a Coy StoryAuthor(s): Miller, Gregory S.Publication Date: 02/06/2004Revision Date: 09/28/2006Product Type: Case (Library)Abstract: Pixar, Inc. is the subject of an article that suggests its share price is currently overvalued. The article is picked up in summary by several wire services. Pixar's management must determine the appropriate public response. Its choices range from ignoring the article, to a brief response, to a point-by-point refutation.Geographic Setting: Emeryville, CAIndustry Setting: Film industryNumber of Employees: 700Gross Revenues: $202 million revenuesEvent Year Start: 2003Event Year End: 2003Subjects: Communication strategy; Financial analysis; Interviews; Organizational behavior; Securities analysisLength: 5pSupplementary Materials: Teaching Note, (107023), 11p, by Gregory S. MillerYear New: 2004

107S05Title: Finding a Response: Pixar and a Coy Story, Spanish VersionAuthor(s): Miller, Gregory S.Publication Date: 02/06/2004Revision Date: 09/28/2006Product Type: LACC CaseAbstract: Pixar, Inc. is the subject of an article that suggests its share price is currently overvalued. The article is

picked up in summary by several wire services. Pixar's management must determine the appropriate public response. Its choices range from ignoring the article, to a brief response, to a point-by-point refutation.Geographic Setting: Emeryville, CAIndustry Setting: Film industryNumber of Employees: 700Gross Revenues: $202 million revenuesEvent Year Start: 2003Event Year End: 2003Subjects: NO SUBJECTS(KEYWORDS)Length: 6pYear New: 2004

SMR072Title: Finding the Right CEO: Why Boards Often Make Poor ChoicesAuthor(s): Khurana, RakeshPublication Date: 10/01/2001Product Type: SMR ArticleAbstract: Although identifying and hiring the most appropriate CEO is critical to an organization's success, the succession practices of many large corporations often result in poor outcomes, as recent brief CEO tenures at Coca-Cola, Gillette, and Xerox testify. To understand better the dynamics affecting such a complex selection process, from 1995 to 2000, Harvard Business School professor Rakesh Khurana interviewed scores of directors, executive-search consultants, and job candidates about the methods that large corporations use when hiring a CEO. In the process, he discovered several common pitfalls that derail efforts to find the right CEO. He observes that a variety of practices are nearly institutionalized in many companies, and he explains ways to avoid them. Khurana also contends that boards can actively manage the following aspects of a CEO search and greatly improve the likelihood that the survivor who emerges is best suited for the challenges of the job: Search committee composition. Khurana recommends that the search committee consist of a diverse group, not only in terms of age and functional background but also in knowledge of the company and its culture. The "CEO as panacea" syndrome. Boards must be sure to consider the contributions of other executives in company success; failure to do so will raise expectations about the performance of the incoming CEO to an unsustainable level. Adoption of outcome-oriented practices. According to Khurana, the practices most relevant to a successful outcome are discussing the company's strategic direction explicitly and early in the process; recognizing and defining search



participants' roles and responsibilities (in particular, limiting the roles of the outgoing CEO and the executive search firm); and evaluating candidates in light of the position's requirements rather than in relation to one another.Subjects: Board of directors; Corporate strategy; Human resources management; Succession planningLength: 7pYear New: 2005

304089Title: Fire at Mann GulchAuthor(s): Roberto, Michael A.; Ferlins, Erika M.Publication Date: 10/06/2003Product Type: Case (Library)Abstract: Describes the 1949 firefighting tragedy in Montana that led to the deaths of 12 smoke jumpers. Explores the myriad of poor decisions by the firefighting crew and their foreman.Geographic Setting: MontanaEvent Year Start: 1949Event Year End: 1949Subjects: Crisis management; Decision making; Group dynamics; Leadership; Risk management; TeamsLength: 16pSupplementary Materials: Teaching Note, (306030), 29p, by Michael A. Roberto, Erika M. FerlinsNEW

R0701GTitle: Firing Back: How Great Leaders Rebound After Career DisastersAuthor(s): Sonnenfeld, Jeffrey A.; Ward, Andrew J.Publication Date: 01/01/2007Product Type: Harvard Business Review ArticleAbstract: Among the tests of a leader, few are more challenging--and more painful--than recovering from a career catastrophe. Most fallen leaders, in fact, don't recover. Still, two decades of consulting experience, scholarly research, and their own personal experiences have convinced the authors that leaders can triumph over tragedy--if they do so deliberately. Great business leaders have much in common with the great heroes of universal myth, and they can learn to overcome profound setbacks by thinking in heroic terms. First, they must decide whether or not to fight back. Either way, they must recruit others into their battle. They must then take steps to recover their heroic status, in the process proving, both to others and to themselves, that they have the mettle necessary to recover their heroic mission. Bernie Marcus exemplifies this process. Devastated after Sandy Sigoloff fired him from Handy Dan, Marcus decided to forgo the distraction of

litigation and instead make the marketplace his battleground. Drawing from his network of carefully nurtured relationships with both close and more distant acquaintances, Marcus was able to get funding for a new venture. He proved that he had the mettle, and recovered his heroic status, by building Home Depot, whose entrepreneurial spirit embodied his heroic mission. As Bank One's Jamie Dimon, J.Crew's Mickey Drexler, and even Jimmy Carter, Martha Stewart, and Michael Milken have shown, stunning comebacks are possible in all industries and walks of life. Whatever the cause of your predicament, it makes sense to get your story out. The alternative is likely to be long-lasting unemployment. If the facts of your dismissal cannot be made public because they are damning, then show authentic remorse. The public is often enormously forgiving when it sees genuine contrition and atonement.Industry Setting: Apparel industry; Computer industry; IT industry; Retail industry; Securities & investingSubjects: NO SUBJECTS(KEYWORDS)Length: 11pYear New: 2007

2400BCTitle: Firms That Surmount the Knowing-Doing GapAuthor(s): Pfeffer, Jeffrey; Sutton, Robert I.Publication Date: 10/05/1999Product Type: HBS Press ChapterAbstract: This chapter provides detailed case studies of three firms--British Petroleum, Barclays Global Investors, and the New Zealand Post--that have been successful at either avoiding the knowing-doing gap or transcending barriers to turning knowledge into action. May be used with: (2395BC) When Talk Substitutes for Action: Understanding the Knowing-Doing Gap; (2394BC) Knowing "What" to Do Is Not Enough: Understanding the Knowing-Doing Gap; (2396BC) When Memory Substitutes for Thinking: Understanding the Knowing-Doing Gap; (2397BC) When Fear Prevents Acting on Knowledge: Understanding the Knowing-Doing Gap; (2398BC) When Measurement Obstructs Good Judgment: Understanding the Knowing-Doing Gap; (2399BC) When Internal Competition Turns Friends into Enemies: Understanding the Knowing-Doing Gap; (2401BC) Turning Knowledge into Action: Reducing the Knowing-Doing Gap; (2402BC) Appendix: The Knowing-Doing Survey.Subjects: NO SUBJECTS(KEYWORDS)Length: 32p

List Price: $6.95Year New: 2007

402S04Title: The Firmwide 360-degree Performance Evaluation Process at Morgan Stanley, Spanish VersionAuthor(s): Burton, M. DianePublication Date: 07/31/2002Product Type: LACC CaseAbstract: Describes Morgan Stanley's firm-wide, 360-degree performance evaluation process is described. Evaluation forms are included as exhibits.Geographic Setting: New York, NYIndustry Setting: Investment bankingNumber of Employees: 2,000Gross Revenues: $1 billion revenuesSubjects: Corporate culture; Human resources management; Interpersonal behavior; Investment banking; Management of professionals; Organizational behavior; Performance appraisalLength: 17p

498053Title: The Firmwide 360-degree Performance Evaluation Process at Morgan StanleyAuthor(s): Burton, M. DianePublication Date: 02/13/1998Revision Date: 10/29/1998Product Type: Case (Field)Abstract: Describes Morgan Stanley's firmwide, 360-degree performance evaluation process. Evaluation forms are included as exhibits. May be used with: (498054) Rob Parson at Morgan Stanley (A); (498056) Rob Parson at Morgan Stanley (C); (498057) Rob Parson at Morgan Stanley (C) (Abridged); (400043) Morgan Stanley: Becoming a "One-Firm Firm".Geographic Setting: New York, NYIndustry Setting: Investment bankingNumber of Employees: 2,000Gross Revenues: $1 billion revenuesSubjects: Corporate culture; Human resources management; Interpersonal behavior; Investment banking; Management of professionals; Organizational behavior; Performance appraisalLength: 16pSupplementary Materials: Teaching Note, (400078), 12p, by M. Diane Burton, Thomas J. DeLong, Charles A. O'Reilly III; Teaching Note, (400101), 18p, by M. Diane Burton, Thomas J. DeLongBESTSELLER

C0310ATitle: The First 100 Days: Forget the Speeches, Focus on the ConversationsAuthor(s): Kinni, Theodore



Publication Date: 10/01/2003Product Type: Harvard Management Communication Letter ArticleAbstract: Taking hold in a new position and mastering the challenges that face all newly installed leaders in the first weeks and months of their tenure requires being a leader who knows when to talk, when to listen, when to get data, and when to give direction. Learn how to get the leadership conversation off to a good start.Subjects: Communication; Communication strategy; LeadershipLength: 4pList Price: $4.50

9556Title: The First 90 Days in Government: Critical Success Strategies for New Public Managers at All LevelsAuthor(s): Watkins, Michael D.; Daly, Peter H.; Reavis, CatePublication Date: 05/10/2006Product Type: HBS Press BookAbstract: More than 250,000 public sector managers in the United States take on new positions each year and many more aspire to leadership. Each will confront special challenges--from higher public profiles to a greater number of stakeholders to volatile political environments--that will make their transitions even more challenging than in the business world. Now Michael D. Watkins, author of the best-selling book The First 90 Days, applies his proven leadership transition framework to the public sector. Watkins and co-author Peter H. Daly address the crucial differences between the private and public sectors that go to the heart of how success and failure are defined, measured, and rewarded or penalized. This concise, practical book provides a roadmap to help new government leaders at all levels accelerate their transitions by overcoming nine transition challenges, ranging from clarifying expectations to defining goals to building a team to managing personal stress. The authors also offer detailed strategies for avoiding major "transition traps." Zeroing in on the challenges facing new government leaders, The First 90 Days in Government is an indispensable guide for anyone seeking to lead and succeed in the public sector.Industry Setting: Government & regulatorySubjects: NO SUBJECTS(KEYWORDS)Length: 272pList Price: $27.95Year New: 2006

5259CFTitle: The First 90 Days: Managing

Your Leadership Transitions, A Harvard Business School Publishing Virtual SeminarAuthor(s): Watkins, Michael D.Publication Date: 09/18/2003Product Type: Previous ConferenceAbstract: The First 90 Days: Managing Your Leadership Transitions, a Harvard Business School Publishing virtual seminar, Thursday, September 18, 2003, 12: 30-2: 00 p.m. ET. Featuring Michael Watkins, associate professor of business administration at Harvard Business School and author of The First 90 Days: Critical Success Strategies for New Leaders at All Levels. An upwardly mobile manager can expect to face a transition every 2 1/2 to 3 years. A typical transition in a large organization affects 12.4 people, and it takes an average of 6.4 months for a new leader to move through his or her "transition deficit" to become a positive contributor. Too few managers--and organizations--approach these transitions with a strategic plan. The result: wasted opportunities and slowed or failed transitions that can hobble a unit, cripple a company, or cut short a career. According to Michael Watkins, a new leader's success or failure is determined within 90 days on the job. He has documented concrete, proven strategies for moving successfully into a new role as well as the common pitfalls to avoid. In this interactive, 90-minute presentation, Watkins will discuss a framework for transition acceleration that can help leaders diagnose their situations, craft winning transition strategies, and take charge quickly. He will use practical examples to illustrate how to learn about a new organization, create coalitions, and secure early wins; match your strategy to your situation; accurately assess your vulnerabilities to protect yourself professionally and emotionally; and understand the impact of a new role on yourself and others and, so, expedite everyone's successful transition. The registration fee includes a copy of the hardcover book, The First 90 Days by Michael Watkins. Registration: www.krm.com/transitions/Subjects: Careers & career planning; Employee development; Employee promotionsLength: 90 minList Price: $349.00

5259SLTitle: The First 90 Days: Managing Your Leadership Transitions, A Harvard Business School Publishing Virtual Seminar CD, MultiuserAuthor(s): Watkins, Michael D.Publication Date: 09/18/2003Product Type: Conference Audio

Abstract: The First 90 Days: Managing Your Leadership Transitions, a Harvard Business School Publishing virtual seminar CD, recorded Thursday, September 18, 2003. Featuring Michael Watkins, associate professor of business administration at Harvard Business School and author of the just-released book, The First 90 Days: Critical Success Strategies for New Leaders at All Levels. One quarter of all managers transition to a new role or job each year. An upwardly mobile manager can expect to face a transition every 2 1/2 to 3 years. A typical transition in a large organization affects 12.4 people, and it takes an average of 6.4 months for a new leader to move through his or her "transition deficit" to become a positive contributor in the new role. Too few managers--and organizations--approach these transitions with a strategic plan. According to the research of Michael Watkins, a new leader's success or failure is determined within 90 days on the job. He has documented concrete, proven strategies for moving successfully into a new role at any point in one's career as well as the common pitfalls to avoid. He provides a survival guide that no new leader should be without. In this interactive, 90-minute presentation, Watkins discusses a framework for transition acceleration that can help leaders diagnose their situations, craft winning transition strategies, and take charge quickly. He uses practical examples to illustrate how to learn about a new organization, create coalitions, and secure early wins; match your strategy to your situation; accurately assess your vulnerabilities to protect yourself professionally and emotionally; and understand the impact of a new role on yourself and the people around you and, so, expedite everyone's successful transition. For information regarding multiuser site licenses, call 1-800-795-5200. Outside the United States and Canada, call 617-783-7888.Subjects: Careers & career planning; Employee development; Employee promotions; Leadership; Managers; Strategy formulationLength: 90 minList Price: $349.00Year New: 2004

5259CDTitle: The First 90 Days: Managing Your Leadership Transitions, A Harvard Business School Publishing Virtual Seminar CD, Single UserAuthor(s): Watkins, Michael D.Publication Date: 09/18/2003Product Type: Conference AudioAbstract: The First 90 Days: Managing Your Leadership Transitions, a Harvard



Business School Publishing virtual seminar CD, recorded Thursday, September 18, 2003, featuring Michael Watkins, associate professor of business administration at Harvard Business School and author of the just-released book, The First 90 Days: Critical Success Strategies for New Leaders at All Levels. One quarter of all managers transition to a new role or job each year. An upwardly mobile manager can expect to face a transition every 2 1/2 to 3 years. A typical transition in a large organization affects 12.4 people, and it takes an average of 6.4 months for a new leader to move through his or her "transition deficit" to become a positive contributor in the new role. Too few managers--and organizations--approach these transitions with a strategic plan. According to the research of Michael Watkins, a new leader's success or failure is determined within 90 days on the job. He has documented concrete, proven strategies for moving successfully into a new role at any point in one's career as well as the common pitfalls to avoid. He provides a survival guide that no new leader should be without. In this interactive, 90-minute presentation, Watkins discusses a framework for transition acceleration that can help leaders diagnose their situations, craft winning transition strategies, and take charge quickly. He uses practical examples to illustrate how to learn about a new organization, create coalitions, and secure early wins; match your strategy to your situation; accurately assess your vulnerabilities to protect yourself professionally and emotionally; and understand the impact of a new role on yourself and the people around you and, so, expedite everyone's successful transition. Volume discounts and site license pricing are also available. For information, call 1-800-795-5200. Outside the United States and Canada, call 617-783-7888.Subjects: Careers & career planning; Employee development; Employee promotions; Leadership; Managers; Strategy formulationLength: 90 minList Price: $129.00NEW

U0707BTitle: Five Books That Will Amplify Your Ability to Lead Through InfluenceAuthor(s): Kinni, TheodorePublication Date: 07/01/2007Product Type: Harvard Management Update ArticleAbstract: Leaders are powerless without others' cooperation. That's why the ability to persuade and motivate is such a critical leadership skill. The five

books presented in this article can enhance your ability to lead through influence--by understanding how minds change, making your messages more compelling and memorable, refining and telling stories, watching your micromessages, and effectively handling difficult conversations.Subjects: NO SUBJECTS(KEYWORDS)Length: 5pList Price: $4.50Year New: 2007

R0605GTitle: The Five Messages Leaders Must ManageAuthor(s): Hamm, JohnPublication Date: 05/01/2006Product Type: Harvard Business Review ArticleAbstract: If you want to know why so many organizations sink into chaos, look no further than their leaders' mouths. Over and over, leaders present grand, overarching--yet fuzzy--notions of where they think the company is going. They assume everyone shares their definitions of "vision," "accountability," and "results." The result is often sloppy behavior and misalignment that can cost a company dearly. Effective communication is a leader's most critical tool for doing the essential job of leadership: inspiring the organization to take responsibility for creating a better future. Five topics wield extraordinary influence within a company: organizational structure and hierarchy, financial results, the leader's sense of his or her job, time management, and corporate culture. Properly defined, disseminated, and controlled, these topics give the leader opportunities for increased accountability and substantially better performance. For example, one CEO always keeps communications about hierarchy admirably brief and to the point. When he realized he needed to realign internal resources, he told the staff: "I'm changing the structure of resources so that we can execute more effectively." After unveiling a new organization chart, he said, "It's 10: 45. You have until noon to be annoyed, should that be your reaction. At noon, pizza will be served. At one o'clock, we go to work in our new positions." The most effective leaders ask themselves, "What needs to happen today to get where we want to go? What vague belief or notion can I clarify or debunk?" A CEO who communicates precisely to 10 direct reports, each of whom communicates with equal precision to 40 other employees, aligns the organization's commitment and energy with a well-understood vision of

the firm's real goals and opportunities.Industry Setting: GolfSubjects: NO SUBJECTS(KEYWORDS)Length: 10pYear New: 2006

432XTitle: The Five Messages Leaders Must Manage (HBR OnPoint Enhanced Edition)Author(s): Hamm, JohnPublication Date: 05/01/2006Product Type: HBR OnPoint ArticleAbstract: If you want to know why so many organizations sink into chaos, look no further than their leaders' mouths. Over and over, leaders present grand, overarching--yet fuzzy--notions of where they think the company is going. They assume everyone shares their definitions of "vision," "accountability," and "results." The result is often sloppy behavior and misalignment that can cost a company dearly. Effective communication is a leader's most critical tool for doing the essential job of leadership: inspiring the organization to take responsibility for creating a better future. Five topics wield extraordinary influence within a company: organizational structure and hierarchy, financial results, the leader's sense of his or her job, time management, and corporate culture. Properly defined, disseminated, and controlled, these topics give the leader opportunities for increased accountability and substantially better performance. For example, one CEO always keeps communications about hierarchy admirably brief and to the point. When he realized he needed to realign internal resources, he told the staff: "I'm changing the structure of resources so that we can execute more effectively." After unveiling a new organization chart, he said, "It's 10: 45. You have until noon to be annoyed, should that be your reaction. At noon, pizza will be served. At one o'clock, we go to work in our new positions." The most effective leaders ask themselves, "What needs to happen today to get where we want to go? What vague belief or notion can I clarify or debunk?" A CEO who communicates precisely to 10 direct reports, each of whom communicates with equal precision to 40 other employees, aligns the organization's commitment and energy with a well-understood vision of the firm's real goals and opportunities.Subjects: NO SUBJECTS(KEYWORDS)Length: 11pList Price: $6.50Year New: 2006



10123Title: Five Minds for the FutureAuthor(s): Gardner, HowardPublication Date: 02/01/2009Product Type: HBS Press BookAbstract: We live in a time of vast changes. And those changes call for entirely new ways of learning and thinking. In "Five Minds for the Future," Howard Gardner defines the cognitive abilities that will command a premium in the years ahead: the Disciplinary mind--mastery of major schools of thought (including science, mathematics, and history) and of at least one professional craft; the Synthesizing mind--ability to integrate ideas from different disciplines or spheres into a coherent whole and to communicate that integration to others; the Creating mind--capacity to uncover and clarify new problems, questions, and phenomena; the Respectful mind--awareness of and appreciation for differences among human beings and human groups; and the Ethical mind--fulfillment of one's responsibilities as a worker and citizen. World-renowned for his theory of multiple intelligences, Gardner takes that thinking to the next level in this book, drawing from a wealth of diverse examples to illuminate his ideas. Concise and engaging, "Five Minds for the Future" will inspire lifelong learning in any reader and provide valuable insights for those charged with training and developing organizational leaders--both today and tomorrow.Industry Setting: Education industrySubjects: NO SUBJECTS(KEYWORDS)Length: 224pList Price: $14.95

1207KBTitle: Five Minds for the Future (Hardcover)Author(s): Gardner, HowardPublication Date: 04/03/2007Product Type: HBS Press E-BookAbstract: We live in a time of vast changes. And those changes call for entirely new ways of learning and thinking. In "Five Minds for the Future," Howard Gardner defines the cognitive abilities that will command a premium in the years ahead: the Disciplinary mind--mastery of major schools of thought (including science, mathematics, and history) and of at least one professional craft; the Synthesizing mind--ability to integrate ideas from different disciplines or spheres into a coherent whole and to communicate that integration to others; the Creating mind--capacity to uncover and clarify new problems, questions, and phenomena; the Respectful mind--awareness of and appreciation for differences among human beings and

human groups; and the Ethical mind--fulfillment of one's responsibilities as a worker and citizen. World-renowned for his theory of multiple intelligences, Gardner takes that thinking to the next level in this book, drawing from a wealth of diverse examples to illuminate his ideas. Concise and engaging, "Five Minds for the Future" will inspire lifelong learning in any reader and provide valuable insights for those charged with training and developing organizational leaders--both today and tomorrow.Industry Setting: Education industrySubjects: NO SUBJECTS(KEYWORDS)Length: 204p

9122Title: Five Minds for the FutureAuthor(s): Gardner, HowardPublication Date: 02/22/2007Product Type: HBS Press BookAbstract: We live in a time of vast changes. And those changes call for entirely new ways of learning and thinking. In "Five Minds for the Future," Howard Gardner defines the cognitive abilities that will command a premium in the years ahead: the Disciplinary mind--mastery of major schools of thought (including science, mathematics, and history) and of at least one professional craft; the Synthesizing mind--ability to integrate ideas from different disciplines or spheres into a coherent whole and to communicate that integration to others; the Creating mind--capacity to uncover and clarify new problems, questions, and phenomena; the Respectful mind--awareness of and appreciation for differences among human beings and human groups; and the Ethical mind--fulfillment of one's responsibilities as a worker and citizen. World-renowned for his theory of multiple intelligences, Gardner takes that thinking to the next level in this book, drawing from a wealth of diverse examples to illuminate his ideas. Concise and engaging, "Five Minds for the Future" will inspire lifelong learning in any reader and provide valuable insights for those charged with training and developing organizational leaders--both today and tomorrow.Subjects: NO SUBJECTS(KEYWORDS)Length: 204pList Price: $26.95Year New: 2007

R0311CTitle: The Five Minds of a ManagerAuthor(s): Gosling, Jonathan; Mintzberg, HenryPublication Date: 11/01/2003Product Type: Harvard Business Review Article

Abstract: Managers are told: Be global and be local. Collaborate and compete. Change perpetually, and maintain order. Make the numbers while nurturing your people. To be effective, managers need to consider the juxtapositions to arrive at a deep integration of these seemingly contradictory concerns. That means they must focus not only on what they have to accomplish but also on how they have to think. When the authors, respectively the director of the Centre for Leadership Studies at the University of Exeter in the United Kingdom and the Cleghorn Professor of Management Studies at McGill University in Montreal, set out to develop a master's program for practicing managers, they saw that they could not rely on the usual MBA educational structure, which divides the management world into discrete business functions such as marketing and accounting. They needed an educational structure that encouraged synthesis rather than separation. Managing, they determined, involves five tasks, each with its own mindset: managing the self (the reflective mindset); managing organizations (the analytic mindset); managing context (the worldly mindset); managing relationships (the collaborative mindset); and managing change (the action mindset). The program is built on the exploration and integration of those five aspects of the managerial mind.Geographic Setting: Canada; Global; IndiaSubjects: Leadership; Management development; Managerial behavior; Managerial skills; ManagersLength: 9pNEW

5364Title: The Five Minds of a Manager (HBR OnPoint Enhanced Edition)Author(s): Gosling, Jonathan; Mintzberg, HenryPublication Date: 11/01/2003Product Type: HBR OnPoint ArticleAbstract: Managers are told: Be global and be local. Collaborate and compete. Change perpetually, and maintain order. Make the numbers while nurturing your people. To be effective, managers need to consider the juxtapositions in order to arrive at a deep integration of these seemingly contradictory concerns. That means they must focus not only on what they have to accomplish but also on how they have to think. When the authors, respectively the director of the Centre for Leadership Studies at the University of Exeter in the U.K. and the Cleghorn Professor of Management Studies at McGill University in Montreal, set out to develop a masters program for practicing



managers, they saw that they could not rely on the usual MBA educational structure, which divides the management world into discrete business functions such as marketing and accounting. They needed an educational structure that encouraged synthesis rather than separation. Managing, they determined, involves five tasks, each with its own mind-set: managing the self (the reflective mind-set); managing organizations (the analytic mind-set); managing context (the worldly mind-set); managing relationships (the collaborative mind-set); and managing change (the action mind-set). The program is built on the exploration and integration of those five aspects of the managerial mind. The authors say it has proved powerful in the classroom and insightful in practice. Imagine the mind-sets as threads and the manager as weaver. Effective performance means weaving eachSubjects: Leadership; Management development; Managerial behavior; Managerial skills; ManagersLength: 12pList Price: $6.50NEW

U0810BTitle: Five Mistakes Newly Promoted Leaders MakeAuthor(s): Watkins, Michael D.Publication Date: 10/01/2008Product Type: Harvard Management Update ArticleAbstract: What you do and what you say during the first 90 days of your new leadership role has a huge impact on your chances of success, says best-selling author and leadership expert Michael Watkins. This succinct article lists the five most common mistakes new leaders make and what you can do to avoid the same pitfalls.Subjects: NO SUBJECTS(KEYWORDS)Length: 1pList Price: $4.50

U0402DTitle: Five Questions About Business/Personal Relationships with Ronna LichtenbergPublication Date: 02/01/2004Product Type: Harvard Management Update ArticleAbstract: Is it possible to have a genuine friendship with a colleague or a business partner? For many people, mixing cool, analytical thinking about how to succeed in their jobs with warm, personal feelings toward a coworker makes for too volatile a situation. But Ronna Lichtenberg, president of the New York City-based management

consulting firm Clear Peak Communications, thinks it can be done.Subjects: Interpersonal relations; Leadership; Organizational behaviorLength: 1pList Price: $4.50Year New: 2004

U0309DTitle: Five Questions About Employee Recognition and Reward: An Interview with Bob NelsonPublication Date: 09/01/2003Product Type: Harvard Management Update ArticleAbstract: In this economic climate, it is more critical than ever to recognize your staff for their contributions. We sought out best-selling author and employee motivation-expert Bob Nelson, who has worked with companies such as FedEx, Time Warner, and IBM, and asked him how best to handle employee recognition.Subjects: Employee morale; MotivationLength: 1pList Price: $4.50

U0406ETitle: Five Questions About Getting the Best Employee Ideas, with Alan RobinsonPublication Date: 06/01/2004Product Type: Harvard Management Update ArticleAbstract: The right approach to generating ideas from your employees creates a virtuous circle, says professor Alan G. Robinson. Workers become more engaged when they see their ideas being used. And managers, seeing the impact of employees' ideas, give them more authority--which leads to more and better ideas. How can you create such a win-win situation? Learn to appreciate the power of small ideas, says Robinson, and throw out any beliefs about the need for financial incentives.Subjects: Employee empowerment; Incentives; Innovation; Management communication; Organizational learningLength: 1pList Price: $4.50Year New: 2004

U0312DTitle: Five Questions About How Leaders Influence CreativityAuthor(s): Amabile, Teresa M.Publication Date: 12/01/2003Product Type: Harvard Management Update ArticleAbstract: We often assume that leadership, especially charismatic leadership, plays a central role in spurring creativity and innovation. But there's little empirical evidence for this belief, says Teresa M. Amabile, Edsel

Bryan Ford Professor of Business Administration at Harvard Business School. She and her colleagues studied the daily diaries of members of 26 high-powered project teams headed by middle managers and were struck by the profound ways in which a manager's ordinary, routine interactions with subordinates can support--or undermine--creativity.Subjects: Creativity; Innovation; Interpersonal behavior; Leadership; Management philosophyLength: 1pList Price: $4.50NEW

U0407CTitle: Five Questions About How to Energize Colleagues, with Wayne BakerPublication Date: 07/01/2004Product Type: Harvard Management Update ArticleAbstract: Power and influence in today's companies have less to do with employees' positions on the organizational chart and more to do with their ability to energize others in their organizational networks, says Wayne Baker, a researcher who is among the first to attempt to measure the long-noted influence that energizing relationships have on performance.Subjects: Employee attitude; Job satisfaction; Managerial skillsLength: 1pList Price: $4.50Year New: 2004

U0410BTitle: Five Questions About Interviewing Your Prospective Supervisor: With Rich WellinsPublication Date: 10/01/2004Product Type: Harvard Management Update ArticleAbstract: There is nothing more important than an employee's relationship with her boss. Numerous studies reveal that it is the linchpin of great performance, long-term commitment, and employee satisfaction at all levels of the organization. But although most hiring managers will look at the personality fit between themselves and the job candidates, few prospective employees give this much consideration--often to their regret if they discover later on that they and their supervisors are mismatched. There are ways for job candidates to hedge against this fate, says Rich Wellins, whose work focuses on helping companies put the right people in the right seats. His advice about how to initiate frank discussions with prospective supervisors--and how to get telltale glimpses into their personalities--is as relevant to



considering a new internal assignment as it is to interviewing for a position in a different company.Subjects: Interpersonal relations; Management of professionalsLength: 1pList Price: $4.50Year New: 2004

U0409BTitle: Five Questions About Using Deadlines in NegotiationPublication Date: 09/01/2004Product Type: Harvard Management Update ArticleAbstract: Many negotiators fear they'll weaken their bargaining position by letting it be known they have a deadline. That's rarely the case, says Don A. Moore, assistant professor at Carnegie-Mellon's Tepper School of Business. In fact, deadlines often facilitate rather than constrain progress--regardless of whether you're involved in a competitive, zero-sum negotiation or an integrative, win-win negotiation. Read this interview to learn more about the power of deadlines in negotiations.Subjects: Communication; Decision analysis; Interviews; NegotiationsLength: 1pList Price: $4.50Year New: 2004

U0411ETitle: Five Questions About...Strategy Maps, with Robert S. KaplanPublication Date: 11/01/2004Product Type: Harvard Management Update ArticleAbstract: In their earlier works, Balanced Scorecard creators Robert S. Kaplan and David P. Norton developed measures that relate to a company's strategy and devised a comprehensive strategic management system. But their most recent book, Strategy Maps: Converting Intangible Assets into Tangible Outcomes, helps managers ensure not only that the different elements of a strategy are in alignment, but also that the strategy gets implemented.Subjects: Balanced scorecard; Management development; Strategy formulation; Strategy implementationLength: 1pList Price: $4.50Year New: 2004

U0809DTitle: Five Quick Ways to Trim--and Improve--Business WritingAuthor(s): Clayton, JohnPublication Date: 09/01/2008Product Type: Harvard Management Update ArticleAbstract: At a time when we're all

working smarter and faster and the Internet has dramatically changed how people read and absorb information, business writing needs to be relentlessly concise. And yet it has to deliver complex information clearly and persuasively. Whether you're writing an e-mail message or a 100-page report, the challenge is the same: cut length without losing meaning. This article offers five tips on how you can do just this--painlessly and professionally.Subjects: NO SUBJECTS(KEYWORDS)Length: 3pList Price: $4.50

U0712ATitle: Five Steps to Building Your Personal Leadership BrandAuthor(s): Ulrich, Dave; Smallwood, NormPublication Date: 12/01/2007Product Type: Harvard Management Update ArticleAbstract: A strong personal leadership brand allows all that's powerful and effective about your leadership to become known to your colleagues up, down, and across the organization--enabling you to generate maximum value. This article, an adaptation from consultants Dave Ulrich and Norm Smallwood's new book, "Leadership Brand: Developing Customer-Focused Leaders to Drive Performance and Build Lasting Value," presents five steps to shape a personal leadership brand that showcases who you are and what you can do.Subjects: NO SUBJECTS(KEYWORDS)Length: 3pList Price: $4.50Year New: 2007

R0107JTitle: Five Strategies of Successful Part-Time WorkAuthor(s): Corwin, Vivien; Lawrence, Thomas B.; Frost, PeterPublication Date: 07/01/2001Product Type: Harvard Business Review ArticleAbstract: Nearly one in ten professionals now works part-time. But all too often, part-time work creates as many problems as it solves. At best, many part-timers work more hours than they intended. At worst, they see their importance to their organizations dwindle. Two generations have wrestled with such arrangements, and today some part-time professionals have found ways to overcome the challenges, with shining results. Drawing on two years of research investigating part-time engineers, financial analysts, IT

specialists, and consultants, the authors present five strategies that successful part-timers use to make their unique position work for themselves and their companies. To begin with, successful part-time professionals take pains to make their work-life priorities, their schedules, and their plans for the future transparent to the organization. Second, they broadcast the business case for their arrangement, being careful to demonstrate that the arrangement has not disrupted the business and may even have a positive impact. Third, they establish routines to protect their time at work and rituals to protect their time at home. Fourth, they cultivate champions in senior management who protect them from skeptics and advocate for their arrangements up and down the ranks. And last, they remind their colleagues that, despite their part-time status, they're still major players in the organization who cannot be ignored.Subjects: Families & family life; Human relations; Human resources management; Job satisfactionLength: 7p

U0803CTitle: Five Tips for Better Virtual MeetingsAuthor(s): Boda, Karen; Hinkle, RebeccaPublication Date: 03/01/2008Product Type: Harvard Management Update ArticleAbstract: Virtual meetings are a standard feature of today's business landscape, but they pose distinct obstacles that can undermine their effectiveness. For one thing, it's difficult to establish camaraderie--so essential to the natural flow of ideas--from a distance. This article outlines how to optimize the success of your virtual meetings by: (1) Making them more interactive; (2) Using technology to enhance communication and collaboration; (3) Knowing when to hold a virtual meeting and when not to; (4) Leveling the playing field so that every participant feels engaged; and (5) Establishing a zero-tolerance policy for e-mail and instant messaging.Subjects: NO SUBJECTS(KEYWORDS)Length: 3pList Price: $4.50

U0804CTitle: Five Ways to Boost RetentionAuthor(s): Ross, Judith A.Publication Date: 04/01/2008Product Type: Harvard Management Update ArticleAbstract: In boom times and slow times alike, you need to keep your best



people. This article spells out five proven practices to help you keep your most talented employees: (1) Provide paths to advancement by keeping employees informed about your company's direction and projected talent needs; (2) Continually enrich employees' experience by giving them ownership of their work and the freedom to take risks; (3) Express appreciation; (4) Counteract stress by creating a culture that promotes work/life balance; and (5) Foster employee trust in your company's leadership by ensuring that executives convey a clear vision and a belief in employees' ability to make it real.Subjects: NO SUBJECTS(KEYWORDS)Length: 2pList Price: $4.50Year New: 2007

C9812ATitle: Five Winning Ways to Begin a PresentationPublication Date: 12/01/1998Product Type: Harvard Management Communication Letter ArticleAbstract: The number of people who can reliably begin a presentation with a joke that works is very small. The first couple of minutes in a presentation are nearly always the worst--why tempt fate with an approach virtually guaranteed to fail? Want to catch and hold your audience's attention? New research shows how.Subjects: CommunicationLength: 4pList Price: $4.50

403090Title: Flextronics: Deciding on a Shop Floor System for Producing the Microsoft XboxAuthor(s): Polzer, Jeffrey T.; Wagonfeld, Alison BerkleyPublication Date: 02/12/2003Revision Date: 08/23/2004Product Type: Case (Field)Abstract: Jim McCusker must guide a group decision-making process aimed at getting input and buy-in from key people in California, Mexico, and Austria to choose a shop floor IT system for Flextronics. McCusker is Flextronics' account manager for the Microsoft Xbox project. Geographical distance and time pressure make it difficult for all the relevant parties to assemble in person in one location. In a company culture that values fast, decisive action, McCusker wonders whether he has the authority to make the decision himself and, if not, how he should involve the other parties who are keenly interested in the outcome.Geographic Setting: United States;

Mexico; HungaryNumber of Employees: 70,000Gross Revenues: $12 billion revenuesSubjects: Cross cultural relations; Decision making; Logistics; Management communication; Negotiations; TeamsLength: 20pSupplementary Materials: Teaching Note, (405007), 25p, by Jeffrey T. Polzer, Hillary Anger Elfenbein, Jennifer L. IllesNEW

PEL054Title: Focusing on Results at the New York City Department of EducationAuthor(s): Childress, Stacey; Clayton, Tonika CheekPublication Date: 09/18/2007Revision Date: 06/17/2008Product Type: Color CaseAbstract: In the five years since Chancellor Joel Klein took over the New York public schools, the system has changed dramatically and produced remarkable gains in student learning. However, to achieve excellence over the long term, Klein and his team designed and implemented a sophisticated performance management system that includes both accountability and organizational learning mechanisms. Covers the design and early implementation of the various aspects of the system, as well as the attempts to shift the culture from a focus on effort to a focus on results. May be used with: (PEL010) Note on the PELP Coherence Framework.Geographic Setting: New York, NYIndustry Setting: Education industry; Public school K-12Subjects: NO SUBJECTS(KEYWORDS)Length: 33pSupplementary Materials: Teaching Note, (5-PEL-057), 13p, by Tonika Cheek Clayton, Stacey ChildressYear New: 2007

3684Title: Followership: How Followers Are Creating Change and Changing Leaders (Hardcover)Author(s): Kellerman, BarbaraPublication Date: 01/10/2008Product Type: HBS Press BookAbstract: This groundbreaking volume provides the first sweeping view of followers in relation to their leaders, deliberately departing from the leader-centric approach that dominates our thinking about leadership and management. Barbara Kellerman argues that, over time, followers have played increasingly vital roles. For two key reasons, this trend is now accelerating.

Followers are becoming more important, and leaders less. Through gripping stories about a range of people and places--from multinational corporations such as Merck, to Nazi Germany, to the American military after 9/11--Kellerman makes key distinctions among five different types of followers: Isolates, Bystanders, Participants, Activists, and Diehards. And she explains how they relate not only to their leaders but also to each other. Thanks to "Followership," we can finally appreciate the ways in which those with relatively fewer sources of power, authority, and influence are consequential. Moreover, they are getting bolder and more strategic. As Kellerman makes crystal clear, to fixate on leaders at the expense of followers is to do so at our peril. The latter are every bit as important as the former, which makes this book required reading for superiors and subordinates alike.Subjects: NO SUBJECTS(KEYWORDS)Length: 336pList Price: $29.95Year New: 2008

65103Title: For Better Business WritingAuthor(s): Fielden, John S.Publication Date: 01/01/1965Product Type: Harvard Business Review ArticleAbstract: A list of recommended books provides executives with a means of dealing with writing problems. Discussed texts deal with the four major aspects of written business communications: correctness, readability, thought, and appropriateness. Presenting factual evidence to support points and to avoid distortion provides the key to successful business communication. Courses providing instruction in the written analysis of business problem situations provide the best method for improving the thought content of reports.Subjects: Management communicationLength: 5p

494017Title: Ford: Petersen's TurnaroundAuthor(s): Nohria, Nitin; Green, Sandy E.Publication Date: 08/12/1993Product Type: Case (Library)Abstract: Discusses the changes that Donald Petersen made to turnaround Ford during his tenure, first as president then as CEO. Describes his major initiatives, including the new emphasis on quality.Geographic Setting: Detroit, MIIndustry Setting: Automotive industryCompany Size: Fortune 500Gross Revenues: $100 million



revenuesSubjects: Automobiles; Leadership; Management of change; Organizational changeLength: 15pSupplementary Materials: Teaching Note, (497023), 10p, by Nitin Nohria, Stephanie Woerner

902427Title: Forget Me NotAuthor(s): Tagiuri, RenatoPublication Date: 03/08/2002Product Type: NoteAbstract: Aphorisms intended to remind managers of some simple but easily forgotten truths about people behavior, learning, thinking, communication, change, and relationships. A list of well known verities that need constant reminder.Subjects: Human behavior; LearningLength: 5pNEW

6969BCTitle: Forming the Team: The Crew and Its CharterAuthor(s): School Press, Harvard BusinessPublication Date: 02/19/2004Product Type: HBS Press ChapterAbstract: Organizing a team is the first step to accomplishing a common goal. At times, a team will self-organize; at other times, a manager will put together a team according to the critical competencies that each member brings. This chapter examines how effective teams are formed and the importance of a team charter. May be used with: (6945BC) Team Concepts: Understand These First; (6952BC) Essentials for an Effective Team: The Foundation of Success; (6976BC) Getting Off on the Right Foot: Important First Steps; (6983BC) Team Management Challenges: Where Leaders Matter; (6990BC) Operating as a Team: Putting Ideas to Work; (7003BC) The Virtual Team: A Collaborative Effort; (7010BC) Becoming a Team Player: Your Most Important Assignment.Subjects: NO SUBJECTS(KEYWORDS)Length: 30pList Price: $6.95Year New: 2006

F0707FTitle: A Formula for the Future: Cymbal Company CEO Craigie Zildjian on Leading for the Long TermAuthor(s): Zildjian, Craigie; Morse, GardinerPublication Date: 07/01/2007Product Type: Harvard Business Review Article

Abstract: The oldest family-run business in the U.S., the Zildjian Company has been making cymbals, first in Turkey and then in America, since 1623. As a 14th-generation leader of the company, Craigie Zildjian sees innovation in collaboration with customers as her best path to continued success.Subjects: NO SUBJECTS(KEYWORDS)Length: 4pYear New: 2007

B0803ATitle: Formulating (and Revising) the StrategyAuthor(s): Kaplan, Robert S.; Norton, David P.; Barrows, Edward A., Jr.Publication Date: 03/01/2008Product Type: Balanced Scorecard Report ArticleAbstract: The first set of steps in strategy development is crafting a mission, vision, and value statements; identifying strategic goals and critical issues; quantifying value gaps; and performing a battery of strategic analyses to define environmental factors, opportunities, and threats. Once these steps are completed, the organization reaches a new juncture where the formal discipline of strategy development intersects with the art of strategy formulation. In part 2 of this 2-part piece Kaplan and Norton describe how organizations can master the critical skill of formulating strategy.Subjects: NO SUBJECTS(KEYWORDS)Length: 5pList Price: $9.50Year New: 2007

908M60Title: Fortune Motors (Taiwan): Implementing Strategy Change Using the Balanced Scorecard (A)Author(s): Sharp, David J.; Wu, AnnePublication Date: 08/20/2008Product Type: Case (Field)Publisher: Richard Ivey School of Business/UWOAbstract: The chief executive officer (CEO) of Fortune Motors, the largest Mitsubishi dealership in Taiwan, has to consider his vision for the survival of the company. Fortune Motors' sales in 2003 had fallen below 50,000 units for the first time in 10 years, and market share had been falling for several years. The CEO had a plan to enter the business of financing used-car purchases. He thought that the "balanced scorecard" would be a useful tool to help him implement this change. The first step was to construct a corporate scorecard.Geographic Setting: Taiwan

Industry Setting: Automotive industry; GasolineSubjects: NO SUBJECTS(KEYWORDS)Length: 5p

U0709CTitle: Four Books to Help You Drive Performance ExcellenceAuthor(s): Kinni, TheodorePublication Date: 09/01/2007Product Type: Harvard Management Update ArticleAbstract: All managers, whatever their place in the corporate hierarchy, strive for improved performance--in themselves, in the teams they manage, in the business units they belong to, and throughout their companies as a whole. Beginning with Phil Rosenzweig's "The Halo Effect...and the Eight Other Business Delusions That Deceive Managers," this article culls through the abundant business resources available today and identifies four books that offer timely advice for taking performance--yours, your direct reports', and your organization's--to the next level.Subjects: NO SUBJECTS(KEYWORDS)Length: 4pList Price: $4.50Year New: 2007

U0105BTitle: Four Bulletproof Strategies for Handling Office PoliticsAuthor(s): McFarland, JenniferPublication Date: 05/01/2001Product Type: Harvard Management Update ArticleAbstract: While everyone in a company is aware that office politics exist, few people are able to use it to their advantage. Politicking the right way is essential to organizational success and, perhaps, to your ability to survive in your organization. The recommendations in this article, such as matching your politicking to your firm's culture and being choosy about the company you keep, will help you stay abreast of what is going on politically in your organization and to use positive politics to your advantage.Subjects: Communication strategy; Interpersonal behavior; Interpersonal relations; Management of professionals; PoliticsLength: 2pList Price: $4.50

U0805BTitle: Four Common Innovation MistakesAuthor(s): McCall, Morgan W., Jr.Publication Date: 05/01/2008Product Type: Harvard Management Update Article



Abstract: In organizations that depend on innovation, whether technical or otherwise, for their competitive edge, certain leadership mistakes are relatively common and tend to flow from the very demands a leader needs to address. Learn about four common mistakes that hinder innovation and how you can avoid them.Subjects: NO SUBJECTS(KEYWORDS)Length: 2pList Price: $4.50

U0305CTitle: The Four Secrets of Successful Idea PractitionersAuthor(s): Kinni, TheodorePublication Date: 05/01/2003Product Type: Harvard Management Update ArticleAbstract: It's not enough to get excited about an idea's potential; you have to be able to turn that idea into concrete business results. There are people in many companies, known as idea practitioners (IPs), who are able to turn innovative ideas into results. IPs are able to bring new ideas to their companies, overcome resistance to those ideas, and then become the ideas' cheerleader, marketer, and battlefield tactician, encouraging others to appreciate the ideas' potential. HMU asked five IPs how they brought their ideas to life at their companies.Subjects: Communication; Communication in organizations; Innovation; Leadership; Management of change; Organizational changeLength: 2pList Price: $4.50

C0307BTitle: The Four Secrets to Delivering the Right Sound BitesAuthor(s): Genard, GaryPublication Date: 07/01/2003Product Type: Harvard Management Communication Letter ArticleAbstract: In today's media-saturated environment, managers and other company personnel not normally considered spokespersons sometimes find it necessary to speak on the record. So it makes sense to be prepared. Whether you're being interviewed for a newspaper article, radio talk show, or a television appearance, follow these four guidelines to make the interview a success.Subjects: Communication; Communication strategy; Interpersonal behavior; InterviewsLength: 3pList Price: $4.50

R0712CTitle: The Four Truths of the StorytellerAuthor(s): Guber, PeterPublication Date: 12/01/2007Product Type: Harvard Business Review ArticleAbstract: A well told story's power to captivate and inspire people has been recognized for thousands of years. Peter Guber is in the business of creating compelling stories: He has headed several entertainment companies--including Sony Pictures, PolyGram, and Columbia Pictures--and produced Rain Man, Batman, and The Color Purple, among many other movies. In this article, he offers a method for effectively exercising that power. For a story to enrapture its listeners, says Guber, it must be true to the teller, embodying his or her deepest values and conveying them with candor; true to the audience, delivering on the promise that it will be worth people's time by acknowledging listeners' needs and involving them in the narrative; true to the moment, appropriately matching the context--whether it's an address to 2,000 customers or a chat with a colleague over drinks--yet flexible enough to allow for improvisation; and true to the mission, conveying the teller's passion for the worthy endeavor that the story illustrates and enlisting support for it. In this article, Guber's advice--distilled not only from his years in the entertainment industry but also from an intense discussion over dinner one evening with storytelling experts from various walks of life--is illustrated with numerous examples of effective storytelling from business and elsewhere. Perhaps the most startling is a colorful anecdote about how Guber's own impromptu use of storytelling, while standing on the deck of a ship in Havana harbor, won Fidel Castro's grudging support for a film project.Subjects: NO SUBJECTS(KEYWORDS)Length: 9pYear New: 2007

U0711ATitle: Four Ways to Encourage More Productive TeamworkAuthor(s): Gratton, LyndaPublication Date: 11/01/2007Product Type: Harvard Management Update ArticleAbstract: In today's densely interconnected workplaces, working with others--closely, creatively, globally, and productively--drives organization and personal effectiveness. While almost all managers and the companies they work for recognize teamwork's critical value and the importance of cultivating a

cooperative mindset, many actually encourage behaviors that undermine cooperation. In this article, Lynda Gratton, author of "Hot Spots: Why Some Teams, Workplaces and Organizations Buzz with Energy--and Others Don't" (Berrett-Koehler, 2007), presents four crucial practices that foster a culture of cooperation.Subjects: NO SUBJECTS(KEYWORDS)Length: 6pList Price: $4.50Year New: 2007

480009Title: Framework for Analyzing Work GroupsAuthor(s): McCaskey, Michael B.Publication Date: 08/01/1979Revision Date: 11/22/1996Product Type: NoteAbstract: Presents a model for understanding the behavior and evolution of primary, stable work groups over time. Model describes contextual factors, design factors and emergent culture as determinants of group behavior and performance. In addition, describes emergent behavior, norms, roles, and rituals as aspects of group life.Subjects: Group behavior; Models; Organizational behavior; TeamsLength: 19p

407029Title: A Framework for Pursuing Diversity in the WorkplaceAuthor(s): Brookshire, Michael; DeLong, Thomas J.Publication Date: 08/22/2006Revision Date: 11/16/2007Product Type: Case (Field)Abstract: Assesses the costs and benefits of pursuing diversity and pinpoints the primary barriers to creating diverse workplaces. It also proposes some options for advancing diversity in an organization.Subjects: NO SUBJECTS(KEYWORDS)Length: 10pYear New: 2006

4392CTitle: A Framework for Successful Leadership TransitionsAuthor(s): Watkins, Michael D.Publication Date: 06/26/2003Product Type: Faculty Seminar VideoAbstract: This engaging presentation, combined with slides from Professor Michael Watkins' lecture on organizational leadership transitions, gives you a critical context for understanding the impact of transitions within an organization. Watkins addresses the key issues that arise



during a transition and introduces the concepts that his interactive eLearning program, Leadership Transitions, puts into practice.Subjects: Careers & career planning; Leadership; Management development; Management of change; Managerial skills; Organizational developmentLength: 60 minNEW

CMR247Title: Framing for Learning: Lessons in Successful Technology ImplementationAuthor(s): Edmondson, Amy C.Publication Date: 01/01/2003Product Type: CMR ArticlePublisher: California Management ReviewAbstract: The decision to adopt a new technology in the health care setting is merely the first step in an implementation journey. Whereas some new technologies are readily embraced by those who must use them, most are met with some resistance. In some cases, members of diverse groups--including administrators, clinicians, and technicians--must work together for a new technology to take hold effectively, becoming incorporated into routine practice in an organization. This article reports on a qualitative study of hospitals adopting a new technology for minimally invasive cardiac surgery that uncovered substantial differences in both approach and implementation success. Four case studies are presented to illustrate distinct, tacit frames held by the leaders of each implementation project and how these influenced the team learning process and, in turn, implementation success.Subjects: Implementation; Learning; Technological change; TechnologyLength: 23pNEW

496012Title: Francisco de Narvaez at Tia (A)Author(s): Hill, Linda A.; Palestrant, StacyPublication Date: 11/14/1995Revision Date: 10/17/1997Product Type: Case (Field)Abstract: Describes Francisco de Narvaez's leadership efforts to transform his family-owned business into a market-driven, professionally run global company. Covers the events from 1989 to 1992.Geographic Setting: ArgentinaIndustry Setting: Retail industryNumber of Employees: 3,900Subjects: Family owned businesses; Leadership; Management of change; RetailingLength: 20p

Supplementary Materials: Supplement (Field), (496013), 5p, by Linda A. Hill, Stacy Palestrant; Case Video, (497503), 15 min, by Linda A. Hill, Mara Willard

496013Title: Francisco de Narvaez at Tia (B)Author(s): Hill, Linda A.; Palestrant, StacyPublication Date: 11/14/1995Revision Date: 05/02/1997Product Type: Supplement (Field)Abstract: Supplements the (A) case. Must be used with: (496012) Francisco de Narvaez at Tia (A).Industry Setting: Retail industrySubjects: Family owned businesses; Leadership; Management of change; RetailingLength: 5pSupplementary Materials: Case Video, (497503), 15 min, by Linda A. Hill, Mara Willard

497503Title: Francisco de Narvaez at Tia, VideoAuthor(s): Hill, Linda A.; Willard, MaraPublication Date: 12/30/1996Product Type: Case VideoAbstract: Harvard Business School students question Francisco de Narvaez about his family store, Tia, from the late 1980s to the present, as he attempts to transform it from a family-owned business into a market-driven, professionally-run global company. Must be used with: (496012) Francisco de Narvaez at Tia (A); (496013) Francisco de Narvaez at Tia (B).Industry Setting: Retail industrySubjects: Family owned businesses; Leadership; Management of change; RetailingLength: 15 minList Price: $150.00Year New: 2005

401017Title: Francisco de Narvaez at Tia: Selling the Family BusinessAuthor(s): Hill, Linda A.; Doughty, Kristin C.Publication Date: 10/15/2000Product Type: Case (Field)Abstract: In January 1999, Francisco de Narvaez sold Tia, his family's retail business in Argentina. De Narvaez reflects on the decision to sell and the selling process.Geographic Setting: ArgentinaIndustry Setting: Retail industrySubjects: Family owned businesses; Globalization; Leadership; Retailing; South AmericaLength: 12pSupplementary Materials: Case Video, (401803), 17 min, by Linda A. Hill, Kristin

C. Doughty

401803Title: Francisco de Narvaez at Tia: Selling the Family Business, VideoAuthor(s): Hill, Linda A.; Doughty, Kristin C.Publication Date: 04/01/2001Product Type: Case VideoAbstract: Francisco de Narvaez reflects on the process of selling his family's retail business. Must be used with: (401017) Francisco de Narvaez at Tia: Selling the Family Business.Geographic Setting: South AmericaIndustry Setting: Retail industrySubjects: Family owned businesses; Globalization; Leadership; Retailing; South AmericaLength: 17 minList Price: $150.00

498034Title: Franco Bernabe at ENI (A)Author(s): Hill, Linda A.; Suesse, Jennifer M.; Willard, MaraPublication Date: 12/17/1997Revision Date: 02/14/2002Product Type: Case (Field)Abstract: Describes Franco Bernabe's ascent to leadership at ENI, Italy's national oil and gas company. Illustrates Bernabe's early career experiences in academia, as the chief economist at Fiat. Then describes his arrival at ENI during the early 1980s, where he became first the assistant to the CEO and then director of strategic planning. In 1992, Bernabe was unexpectedly appointed by the Italian government to head the company's privatization process. Bernabe was only 42 years old at the time. Immediately after his appointment, Bernabe dealt with many crises, including Italy's Clean Hands corruption scandals, which implicated his entire executive team. This case focuses on his first year as CEO. May be used with: (400060) Franco Bernabe: Reflections on Telecom Italia (A); (98402) Leadership When There Is No One to Ask: An Interview with ENI's Franco Bernabe.Geographic Setting: ItalyIndustry Setting: Petroleum industry; Natural gasCompany Size: largeNumber of Employees: 91,000Gross Revenues: $36 billion revenuesSubjects: Business government relations; Ethics; Italy; Leadership; Management of change; Management of crises; Petroleum; PrivatizationLength: 23pSupplementary Materials: Supplement (Field), (498035), 1p, by Linda A. Hill, Jennifer M. Suesse, Mara Willard; Supplement (Field), (498040), 3p, by



Linda A. Hill, Jennifer M. Suesse, Mara Willard; Supplement (Reprint), (498041), 4p, by Linda A. Hill; Case Video, (499501), 22 min, by Linda A. Hill, Jennifer M. Suesse

498035Title: Franco Bernabe at ENI (B)Author(s): Hill, Linda A.; Suesse, Jennifer M.; Willard, MaraPublication Date: 12/17/1997Product Type: Supplement (Field)Abstract: Supplements the (A) case. Must be used with: (498034) Franco Bernabe at ENI (A).Geographic Setting: ItalyIndustry Setting: Petroleum industrySubjects: Business government relations; Ethics; Italy; Leadership; Management of change; Management of crises; Petroleum; PrivatizationLength: 1p

498040Title: Franco Bernabe at ENI (C)Author(s): Hill, Linda A.; Suesse, Jennifer M.; Willard, MaraPublication Date: 12/17/1997Product Type: Supplement (Field)Abstract: Supplements the (A) case. Must be used with: (498034) Franco Bernabe at ENI (A).Geographic Setting: ItalyIndustry Setting: Petroleum industrySubjects: Business government relations; Ethics; Italy; Leadership; Management of change; Management of crises; Petroleum; PrivatizationLength: 3p

498041Title: Franco Bernabe at ENI (D): Code of PracticeAuthor(s): Hill, Linda A.Publication Date: 01/02/1998Product Type: Supplement (Reprint)Abstract: Supplements the (A) case. Must be used with: (498034) Franco Bernabe at ENI (A).Geographic Setting: ItalyIndustry Setting: Petroleum industrySubjects: Business government relations; Ethics; Italy; Leadership; Management of change; Management of crises; Petroleum; PrivatizationLength: 4p

499501Title: Franco Bernabe, VideoAuthor(s): Hill, Linda A.; Suesse, Jennifer M.Publication Date: 12/01/1998Product Type: Case VideoAbstract: Contains interview excerpts. Franco Bernabe discusses becoming a leader, reflections on leadership vision, ethics, leadership style, changes in the

future of ENI. Must be used with: (498034) Franco Bernabe at ENI (A).Geographic Setting: ItalyIndustry Setting: Petroleum industrySubjects: Business government relations; Ethics; Italy; Leadership; Management of change; Management of crises; Petroleum; PrivatizationLength: 22 minList Price: $150.00

400060Title: Franco Bernabe: Reflections on Telecom Italia (A)Author(s): Hill, Linda A.; Doughty, Kristin C.Publication Date: 12/06/1999Revision Date: 04/11/2000Product Type: Case (Field)Abstract: In November 1998, Franco Bernabe left ENI to become CEO of Telecom Italia, Italy's primary telecommunications provider. Three months later, Roberto Colaninno, CEO of Olivetti SpA, an Italian computer and telecom company one fifth the size of Telecom Italia, launched a hostile takeover of Telecom Italia. In this case, Bernabe reflects on his departure from ENI, his experiences at Telecom Italia during the takeover, and his plans moving forward in November 1999. May be used with: (498034) Franco Bernabe at ENI (A); (98402) Leadership When There Is No One to Ask: An Interview with ENI's Franco Bernabe.Geographic Setting: ItalyIndustry Setting: Telecommunications industryNumber of Employees: 120,000Subjects: Business government relations; Communications industry; Ethics; Italy; Leadership; Leveraged buyouts; Management philosophy; ValuesLength: 10p

476019Title: Frank Mason (A)Author(s): Gabarro, John J.; Norman, N.J.Publication Date: 08/04/1975Revision Date: 06/30/1983Product Type: Case (Field)Abstract: Raises the following issues: understanding another person from his/her point of view, understanding how two people can view the same situation differently, and understanding how an individual's behavior can have secondary consequences of which he/she may not be aware. May be used with: (R0501J) Managing Your Boss (HBR Classic).Geographic Setting: San Francisco, CAIndustry Setting: Office supplies industryCompany Size: small

Gross Revenues: $8 million salesSubjects: Human behavior; Interpersonal relations; Management styles; Organizational behaviorLength: 13pSupplementary Materials: Supplement (Field), (476020), 3p, by John J. Gabarro, N.J. Norman; Teaching Note, (485109), 7p, by Jeffrey A. Sonnenfeld; Teaching Note, (490102), 5p, by Louis B. Barnes

476020Title: Frank Mason (B)Author(s): Gabarro, John J.; Norman, N.J.Publication Date: 08/01/1975Revision Date: 06/30/1983Product Type: Supplement (Field)Abstract: Supplements the (A) case. Designed as an in-class handout. Must be used with: (476019) Frank Mason (A).Subjects: Human behavior; Interpersonal relations; Management styles; Organizational behaviorLength: 3pSupplementary Materials: Teaching Note, (485109), 7p, by Jeffrey A. Sonnenfeld; Teaching Note, (490102), 5p, by Louis B. Barnes

377019Title: Franklin Harris and Sons, Inc.Author(s): Salter, Malcolm S.; Biteman JHPublication Date: 07/01/1976Product Type: Case (Field)Abstract: Presents a number of issues around management succession in a family-owned business. Pictures the conflict between continuing operation of the business and family relationships and the difficulties encountered in passing control from one generation to the next. Although the setting is in the scrap-metal industry, the issues presented in this case are typical of the problem of management succession when no clear separation is made between the family and business.Industry Setting: Fabricated metalsGross Revenues: $47 million salesSubjects: Family owned businesses; Metals; Succession planningLength: 19p

480045Title: Fred FischerAuthor(s): Kotter, John P.; Stengrevics, John M.Publication Date: 12/07/1979Revision Date: 07/22/1980Product Type: Case (Field)Abstract: Introduces the concept of power and influence in a corporate setting. Describes how an individual's background and characteristics



contribute to his accumulation of influence in a position of relatively little formal authority.Industry Setting: Food industrySubjects: Brands; Careers & career planning; Food; Power & influenceLength: 14p

480043Title: Fred HendersonAuthor(s): Kotter, John P.Publication Date: 12/01/1979Revision Date: 10/28/1983Product Type: Case (Field)Abstract: Focuses on the management style of Fred Henderson in the context of a relatively stable business environment within Xerox Corporation. To be contrasted with the case, Renn Zaphiropoulos and the videotape, A Day with Renn Zaphiropoulos (9-881-501), which are appropriate for a more dynamic environment. Geographic Setting: United StatesIndustry Setting: Office furniture & equipmentCompany Size: Fortune 500Subjects: Leadership; Management styles; Office equipment; Power & influenceLength: 8pSupplementary Materials: Case Video, (881502), 30 min, by John P. Kotter; Case Video, (885519), 15 min, by Jay W. Lorsch, John P. Kotter

881502Title: Fred Henderson, A Day with, VideoAuthor(s): Kotter, John P.Publication Date: 08/01/1980Product Type: Case VideoAbstract: Focuses on the management style of Fred Henderson in the context of a relatively stable segment of Xerox's business environment. To be contrasted with the video, Day with Renn Zaphiropoulos (9-881-501) and the case, Renn Zaphiropoulos (9-480-044). May also be used with another videotape (9-885-519) which presents Fred Henderson in a question and answer session with students at Harvard. Must be used with: (480043) Fred Henderson.Industry Setting: Office equipmentSubjects: Leadership; Management styles; Office equipment; Power & influenceLength: 30 minList Price: $150.00

370150Title: Frederick Winslow TaylorAuthor(s): Zaleznik, Abraham; Kakar S; Publication Date: 12/01/1969Product Type: Case (Pub Mat)Abstract: A psychoanalytic investigation

of the career and personality of Frederick Winslow Taylor.Industry Setting: Steel industryEvent Year Start: 1850Event Year End: 1915Subjects: Business history; Interpersonal relations; Personal strategy & style; SteelLength: 20p

F0106ETitle: Freeing Managers to InnovateAuthor(s): Bellmann, Matthias; Schaffer, Robert H.Publication Date: 06/01/2001Product Type: Harvard Business Review ArticleAbstract: In big organizations, traditions and territoriality often keep people in different product groups from working together. Siemens may have found an answer to this problem: managers need to feel they have "permission" to collaborate across divisions.Subjects: Innovation; Interdepartmental relations; Managerial behavior; Organizational behavior; TeamsLength: 2p

588064Title: Friendly Competitors: The Amalgamated Aluminum SuccessionAuthor(s): Shapiro, Benson P.Publication Date: 03/17/1988Revision Date: 09/01/1988Product Type: Case (Gen Exp)Abstract: Deals with the competition for the CEO's job by two good friends from two different functions--sales/marketing and manufacturing. Raises important issues of maintaining cooperation despite the inherent conflict in the situation.Geographic Setting: United StatesIndustry Setting: Aluminum industryCompany Size: largeSubjects: Conflict; Interdepartmental relations; Managerial selection; Organizational development; Succession planningLength: 2p

404083Title: Friendly FireAuthor(s): Snook, Scott A.; Freeman, Leslie J.; Norwalk, L. JeffreyPublication Date: 01/20/2004Revision Date: 06/07/2004Product Type: Case (Library)Abstract: On April 14, 1994, two U.S. Air Force F-15 fighters accidentally shot down two U.S. Army Black Hawk helicopters over Northern Iraq, killing all 26 peacekeepers onboard. Describes the initial investigation and response to this accident and raises questions about the role of human behavior in the accident. Told through the eyes of three

of the main participants--Captain Eric Wickson, Lieutenant Ricky Wilson, and Brigadier General Jeffrey Scott Pilkington.Geographic Setting: IraqIndustry Setting: MilitarySubjects: Communication; Human behavior; Leadership; Organizational behaviorLength: 17pSupplementary Materials: Module Note, Instructor's, (405076), 24p, by Monica Higgins; Teaching Note, (408078), 42p, by Scott A. SnookYear New: 2004

407007Title: Fritidsresor Under Pressure (A): The First 10 HoursAuthor(s): Margolis, Joshua; Dessain, Vincent; Sjoman, AndersPublication Date: 09/17/2006Revision Date: 08/29/2007Product Type: Case (Field)Abstract: When a tsunami hit Southeast Asia on December 26, 2004, the leadership team at a Swedish tour company must manage a devastating crisis affecting thousands of its customers and employees in Thailand. Documents the challenges the company faced in the first ten hours of the crisis. Amid the uncertainty of those first hours, the leadership team must make a range of decisions to orchestrate the company's response and manage the rest of its business. Describes the chaotic environment of a crisis, especially when the normal course of business is interrupted, and puts students in the shoes of a range of managers, each having to make decisions on his/her own, while coordinating with one another to enable the company to respond effectively.Geographic Setting: Sweden; ThailandIndustry Setting: Tourism industry; Travel industryNumber of Employees: 1,500Gross Revenues: $980 million revenuesEvent Year Start: 2004Event Year End: 2004Subjects: NO SUBJECTS(KEYWORDS)Length: 20pSupplementary Materials: Supplement (Field), (407008), 3p, by Joshua Margolis, Vincent Dessain, Anders Sjoman; Supplement (Field), (407009), 3p, by Joshua Margolis, Vincent Dessain, Anders Sjoman; Supplement (Field), (407010), 39p, by Joshua Margolis, Vincent Dessain, Anders SjomanYear New: 2006



407008Title: Fritidsresor Under Pressure (B): The First WeekAuthor(s): Margolis, Joshua; Dessain, Vincent; Sjoman, AndersPublication Date: 09/17/2006Revision Date: 08/27/2007Product Type: Supplement (Field)Abstract: An abstract is not available for this product. Must be used with: (407007) Fritidsresor Under Pressure (A): The First 10 Hours.Subjects: NO SUBJECTS(KEYWORDS)Length: 3pYear New: 2006

407009Title: Fritidsresor Under Pressure (C): After the TsunamiAuthor(s): Margolis, Joshua; Dessain, Vincent; Sjoman, AndersPublication Date: 09/17/2006Revision Date: 08/27/2007Product Type: Supplement (Field)Abstract: An abstract is not available for this product. Must be used with: (407007) Fritidsresor Under Pressure (A): The First 10 Hours.Subjects: NO SUBJECTS(KEYWORDS)Length: 3pYear New: 2006

2653CDTitle: From Miserable at Work to Fulfilled and Productive: Lessons for Workers and Their Managers, featuring best-selling management authority Patrick Lencioni, A Harvard Business School Publishing Best Practice Briefing, Single User CDAuthor(s): Lencioni, Patrick M.Publication Date: 11/01/2007Product Type: Conference AudioAbstract: The "miserable job" is a problem as old as work has been centered in organizations. According to research from the Gallup organizations, 55% of U.S. workers are just marking time and an additional 20% are actively working against the interests of their employers. It doesn't take great insight to see something is seriously wrong--and that doing something about it has the potential to yield significant rewards in improved performance. That's why you and your team must attend this important briefing. Patrick Lencioni is renowned for his ability to distill common business problems so that they can be easily understood and acted on. His book "The Five Dysfunctions of a Team" is a classic relied on by legions of managers in leading organizations. Now Lencioni turns his attention to the challenge of the miserable job--and what to do about it. In this 90-minute Best

Practice Briefing, Lencioni will bring you and your team penetrating insights and an actionable framework for tackling this vexing problem. Among the topics this compelling speaker will delve into are: how to lose the "Sunday Blues" that make you dread getting up on Monday morning--and replace them with excitement for what you do; how to diagnose and rectify the three most common root causes of frustration at work; and what you can do to better engage and retain employees and make your organization an enjoyable, productive place to work--and reap the benefits of increased performance. This interactive program brings one of the world's foremost management and leadership experts right to your facility with practical insights you'll be able to put to use right away. Michael Archer says, "(Lencioni's) ideas are seductive. In today's corporate climate, this just might be the edge an organization needs to succeed."Subjects: NO SUBJECTS(KEYWORDS)Length: 90 minList Price: $129.00Year New: 2007

2653SLTitle: From Miserable at Work to Fulfilled and Productive: Lessons for Workers and Their Managers, featuring best-selling management authority Patrick Lencioni, A Harvard Business School Publishing Best Practice Briefing, Multi User CDAuthor(s): Lencioni, Patrick M.Publication Date: 11/01/2007Product Type: Conference AudioAbstract: The "miserable job" is a problem as old as work has been centered in organizations. According to research from the Gallup organizations, 55% of U.S. workers are just marking time and an additional 20% are actively working against the interests of their employers. It doesn't take great insight to see something is seriously wrong--and that doing something about it has the potential to yield significant rewards in improved performance. That's why you and your team must attend this important briefing. Patrick Lencioni is renowned for his ability to distill common business problems so that they can be easily understood and acted on. His book "The Five Dysfunctions of a Team" is a classic relied on by legions of managers in leading organizations. Now Lencioni turns his attention to the challenge of the miserable job--and what to do about it. In this 90-minute Best Practice Briefing, Lencioni will bring you and your team penetrating insights and an actionable framework for tackling this

vexing problem. Among the topics this compelling speaker will delve into are: how to lose the "Sunday Blues" that make you dread getting up on Monday morning--and replace them with excitement for what you do; how to diagnose and rectify the three most common root causes of frustration at work; and what you can do to better engage and retain employees and make your organization an enjoyable, productive place to work--and reap the benefits of increased performance. This interactive program brings one of the world's foremost management and leadership experts right to your facility with practical insights you'll be able to put to use right away. Michael Archer says, "(Lencioni's) ideas are seductive. In today's corporate climate, this just might be the edge an organization needs to succeed."Subjects: NO SUBJECTS(KEYWORDS)Length: 90 minList Price: $349.00Year New: 2007

R0901ZTitle: From Regional Star to Global Leader (Commentary for HBR Case Study)Author(s): Javidan, Mansour; Nohria, Nitin; Tsang, Katherine; Champy, JamesPublication Date: 01/01/2009Product Type: Harvard Business Review ArticleAbstract: Yang Jianguo was recently promoted from country manager for China to global head of product development at a staid French perfume maker. He was chosen for his technical smarts and his knowledge of emerging markets--a critical avenue for growth, given that sales in the company's core markets have stalled. Eager to succeed in his new role in Paris, Jianguo has lots of fresh ideas, but they seem to be falling on deaf ears. Members of the executive team, for their part, find Jianguo to be largely indifferent to their input. Can Jianguo adjust to this new culture? And can he succeed without sacrificing his identity? Three experts comment on this fictional case study in R0901A and R0901Z. Katherine Tsang, the CEO of Standard Chartered Bank in Shanghai, explains the cultural differences between China and France and recommends that Jianguo push his thinking beyond the Chinese market. She also suggests that the company give all its executive team members multicultural training so they have the tools to understand one another and work together effectively. Mansour Javidan, the dean of research and a professor at Thunderbird School of



Global Management, acknowledges that Jianguo's transition would be easier if he had the full support of the CEO, Alain Deronde. But since that isn't forthcoming, he advises Jianguo to work with Alain to develop targets for growth in emerging and traditional markets and a plan for building an infrastructure to achieve those goals. James Champy, the chairman of consulting for Perot Systems, is surprised that a family business would choose an "outsider" for this important post, but he recognizes it as a wise strategic move. He says that Jianguo needs a coach and should focus on learning the home market first, before trying to make inroads further afield.Geographic Setting: ChinaSubjects: NO SUBJECTS(KEYWORDS)Length: 4p

R0901ATitle: From Regional Star to Global Leader (HBR Case Study and Commentary)Author(s): Javidan, Mansour; Nohria, Nitin; Tsang, Katherine; Champy, JamesPublication Date: 01/01/2009Product Type: Harvard Business Review ArticleAbstract: Yang Jianguo was recently promoted from country manager for China to global head of product development at a staid French perfume maker. He was chosen for his technical smarts and his knowledge of emerging markets--a critical avenue for growth, given that sales in the company's core markets have stalled. Eager to succeed in his new role in Paris, Jianguo has lots of fresh ideas, but they seem to be falling on deaf ears. Members of the executive team, for their part, find Jianguo to be largely indifferent to their input. Can Jianguo adjust to this new culture? And can he succeed without sacrificing his identity? Three experts comment on this fictional case study in R0901A and R0901Z. Katherine Tsang, the CEO of Standard Chartered Bank in Shanghai, explains the cultural differences between China and France and recommends that Jianguo push his thinking beyond the Chinese market. She also suggests that the company give all its executive team members multicultural training so they have the tools to understand one another and work together effectively. Mansour Javidan, the dean of research and a professor at Thunderbird School of Global Management, acknowledges that Jianguo's transition would be easier if he had the full support of the CEO, Alain Deronde. But since that isn't forthcoming, he advises Jianguo to work with Alain to develop targets for growth

in emerging and traditional markets and a plan for building an infrastructure to achieve those goals. James Champy, the chairman of consulting for Perot Systems, is surprised that a family business would choose an "outsider" for this important post, but he recognizes it as a wise strategic move. He says that Jianguo needs a coach and should focus on learning the home market first, before trying to make inroads further afield.Geographic Setting: ChinaSubjects: NO SUBJECTS(KEYWORDS)Length: 8p

R0901XTitle: From Regional Star to Global Leader (HBR Case Study)Author(s): Nohria, NitinPublication Date: 01/01/2009Product Type: Harvard Business Review ArticleAbstract: Yang Jianguo was recently promoted from country manager for China to global head of product development at a staid French perfume maker. He was chosen for his technical smarts and his knowledge of emerging markets--a critical avenue for growth, given that sales in the company's core markets have stalled. Eager to succeed in his new role in Paris, Jianguo has lots of fresh ideas, but they seem to be falling on deaf ears. Members of the executive team, for their part, find Jianguo to be largely indifferent to their input. Can Jianguo adjust to this new culture? And can he succeed without sacrificing his identity? Three experts comment on this fictional case study in R0901A and R0901Z. Katherine Tsang, the CEO of Standard Chartered Bank in Shanghai, explains the cultural differences between China and France and recommends that Jianguo push his thinking beyond the Chinese market. She also suggests that the company give all its executive team members multicultural training so they have the tools to understand one another and work together effectively. Mansour Javidan, the dean of research and a professor at Thunderbird School of Global Management, acknowledges that Jianguo's transition would be easier if he had the full support of the CEO, Alain Deronde. But since that isn't forthcoming, he advises Jianguo to work with Alain to develop targets for growth in emerging and traditional markets and a plan for building an infrastructure to achieve those goals. James Champy, the chairman of consulting for Perot Systems, is surprised that a family business would choose an "outsider" for this important post, but he recognizes it as a wise strategic move. He says that

Jianguo needs a coach and should focus on learning the home market first, before trying to make inroads further afield.Geographic Setting: ChinaSubjects: NO SUBJECTS(KEYWORDS)Length: 5p

U9709DTitle: The Fundamentals of Managing UpAuthor(s): Billington, JimPublication Date: 09/01/1997Product Type: Harvard Management Update ArticleAbstract: Understanding your boss in today's marketplace is not only necessary, but a matter of survival. Building a strong relationship with your boss not only makes work easier and more enjoyable, it will create a trust that will help both of you reach your goals. To reach that trust, you must first understand how your boss thinks. How does your boss perceive certain situations or company policies? An understanding of these areas from the mindset of your boss can begin to help you and your boss have more effective communication, and can start you down the path toward building a productive working relationship. This article describes the seven steps that can help you effectively manage your relationship with your boss.Subjects: Interpersonal relations; Managing superiors; Superior & subordinateLength: 2pList Price: $4.50BESTSELLER

499064Title: Furr's/Bishop's, Inc. (A)Author(s): Lorsch, Jay W.; Pick, KatharinaPublication Date: 06/30/1999Product Type: Case (Field)Abstract: Teachers Insurance and Annuity Association (TIAA) becomes the largest shareholder of Furr's/Bishop's Cafeterias (Furr's) by way of a debt for equity swap. TIAA is frustrated by Furr's poor performance and the apparent incompetence of its board of directors. Hoping to influence Furr's in a way that would have broad and lasting corporate governance implications, TIAA considers waging a proxy battle. Teaching Purpose: Examines the role of institutional investors as activist shareholders.Geographic Setting: United StatesIndustry Setting: Food servicesNumber of Employees: 5,200Gross Revenues: $188.2 million revenuesSubjects: Board of directors; Corporate



governance; Organizational behaviorLength: 21pSupplementary Materials: Supplement (Field), (499073), 4p, by Jay W. Lorsch, Katharina Pick; Supplement (Field), (499074), 1p, by Jay W. Lorsch, Katharina Pick

499073Title: Furr's/Bishop's, Inc. (B)Author(s): Lorsch, Jay W.; Pick, KatharinaPublication Date: 06/30/1999Product Type: Supplement (Field)Abstract: Supplements the (A) case. Must be used with: (499064) Furr's/Bishop's, Inc. (A).Subjects: Board of directors; Corporate governance; Organizational behaviorLength: 4p

499074Title: Furr's/Bishop's, Inc. (C)Author(s): Lorsch, Jay W.; Pick, KatharinaPublication Date: 06/30/1999Product Type: Supplement (Field)Abstract: Supplements the (A) case. Must be used with: (499064) Furr's/Bishop's, Inc. (A).Subjects: Board of directors; Corporate governance; Organizational behaviorLength: 1p

387039Title: GTE: Writing a Speech to InvestorsAuthor(s): Klein, Norman; Cole, Robert E.Publication Date: 08/28/1986Revision Date: 07/19/1990Product Type: Case (Field)Abstract: Provides a financial and strategic overview of GTE for 1984-85, and traces the fortunes of SPRINT, GTE's most visible venture in 1984-85. Given the necessary data, students are asked to write a speech that will be delivered by GTE's CEO to a large gathering of investors.Geographic Setting: Stamford, CTIndustry Setting: Communications industryCompany Size: largeSubjects: Communication strategy; Communications industry; Management communicationLength: 25pSupplementary Materials: Case Video, (887509), 60 min, by Norman Klein

484052Title: Galen IndustriesAuthor(s): Raymond, Thomas J.C.; Esposito, N.; Kelly, SusanPublication Date: 12/15/1983Revision Date: 01/22/1986

Product Type: Case (Gen Exp)Abstract: A biotechnological company in West Germany, a major producer of vaccines and antibiotics, manufactures agricultural commodities such as growth hormones and herbicides. It is developing a line of synthetic fuels and plans to open a facility in the United States of approximately 70,000 square-feet holding a pilot plant, laboratories, shelter for experimental animals, and office space for 310 employees with room for expansion. The problem is to find a suitable location.Geographic Setting: West Germany; United StatesIndustry Setting: Biotechnology industryNumber of Employees: 612Subjects: Biotechnology; Expansion; Facilities planning; Location of industry; Management communication; Plant location; Research & developmentLength: 4p

2691Title: The Game Makers: The Story of Parker Brothers, from Tiddledy Winks to Trivial Pursuit (Hardcover)Author(s): Orbanes, PhilipPublication Date: 10/09/2003Product Type: HBS Press BookAbstract: The Monopoly game, Trivial Pursuit, Clue, Boggle, and Risk are more than games--they're part of Americana. All of these games were published by one company, Parker Brothers, which began as a dream inside the mind of a 16-year-old boy over 100 years ago. In The Game Makers, industry expert Phil Orbanes reveals how, by adhering to the principles of its founder, Parker Brothers rose to prominence, overcame obstacles, and forged lasting success. Orbanes, a game historian and former executive at Parker Brothers, draws from company archives, interviews with surviving family members, and the newly discovered records of founder George Parker to tell a story rich in examples of business acumen that spans world wars, family tragedy, the Great Depression, and global competition. Pairing Parker's enduring business lessons with little-known historical anecdotes, Orbanes reveals the often whimsical origin of classic games--Tiddledy Winks, Monopoly, Nerf, Sorry!, the modern jigsaw puzzle, and more--and how Parker Brothers turned them into cultural icons. Engaging and insightful, The Game Makers explains the rules that popularized the games we play and reveals the people who built an American business empire. Philip E. Orbanes is president of Winning Moves Games, located in Danvers, Massachusetts, and author of The

Monopoly Companion.Subjects: Business history; Game theory; Leadership; Loyalty; Mentors; Values; VisionLength: 272pList Price: $29.95NEW

6626BCTitle: Gamers on Top: What to Expect from Gamers as ExecutivesAuthor(s): Beck, John C.; Wade, MitchellPublication Date: 09/28/2006Product Type: HBS Press ChapterAbstract: Data has shown that young people who grew up on video games--the gamer generation--actually exhibit skills and behaviors that can be valuable to the organizations they work for. But at some point, gamers will also become CEOs and other senior executives, leading the economy through the retirement of many boomers. Are they up to the challenge? In this chapter, the author looks at some of the key traits of the gamer generation and discusses why these will translate into great leadership.Industry Setting: Gaming industrySubjects: NO SUBJECTS(KEYWORDS)Length: 23pList Price: $6.95

SMR140Title: Games Managers Play at Budget TimeAuthor(s): Steele, Richard; Albright, CraigPublication Date: 04/01/2004Product Type: SMR ArticleAbstract: One of the most thoroughly studied questions in business is how, at budgeting time, large corporations should choose among investment opportunities. Why, then, are so many senior executives frustrated with the process and convinced that their companies' capital is not being invested as well as it could be? One reason is that even the best-designed systems can be trumped by the power of personality. It has become commonplace, in fact, for talented and charismatic managers to spin, manipulate, and otherwise cajole senior management into funding their business ideas--often in the face of numbers that would, on their own, dictate a negative decision. Having guided dozens of major corporations through the budgeting process and watched hundreds of presentations by line managers asking for capital, the authors have profiled five archetypes of bad behavior commonly used by managers to subvert decision-making standards and win resources. They also explain how senior managers can



counteract such behavior and instill values that lead to better use of investment capital.Subjects: Budgeting; Financial management; Investments; Leadership; Organizational managementLength: 6pYear New: 2005

F0108ETitle: Garbage In, Great Stuff OutAuthor(s): Weinberger, DavidPublication Date: 09/01/2001Product Type: Harvard Business Review ArticleAbstract: "Garbage in, garbage out" may be true for computers, but a co-author of The Cluetrain Manifesto explains why it's exactly the wrong way to think about executive decision making.Geographic Setting: Hong KongSubjects: Competitive decision making; Decision analysis; Decision making; Decision theory; Decision trees; Knowledge management; Managerial behavior; Managerial skillsLength: 2p

488007Title: Garcia y Mora S.A.Author(s): Barnes, Louis B.; Kaftan, ColleenPublication Date: 08/06/1987Revision Date: 12/02/1987Product Type: Case (Field)Abstract: After four generations of partnership between two Spanish rice milling families, cooperation breaks down between the inheriting partners. Juan Mora owns 50% of the company along with his two brothers (who are stationed in Thailand and thus somewhat ignorant of the problems). Ramon Ballester, who recently inherited the other 50%, has been more and more difficult to work with. Faced with an unending series of conflicts and the prospect of losing valuable executives, Juan wonders how to proceed.Geographic Setting: SpainIndustry Setting: RiceCompany Size: smallNumber of Employees: 130Subjects: Family owned businesses; Food; Partnerships; South AmericaLength: 12pSupplementary Materials: Teaching Note, (491020), 6p, by Louis B. Barnes

OB45VTitle: Gary Loveman -- Paths to Power, (Video) DVDAuthor(s): Pfeffer, JeffreyPublication Date: 01/27/2004Product Type: Case Video, DVDPublisher: Stanford UniversityAbstract: When then CEO of Harrah's,

Phil Satre, offered Gary Loveman the chief operating officer (COO) position, Loveman's life changed. Bringing Gary Loveman into Harrah's was not the most obvious move and caused some internal and external rumblings. Loveman, an untenured associate professor at Harvard Business School who had little management experience, was now going to manage 15 casinos with more than 10,000 hotel rooms and over 35,000 employees. The gaming industry was dominated by insiders who had spent their careers in gaming, working their way up from the bottom. In the video, Loveman highlights what factors helped him succeed. He brought with him a competitive spirit, a bundle of energy, and the notion that as a team Harrah's would succeed. Loveman narrowed areas of responsibility, pushed urgent issues, and worked hard at gaining everyone's trust. This video is intended for use with the written case OB45 Gary Loveman and Harrah's Entertainment and is part of Jeffery Pfeffer's Paths to Power series. Other titles available in this series include: OB56V-05 and OB56V-04 Rudy Crew, OB44 Keith Ferrazzi and accompanying video OB44V, OB55V Jack Valenti, OB42A and OB42B Dr. Laura Esserman and accompanying videos OB42V-04 and OB42V-05. May be used with: (OB45) Gary Loveman and Harrah's Entertainment.Geographic Setting: United StatesIndustry Setting: Gaming industrySubjects: NO SUBJECTS(KEYWORDS)Length: 14 minYear New: 2004

OB45Title: Gary Loveman and Harrah's EntertainmentAuthor(s): Chang, Victoria; Pfeffer, JeffreyPublication Date: 11/04/2003Product Type: Case (Field)Publisher: Stanford UniversityAbstract: In 1998, 38-year-old Gary Loveman was perfectly content with his job as an untenured associate professor at the Harvard Business School. He was a popular teacher with standing room only classes in service management. He lived comfortably with his family in Massachusetts and had successful consulting engagements and executive education assignments with companies such as Harrah's Entertainment. His prospects for tenure review, coming up in the next year or two, looked good. Then his life dramatically changed when the then-CEO of Harrah's, Phil Satre, offered him a job as chief operating officer (COO) of the company.

Commuting from his home in Massachusetts, Loveman took the job and never turned back. But hiring Loveman caused some internal and external rumblings. Loveman had never before managed anyone apart from his administrative assistant and some research assistants; he was now going to manage 15 casinos with more than 10,000 hotel rooms and over 35,000 employees. The company was also closing one of its largest acquisitions to date, Showboat. Moreover, the gaming industry was not, in 1998, a common destination for MBA graduates, let alone PhDs--it was an industry dominated by insiders who had spent their careers in gaming, working their way up from the bottom. The tasks facing Loveman as he joined Harrah's were daunting. He had somehow to gain credibility and respect inside Harrah's, as well as in the industry. He had to lead Harrah's through a transition to a more marketing-focused company and help the company break out of a financial performance plateau. And he had to build a set of relationships and a power base to potentially attain the CEO position when Satre stepped down in five years. What could he do to accomplish all this? May be used with: (OB45V) Gary Loveman -- Paths to Power, (Video) DVD.Geographic Setting: United StatesIndustry Setting: Entertainment industryNumber of Employees: 42,000Gross Revenues: $4 billion revenuesEvent Year Start: 2003Event Year End: 2003Subjects: Entertainment industry; Interpersonal relations; Leadership; Organizational behavior; Organizational change; Power & influence; Succession planningLength: 19pYear New: 2004

403080Title: Gary Rodkin at Pepsi-Cola North America (A)Author(s): Thomas, David A.; Carioggia, Gina M.; Kanji, AyeshaPublication Date: 10/11/2002Revision Date: 07/30/2003Product Type: Case (Field)Abstract: After assuming the position of CEO of Pepsi-Cola North America (PCNA), Gary Rodkin faces organizational problems within PCNA and external friction between PCNA and its largest bottler, the Pepsi Bottling Group. In addition to the challenge of organizational alignment, this case also provides an opportunity to examine effective leadership, reorganization, and brand management in the context of the beverage industry. May be used with:



(403108) Gary Rodkin at Pepsi-Cola North America (B).Geographic Setting: United StatesIndustry Setting: Beverage industrySubjects: Beverages; Brand management; Leadership; Management of change; Organizational behavior; Organizational development; Organizational structure; Product positioning; Reorganization; Succession planningLength: 19pSupplementary Materials: Teaching Note, (404127), 18p, by David A. Thomas, Ayesha KanjiNEW

403108Title: Gary Rodkin at Pepsi-Cola North America (B)Author(s): Thomas, David A.; Carioggia, Gina M.; Kanji, AyeshaPublication Date: 11/12/2002Revision Date: 01/27/2004Product Type: Case (Field)Abstract: After assuming the position of CEO of Pepsi-Cola North America (PCNA), Gary Rodkin faces organizational problems within PCNA and external friction between PCNA and its largest bottler, the Pepsi Bottling Group. In addition to the challenge of organizational alignment, this case also provides an opportunity to examine effective leadership, reorganization, and brand management in the context of the beverage industry. May be used with: (403080) Gary Rodkin at Pepsi-Cola North America (A).Geographic Setting: United StatesIndustry Setting: Beverage industrySubjects: Beverages; Brand management; Leadership; Management of change; Organizational behavior; Organizational development; Organizational structure; Product positioning; Reorganization; Succession planningLength: 11pSupplementary Materials: Teaching Note, (404127), 18p, by David A. Thomas, Ayesha KanjiNEW

403109Title: Gary Rodkin at Pepsi-Cola North America (B) (Abridged)Author(s): Thomas, David A.; Carioggia, Gina M.; Kanji, AyeshaPublication Date: 11/12/2002Revision Date: 01/27/2004Product Type: Case (Field)Abstract: After assuming the position of CEO of Pepsi-Cola North America (PCNA), Gary Rodkin faces organizational problems within PCNA and external friction between PCNA and its largest bottler, the Pepsi Bottling

Group. In addition to the challenge of organizational alignment, this case also provides an opportunity to examine effective leadership, reorganization, and brand management in the context of the beverage industry.Geographic Setting: United StatesIndustry Setting: Beverage industrySubjects: Beverages; Brand management; Leadership; Management of change; Organizational behavior; Organizational development; Organizational structure; Product positioning; Reorganization; Succession planningLength: 8pSupplementary Materials: Teaching Note, (404127), 18p, by David A. Thomas, Ayesha KanjiNEW

495038Title: Gender Differences in Managerial Behavior: The Ongoing DebateAuthor(s): Ibarra, Herminia; Daly, Kristin M.Publication Date: 03/12/1995Product Type: NoteAbstract: Do men and women have distinct leadership styles? Do they approach management differently? This note summarizes the two perspectives that have dominated the ongoing debate on gender differences in organizational leadership and management behavior. Psychological theories emphasize the different outlook, attitudes, and values inculcated in men and women during their development and socialization. In contrast, situational theories argue that gender differences are few, and largely an artifact of differences in opportunity, power, and lack of representation in business and organizational settings. The evidence from research studies is reviewed briefly.Subjects: Diversity; Leadership; Managerial behavior; Organizational behavior; Power & influence; WomenLength: 5p

406048Title: General Electric's 20th Century CEOsAuthor(s): Nohria, Nitin; Mayo, Anthony J.; Benson, MarkPublication Date: 12/19/2005Revision Date: 07/25/2007Product Type: Case (Library)Abstract: General Electric thrived in every decade of the 20th century. Since its founding in 1892, GE has placed a high value on picking and training the best people. Staff members worked with other scientists in the company's research lab to design and manufacture new and better products to satisfy the growing American consumer demand for

lighting, appliances, and consumer electronics in the 1910s to 1920s as well as in the 1950s and 1960s. GE's top executives have shown a clear understanding of the leadership and managerial styles that were appropriate for the years in which they worked. In the first decade of the 20th century, Charles Coffin demonstrated that he was an adept negotiator who amassed great wealth for GE in building generators and power equipment for local utilities in which GE also had a financial stake through bond issues. In the final decades of the 20th century, Jack Welch emphasized that GE should support only the most profitable businesses in the company's portfolio, a logic that led Welch and GE to phase out GE's consumer electronics division while bolstering the financial position of GE capital. Profiles all of GE's top executives.Geographic Setting: Global; United StatesIndustry Setting: Consumer productsNumber of Employees: 223,000Gross Revenues: $129.8 billion revenuesEvent Year Start: 1900Subjects: NO SUBJECTS(KEYWORDS)Length: 56p

406118Title: General Electric's 20th Century CEOs (Abridged)Author(s): Nohria, Nitin; Mayo, Anthony J.; Benson, MarkPublication Date: 05/30/2006Revision Date: 10/16/2007Product Type: Case (Library)Abstract: General Electric thrived in every decade of the 20th century. Since its founding in 1892, GE has placed a high value on picking and training the best people. Staff members worked with other scientists in the company's research lab to design and manufacture new and better products to satisfy the growing American consumer demand for lighting, appliances, and consumer electronics in the 1910s to 1920s as well as in the 1950s and 1960s. GE's top executives have shown a clear understanding of the leadership and managerial styles that were appropriate for the years in which they worked. In the first decade of the 20th century, Charles Coffin demonstrated that he was an adept negotiator who amassed great wealth for GE in building generators and power equipment for local utilities in which GE also had a financial stake through bond issues. In the final decades of the 20th century, Jack Welch emphasized that GE should support only the most profitable businesses in the



company's portfolio, a logic that led Welch and GE to phase out GE's consumer electronics division while bolstering the financial position of GE capital. Profiles all of GE's top executives.Geographic Setting: Global; United StatesIndustry Setting: Consumer productsNumber of Employees: 313,000Gross Revenues: $129.8 billion revenuesEvent Year Start: 1900Subjects: NO SUBJECTS(KEYWORDS)Length: 41pYear New: 2007

89512Title: General Managers in the Middle (HBR Classic)Author(s): Uyterhoeven, Hugo E.R.Publication Date: 09/01/1989Product Type: Harvard Business Review ArticleAbstract: This article, originally printed in March-April 1972, analyzes the plight of middle managers--they have a boss's responsibility without a boss's authority; they function as specialists and generalists at the same time; and they must meet the conflicting demands of superiors, subordinates, and peers. Although middle management positions are increasingly common in divisionalized corporations, they are often misunderstood. The author looks at the job requirements from both top and middle management perspectives and includes a commentary outlining his perspective 17 years later.Subjects: HBR Classics; Management development; Middle managementLength: 10p

494020Title: General Motors: Smith's DilemmaAuthor(s): Nohria, Nitin; Green, Sandy E.Publication Date: 08/12/1993Product Type: Case (Library)Abstract: Discusses Roger Smith's tenure as CEO of General Motors. Describes his vision for changing General Motors, and how he went about implementing that vision.Geographic Setting: Detroit, MIIndustry Setting: Automotive industryCompany Size: Fortune 500Gross Revenues: $130 million revenuesSubjects: Automobiles; Leadership; Management of change; Organizational changeLength: 20pSupplementary Materials: Teaching Note, (497024), 13p, by Nitin Nohria,

Stephanie Woerner

555XTitle: Generation to Generation: Life Cycles of the Family Business (Hardcover)Author(s): Gersick, Kelin F.; Hampton, Marion M.; Lansberg, Ivan; Davis, John A.Publication Date: 10/17/1996Product Type: HBS Press BookAbstract: Presents one of the first comprehensive overviews of family business as a specific organizational form. Focusing on the inevitable maturing of families and their firms over time, the authors reveal the dynamics and challenges family businesses face as they move through their life cycles. The book asks questions, such as: What is the difference between an entrepreneurial start-up and a family business, and how does one become the other? How does the meaning of the business to the family change as adults and children age? Ho do families move through generational changes in leadership, from anticipation to transfer, and then separation and retirement? This book is divided into three sections that present a multidimensional model of a family business. The authors use the model to explore the various stages in the family business life span and extract generalizable lessons about how family businesses should be organized.Industry Setting: ConsultingSubjects: Consulting; Development stage enterprises; Entrepreneurship; Family owned businesses; Interpersonal relations; Long term planning; Policy making; Small business; Succession planningLength: 320pList Price: $40.00

R0403FTitle: The Geography of TrustAuthor(s): Joni, Saj-nicole A.Publication Date: 03/01/2004Product Type: Harvard Business Review ArticleAbstract: Leaders who rely forever on the same internal advisers run the risk of being sold short and possibly betrayed. Alternatively, lone-wolf leaders may make enormous, yet preventable, mistakes when trying to sort through difficult decisions. A sophisticated understanding of trust can protect leaders from both fates. During the past decade, author and consultant Saj-nicole Joni studied leadership in more than 150 European and North American companies. Her research reveals three fundamental types of trust: personal trust, expertise trust, and structural trust. Executives may persevere in

relationships that are based on personal trust, but such relationships are unlikely to remain static--and probably won't provide the kinds of deep, often specialized knowledge leaders need. In organizations, leaders develop expertise trust by working closely with people who consistently demonstrate their mastery of particular subjects or processes. Structural trust refers to how roles and ambitions influence advisers' perspectives and candor. Advisers in positions of the highest structural trust generally reside outside organizations, providing leaders with insights that their organizations cannot. High-performing leaders' most enduring valuable relationships are characterized by enormous levels of all three kinds of trust.Geographic Setting: Europe; North AmericaSubjects: Decision making; Executives; Interpersonal behavior; Interpersonal relations; Leadership; Loyalty; Organizational behaviorLength: 7pYear New: 2004

87505Title: Gerald R. Ford: The Statesman as CEOAuthor(s): Ford, Gerald R.; Webber, Alan M.Publication Date: 09/01/1987Product Type: Harvard Business Review ArticleAbstract: Gerald R. Ford was suddenly catapulted to the U.S. presidency under the worst of circumstances. How did he manage (and manage himself) in his three turbulent and difficult years? Leadership in crises, he says, "all boils down to the character of the individual." This applies in corporations as well as in countries. Decisions must be informed and fair but also quick: "Indecision is often worse than wrong action." A strong leader puts the interest of the organization ahead of self-interest or personal aggrandizement. And the leader's integrity must be above question - particularly after trust and confidence have been shaken.Industry Setting: Government & regulatorySubjects: Ethics; Executives; Federal government; Interviews; Leadership; Management of crises; Power & influence; Public administrationLength: 6p

480015Title: Gerald StantonAuthor(s): Kotter, John P.Publication Date: 08/01/1979Product Type: Case (Field)Abstract: Focuses upon the issues



which a manager in the early stages of his career might consider in accepting the offer of a position at least ostensibly representing advancement. Specifically, the manager in question must consider the risk that a potentially difficult position might diminish his heretofore excellent track record, and might decrease the carefully accumulated influence he has within his organization.Geographic Setting: Dallas, TXIndustry Setting: Consumer productsCompany Size: mid-sizeGross Revenues: $200 million salesSubjects: Careers & career planning; Consumer goods; Power & influence; RetailingLength: 5pSupplementary Materials: Teaching Note, (485110), 4p, by Jeffrey A. Sonnenfeld, James J. Dowd

484083Title: Gerbot-Paubert (A)Author(s): Kets de Vries, Manfred F.R.; Enregle YPublication Date: 04/04/1984Product Type: Case (Gen Exp)Abstract: Describes a conflict in a small marketing consulting firm.Geographic Setting: FranceIndustry Setting: Business servicesSubjects: Business services; Human behavior; Interpersonal relations; Organizational behaviorLength: 3pSupplementary Materials: Supplement (Gen Exp), (484084), 2p, by Manfred F.R. Kets de Vries,

484084Title: Gerbot-Paubert (B)Author(s): Kets de Vries, Manfred F.R.; Enregle YPublication Date: 04/12/1984Product Type: Supplement (Gen Exp)Abstract: Describes a conflict in a small marketing consulting firm. Highlights the manifestation of unconscious defense mechanisms. Must be used with: (484083) Gerbot-Paubert (A).Industry Setting: Business servicesSubjects: Business services; Human behavior; Interpersonal behavior; Organizational behaviorLength: 2p

F0409ATitle: Get Self-OrganizedAuthor(s): Ticoll, DavidPublication Date: 09/01/2004Product Type: Harvard Business Review ArticleAbstract: Conventional hierarchical businesses can mimic features of self-organizing entities like Linux to gain a competitive advantage--especially over companies whose customers remain

isolated from and ignorant of one another.Subjects: Competitive advantage; Organizational design; Organizational structureLength: 2pYear New: 2004

2613Title: Get in Shape to Lead (HBR Article Collection)Author(s): Gilkey, Roderick; Kilts, Clint; Schwartz, Tony; McCarthy, Catherine; Hallowell, Edward M.Publication Date: 11/01/2007Product Type: HBR OnPoint CollectionAbstract: There's an epidemic menacing more and more organizations: Talented leaders are turning into harried underachievers. Overwhelmed by floods of data and exploding demands on their time, they're losing their ability to solve problems and master the unknown. Their creativity is shriveling; their mistakes, multiplying. Some leaders are completely melting down. You can inoculate yourself against this epidemic--by beefing up your mental fitness. This HBR Article Collection shows how. Start by promoting the growth of new brain cells and neural networks; for example, by mastering new skills. Regularly replenish your personal energy through restorative rituals (brief breaks, enjoyable face-to-face interactions with colleagues) throughout your workday. And arrange your office space and schedule to foster sharp-as-a-tack mental functioning. Apply these and other antidotes described in this collection, and you safeguard your cognitive powers against encroaching pressures. You win, and so does your organization, as you continue to provide masterful leadership. The Harvard Business Review articles in this collection: "Cognitive Fitness" by Roderick Gilkey and Clint Kilts, "Manage Your Energy, Not Your Time: Creating the Renewable Organization" by Tony Schwartz and Catherine McCarthy, and "Overloaded Circuits: Why Smart People Underperform" by Edward M. Hallowell.Subjects: NO SUBJECTS(KEYWORDS)Length: 35pList Price: $17.95Year New: 2007

1667BCTitle: Get on the Balcony (Why Leaders Need to Step Back to Get Perspective)Author(s): Heifetz, Ronald A.; Linsky, MartyPublication Date: 04/09/2002Product Type: HBS Press ChapterAbstract: In order to remain effective

when under attack, a leader must be able to get some distance from the challenging situation in order to gain perspective. The authors refer to this practice as "going to the balcony" in order to see the bigger picture and possibly break the spell of groupthink or temporary hysteria that prevails on the ground. This chapter uses several examples of the ways in which leaders can effectively use the balcony. May be used with: (1665BC) The Heart of Danger (Why Leading Change is Fraught with Risk); (1666BC) The Faces of Danger (Obstacles Leaders Must Learn to Recognize and Overcome); (1668BC) Think Politically (Nurturing Relationships Is Key to Successful Leadership); (1669BC) Orchestrate the Conflict (How to Creatively Engage Conflict to Achieve Leadership Goals); (1670BC) Give the Work Back (The Importance of Empowering Others to Achieve Difficult Goals); (1671BC) Hold Steady (How Leaders Need to Take the Heat and Let Issues Ripen); (1672BC) Manage Your Hungers (Why Recognizing and Managing Psychological Drives Is Essential to Successful Leadership); (1674BC) Anchor Yourself (Keeping a Sense of One's Essential Personal Identity Is Key to Weathering the Storms of Leadership); (1675BC) What's on the Line? (How Can Leaders Maintain a Deep Sense of Meaning in Their Work?); (1676BC) Sacred Heart (How to Maintain Compassion and an Open Heart Despite the Trials of Leadership).Subjects: NO SUBJECTS(KEYWORDS)Length: 27pList Price: $6.95Year New: 2006

7534BCTitle: Get the Vision Right: Creating a Climate for ChangeAuthor(s): Cohen, Dan S.Publication Date: 09/16/2005Product Type: HBS Press ChapterAbstract: A shared sense of urgency for change may push people into action, but it is the vision that steers them in the right direction. A good vision offers a compelling, motivating picture of the future and serves several important purposes. This chapter lays out the four key phases of developing a compelling vision, providing diagnostic tools and assessments to help you along the way.Subjects: NO SUBJECTS(KEYWORDS)Length: 26pList Price: $6.95Year New: 2007



95604Title: Getting It Done: New Roles for Senior ExecutivesAuthor(s): Hout, Thomas M.; Carter, John C.Publication Date: 11/01/1995Product Type: Harvard Business Review ArticleAbstract: A decade of process improvements has transformed the way most corporations operate and, at the same time, the job of the senior executive. Top-down autocrats are out and bottom-up teams are in. The message seems to be: Get the processes right, and the company will manage itself. But this message belies a simple truth: Managers, not processes, run companies. In fact, process-focused companies need more top-down management, not less. However, given the complexities of modern business competition, no single individual can do all that it takes to achieve success for a company. Success depends on the willingness and ability of the entire senior executive group to address not just their individual functional or divisional responsibilities but also their collective responsibility for the company as a whole.Subjects: Corporate governance; Executives; LeadershipLength: 13p

3715Title: Getting It Done: New Roles for Senior Executives (HBR OnPoint Enhanced Edition)Author(s): Hout, Thomas M.; Carter, John C.Publication Date: 02/01/2000Product Type: HBR OnPoint ArticleAbstract: A decade of process improvements has transformed the way most corporations operate and, at the same time, the job of the senior executive. Top-down autocrats are out and bottom-up teams are in. The message seems to be: Get the processes right, and the company will manage itself. But this message belies a simple truth: Managers, not processes, run companies. In fact, process-focused companies need more top-down management, not less. However, given the complexities of modern business competition, no single individual can do all that it takes to achieve success for a company. Success depends on the willingness and ability of the entire senior executive group to address not just their individual functional or divisional responsibilities but also their collective responsibility for the company as a whole.Subjects: Corporate governance; Executives; Leadership


SMR159Title: Getting New Hires Up to Speed QuicklyAuthor(s): Rollag, Keith; Parise, Salvatore; Cross, RobPublication Date: 01/01/2005Product Type: SMR ArticleAbstract: How do managers and companies quickly transform new hires into productive employees, a process called "rapid on-boarding"? Contends that companies that are more successful at rapid on-boarding tend to use a relational approach, helping newcomers to establish rapidly a broad network of relationships with coworkers that they can tap into to obtain the information they need to become productive. Most organizations realize the importance of integrating new employees, but many fail in this regard, often because of pervasive myths about the process. Because of those misconceptions, managers frequently rely on practices that can actually hinder new employees from becoming productive.Subjects: NO SUBJECTS(KEYWORDS)Length: 9pYear New: 2005

C0102ATitle: Getting Over Speech AnxietyPublication Date: 02/01/2001Product Type: Harvard Management Communication Letter ArticleAbstract: Speech anxiety affects just about everyone who has to make a speech, deliver a presentation, or lead a meeting. Whether it's momentary nervousness or outright terror, there are ways to stave off the panic. They include: familiarizing yourself with the subject matter enough that you feel confident about your knowledge of it, learning how to use timing, and having supporting material on hand in case you lose your train of thought. Some special guidelines apply to those who are really paralyzed by their fear: focus on your breathing, and don't worry about making eye contact. It can distract you when you need to focus on your wordsSubjects: Communication; Communication strategy; Management communication; Personal strategy & styleLength: 3pList Price: $4.50

4230CDTitle: Getting Results: Is Your Organization Fit for Growth? A Conversation with Gary L. Neilson, Co-Author of Results: Keep What's Good,

Fix What's Wrong, and Unlock Great Performance, A Harvard Business School Publishing Virtual Seminar CD, Single UserAuthor(s): Neilson, Gary L.Publication Date: 04/11/2006Product Type: Conference AudioAbstract: If you have ever said, "Wow, that's a great idea but we could never do that here" or "I wish we could spend less time reporting and more time achieving," you are not alone. Too many of us work in organizations that underdeliver on our potential. But it doesn't have to be that way. Just as individuals have personalities, so too do organizations--and understanding your organization's DNA is the first step to optimizing performance. In this 90-minute, interactive presentation, you hear from Gary L. Neilson, senior vice-president at Booz Allen Hamilton and co-author of Results: Keep What's Good, Fix What's Wrong, and Unlock Great Performance, along with Bruce A. Pasternack. Hank McKinnel, chairman and CEO of Pfizer, says that "Results will help people at all leadership levels understand why their organizations fall short, frustrate talented people, and deny even the most obvious needs for change. In the hands of committed leaders, Results will get results." This virtual seminar goes beyond the book to help you take a deep dive into these powerful ideas. Among the areas Neilson covers are: how to diagnose what really makes your organization tick and what's good and bad about it, understanding the type of organization yours is--passive-aggressive, overmanaged, just-in-time, or one of four others identified by Neilson and Pasternack--and what it takes to become a resilient organization that is flexible, forward-looking, bounces back from bumps in the road, and never rests on its laurels. Participants learn practical, robust ideas for becoming and remaining an organization that consistently delivers on its commitments and produces great results.Subjects: NO SUBJECTS(KEYWORDS)Length: 90 minList Price: $129.00Year New: 2006

4230CFTitle: Getting Results: Is Your Organization Fit for Growth? A Conversation with Gary L. Neilson, Co-author of Results: Keep What's Good, Fix What's Wrong, and Unlock Great Performance, A Harvard Business School Publishing Virtual Seminar, Registration FeeAuthor(s): Neilson, Gary L.Publication Date: 04/11/2006



Product Type: ConferenceAbstract: If you have ever said, "Wow, that's a great idea but we could never do that here" Or "I wish we could spend less time reporting and more time achieving," you are not alone. Too many of us work in organizations that under deliver on our potential. But it doesn't have to be that way. Just as individuals have personalities, so too do organizations--and understanding your organization's DNA is the first step to optimizing performance. In this 90-minute, interactive presentation, you will hear from Gary L. Neilson, senior vice-president at Booz Allen Hamilton and co-author of Results: Keep What's Good, Fix What's Wrong, and Unlock Great Performance, along with Bruce A. Pasternack. Hank McKinnel, chairman and CEO of Pfizer says that "Results will help people at all leadership levels understand why their organizations fall short, frustrate talented people, and deny even the most obvious needs for change. In the hands of committed leaders, Results will get results." This virtual seminar will go beyond the book to help you take a deep dive into these powerful ideas. Among the areas Neilson will cover are: how to diagnose what really makes your organization tick and what's good and bad about it, understanding the type of organization yours is--passive-aggressive, over-managed, just-in-time, or one of four others identified by Neilson and Pasternack--and what it takes to become a resilient organization that is flexible, forward-looking, bounces back from bumps in the road, and never rests on its laurels. You will learn practical, robust ideas for becoming and remaining an organization that consistently delivers on its commitments and produces great results.Subjects: NO SUBJECTS(KEYWORDS)Length: 90 minList Price: $349.00Year New: 2006

4230SLTitle: Getting Results: Is Your Organization Fit for Growth? A Conversation with Gary L. Neilson, Co-author of Results: Keep What's Good, Fix What's Wrong, and Unlock Great Performance, A Harvard Business School Publishing Virtual Seminar CD, MultiuserAuthor(s): Neilson, Gary L.Publication Date: 04/11/2006Product Type: Conference AudioAbstract: If you have ever said, "Wow, that's a great idea but we could never do that here" Or "I wish we could spend less time reporting and more time achieving,"

you are not alone. Too many of us work in organizations that underdeliver on our potential. But it doesn't have to be that way. Just as individuals have personalities, so too do organizations--and understanding your organization's DNA is the first step to optimizing performance. In this 90-minute, interactive presentation, you hear from Gary L. Neilson, senior vice-president at Booz Allen Hamilton and co-author of Results: Keep What's Good, Fix What's Wrong, and Unlock Great Performance, along with Bruce A. Pasternack. Hank McKinnel, chairman and CEO of Pfizer, says that "Results will help people at all leadership levels understand why their organizations fall short, frustrate talented people, and deny even the most obvious needs for change. In the hands of committed leaders, Results will get results." This virtual seminar goes beyond the book to help you take a deep dive into these powerful ideas. Among the areas Neilson covers are: how to diagnose what really makes your organization tick and what's good and bad about it, understanding the type of organization yours is--passive-aggressive, overmanaged, just-in-time, or one of four others identified by Neilson and Pasternack--and what it takes to become a resilient organization that is flexible, forward-looking, bounces back from bumps in the road, and never rests on its laurels. Participants learn practical, robust ideas for becoming and remaining an organization that consistently delivers on its commitments and produces great results.Subjects: NO SUBJECTS(KEYWORDS)Length: 90 minList Price: $349.00Year New: 2006

U0302CTitle: Getting Smarter Every DayAuthor(s): Kinni, TheodorePublication Date: 02/01/2003Product Type: Harvard Management Update ArticleAbstract: Since the 1970s, educational theorists such as David Kolb have argued that the more relevant the learning is to an adult's life, the longer it sticks. The traditional approach to learning is classroom based, but on-the-job training, by comparison, tends to be more effective because its usefulness is more immediate. So how can companies infuse learning and teaching opportunities into the operational fabric of their organizations? You might want to start with a virtuous teaching cycle and an after-action review.Subjects: Interpersonal behavior; Leadership; Learning; Organizational

development; Organizational learningLength: 2pList Price: $4.50

2254Title: Getting Unstuck: How Dead Ends Become New Paths (Hardcover)Author(s): Butler, TimothyPublication Date: 03/14/2007Product Type: HBS Press BookAbstract: You will experience psychological impasse many times in your life. During these times, you have the sensation that you're stuck or paralyzed. You're convinced that something must change, whether in your work or personal life. Though this feeling is normal, you need to move beyond it. Failure to "get unstuck" can put your career and personal life--as well as the healthy functioning of your team or organization-at risk. In "Getting Unstuck," business psychologist and researcher Timothy Butler offers strategies for moving beyond a career or personal-life impasse--by recognizing the state of impasse, awakening your imagination, recognizing patterns of meaning in your life, and taking action for change. Drawing on a wealth of stories about individuals who have successfully transitioned out of impasses, "Getting Unstuck" provides a practical, authoritative road map for moving past your immediate impasse--and defining a meaningful path forward. Dr. Timothy Butler is a Senior Fellow and the Director of Career Development Programs at Harvard Business School. He teaches career coaching and consults to organizations worldwide on career development issues.Subjects: NO SUBJECTS(KEYWORDS)Length: 256pList Price: $24.95Year New: 2007

5229ESTitle: Getting Unstuck: How Dead Ends Become New Paths--A Harvard Business School Press Book Summary in Partnership with getAbstractAuthor(s): School Press, Harvard BusinessPublication Date: 03/14/2007Product Type: HBS Press Book SummaryAbstract: People often fall into psychological ruts that can lead to feelings of fatigue, worthlessness, and even guilt. Uncomfortable as it may be, an impasse can act as a much-needed catalyst for a meaningful metamorphosis. In "Getting Unstuck," change expert Timothy Butler provides insightful, hands-on advice to help people who feel stuck move forward and



make necessary and valuable changes.Subjects: NO SUBJECTS(KEYWORDS)Length: 5p

R00505Title: Getting the Attention You NeedAuthor(s): Davenport, Thomas H.; Beck, John C.Publication Date: 09/01/2000Product Type: Harvard Business Review ArticleAbstract: Employees have an enormous amount of business information at their fingertips--more specifically, at their desktops. The floodgates are open; profitable possibilities abound. But having to handle all that information has pushed downsized staffs to the brink of an acute attention deficit disorder. To achieve corporate goals, business leaders need their employees' full attention--and that attention is in short supply. In this article, the authors analyze the components of attention management through three lenses--economic, psychobiological, and technological--and offer guidelines for keeping employees focused on crucial corporate tasks. Their lessons are drawn from the best practices employed by today's stickiest Web sites and by traditional attention industries such as advertising, film, and television. The authors say executives must manage attention knowing that it's a zero-sum game (there's only so much to go around). Managers should also consider capitalizing on the basic survival and competitive instincts we all have that help determine how much attention we pay to certain things. For instance, the threat of corporate demise--and the consequent loss of jobs and livelihoods--undoubtedly focuses workers' attention on the need to change. Likewise, internal competition among business units may give employees added incentive to pay attention to a profit or sales goal.Subjects: Communication in organizations; Communication strategy; Leadership; Motivation; Organizational behaviorLength: 9p

C9906CTitle: Getting the Most from Presentation SoftwareAuthor(s): Von Hoffman, ConstantinePublication Date: 06/01/1999Product Type: Harvard Management Communication Letter ArticleAbstract: Presentation software such as PowerPoint is designed to improve presentations by making them more entertaining and easier to understand. But PowerPoint has become so

overused that all presentations now tend to look the same. Most people would rather do anything but watch another elaborate slide presentation. We don't have to go back to poster board and Magic Markers, though. The trick is to learn how--and when--to apply PowerPoint's features and techniques.Subjects: SoftwareLength: 2pList Price: $4.50

R0202KTitle: Getting the Truth into Workplace SurveysAuthor(s): Morrel-Samuels, PalmerPublication Date: 02/01/2002Product Type: Harvard Business Review ArticleAbstract: There's no doubt that companies can benefit from workplace surveys and questionnaires. Good surveys accurately home in on the problems the company wants information about. They are designed so that as many people as possible actually respond. And good survey design ensures that the spectrum of responses is unbiased. In this article, the author, a former research scientist at the University of Michigan and currently the president of a survey design firm, explores some glaring failures of survey design and provides 16 guidelines to improve workplace assessment tools. Applied judiciously, these rules will not only make a tangible difference in the quality and usefulness of the data obtained, but will also produce an increased response rate. The guidelines--and the problems they address--fall into five areas: content, format, language, measurement, and administration. Following the guidelines in this article will help you get unbiased, representative, and useful information from your workplace survey.Subjects: Employee attitude; Employee morale; Work force managementLength: 7p

C9908ETitle: A Ghost SpeaksAuthor(s): Ehrenfeld, TomPublication Date: 08/01/1999Product Type: Harvard Management Communication Letter ArticleAbstract: A ghostwriter offers powerful lessons for businesspeople who struggle with their writing. Includes a sidebar entitled, "Reading for Writing."Subjects: NO SUBJECTS(KEYWORDS)Length: 2pList Price: $4.50

407050Title: Gianna Angelopoulos-Daskalaki

and the 2004 Athens Olympic Games (A)Author(s): Marquis, Chris; Guthrie, Doug; Katsarakis, YannisPublication Date: 10/05/2006Revision Date: 11/14/2007Product Type: Case (Field)Abstract: Gianna Angelopoulous-Daskalaki led the bidding organization that secured the 2004 Olympics for Athens and then later the preparations for those Games. Tracks her leadership style and how she and her team won the bid. After substantial planning problems threatened to cost Greece the Olympics, Angelopoulos was asked to take over the preparations, with only 4 of the 7 years remaining. Ends with the question of what she needs to consider in making the decision to take over the Games' preparations, what role she should play, and where she should start.Geographic Setting: GreeceIndustry Setting: Government & regulatoryNumber of Employees: 60,000Event Year End: 2004Subjects: NO SUBJECTS(KEYWORDS)Length: 23pSupplementary Materials: Supplement (Field), (407051), 10p, by Chris Marquis, Doug Guthrie, Yannis Katsarakis; Teaching Note, (408081), 14p, by Chris Marquis, Alison ComingsYear New: 2007

407051Title: Gianna Angelopoulos-Daskalaki and the 2004 Athens Olympic Games (B)Author(s): Marquis, Chris; Guthrie, Doug; Katsarakis, YannisPublication Date: 10/05/2006Revision Date: 11/15/2007Product Type: Supplement (Field)Abstract: An abstract is not available for this product. Must be used with: (407050) Gianna Angelopoulos-Daskalaki and the 2004 Athens Olympic Games (A).Subjects: NO SUBJECTS(KEYWORDS)Length: 10pSupplementary Materials: Teaching Note, (408081), 14p, by Chris Marquis, Alison ComingsYear New: 2007

494023Title: Giddings & Lewis: In Search of the Cutting Edge (A)Author(s): Eccles, Robert G.; Nohria, Nitin; Klein, NormanPublication Date: 08/11/1993Product Type: Case (Field)Abstract: Giddings & Lewis, the seventh largest machine tool company in the



United States, has targeted Cross and Trecker, the second largest, for a possible acquisition. The case provides a view of the international machine tool industry, and the relative positioning of the two companies. As Giddings & Lewis performs due diligence, we see the implications of the smaller, financially stronger company taking on a much weaker but much larger competitor. Teaching Purpose: Poses an interesting acquisition scenario, and invites financial and strategic analysis. We also see the more subtle implications of an aggressive, well-managed company positioning itself to swallow a weaker but larger competitor.Geographic Setting: United StatesIndustry Setting: Machine tool industryCompany Size: largeNumber of Employees: 1,000Gross Revenues: $243 million revenuesSubjects: Acquisitions; Corporate strategy; Machine tools; Management of change; Social enterpriseLength: 26pSupplementary Materials: Supplement (Field), (494024), 2p, by Robert G. Eccles, Nitin Nohria, Norman Klein

494024Title: Giddings & Lewis: In Search of the Cutting Edge (B)Author(s): Eccles, Robert G.; Nohria, Nitin; Klein, NormanPublication Date: 08/11/1993Product Type: Supplement (Field)Abstract: Moves the decision point for the possible acquisition of Cross & Trecker by Giddings & Lewis ahead several months. Intended as an in-class handout. Teaching Purpose: To discuss the issue of whether or not the acquisition is a good idea. Must be used with: (494023) Giddings & Lewis: In Search of the Cutting Edge (A).Industry Setting: Machine tool industrySubjects: Acquisitions; Corporate strategy; Machine tools; Management of changeLength: 2p

494025Title: Giddings & Lewis: In Search of the Cutting Edge (C)Author(s): Eccles, Robert G.; Nohria, Nitin; Klein, NormanPublication Date: 08/11/1993Product Type: Supplement (Field)Abstract: Supplements the (A) case. Intended as an in-class handout.Industry Setting: Machine tool industrySubjects: Acquisitions; Corporate strategy; Machine tools; Management of changeLength: 1p

495018Title: Giddings & Lewis: In Search of the Cutting Edge (Consolidated) (A)Author(s): Nohria, Nitin; Anand, Bharat N.; Barnett, KylePublication Date: 09/15/1994Revision Date: 08/30/2006Product Type: Case (Field)Abstract: Describes the conditions leading to the acquisition of Cross and Trecker by Gidding & Lewis.Geographic Setting: WisconsinIndustry Setting: Machine tool industryCompany Size: largeNumber of Employees: 3,000Gross Revenues: $700 million revenuesSubjects: Acquisitions; Corporate strategy; Machine tools; Management of changeLength: 23pSupplementary Materials: Supplement (Field), (495019), 4p, by Nitin Nohria

495019Title: Giddings & Lewis: In Search of the Cutting Edge (Consolidated) (B)Author(s): Nohria, NitinPublication Date: 09/15/1994Product Type: Supplement (Field)Abstract: Supplements the (A) case. Must be used with: (495018) Giddings & Lewis: In Search of the Cutting Edge (Consolidated) (A).Industry Setting: Machine tool industrySubjects: Acquisitions; Corporate strategy; Machine tools; Management of changeLength: 4p

494026Title: Giddings & Lewis: In Search of the Cutting Edge (D)Author(s): Eccles, Robert G.; Nohria, Nitin; Klein, NormanPublication Date: 08/11/1993Product Type: Supplement (Field)Abstract: Supplements the (A) case. Intended as an in-class handout.Industry Setting: Machine tool industrySubjects: Acquisitions; Corporate strategy; Machine tools; Management of changeLength: 1p

494027Title: Giddings & Lewis: In Search of the Cutting Edge (E)Author(s): Eccles, Robert G.; Nohria, Nitin; Klein, NormanPublication Date: 08/11/1993Product Type: Supplement (Field)Abstract: Supplements the (A) case, emphasizing issues of implementation.Industry Setting: Machine tool industrySubjects: Acquisitions; Corporate strategy; Machine tools; Management of change

Length: 7p

303032Title: Gillette Co. (A): Pressure for ChangeAuthor(s): Kanter, Rosabeth Moss; Weber, James B.Publication Date: 08/22/2002Revision Date: 02/08/2005Product Type: Case (Field)Abstract: After years of strong performance with market-dominating brands, Gillette's performance slips and a new CEO is selected from outside the company to lead a turnaround. This case describes the business and financial situation he inherited and asks what he should do during his first day and week on the job. May be used with: (303033) Gillette Co. (B): Leadership for Change; (303034) Gillette Co. (C): Strategies for Change; (303035) Gillette Co. (D): Implementing Change.Geographic Setting: GlobalIndustry Setting: Consumer productsNumber of Employees: 30,000Gross Revenues: $9 billion revenuesSubjects: Business history; Competition; Consumer goods; Leadership; Management of changeLength: 12pSupplementary Materials: Supplement (Field), (309033), 8p, by Rosabeth Moss Kanter, Matthew BirdYear New: 2005

303033Title: Gillette Co. (B): Leadership for ChangeAuthor(s): Kanter, Rosabeth Moss; Weber, James B.Publication Date: 08/22/2002Revision Date: 02/08/2005Product Type: Case (Field)Abstract: Describes the actions and behavior of a new CEO in his first days and weeks as he sets expectations for his top management team and introduces processes and disciplines to begin the turnaround of a global consumer products company. May be used with: (303032) Gillette Co. (A): Pressure for Change; (303034) Gillette Co. (C): Strategies for Change; (303035) Gillette Co. (D): Implementing Change.Geographic Setting: GlobalIndustry Setting: Consumer productsNumber of Employees: 30,000Gross Revenues: $9 billion revenuesSubjects: Business history; Competition; Consumer goods; Leadership; Management of changeLength: 14pYear New: 2005

303034Title: Gillette Co. (C): Strategies for



ChangeAuthor(s): Kanter, Rosabeth Moss; Weber, James B.Publication Date: 08/22/2002Revision Date: 02/08/2005Product Type: Case (Field)Abstract: Examines the strategic change agenda set by a new CEO as the initial priorities in the turnaround of this leading global consumer products company. May be used with: (303032) Gillette Co. (A): Pressure for Change; (303033) Gillette Co. (B): Leadership for Change; (303035) Gillette Co. (D): Implementing Change.Geographic Setting: GlobalIndustry Setting: Consumer productsNumber of Employees: 30,000Gross Revenues: $9 billion revenuesSubjects: Business history; Competition; Consumer goods; Leadership; Management of changeLength: 8pYear New: 2005

303035Title: Gillette Co. (D): Implementing ChangeAuthor(s): Kanter, Rosabeth MossPublication Date: 08/22/2002Revision Date: 02/08/2005Product Type: Case (Field)Abstract: How a strategic change agenda is implemented depends on leaders below the top in every function and geographic region translating the agenda into actions. But those actions do not always unfold as planned. This case examines the first 16 months of a turnaround from the perspective of implementers in the field. It describes business issues, organizational design dilemmas, and the cultural and behavioral challenges of implementing change in a global company. May be used with: (303032) Gillette Co. (A): Pressure for Change; (303033) Gillette Co. (B): Leadership for Change; (303034) Gillette Co. (C): Strategies for Change.Geographic Setting: GlobalIndustry Setting: Consumer productsNumber of Employees: 31,000Gross Revenues: $9 billion revenuesSubjects: Business history; Competition; Consumer goods; Leadership; Management of changeLength: 16pYear New: 2005

389070Title: Gillette Co.: Liquid Paper (A)Author(s): Shubert, J. JanellePublication Date: 11/18/1988Product Type: Case (Field)Abstract: The Gillette Co. faces growing public and media concern over the misuse of chemical solvents contained in

one of its products, Liquid Paper. Gillette recognizes that Liquid Paper could potentially be banned or regulated. The company must decide whether to reformulate the product, add a warning label, or design and implement an education program. Gillette must communicate its decision to a variety of internal and external audiences. May be used with Gillette Co.: Liquid Paper (B).Geographic Setting: United StatesIndustry Setting: Personal care products; Office supplies industryCompany Size: Fortune 500Number of Employees: 30,000Subjects: Communication strategy; Community relations; Crisis management; Ethics; Public relationsLength: 20p

389071Title: Gillette Co.: Liquid Paper (B)Author(s): Shubert, J. JanellePublication Date: 11/18/1988Product Type: Case (Field)Abstract: The Gillette Co. faces growing public and media concern over the misuse of chemical solvents contained in one of its products, Liquid Paper. Gillette recognizes that Liquid Paper could potentially be banned or regulated. The company must decide whether to reformulate the product, add a warning label, or design and implement an education program. Gillette must communicate its decision to a variety of internal and external audiences. May be used with Gillette Liquid Paper (A).Geographic Setting: United StatesIndustry Setting: Personal care products; Office supplies industryCompany Size: Fortune 500Number of Employees: 30,000Subjects: Communication strategy; Community relations; Crisis management; Ethics; Public relationsLength: 15p

590066Title: Gillette vs. Coniston: Communications in a Proxy FightAuthor(s): Greyser, Stephen A.; Klein, NormanPublication Date: 04/09/1990Product Type: Case (Library)Abstract: In the early months of 1988, the Gillette Company became the object of a proxy fight by the Coniston Group, Gillette's largest stockholder. Coniston intended to vote its proxies to elect four "dissident" candidates to Gillette's board of directors. Gillette management responded with a campaign to persuade its shareholders to assign their proxies to management. This case describes the messages Gillette and Coniston sent to Gillette stockholders by letter and the use of newspaper advertisements. Also

traces press coverage of the proxy battle. Instructional issues include the use of advertisements and letters to address shareholders and other relevant audiences, press relations, and the role of the press in a proxy fight.Geographic Setting: United StatesIndustry Setting: Consumer productsCompany Size: Fortune 500Subjects: Advertising; Board of directors; Consumer goods; Corporate governance; Public relations; StockholdersLength: 37p

495002Title: Giordano Holdings Ltd.Author(s): Mills, D. Quinn; Wei, Richard C.Publication Date: 06/29/1994Product Type: Case (Field)Abstract: Giordano is a major retailer of men's casual apparel in East and Southeast Asia. From 1989 to 1993 its sales grew at an annual rate of 35%. In a 1993 survey of Hong Kong businesses, Giordano was voted the most innovative in responding to customer needs and the company that others most try to emulate. This case examines the company's values, management philosophy, and competitive strengths, as seen from the founder and chairman's point of view.Geographic Setting: Hong KongIndustry Setting: Retail industryNumber of Employees: 2,330Gross Revenues: $303 million revenuesSubjects: China; Corporate culture; Leadership; Management philosophy; Organizational behavior; RetailingLength: 11p

F0404ETitle: Give Me That Real-Time InformationAuthor(s): McGee, KenPublication Date: 04/01/2004Product Type: Harvard Business Review ArticleAbstract: Real-time information about things like network outages, product development, and customer satisfaction is available, but few executives capitalize on it. That's because they're not asking the right questions.Subjects: Customer retention; Information management; Product developmentLength: 1pYear New: 2004

U0509ATitle: Give Them a Challenge They Can't ResistAuthor(s): Johnson, Lauren KellerPublication Date: 09/01/2005Product Type: Harvard Management



Update ArticleAbstract: It's not easy, pulling together a group of diverse individuals to work as a team. Barriers abound, in the form of fierce territoriality, incentive systems that reward individual rather than collective achievement, and mistrust spawned by an acquisition, merger, or major internal restructuring. Yet, at a time when companies are increasingly relying on cross-functional teams at every level to generate innovative ideas, it's more crucial than ever to tap the fresh thinking that teams can provide. How to overcome barriers to teamwork and unite an unlikely group of collaborators? Learn more about the merits of presenting your team with an irresistible challenge.Subjects: NO SUBJECTS(KEYWORDS)Length: 3pList Price: $4.50Year New: 2005

1670BCTitle: Give the Work Back (The Importance of Empowering Others to Achieve Difficult Goals)Author(s): Heifetz, Ronald A.; Linsky, MartyPublication Date: 04/09/2002Product Type: HBS Press ChapterAbstract: Often a leader's tendency is to take problems or challenges onto him- or herself and come up with solutions. It's much harder to empower people to develop and own solutions to the problems in the group or organization, but this is crucial in order for the solutions to work. This chapter outlines ways to effectively intervene while keeping the locus of responsibility and action where it belongs. May be used with: (1665BC) The Heart of Danger (Why Leading Change is Fraught with Risk); (1666BC) The Faces of Danger (Obstacles Leaders Must Learn to Recognize and Overcome); (1667BC) Get on the Balcony (Why Leaders Need to Step Back to Get Perspective); (1668BC) Think Politically (Nurturing Relationships Is Key to Successful Leadership); (1669BC) Orchestrate the Conflict (How to Creatively Engage Conflict to Achieve Leadership Goals); (1671BC) Hold Steady (How Leaders Need to Take the Heat and Let Issues Ripen); (1672BC) Manage Your Hungers (Why Recognizing and Managing Psychological Drives Is Essential to Successful Leadership); (1674BC) Anchor Yourself (Keeping a Sense of One's Essential Personal Identity Is Key to Weathering the Storms of Leadership); (1675BC) What's on the Line? (How Can Leaders Maintain a Deep Sense of Meaning in Their Work?);

(1676BC) Sacred Heart (How to Maintain Compassion and an Open Heart Despite the Trials of Leadership).Industry Setting: Government & regulatory; Media; Sports industrySubjects: NO SUBJECTS(KEYWORDS)Length: 20pList Price: $6.95Year New: 2006

B0505DTitle: Giving Customers Ultimate Input: Operational Excellence, Trammell Crow-StyleAuthor(s): Field, AnnePublication Date: 05/15/2005Product Type: Balanced Scorecard Report ArticleAbstract: How to embed the voice of the customer? That was the key question for Trammell Crow Co. as it pondered ways to reverse performance problems. Embarking on an ambitious transformation effort, the company took pains to diagnose shortcomings, fine-tune its strategy of operational excellence, and devise a battery of processes and services to operationalize its strategy--including giving clients an unusual degree of information access and participation in strategy assessment. Only after implementing the new processes and programs did the company begin to craft a Balanced Scorecard--hardly a textbook example (it has no strategy map), but one that handily aligns account executives to strategy.Industry Setting: Automotive industrySubjects: Automobile industry; Balanced scorecard; Leadership; Performance effectiveness; Strategy formulation; Strategy implementationLength: 3pList Price: $9.50Year New: 2005

F0210BTitle: Giving Mergers a Head StartAuthor(s): Croyle, Randy; Kager, PatrickPublication Date: 10/01/2002Product Type: Harvard Business Review ArticleAbstract: Mergers with substantial business overlap face a barrier to speedy integration: Antitrust regulations limit the information companies can share before a deal closes. But as Dow Chemical and Union Carbide found, premerger planning by "clean teams" of former employees can help merging companies hit the ground running.Subjects: Corporate strategy; Growth strategy; Mergers; Organizational behavior; Organizational change

Length: 2p

1475Title: Giving Presentations: Pocket Mentor SeriesAuthor(s): School Press, Harvard BusinessPublication Date: 06/14/2007Product Type: HBS Press BookAbstract: Making persuasive presentations isn't just a matter of charisma and fancy charts: it requires concrete skills that are vital to keeping your audience engaged and involved. This handy guide contains key information on how to customize your presentations to keep people focused and produce the results you want.Subjects: NO SUBJECTS(KEYWORDS)Length: 128pList Price: $9.95Year New: 2007

471060Title: Glenn TaylorAuthor(s): Levinson, Harry; Foulkes, Fred K.Publication Date: 01/18/1971Product Type: Case (Field)Abstract: Responsible for developing and implementing new management systems, the controller runs into resistance from one of the company's key vice presidents. Psychoanalytic theory is helpful in diagnosing the situation, and the student is placed in the active position of recommending a course of action to the controller.Geographic Setting: United StatesIndustry Setting: Electronics industryCompany Size: largeSubjects: Electronics; Human behavior; Interpersonal relations; Management by objectives; Management of changeLength: 7pSupplementary Materials: Teaching Note, (471123), 1p, by Fred K. Foulkes

BH177Title: Global Leadership Success Through Emotional and Cultural IntelligencesAuthor(s): Ilan, Alon; Higgins, James M.Publication Date: 11/15/2005Product Type: Business Horizons ArticlePublisher: Business Horizons/Indiana UniversityAbstract: Culturally attuned and emotionally sensitive global leaders need to be developed: leaders who can respond to the particular foreign environments of different countries and different interpersonal work situations. Two emerging constructs are especially relevant to the development of successful global leaders: cultural and



emotional intelligences. When considered under the traditional view of intelligence as measured by IQ, cultural and emotional intelligences provide a framework for better understanding cross-cultural leadership and help clarify possible adaptations to leadership development programs of multinational firms. Posits that emotional intelligence, analytical intelligence, and leadership behaviors are moderated by cultural intelligence in the formation of global leadership success.Subjects: NO SUBJECTS(KEYWORDS)Length: 12pYear New: 2005

494016Title: Gloria Hilliard Mayfield at Mary Kay Cosmetics, Inc.Author(s): Kotter, John P.; Burtis, Andrew; LaRoche, GinaPublication Date: 12/16/1993Revision Date: 06/07/1994Product Type: Case (Field)Abstract: Set within the context of Mary Kay's 30th anniversary sales convention ("seminar") in Dallas, the case examines Mary Kay Cosmetics, Inc. through the experience of Gloria Hilliard Mayfield, an executive senior sales director at Mary Kay. Specifically, it examines why this Harvard MBA chose to leave corporate America to work for Mary Kay. By exploring her success, the case profiles Mayfield's dynamic leadership and management style, her ability to motivate others, as well as the company's unique structure, philosophy, and corporate culture.Geographic Setting: United StatesIndustry Setting: CosmeticCompany Size: largeGross Revenues: $700 million revenuesSubjects: Corporate culture; Cosmetics; Diversity; Leadership; Management styles; Motivation; Organizational behaviorLength: 19p

R0904ATitle: Go Ahead, Have RegretsAuthor(s): Miller M. D., Michael CraigPublication Date: 04/01/2009Product Type: Harvard Business Review ArticleAbstract: In this first in a series of articles created in partnership with Harvard Health Publications, a professor of psychiatry at Harvard Medical School discusses regret and its potential benefits. Regret needn't be a self-flagellating emotion, he says. In fact, when asked to rank negative emotions in terms of value, people placed regret at the top, crediting it with helping them

make sense of life events and remedy what went wrong.Subjects: NO SUBJECTS(KEYWORDS)Length: 8p

1844CDTitle: Go Put Your Strengths to Work: Six Powerful Steps to Outstanding Performance, Featuring Marcus Buckingham, best-selling co-author of "First Break All the Rules", A Harvard Business School Best Practice Briefing, Single-User CDAuthor(s): Buckingham, MarcusPublication Date: 03/08/2007Product Type: ConferenceAbstract: Following the million-copy bestsellers "First, Break All the Rules" and "Now, Discover Your Strengths" that inspired managers in organizations around the world, Marcus Buckingham at last answers the ultimate question: How can you actually apply your strengths for maximum success at work? Research data shows that most people do not make full use of their assets at work. In this interactive, 90-minute presentation, Buckingham will lead you through a six-step process that will enable you to seize control of your assets and rewrite your job description to leverage your strengths. You'll learn how to engage your boss in the process--or move forward on your own if he or she isn't on board. Together with Buckingham you will explore: why your strengths aren't "what you are good at" and your weaknesses aren't "what you are bad at"; how to use the four telltale signs to identify your strengths; the simple steps you can take each week to skew your time at work toward those activities that strengthen you, and how to manage around those that weaken you; how to talk to your boss and your colleagues about your strengths without sounding like you're bragging; and the fifteen-minute weekly ritual that will keep you on your strengths path your entire career. With structured exercises that will become part of your regular work activities, this Best Practice Briefing will arm you with a radically different approach to your work life. Join the Strengths Revolution and discover how great you can be at work. This book aims to kick-start the Strengths Revolution that began with Buckingham's earlier books.Subjects: NO SUBJECTS(KEYWORDS)Length: 90 minList Price: $129.00Year New: 2007

1844SLTitle: Go Put Your Strengths to Work:

Six Powerful Steps to Outstanding Performance, Featuring Marcus Buckingham, best-selling co-author of "First Break All the Rules", A Harvard Business School Best Practice Briefing, Multi-User CDAuthor(s): Buckingham, MarcusPublication Date: 03/08/2007Product Type: ConferenceAbstract: Following the million-copy bestsellers "First, Break All the Rules" and "Now, Discover Your Strengths" that inspired managers in organizations around the world, Marcus Buckingham at last answers the ultimate question: How can you actually apply your strengths for maximum success at work? Research data shows that most people do not make full use of their assets at work. In this interactive, 90-minute presentation, Buckingham will lead you through a six-step process that will enable you to seize control of your assets and rewrite your job description to leverage your strengths. You'll learn how to engage your boss in the process--or move forward on your own if he or she isn't on board. Together with Buckingham you will explore: why your strengths aren't "what you are good at" and your weaknesses aren't "what you are bad at"; how to use the four telltale signs to identify your strengths; the simple steps you can take each week to skew your time at work toward those activities that strengthen you, and how to manage around those that weaken you; how to talk to your boss and your colleagues about your strengths without sounding like you're bragging; and the fifteen-minute weekly ritual that will keep you on your strengths path your entire career. With structured exercises that will become part of your regular work activities, this Best Practice Briefing will arm you with a radically different approach to your work life. Join the Strengths Revolution and discover how great you can be at work. This book aims to kick-start the Strengths Revolution that began with Buckingham's earlier books.Subjects: NO SUBJECTS(KEYWORDS)Length: 90 minList Price: $299.00Year New: 2007

1025Title: The Good Boss: Manage Your Team--and Yourself--to the Highest Potential (HBR OnPoint Executive Edition)Author(s): Fryer, Bronwyn; Goleman, Daniel; Goffee, Rob; Jones, Gareth; Drucker, Peter F.; DeLong, Thomas J.; Vijayaraghavan, Vineeta; Kim, W. Chan; Nicholson, Nigel; Manzoni, Jean-



Francois; Barsoux, Jean-Louis; Waldroop, James; Butler, Timothy; Mauborgne, ReneePublication Date: 05/16/2006Product Type: HBR Newsstand Special IssueAbstract: The art of being a good boss is one part instinct and four parts skill. The effect of a good boss on individuals and organizations is so large that this topic has engaged the brightest minds in business. This issue brings together some of their thinking on how a good boss sets priorities, establishes the authority to lead, learns to be fair and reward superior performance, helps struggling employees improve, and motivates people to achieve more than they thought they could. Articles in this Harvard Business Review OnPoint Executive Edition include "Leadership That Gets Results," by Daniel Goleman; "Why Should Anyone Be Led by You?" by Robert Goffee and Gareth Jones; "What Makes an Effective Executive," by Peter F. Drucker; "Fair Process: Managing in the Knowledge Economy," by W. Chan Kim and Renee Mauborgne; and "The Set-Up-to-Fail Syndrome," by Jean-Francois Manzoni and Jean-Louis Barsoux.Subjects: NO SUBJECTS(KEYWORDS)Length: 132pYear New: 2006

84416Title: Good Managers Don't Make Policy Decisions (Classic)Author(s): Wrapp, H. EdwardPublication Date: 07/01/1984Product Type: Harvard Business Review ArticleAbstract: To be successful, senior executives need to cultivate five skills. First, they need to develop a network of information sources in order to keep informed about a wide range of operating decisions being made at different levels in the company. Second, they need to husband their energies and time and concentrate on a limited number of significant issues. Third, they need to cultivate a sensitivity to the power structure in the company. The fourth skill of successful managers is knowing how to indicate that a company has a sense of direction without ever actually committing themselves publicly to a specific set of objectives. The final, most important, skill is that of developing opportunities. The effective senior manager is, in essence, an opportunist who avoids debates but tries to piece together particles that may appear to be incidentals into a program that moves at least part of the way toward his or her objectives. McKinsey Award Winner.

Subjects: HBR Classics; Managerial skills; McKinsey Award Winners; Organizational managementLength: 10p

86607Title: Good Supervisors Are Good Supervisors - AnywhereAuthor(s): Klein, Janice A.; Posey PAPublication Date: 11/01/1986Product Type: Harvard Business Review ArticleAbstract: Every aspect of the first-line supervisor's job is changed by participative management - except the way the best performers behave. A comparison of supervisors in two plants owned by the same company shows that outstanding supervisors in new and traditional work systems will: deliver what they say they will no matter who is formally responsible for production; involve others in problem solving and decision making; share information with their workers; and see and treat their units as parts of the whole operation and set goals accordingly.Subjects: Leadership; Managerial skills; Organizational structure; Participatory management; SupervisionLength: 4p

372049Title: Good WritingAuthor(s): Bennett, John B.Publication Date: 08/27/1971Product Type: NoteAbstract: Provides techniques for evaluating written material; techniques for writing effectively. To be used in first-year MBA classes as an introduction to the requirements for proficiency in written English.Industry Setting: Higher educationSubjects: Higher educationLength: 5p

R00207Title: Goodbye Career, Hello SuccessAuthor(s): Komisar, RandyPublication Date: 03/01/2000Product Type: Harvard Business Review ArticleAbstract: Like every other ambitious, Ivy League-educated baby boomer, Randy Komisar wanted to climb the corporate ladder--any corporate ladder. But he just couldn't bring himself to play the traditional career game. Instead, Komisar made up his own rules, taking a series of jobs that sparked his passions and made him happy--and successful. Today, the charismatic 45-year-old is a "virtual CEO"--an off-site but supercharged consultant to flesh-and-blood CEOs at a number of start-up companies in Silicon Valley and beyond. But that was only after he'd worked his

way through 11 companies in 25 years--a crazy quilt of jobs as a music promoter, corporate lawyer, CFO at a software start-up, and chief executive at a video game company, just to name a few. Komisar's success came by not having a career--at least, not in the traditional old-economy sense of the word. He realized there were alternatives to marching your way straight up the corporate ladder and that success in the new economy can involve a series of twists and turns. In this first-person account, Komisar describes why a nontraditional career path such as the one he unintentionally took may appeal to more businesspeople than might suspect it themselves. He tracks his professional journey along a sometimes tense, often enlightening, and ultimately prosperous course. He shares lessons learned along the way. Komisar also makes a strong business case for pursuing the passion-driven career; such a career, he says, makes supreme sense in the new economy because it's flexible and challenging--both for an individual and for the companies he chooses to work for. Subjects: Careers & career planning; Entrepreneurship; New economy; ValuesLength: 9p

406073Title: Gordon Bethune at Continental AirlinesAuthor(s): Nohria, Nitin; Mayo, Anthony J.; Benson, MarkPublication Date: 01/23/2006Revision Date: 10/27/2008Product Type: Case (Library)Abstract: A $385 million loss for the final months of fiscal year 1994 signaled Continental might go bankrupt. Could new CEO Gordon Bethune turn Continental around? Continental was in dire straits because the deregulation of the commercial airline industry in 1978 ushered in a new era focused on mergers and acquisitions and bitter employee-management relations. Venerable airline brands with a commitment to quality, like Continental, were prime takeover targets. After Texas Air Chairman Frank Lorenzo (HBS 1963) secured Continental in his hostile takeover bid, tensions escalated between Lorenzo and the old guard--especially when Lorenzo declared Continental bankrupt in the fall of 1983 and then fired and replaced half his staff with cheaper nonunion labor. In October 1994, five months after Continental exited its second bankruptcy, Bethune was elevated to CEO and created a Go Forward Plan to return Continental to profitability. Two years after unveiling the Go Forward Plan, Continental was at the



top of the industry in a number of important performance metrics.Geographic Setting: Global; Texas; United States; United States, WesternIndustry Setting: Airline industryNumber of Employees: 37,800Gross Revenues: $385 million revenue lossSubjects: NO SUBJECTS(KEYWORDS)Length: 35pSupplementary Materials: Teaching Note, (408071), 10p, by Anthony J. MayoYear New: 2006

U0310FTitle: Got Game: The Next IdeasAuthor(s): Gary, LorenPublication Date: 10/01/2003Product Type: Harvard Management Update ArticleAbstract: An invisible generation gap separates Americans under 35 years old from those who are older. The differentiator between the two groups is not age or some watershed historical event--rather, it's experience with video and online games. And that experience, researchers are finding, can powerfully affect how people work.Subjects: Human behavior; Organizational behaviorLength: 1pList Price: $4.50

B0501ATitle: Govern to Make Strategy a Continual ProcessAuthor(s): Norton, David P.; Russell, Randall H.Publication Date: 01/15/2005Product Type: Balanced Scorecard Report ArticleAbstract: Governing to make strategy a continual process: it's the essence of becoming a Strategy-Focused Organization. In The Strategy-Focused Organizations, Kaplan and Norton outline two important management processes that, together, encompass the fifth SFO principle: planning and budgeting, and feedback and learning. In the three years since the book's publication, Balanced Scorecard Collaborative research has uncovered seven management processes essential to making strategy a continual process. Read the article to find out more.Subjects: Balanced scorecard; Process innovation; Strategy formulation; Strategy implementationLength: 5pList Price: $9.50Year New: 2005

449XCDTitle: Governance Beyond the Board

Room: Assessing Risk and Assuring Compliance Throughout Your Organization, A Harvard Business School Publishing Virtual Seminar CD, Single UserAuthor(s): Paine, Lynn Sharp; Schrage, ElliotPublication Date: 11/19/2003Product Type: Conference AudioAbstract: A Harvard Business School Publishing virtual seminar CD, recorded Wednesday, November 19, 2003. Featuring Lynn Sharp Paine, Harvard Business School professor and author of Value Shift: Why Companies Must Merge Social and Financial Imperatives to Achieve Superior Performance, and Elliot Schrage, Council of Foreign Relations Fellow and former senior vice-president of Global Relations, Gap Stores, Inc. In this 90-minute, interactive presentation, Paine and Schrage explore the complexities that face organizations and their managers today. They delve into the perils of "inadvertent" institutional risk that may result from the uninformed actions of a well-meaning manager in the far reaches of a global organization. They look at Sarbanes-Oxley and other specific regulations as well as the more general benefits of creating a value-centered corporate culture. Volume discounts and site license pricing are also available. For information, call 1-800-795-5200. Outside the United States and Canada, call 617-783-7888.Subjects: Corporate culture; Corporate governance; Regulation; Risk; Strategy implementation; ValuesLength: 90 minList Price: $129.00NEW

98107Title: Governing the Family-Owned Enterprise: An Interview with Finland's Krister AhlstromAuthor(s): Ahlstrom, Krister; Magretta, JoanPublication Date: 01/01/1998Product Type: Harvard Business Review ArticleAbstract: The CEO of one of Europe's pre-eminent family-owned companies discusses how he lead the Ahlstrom Corp. as well as his own family through a major transformation. In order to reposition the company for global competition, Krister Ahlstrom discovered that he had to lead the owning family (of 200 people) to a new understanding of its relationship to the company. In this interview with HBR editor-at-large Joan Magretta, Krister Ahlstrom describes the changes that now allow the family to interact effectively with the company as enlightened--not passive--owners. And

the family developed several governance and communication mechanisms to support that role: a Family Council, a Family Assembly, formal training for the family's next generation, and a written document of values and policies that functions like a constitution.Subjects: Board of directors; Corporate governance; Family owned businesses; Holding companies; Interviews; Leadership; Stockholders; Succession planningLength: 12p

498002Title: Graffs (A)Author(s): Sloane, Carl S.; Rogers, Gregory C.Publication Date: 07/09/1997Product Type: Case (Field)Abstract: Examines dual-career issues and conflicts between spouses' career objectives, personal values, and life structures. It does so by a in-depth examination of the lives and careers of a professional couple (a successful entrepreneur and a lawyer), choice points in their individual and shared lives, and their adult development needs.Geographic Setting: San Francisco, CAIndustry Setting: Legal servicesSubjects: Careers & career planning; Human behavior; Organizational behavior; WomenLength: 17pSupplementary Materials: Supplement (Field), (498003), 4p, by Carl S. Sloane, Gregory C. Rogers; Supplement (Field), (498004), 4p, by Carl S. Sloane, Gregory C. Rogers

498003Title: Graffs (B)Author(s): Sloane, Carl S.; Rogers, Gregory C.Publication Date: 07/09/1997Product Type: Supplement (Field)Abstract: Supplements the (A) case. Must be used with: (498002) Graffs (A).Subjects: Careers & career planning; Human behavior; Organizational behavior; WomenLength: 4p

498004Title: Graffs (C)Author(s): Sloane, Carl S.; Rogers, Gregory C.Publication Date: 07/09/1997Product Type: Supplement (Field)Abstract: Supplements the (A) case. Must be used with: (498002) Graffs (A).Subjects: Careers & career planning; Human behavior; Organizational behavior; WomenLength: 4p



498031Title: The Graham Family and the Washington Post Co.Author(s): Barnes, Louis B.Publication Date: 10/31/1997Revision Date: 07/01/1998Product Type: Case (Field)Abstract: The Washington Post is now headed up by its fourth family member in three generations. The Graham family has somehow transcended the problems and pitfalls that overtake so many family-owned and operated businesses.Geographic Setting: District of ColumbiaIndustry Setting: NewspaperGross Revenues: $1.85 billion revenuesSubjects: Family owned businesses; Leadership; Newspapers; Performance effectiveness; Succession planning; WomenLength: 12pSupplementary Materials: Case Video, (498502), 20 min, by Louis B. Barnes, John A. Davis

U0405ATitle: Great Expectations: The Key to Great PerformanceAuthor(s): Johnson, Lauren KellerPublication Date: 05/01/2004Product Type: Harvard Management Update ArticleAbstract: It all sounds so sensible: expect the best from your employees, and they'll give you their best in return. Yet it's not so simple. To be sure, expectations exert a powerful impact on an individual's performance. But the interplay between managerial expectations and employee performance is complex. Managers who believe they've done their job by merely defining and declaring high expectations--without involving employees in the process--will likely get the same poor results that bosses with low expectations receive. Read about the practices that experts and executives agree managers must apply to instill in employees the drive to perform their best.Subjects: Employee development; Management philosophy; Management styles; Performance effectivenessLength: 3pList Price: $4.50Year New: 2004

R0602DTitle: The Great IntimidatorsAuthor(s): Kramer, Roderick M.Publication Date: 02/01/2006Product Type: Harvard Business Review ArticleAbstract: After Disney's Michael Eisner, Miramax's Harvey Weinstein, and Hewlett-Packard's Carly Fiorina fell from

their heights of power, the business media quickly proclaimed that the reign of abrasive, intimidating leaders was over. However, it's premature to proclaim their extinction. Many great intimidators have done fine for a long time and continue to thrive. Their modus operandi runs counter to a lot of preconceptions about what it takes to be a good leader. They're rough, loud, and in your face. Their tactics include invading others' personal space, staging tantrums, keeping people guessing, and possessing an indisputable command of facts. But make no mistake--great intimidators are not your typical bullies. They're driven by vision, not by sheer ego or malice. Beneath their tough exteriors and sharp edges are some genuine, deep insights into human motivation and organizational behavior. Indeed, these leaders possess political intelligence, which can make the difference between paralysis and successful organizational change. Like socially intelligent leaders, politically intelligent leaders are adept at sizing up others, but they notice different things. Those with social intelligence assess people's strengths and figure out how to leverage them; those with political intelligence exploit people's weaknesses and insecurities. Despite all the obvious drawbacks of working under them, great intimidators often attract the best and brightest. In the author's research, some individuals reported having positive relationships with intimidating leaders--some being profoundly educational and transformational. So before we dispose of the great intimidators, we should stop to consider what we would lose.Geographic Setting: Hollywood, CAIndustry Setting: Amusement park & attraction industry; Entertainment industry; Film industrySubjects: NO SUBJECTS(KEYWORDS)Length: 11pYear New: 2006

2627BCTitle: Great Leaders Move Us: An Introduction to Resonant Leadership and Why It MattersAuthor(s): Boyatzis, Richard; McKee, AnniePublication Date: 10/27/2005Product Type: HBS Press ChapterAbstract: Leaders today face unprecedented challenges that can result in a vicious cycle of stress, pressure, sacrifice, and dissonance. This chapter describes what it takes to become a resonant leader--someone who inspires and gets results--capable of leading teams and organizations through the dangerous and shifting

terrain of an uncertain age. May be used with: (2628BC) The Leader's Challenge: Resonant Leadership; (2630BC) Dissonance Is the Default: The Leader's Struggle to Sustain Resonance; (2632BC) Waking Up to Resonance and Renewal: Charting a Path to Self-Awareness and Great Leadership; (2633BC) Intentional Change: The Leader's Journey to Renewal; (2634BC) Mindfulness: An Essential Element of Resonant Leadership; (2635BC) Hope: An Essential Element of Resonant Leadership; (2636BC) Compassion: An Essential Element of Resonant Leadership; (2638BC) "Be the Change You Wish to See in the World": Choosing to Be a Resonant Leader; (2639BC) Appendix A: Power Stress, the Sacrifice Syndrome, and the Renewal Cycle: Understanding a Holistic Approach to Leadership; (2640BC) Appendix B: Additional Exercises: Resonant Leadership.Subjects: NO SUBJECTS(KEYWORDS)Length: 15pList Price: $6.95Year New: 2007

C0104CTitle: Great Speeches: Recognizing and Honoring HeroesAuthor(s): Morgan, NickPublication Date: 04/01/2001Product Type: Harvard Management Communication Letter ArticleAbstract: President Ronald Reagan's January 28, 1986, speech to the American people on the Challenger space shuttle disaster took the form of a funeral oration. Reagan, who was scheduled to deliver his state of the nation speech that night, decided instead to speak to his country about the tragedy that had just occurred. The result was a brief and incredibly poignant speech that honored the fallen astronauts and gave the country an opportunity to grieve. And while few of us are called upon to give funeral orations, the genre is in fact similar to another form that public speakers use quite often: the introduction. This article discusses the requirements of the two genres and offers lessons from Reagan's example.Subjects: Communication; LeadershipLength: 3pList Price: $4.50

594004Title: Greater Gotham United WayAuthor(s): Greyser, Stephen A.Publication Date: 07/01/1993Revision Date: 07/21/1994Product Type: Case (Library)Abstract: The community's major umbrella charitable and social services



organization is confronted with a major issue affecting its annual fund-raising drive. The area's local union leaders group has announced its plan to boycott the campaign because the United Way's volunteer chairman is the CEO of a major area utility that is engaged in a lengthy and rancorous labor dispute with its employees. Teaching Purpose: Students must determine strategy and communications for the local United Way organization in a very public situation. Perspectives of the three major entities--the Labor Coalition, gas company, and United Way--and other stakeholders must be considered.Geographic Setting: United StatesCompany Size: largeSubjects: Management communication; Management of crises; Nonprofit organizations; Social enterprise; Social servicesLength: 2p

R0903BTitle: The Greening of PetrobrasAuthor(s): Gabrielli, Jose SergioPublication Date: 03/01/2009Product Type: Harvard Business Review ArticleAbstract: Over the past eight years Brazilian energy giant Petrobras has transformed itself from a notorious environmental offender into a global leader in sustainability. In this article the CEO, a onetime leftist activist who believes business should drive social improvement, describes how the company turned itself around. When Gabrielli took the reins, Petrobras was coming out of a tumultuous period. The state-owned monopoly had become a publicly traded corporation competing in an open market, and its operations were expanding rapidly. During this time a series of disastrous oil spills and accidents took place. In response, Philippe Reichstul, one of Gabrielli's predecessors, launched a $4 billion program for environmental and operational safety, comprising more than 4,000 projects. Under Gabrielli's stewardship, the company approached environmental performance issues in three ways: improving its own culture and operations, influencing its suppliers, and championing renewable-energy development. At the center of its strategy is a program built on a set of requirements for performance in 15 areas. Among them is the stipulation that Petrobras's managers lead by example. Environmental policy is a boardroom consideration, and the company's top managers visibly demonstrate their commitment by joining the teams that go out into the field to audit health, environmental, and safety compliance.

Promoting environmentally sound behavior outside the company is another key requirement. To this end, Petrobras is pitting the firm's thousands of Brazilian suppliers against one another in a battle to see who's greenest. The company has devised a system to measure and monitor their environmental performance--and awards contracts to the high scorers. It has also set its sights on becoming a world leader in biofuel, building a huge R&D network that stretches across Brazil and around the globeGeographic Setting: BrazilIndustry Setting: Petroleum industrySubjects: NO SUBJECTS(KEYWORDS)Length: 7p

IES149Title: Greg Dyke: Hero or Villain? The Hutton Report and the BBCAuthor(s): Daniels, Alfonso; Miller, PaddyPublication Date: 06/22/2004Revision Date: 09/10/2004Product Type: Case (Field)Publisher: IESE Business SchoolAbstract: When Greg Dyke took over at the BBC in April 2000, he was known as a charismatic leader with an impressive track record in television. His critics expressed concern about his outsider status and his lack of experience in producing the kind of high-quality service programming that had been cherished at the BBC. Outlines the steps that Dyke took to change the BBC and the events that brought about his downfall.Geographic Setting: United KingdomSubjects: NO SUBJECTS(KEYWORDS)Length: 19pSupplementary Materials: Teaching Note, (IES150), 7p, by Alfonso Daniels, Paddy MillerYear New: 2006

409003Title: Greg James at Sun Microsystems, Inc.: Managing a Global TeamAuthor(s): Comings, Alison; DeLong, Thomas J.; Beyene, TsedalPublication Date: 07/03/2008Revision Date: 10/14/2008Product Type: Case (Field)Abstract: Greg James, a global manager at Sun Microsystems, Inc., sets out to meet with his entire 43-member customer implementation team spread across India, France, the United Arab Emirates, and the United States of America to resolve a dire customer system outage as required by a service agreement. Rather than finding a swift resolution to the rapidly escalating customer situation that motivated his

trip, he finds himself facing distributed work, global collaboration, conflict and management issues that are threatening to unravel his team.Geographic Setting: France; India; United Arab Emirates; United StatesNumber of Employees: 35,000Gross Revenues: 25 billionEvent Year Start: 2007Event Year End: 2007Subjects: NO SUBJECTS(KEYWORDS)Length: 17p

405078Title: Gretta EnterprisesAuthor(s): Doyle, Linda S.Publication Date: 01/11/2005Revision Date: 07/21/2005Product Type: Case (Field)Abstract: Describes Gretchen ("Gretta") Monahan's founding and management of Gretta Enterprises, which has grown to five outlets--salons, day spas, and fashion boutiques--and $10 million in annual revenue in 10 years. Monahan's role as a television host on TLC's A Makeover Story has created significant positive publicity, but at the cost of diverting her time and attention away from her businesses. Focuses on the leadership challenges facing an entrepreneur when the enterprise grows to a point where systems, mechanisms, and controls are needed to manage the business.Geographic Setting: Boston, MAIndustry Setting: Fashion industryNumber of Employees: 100Gross Revenues: $10 million Event Year Start: 2004Event Year End: 2004Subjects: Growth management; Leadership; Management development; Management of change; Organizational design; Performance measurementLength: 11pYear New: 2005

R0510CTitle: Growing Talent as if Your Business Depended on ItAuthor(s): Cohn, Jeffrey M.; Khurana, Rakesh; Reeves, LauraPublication Date: 10/01/2005Product Type: Harvard Business Review ArticleAbstract: Traditionally, corporate boards have left leadership planning and development very much up to their CEOs and human resources departments--primarily because they don't perceive that a lack of leadership development in their companies poses the same kind of threat that accounting blunders or missed earnings do. That's a shortsighted view, the authors argue. Companies whose boards and senior



executives fail to prioritize succession planning and leadership development end up experiencing a steady attrition in talent and becoming extremely vulnerable when they have to cope with inevitable upheavals--integrating an acquired company with a different operating style and culture, for instance, or reexamining basic operating assumptions when a competitor with a leaner cost structure emerges. Firms that haven't focused on their systems for building their bench strength will probably make wrong decisions in these situations. In this article, the authors explain what makes a successful leadership development program, based on their research over the past few years with companies in a range of industries. They describe how several forward-thinking companies (Tyson Foods, Starbucks, and Mellon Financial, in particular) are implementing smart, integrated, talent development initiatives. A leadership development program should not comprise stand-alone, ad hoc activities coordinated by the human resources department, the authors say. A company's leadership development processes should align with strategic priorities. From the board of directors on down, senior executives should be deeply involved in finding and growing talent, and line managers should be evaluated and promoted expressly for their contributions to the organizationwide effort. HR should be allowed to create development tools and facilitate their use, but the business units should take responsibility for development activities, and the board should ultimately oversee the whole system.Industry Setting: Commercial banking; Financial servicesSubjects: NO SUBJECTS(KEYWORDS)Length: 10pYear New: 2005

7383SLTitle: The Growth Imperative: Mastering the Change Leadership Challenges, A Harvard Business School Publishing Virtual Seminar CD, MultiuserAuthor(s): Kotter, John P.Publication Date: 06/02/2004Product Type: Conference AudioAbstract: The Growth Imperative: Mastering the Change Leadership Challenges, featuring John P. Kotter, a Harvard Business School Publishing virtual seminar CD, recorded Wednesday, June 2, 2004. The No. 1 imperative facing organizations has changed. Over the past three years, companies typically focused on cost cutting. Now, with the economic

recovery gaining speed, the challenge is to grow--to be innovative and launch new initiatives even while maintaining cost controls and strict operating disciplines. Your success will depend on whether you--and your organization--can make the shift faster and better than your competitors. How do you best manage a major change of course for your organization? How do you get people out of their bunkers and into growth mode? How can you encourage risk-taking after reining it in during the downturn? How can you get people who already handle more than before to sign up for still greater efforts? This is change management at its most challenging and for the highest stakes. You and your organization need to master the leadership of change before the related pressures for growth and change overwhelm you. In this 90-minute presentation, Professor Kotter draws lessons from real-world examples that will equip you to understand and address your own challenges better. The emphasis is on practical, actionable advice that you can put to work right away. Your ability to lead change will be increasingly essential to your company and your career. This virtual seminar helps prepare you to meet the challenges of growth and innovation. For information regarding multiuser site licenses, call 1-800-795-5200. Outside the United States and Canada, call 617-783-7888.Subjects: Growth strategy; Innovation; Leadership; Management of changeLength: 90 minList Price: $349.00Year New: 2004

7383CDTitle: The Growth Imperative: Mastering the Change Leadership Challenges, A Harvard Business School Publishing Virtual Seminar CD, Single UserAuthor(s): Kotter, John P.Publication Date: 06/02/2004Product Type: Conference AudioAbstract: The Growth Imperative: Mastering the Change Leadership Challenges, featuring John P. Kotter, a Harvard Business School Publishing virtual seminar CD, recorded Wednesday, June 2, 2004. The No. 1 imperative facing organizations has changed. Over the past three years, companies typically focused on cost cutting. Now, with the economic recovery gaining speed, the challenge is to grow--to be innovative and launch new initiatives even while maintaining cost controls and strict operating disciplines. Your success will depend on whether you--and your organization--can make the shift faster and better than

your competitors. How do you best manage a major change of course for your organization? How do you get people out of their bunkers and into growth mode? How can you encourage risk-taking after reining it in during the downturn? How can you get people who already handle more than before to sign up for still greater efforts? This is change management at its most challenging and for the highest stakes. You and your organization need to master the leadership of change before the related pressures for growth and change overwhelm you. In this 90-minute presentation, Professor Kotter draws lessons from real-world examples that will equip you to understand and address your own challenges better. The emphasis is on practical, actionable advice that you can put to work right away. Your ability to lead change will be increasingly essential to your company and your career. This virtual seminar helps prepare you to meet the challenges of growth and innovation. Volume discounts and site license pricing are also available. For information, call 1-800-795-5200. Outside the United States and Canada, call 617-783-7888.Subjects: Growth strategy; Innovation; Leadership; Management of changeLength: 90 minList Price: $129.00Year New: 2004

7383CFTitle: The Growth Imperative: Mastering the Change Leadership Challenges, A Harvard Business School Publishing Virtual Seminar, Registration FeeAuthor(s): Kotter, John P.Publication Date: 06/02/2004Product Type: Previous ConferenceAbstract: The Growth Imperative: Mastering the Change Leadership Challenges, featuring John P. Kotter, a Harvard Business School Publishing virtual seminar, Wednesday, June 2, 2004, 12: 30-2: 00 p.m. U.S./Canadian EST, $349.00 per site. The Number One imperative facing organizations has changed. Over the past three years, companies typically focused on cost cutting. Now, with the economic recovery gaining speed, the challenge is to grow--to be innovative and launch new initiatives even while maintaining cost controls and strict operating disciplines. Your success will depend on whether you--and your organization--can make the shift faster and better than your competitors. How do you best manage a major change of course for your organization? How do you get people out of their bunkers and into growth mode? How can you encourage risk-taking after



reining it in during the downturn? This is change management at its most challenging and for the highest stakes. You and your organization need to master the leadership of change before the related pressures for growth and change overwhelm you. In this 90-minute, interactive presentation, Professor Kotter will draw lessons from real-world examples that will equip you to understand and address your own challenges better. The emphasis will be on practical, actionable advice that you can put to work right away. Professor Kotter will also take questions from the audience. Your ability to lead change will be increasingly essential to your company and your career. This virtual seminar will help prepare you to meet the challenges of growth and innovation. To register, please visit http: //www.krm.com/kotterongrowthSubjects: Growth strategy; Innovation; Leadership; Management of changeLength: 90 minList Price: $349.00Year New: 2004

405083Title: Growth and Profitability at FreseniusAuthor(s): Podolny, Joel; Dessain, Vincent; Stachowiak, Monika; Sjoman, AndersPublication Date: 06/03/2005Product Type: Case (Field)Abstract: In March 2005, Mark Schneider, CEO of Fresenius, is considering the group's strategic and organizational future. The highly decentralized 7 billion euro German health care group is active in three different business units, with the largest, FMC AG, listed separately from the parent Fresenius AG and representing the lion's share of the company's revenue and profit. A decentralized approach had let the group units grow independently over the years, and Fresenius took pride in its adaptive, entrepreneurial spirit. Schneider, however, wonders whether the decentralized approach will allow the group to continue to grow in a coordinated and cost-conscious fashion. How should he combine the company's entrepreneurial and profit-oriented culture with any latent synergies in the existing organization? Although Fresenius looks healthy at the moment, Schneider knows that the company's future is tied to improved sales and profitability.Geographic Setting: GermanyIndustry Setting: Pharmaceutical industryNumber of Employees: 68,000Gross Revenues: 7 billion euros

Event Year Start: 2005Event Year End: 2005Subjects: NO SUBJECTS(KEYWORDS)Length: 28pYear New: 2005

897118Title: Guaranty Trust Bank Plc. NigeriaAuthor(s): Barnes, Louis B.Publication Date: 01/02/1997Revision Date: 10/17/1997Product Type: Case (Field)Abstract: A new bank rose from nothing to sixth place in Nigeria by turning its back on traditional practices (corruption, bribery, political favoritism) and adopting policies of high integrity and high employee involvement. They said it couldn't be done, but it was. The question is, now what? Will high growth require new compromises?Geographic Setting: NigeriaIndustry Setting: Commercial bankingNumber of Employees: 500Gross Revenues: $26 million revenuesSubjects: Banking; Developing countries; Growth management; Growth strategy; Human behavior; Organizational development; Performance effectivenessLength: 11p

2120Title: HARVARD MANAGEMENTOR VERSION 10: : STRATEGIC THINKINGPublication Date: 03/15/2007Product Type: Harvard ManageMentorAbstract: An abstract is not available for this product.Subjects: NO SUBJECTS(KEYWORDS)Length: 0pList Price: $1,500.00

2118Title: HARVARD MANAGEMENTOR VERSION 10: PERFORMANCE MANAGEMENTPublication Date: 03/15/2007Product Type: Harvard ManageMentorAbstract: An abstract is not available for this product.Subjects: NO SUBJECTS(KEYWORDS)Length: 0pList Price: $1,500.00

2117Title: HARVARD MANAGEMENTOR VERSION 10: STRATEGY EXECUTIONPublication Date: 03/15/2007Product Type: Harvard ManageMentorAbstract: An abstract is not available for this product.

Subjects: NO SUBJECTS(KEYWORDS)Length: 0pList Price: $1,500.00

R0702ATitle: The HBR List: Breakthrough Ideas for 2007Author(s): Watts, Duncan J.; Hori, Yoshito; Dalsace, Frederic; Damay, Coralie; Dubois, David; Schrage, Michael; Hutson, Harry; Perry, Barbara; von Hippel, Eric; Stone, Linda; Mankins, Michael C.; Dijksterhuis, Ap; Eccles, Robert G.; Watson, Liv; Willis, Mike; West, Geoffrey B.; Fraser, Karen; Longman, Phillip; Glazer, Rashi; Ishikura, Yoko; Kleinfeld, Klaus; Reinhardt, Erich; Meyer, Christopher; Morris, Charles R.; Shirky, Clay; Weinberger, DavidPublication Date: 02/01/2007Product Type: Harvard Business Review ArticleAbstract: Our annual survey of ideas and trends that will make an impact on business: Duncan J. Watts contends that ordinary people, not "influentials," drive social epidemics. Yoshito Hori predicts that Japan's young entrepreneurs could outshine those in China and India. Frederic Dalsace, Coralie Damay, and David Dubois propose brands that--like Harry Potter--mature with their customers. Michael Schrage reveals the hidden value in long-forgotten equations. Harry Hutson and Barbara Perry put hope back in the executive repertoire. Eric von Hippel spotlights Denmark, where "user-centered innovation" is a national priority. Linda Stone detects a backlash against cell-phone and BlackBerry addiction. Michael C. Mankins suggests where to put all that excess cash. Ap Dijksterhuis reaffirms the value of sleeping on a decision. Robert G. Eccles, Liv Watson, and Mike Willis report on a new software standard that will make business and financial information dramatically easier to generate, aggregate, and analyze. Geoffrey B. West challenges the conventional wisdom that smaller innovation functions are more inventive. Karen Fraser warns of apparently loyal customers who are poised to bolt for ethical reasons. Phillip Longman predicts the return of large patriarchal families and their effects on marketing strategy. Rashi Glazer illustrates the sociocultural and business implications of nanotechnology. Yoko Ishikura urges global firms to "think locally." Klaus Kleinfeld and Erich Reinhardt explore the convergence of imaging technology and biotech and its enormous benefits for medical care. Christopher Meyer advises



focusing on what you want from your network before you build the platform. Charles R. Morris asserts that health care costs are falling; it's spending that's on the rise. Clay Shirky shows why open source projects succeed by failing. David Weinberger claims that accountability has morphed into superstitious "accountabalism."Industry Setting: Health care industry; Private equitySubjects: NO SUBJECTS(KEYWORDS)Length: 27pYear New: 2007

9705BNTitle: HMCL Collection on PresentationsPublication Date: 02/15/2002Product Type: Harvard Management Communication Letter CollectionAbstract: This collection of articles from the pages of Harvard Management Communication Letter contains Part I and Part II of the Managers Guide to Effective Presentations. The collection offers time-tested tips from the experts on how to minimize your discomfort and maximize your impact when giving a presentation. Part I includes the following articles: "Five Winning Ways to Begin a Presentation," "Presentations and the Ancient Greeks," "Handling Q & A: The Five Kinds of Listening," "The Twentieth Century's Greatest Speech--What Made It So Powerful?" "How to Use Good Graphics to Win Your Arguments," "Presence: How to Get It, How to Use It," "Coping with Stagefright," "Getting the Most from Presentation Software," "Ten Commandments of Presentations," "Better Brainstorming," "Broadway Meets Wall Street: Theatre Training for Better Business Presentations," and "Public Speaking According to the Experts." Part II includes the following 14 articles: "You Are the Best Visual," "How to Make Even Weak Speeches Great," "Build a Presentation that Motivates," "Are You Listening to Me?," "Know Your Audience," "Getting Over Speech Anxiety," "Are Your Presentations Inspiring?," "Presentations 101," "The Basic Presentation Checklist," "How to Deliver a Disastrous Presentation," "Avoiding Nonverbal Blunders," "Presentations that Appeal to All Your Listeners," "How to Structure a Persuasive Speech," and "How to Construct a Winning Presentation."Subjects: Communication; Communication strategy; Decision making; Interpersonal behavior; Interpersonal relations; Management communication; Public relationsList Price: $49.95

HKU418Title: HP at a Strategic Crossroad: 2005Author(s): Farhoomand, Ali; Sethi, KavitaPublication Date: 08/03/2005Product Type: Case (Field)Publisher: University of Hong KongAbstract: Examines the paradox of bringing in a charismatic leader to spearhead organizational change in a company renowned for its strong legacy and culture. On the one hand, in the face of a rapidly changing competitive environment, HP, a Silicon Valley icon, was looking to initiate an organizational transformation. On the other hand, it was a company embedded in tradition--with the charismatic Carly Fiorina having to struggle with the tensions between various organizational components, including company loyalists who opposed a change in the traditional systems, processes, structure, and culture. Also allows discussion of the strategic options available to Mark Hurd, HP's new CEO.Geographic Setting: Silicon ValleyIndustry Setting: Computer industryEvent Year Start: 2005Event Year End: 2005Subjects: NO SUBJECTS(KEYWORDS)Length: 23pSupplementary Materials: Teaching Note, (HKU419), 14p, by Ali Farhoomand, Kavita SethiYear New: 2006

403120Title: The HP-Cisco Alliance (A)Author(s): Casciaro, Tiziana; Darwall, ChristinaPublication Date: 04/16/2003Product Type: Case (Field)Abstract: In 2002, Hewlett-Packard and Cisco Systems strove to develop their long-standing partnership into a strategic alliance with increasing impact. Critical components of successful alliance implementation emerge from the analysis. Specifically, the case illuminates the links among alliance strategy, formal design of alliance structure and processes, and informal management of interpersonal dynamics where trust, perceptions, and emotions can both create and overcome formidable obstacles to effective interfirm relationships.Geographic Setting: United States; GlobalIndustry Setting: IT industryNumber of Employees: 165,000Gross Revenues: $101 billion revenuesSubjects: Information technology; Interpersonal behavior; Interpersonal relations; Organizational structure;

Partnerships; Power & influence; Strategic alliances; Strategy implementationLength: 21pSupplementary Materials: Teaching Note, (404115), 14p, by Tiziana Casciaro; Supplement (Field), (404040), 3p, by Tiziana Casciaro, Christina DarwallNEW

404040Title: The HP-Cisco Alliance (B)Author(s): Casciaro, Tiziana; Darwall, ChristinaPublication Date: 08/11/2003Product Type: Supplement (Field)Abstract: Supplements the (A) case. Must be used with: (403120) The HP-Cisco Alliance (A).Subjects: Information technology; Interpersonal behavior; Interpersonal relations; Organizational structure; Partnerships; Power & influence; Strategic alliances; Strategy implementationLength: 3pSupplementary Materials: Teaching Note, (404115), 14p, by Tiziana CasciaroYear New: 2004

B0801DTitle: HR at the Heart of Strategic Transformation: The EMC TurnaroundAuthor(s): Field, AnnePublication Date: 01/15/2008Product Type: Balanced Scorecard Report ArticleAbstract: Computer storage device maker EMC Corporation was knocked sideways by the dot-com crash. So senior managers devised a radical new strategy: transform the company from a hardware-only to a hardware, software, and computer services provider. A revamped human capital approach that included strategic job readiness was key to turning the company around. In this article, Jack Mollen, head of HR, recounts the remarkable role his team played in EMC's dramatic turnaround.Subjects: NO SUBJECTS(KEYWORDS)Length: 3pList Price: $9.50Year New: 2007

307001Title: Habitat for Humanity--EgyptAuthor(s): Wei-Skillern, Jane; Herman, KerryPublication Date: 10/03/2006Revision Date: 05/16/2007Product Type: Case (Field)Abstract: Habitat for Humanity--Egypt (HFHE), has grown in just seven years to become one of the most successful



Habitat programs worldwide. The organization is at a crossroads as it attempts to reach the ambitious goal of serving 10% of the 20 million Egyptians living in poverty by 2023, while at the same time developing the local NGO capacity to serve the remaining 90%. Since its establishment in 1989, HFHE has worked in close partnership with CEOSS, a 50-year-old NGO, and through other local, community-based organizations. This network approach diverges from the traditional Habitat model of building houses through HFH's own affiliate organizations, but enables HFHE to begin building immediately rather than wait several years to become sufficiently established to operate as an independent entity. Yousry Makar, HFHE's national director, faces several key issues. How can he ensure that as HFHE's partnership network grows, his own office and staff can sustain the network? To what extent should he seek to address the needs of the "poorest of the poor," who cannot even repay loans and therefore do not qualify as Habitat beneficiaries? How can Makar continue to innovate to achieve the greatest mission impact while maintaining funding and support for HFHE?Geographic Setting: EgyptEvent Year Start: 2006Event Year End: 2006Subjects: NO SUBJECTS(KEYWORDS)Length: 29pSupplementary Materials: Case Video, (307707), 11 min, by Jane Wei-Skillern, Kerry Herman; Case Video, DVD, (307706), 11 min, by Jane Wei-Skillern, Kerry Herman; Case Video, Streaming, (1-278-8), 11 min, by Jane Wei-Skillern, Kerry HermanYear New: 2006

307706Title: Habitat for Humanity--Egypt, Video (DVD)Author(s): Wei-Skillern, Jane; Herman, KerryPublication Date: 02/23/2007Product Type: Case Video, DVDAbstract: Habitat for Humanity--Egypt (HFHE), has grown in just seven years to become one of the most successful Habitat programs worldwide. The organization is at a crossroads as it attempts to reach the ambitious goal of serving 10% of the 20 million Egyptians living in poverty by 2023, while at the same time developing the local NGO capacity to serve the remaining 90%. Since its establishment in 1989, HFHE has worked in close partnership with CEOSS, a 50-yr-old NGO, and through other local, community-based organizations. This network approach

diverges form the traditional Habitat model of building houses through HFH's own affiliate organizations, but enables HFHE to begin building immediately rather than wait several years to become sufficiently established to operate as an independent entity. Yousry Makar, HFHE's national director, faces several key issues. How can he ensure that as HFHE's partnership network grows, his office and staff can sustain the network? To what extent should he seek to address the needs of the "poorest of the poor," who cannot even repay loans and therefore do not qualify as Habitat beneficiaries? How can Makar continue to innovate to achieve the greatest mission impact while maintain funding and support for HFHE? Must be used with: (307001) Habitat for Humanity--Egypt.Subjects: NO SUBJECTS(KEYWORDS)Length: 11 minYear New: 2007

307707Title: Habitat for Humanity--Egypt, Video (VHS)Author(s): Wei-Skillern, Jane; Herman, KerryPublication Date: 02/23/2007Product Type: Case VideoAbstract: Habitat for Humanity--Egypt (HFHE), has grown in just seven years to become one of the most successful Habitat programs worldwide. The organization is at a crossroads as it attempts to reach the ambitious goal of serving 10% of the 20 million Egyptians living in poverty by 2023, while at the same time developing the local NGO capacity to serve the remaining 90%. Since its establishment in 1989, HFHE has worked in close partnership with CEOSS, a 50-yr-old NGO, and through other local, community-based organizations. This network approach diverges form the traditional Habitat model of building houses through HFH's own affiliate organizations, but enables HFHE to begin building immediately rather than wait several years to become sufficiently established to operate as an independent entity. Yousry Makar, HFHE's national director, faces several key issues. How can he ensure that as HFHE's partnership network grows, his own office and staff can sustain the network? To what extent should he seek to address the needs of the "poorest of the poor," who cannot even repay loans and therefore do not qualify as Habitat beneficiaries? How can Makar continue to innovate to achieve the greatest mission impact while maintain funding and support for HFHE? Must be used with: (307001) Habitat for Humanity--

Egypt.Subjects: NO SUBJECTS(KEYWORDS)Length: 11 minList Price: $150.00Year New: 2007

1728Title: Habits of Highly Effective Managers, 2nd Edition (HBR Article Collection)Author(s): Bruch, Heike; Wass, Donald L.; Covey, Stephen R.; Kaplan, Robert S.; Oncken, William, Jr.; Ghoshal, SumantraPublication Date: 01/01/2007Product Type: HBR OnPoint CollectionAbstract: Just 10% of managers really move their organizations forward: They zero in on strategic goals and see them to completion; They fuel breakthrough innovations in products, services, and processes; And they tackle heavy workloads under tight time constraints. What about the remaining 90%? Short on self-awareness, they don't ask themselves the hard questions required to examine--and improve--their leadership skills. Overcommitted, they succumb to the temptation to concentrate on short-term tasks when pressure mounts. Blurring their focus even further, many accumulate "monkeys" on their backs by taking on subordinates' problems. How to ensure you're in the 10%--not the 90%? Regularly take stock of your effectiveness as a leader, rather than waiting for others to give you feedback. Rivet your attention on efforts that support your organization's long-term objectives. And throw off time-hungry monkeys. The payoff? You redirect your energy to where it exerts the biggest impact: your company's strategic priorities.Subjects: NO SUBJECTS(KEYWORDS)Length: 34pList Price: $17.95Year New: 2007

B0701BTitle: Hall of Fame Winners' Roundtable: Surviving Leadership ChangeAuthor(s): Chow, Linda H.Publication Date: 01/15/2007Product Type: Balanced Scorecard Report ArticleAbstract: It's axiomatic: a successful scorecard-led strategy transformation requires the unwavering support of top leaders. But once the transformation is accomplished, what happens when the champion-in-chief leaves the organization? Has the organization paved the way to institutionalizing its



disciplined strategy execution process? BSR invited a handful of executives from BSC Hall of Fame organizations to answer these questions.Subjects: NO SUBJECTS(KEYWORDS)Length: 3pList Price: $9.50Year New: 2007

380014Title: Hammermill Paper Co.Author(s): Raymond, Thomas J.C.; Cespedes, Frank V.; Craig, S. Lindsay; Cheesman, ThomasPublication Date: 07/01/1979Revision Date: 01/22/1995Product Type: Case (Field)Abstract: Concerns the introduction of formal planning procedures at a large, decentralized company. Asks students to consider how this new process should be introduced and communicated to those affected by the new procedures. The teaching note discusses what information about planning is relevant to this communication situation, and discusses possible ways of presenting this information to Hammermill managers.Geographic Setting: Midwestern United StatesIndustry Setting: Paper industryCompany Size: largeSubjects: Communication; Management communication; Paper industry; Planning systemsLength: 14pSupplementary Materials: Teaching Note, (380020), 3p, by Thomas J.C. Raymond, Frank V. Cespedes

C0004FTitle: Handling Conflict in TeamsPublication Date: 04/01/2000Product Type: Harvard Management Communication Letter ArticleAbstract: Interpersonal conflicts are common in today's team environment. HMCL offers some tips for recognizing and dealing with difficult personality types. Subjects: Conflict; Interpersonal relations; Personal strategy & style; TeamsLength: 2pList Price: $4.50

C9902CTitle: Handling Q&A: The Five Kinds of ListeningPublication Date: 02/01/1999Product Type: Harvard Management Communication Letter ArticleAbstract: For many speakers, the most frightening part of the presentation is the question and answer period at the end. While some thrive on the improvisatory

challenge, others fear the nightmare possibilities. The most important thing to remember is that presentations belong to their audiences. A successful Q&A session depends on good listening, a multi-level process which includes feedback, paraphrasing, clarification, empathy, and active listening. This article includes a sidebar entitled "Are you a good listener?"Subjects: Communication; Management communication; Personal strategy & styleLength: 2pList Price: $4.50

C0003ETitle: Handling the Difficult InterviewAuthor(s): Krattenmaker, Tom; Bierck, RichardPublication Date: 03/01/2000Product Type: Harvard Management Communication Letter ArticleAbstract: Sensitive media interviews are no place for an amateur. Successful interaction with journalists requires preparation, a good dose of caution and on-the-spot wiles, and possibly some coaching by a media relations professional. HMCL went to media relations professionals for guidelines on handling the difficult media interview. Includes a sidebar entitled "How to Handle a Media Crisis," which explores Coca-Cola's mishandling of a recent media crisis.Subjects: Communication; Interviews; Public relationsLength: 4pList Price: $4.50

898009Title: HansaBank AGAuthor(s): Barnes, Louis B.Publication Date: 10/31/1997Revision Date: 03/23/1998Product Type: Case (Field)Abstract: The top management of a prestigious German bank is trying to understand why it has failed to develop the next generation of management.Geographic Setting: GermanyIndustry Setting: Banking industryNumber of Employees: 4,000Subjects: Banking; Germany; Human behavior; Leadership; Management development; Management performance; Organizational behavior; Performance effectivenessLength: 6p

R0510GTitle: The Hard Side of Change ManagementAuthor(s): Sirkin, Harold L.; Keenan, Perry; Jackson, AlanPublication Date: 10/01/2005Product Type: Harvard Business

Review ArticleAbstract: Everyone agrees that managing change is tough, but few can agree on how to do it. Most experts are obsessed with "soft" issues, such as culture and motivation but, say the authors, focusing on these issues alone won't bring about change. Companies also need to consider the hard factors--like the time it takes to complete a change initiative, the number of people required to execute it, and so forth. When the authors studied change initiatives at 225 companies, they found a consistent correlation between the outcomes of change programs (success vs. failure) and four hard factors, which they called DICE: project duration, particularly the time between project reviews; integrity of performance, or the capabilities of project teams; the level of commitment of senior executives and staff; and the additional effort required of employees directly affected by the change. The DICE framework is a simple formula for calculating how well a company is implementing, or will be able to implement, its change initiatives. The framework comprises a set of simple questions that help executives score their projects on each of the four factors; the lower the score, the more likely the project will succeed. Companies can use DICE assessments to force conversations about projects, to gauge whether projects are on track or in trouble, and to manage project portfolios. The authors have used these four factors to predict the outcomes and guide the execution of more than 1,000 change management programs worldwide. Not only has the correlation held, but no other factors (or combination of factors) have predicted outcomes as successfully.Geographic Setting: Australia; Melanesia; New ZealandIndustry Setting: Banking industry; Beverage industry; Biotechnology industry; Hospital industry; Manufacturing industries; Telecommunications industrySubjects: NO SUBJECTS(KEYWORDS)Length: 13pYear New: 2005

1916Title: The Hard Side of Change Management (HBR OnPoint Enhanced Edition)Author(s): Sirkin, Harold L.; Keenan, Perry; Jackson, AlanPublication Date: 10/01/2005Product Type: HBR OnPoint ArticleAbstract: Everyone agrees that managing change is tough, but few can agree on how to do it. Most experts are



obsessed with "soft" issues, such as culture and motivation but, say the authors, focusing on these issues alone won't bring about change. Companies also need to consider the hard factors--like the time it takes to complete a change initiative, the number of people required to execute it, and so forth. When the authors studied change initiatives at 225 companies, they found a consistent correlation between the outcomes of change programs (success vs. failure) and four hard factors, which they called DICE: project duration, particularly the time between project reviews; integrity of performance, or the capabilities of project teams; the level of commitment of senior executives and staff; and the additional effort required of employees directly affected by the change. The DICE framework is a simple formula for calculating how well a company is implementing, or will be able to implement, its change initiatives. The framework comprises a set of simple questions that help executives score their projects on each of the four factors; the lower the score, the more likely the project will succeed. Companies can use DICE assessments to force conversations about projects, to gauge whether projects are on track or in trouble, and to manage project portfolios. The authors have used these four factors to predict the outcomes and guide the execution of more than 1,000 change management programs worldwide. Not only has the correlation held, but no other factors (or combination of factors) have predicted outcomes as successfully.Subjects: NO SUBJECTS(KEYWORDS)Length: 13pList Price: $6.50Year New: 2005

91609Title: The Hard Work of Being a Soft ManagerAuthor(s): Peace, William H.Publication Date: 11/01/1991Product Type: Harvard Business Review ArticleAbstract: In the early 1980s, William Peace had to lay off 15 people at Westinghouse's threatened Synthetic Fuels Division. By handling the layoff directly with employees, Peace increased his credibility. Deliberate vulnerability and a willingness to take the heat for unpopular positions brought unexpected benefits. Soft management is no job for the fainthearted, but it makes managers more human, more credible, and more open to change.Subjects: Communication; Interpersonal relations; Labor relations; Leadership;

Management stylesLength: 5p

R0111GTitle: The Hard Work of Being a Soft Manager (HBR Classic)Author(s): Peace, William H.Publication Date: 12/01/2001Product Type: Harvard Business Review ArticleAbstract: Soft management does not mean weak management, says William Peace in this 1991 article. It means candor, openness, and vulnerability, but it also means hard choices and responsible follow-up. It means taking the heat for difficult decisions and giving unhappy subordinates chances to unburden themselves at your expense. In the early 1980s, when William Peace had to lay off 15 people at Westinghouse's threatened Synthetic Fuels Division, he insisted on meeting them in person, explaining the reasons for the layoff and giving them a chance to object, criticize, and vent their anger. In doing so, he also reassured the remaining employees that the division would not be closed immediately. His action so eased the emotional blow for those laid off that when the division got the chance to rehire some of them a few months later, every single one came back, including those who had found other jobs. Peace was emulating the general manager of another struggling Westinghouse division who had delivered a series of informational presentations to a hostile contingent of workers. The upshot of the meetings was greater credibility for the general manager, a big improvement in labor-management relations, and increased productivity and profits.Subjects: Communication; HBR Classics; Interpersonal relations; Labor relations; Leadership; Management stylesLength: 7p

830XTitle: The Hard Work of Being a Soft Manager (HBR Classic) (HBR OnPoint Enhanced Edition)Author(s): Peace, William H.Publication Date: 12/01/2001Product Type: HBR OnPoint ArticleAbstract: Soft management does not mean weak management, says William Peace in this 1991 article. It means candor, openness, and vulnerability, but it also means hard choices and responsible follow-up. It means taking the heat for difficult decisions and giving unhappy subordinates chances to unburden themselves at your expense. In the early 1980s, when William Peace had to lay off 15 people at

Westinghouse's threatened Synthetic Fuels Division, he insisted on meeting them in person, explaining the reasons for the layoff and giving them a chance to object, criticize, and vent their anger. In doing so, he also reassured the remaining employees that the division would not be closed immediately. His action so eased the emotional blow for those laid off that when the division got the chance to rehire some of them a few months later, every single one came back, including those who had found other jobs. Peace was emulating the general manager of another struggling Westinghouse division who had delivered a series of informational presentations to a hostile contingent of workers. The upshot of the meetings was greater credibility for the general manager, a big improvement in labor-management relations, and increased productivity and profits.Subjects: Communication; HBR Classics; Interpersonal relations; Labor relations; Leadership; Management stylesLength: 10pList Price: $6.50

8053CFTitle: Hardball Strategy: Are You Playing to Play or Playing to Win? A Harvard Business School Publishing Virtual SeminarPublication Date: 10/05/2005Product Type: Previous ConferenceAbstract: Hardball Strategy: Are You Playing to Play or Playing to Win?, a Harvard Business School Publishing virtual seminar single-user CD, featuring George Stalk, co-author of Hard Ball: Are You Playing to Play or Playing to Win? and author of Competing Against Time, the classic work on time-based competition. Recorded on Thursday, October 14, 2004. In the harsh playing field of business, nice guys finish last, and ruthless competitors take all. George Stalk calls for an unapologetic return to classic "hardball strategies" that give companies such a powerful advantage over rivals that competitors literally crumble or quit the game. Are you ready for a strategy so powerful and an execution-driven mind-set so relentless that your company can use it not only to gain competitive advantage, but also to achieve an industry dominance that is virtually unassailable and one that competitors might try to explain away as unfair? In the "hardball manifesto," George Stalk of the leading strategy consulting firm The Boston Consulting Group shows how hardball competitors can build or maintain an enviable competitive edge by pursuing one or more of the classic "hardball



strategies": unleash massive and overwhelming force, exploit anomalies, devastate profit sanctuaries, raise competitors' costs, and break compromises. In this 90-minute presentation, Stalk argues that hardball competitors can gain extreme competitive advantage neutralizing, marginalizing, or even destroying competitors without violating their contracts with customers or employees and without breaking the rules. He draws on real-world examples to impart practical, actionable advice that is ready to be put to work at your company. Volume discounts and site-license pricing are also available. For information, call 1-800-795-5200. Outside the United States and Canada, call 617-783-7888.Subjects: Competition; Growth strategy; Innovation; TechnologyLength: 90 minList Price: $4250.00Year New: 2005

R0310CTitle: The Harder They FallAuthor(s): Kramer, Roderick M.Publication Date: 10/01/2003Product Type: Harvard Business Review ArticleAbstract: The past decade may well be remembered as the era of the high-flying, aggressive leader. Corner-office titans like Kenneth Lay, Dennis Kozlowski, and Bernard Ebbers graced the covers of business magazines. Then scandal set in, and the stars fell to earth. In this article, social psychologist Roderick M. Kramer asks an important question: Why do so many leaders--not just in business, but also in politics, religion, and the media--display remarkable adeptness and ability while courting power, only to engage in even more remarkable bouts of folly once that power has been secured? Kramer, who has spent most of his career researching how leaders get to the top, says that the systems through which we select our leaders force executives to sacrifice the attitudes and behaviors that are essential to their survival once they have reached the top. Society has learned to consider risk taking and rule breaking as markers of good leadership. As a result, leaders come to believe that normal limits don't apply to them and that they are entitled to any spoils they can seize. The leaders who do remain grounded exhibit five common psychological and behavioral habits: They simplify their lives, remaining humble and "awfully ordinary." They shine a light on their weaknesses instead of trying to cover them up. They float trial balloons to uncover the truth and prepare for the

unexpected. They sweat the small stuff. And they reflect more, not less. May be used with: (493017) Chrysler: Iacocca's Legacy.Geographic Setting: Hollywood, CASubjects: Human behavior; Interpersonal behavior; Leadership; Management stylesLength: 12pNEW

5062Title: The Harder They Fall (HBR OnPoint Enhanced Edition)Author(s): Kramer, Roderick M.Publication Date: 10/01/2003Product Type: HBR OnPoint ArticleAbstract: The past decade may well be remembered as the era of the high-flying, aggressive leader. Corner-office titans like Kenneth Lay, Dennis Kozlowski, and Bernard Ebbers graced the covers of business magazines. Then scandal set in, and the stars fell to earth. In this article, social psychologist Roderick M. Kramer asks an important question: Why do so many leaders--not just in business, but also in politics, religion, and the media--display remarkable adeptness and ability while courting power, only to engage in even more remarkable bouts of folly once that power has been secured? Kramer, who has spent most of his career researching how leaders get to the top, says that the systems through which we select our leaders force executives to sacrifice the attitudes and behaviors that are essential to their survival once they have reached the top. Society has learned to consider risk taking and rule breaking as markers of good leadership. As a result, leaders come to believe that normal limits don't apply to them and that they are entitled to any spoils they can seize. The leaders who do remain grounded exhibit five common psychological and behavioral habits: They simplify their lives, remaining humble and "awfully ordinary." They shine a light on their weaknesses instead of trying to cover them up. They float trial balloons to uncover the truth and prepare for the unexpected. They sweat the small stuff. And they reflect more, not less.Subjects: Human behavior; Leadership; Management stylesLength: 12pList Price: $6.50NEW

F0510KTitle: The Hardest HireAuthor(s): O'Brien, Anne LimPublication Date: 10/01/2005Product Type: Harvard Business Review ArticleAbstract: If your new COO will

eventually succeed your CEO, says consultant Anne Lim O'Brien, be clear about which role you're seeking to fill.Subjects: NO SUBJECTS(KEYWORDS)Length: 1pYear New: 2005

KEL249Title: The Harilela Enterprises: An Indian Family Business in Hong KongAuthor(s): Ward, John; Mansinghka, Suren; Tran, Elyssa; Sambamurthy, BhaskarPublication Date: 01/01/2006Product Type: Case (Field)Abstract: A second-generation, multi-billion-dollar Asian family business, run for decades by six brothers, faces issues of ownership, family employment, management, leadership, governance, and succession as it transitions to the third generation of siblings and cousins.Geographic Setting: Hong KongIndustry Setting: Hotel industrySubjects: NO SUBJECTS(KEYWORDS)Length: 17pSupplementary Materials: Teaching Note, (KEL250), 12p, by John Ward, Suren Mansinghka, Elyssa Tran, Bhaskar SambamurthyYear New: 2006

R0109DTitle: Harnessing the Science of PersuasionAuthor(s): Cialdini, Robert B.Publication Date: 10/01/2001Product Type: Harvard Business Review ArticleAbstract: If leadership, at its most basic, consists of getting things done through others, then persuasion is one of the leader's essential tools. Many executives have assumed that this tool is beyond their grasp, available only to the charismatic and the eloquent. Over the past several decades, though, experimental psychologists have learned which methods reliably lead people to concede, comply, or change. Their research shows that persuasion is governed by several principles that can be taught and applied. The first principle is that people are more likely to follow someone who is similar to them than someone who is not. Wise managers, then, enlist peers to help make their cases. Second, people are more willing to cooperate with those who are not only like them but who like them, as well. So it's worth the time to uncover real similarities and offer genuine praise. Third, experiments confirm the intuitive truth that people tend to treat you the way you treat them. It's sound policy to do a favor before seeking one. Fourth,



individuals are more likely to keep promises they make voluntarily and explicitly. The message for managers here is to get commitments in writing. Fifth, studies show that people really do defer to experts. So before they attempt to exert influence, executives should take pains to establish their own expertise and not assume that it's self-evident. Finally, people want more of a commodity when it's scarce; it follows, then, that exclusive information is more persuasive than widely available data. By mastering these principles--and, the author stresses, using them judiciously and ethically--executives can learn the elusive art of capturing an audience, swaying the undecided, and converting the opposition.Subjects: Leadership; MotivationLength: 8p

7915Title: Harnessing the Science of Persuasion (HBR OnPoint Enhanced Edition)Author(s): Cialdini, Robert B.Publication Date: 10/01/2001Product Type: HBR OnPoint ArticleAbstract: If leadership, at its most basic, consists of getting things done through others, then persuasion is one of the leader's essential tools. Over the past several decades, experimental psychologists have learned which methods reliably lead people to concede, comply, or change. Their research shows that persuasion is governed by several principles that can be taught and applied. The first principle is that people are more likely to follow someone who is similar to them than someone who is not. Second, people are more willing to cooperate with those who are not only like them but who like them, as well. Third, experiments confirm the intuitive truth that people tend to treat you the way you treat them. Fourth, individuals are more likely to keep promises they make voluntarily and explicitly. Fifth, studies show that people really do defer to experts. Finally, people want more of a commodity when it's scarce; it follows, then, that exclusive information is more persuasive than widely available data.Subjects: Leadership; MotivationLength: 12pList Price: $6.50

403008Title: Harrah's Entertainment, Inc.: Rewarding Our PeopleAuthor(s): DeLong, Thomas J.; Vijayaraghavan, VineetaPublication Date: 07/23/2002Revision Date: 01/07/2003Product Type: Case (Field)

Abstract: Marilyn Winn, head of human resources at Harrah's Entertainment, must make a recommendation to the company's president and CEO about whether the existing bonus payout program is effective at motivating employees or whether it should be revised and/or replaced. A recent downturn in economic conditions led Winn to wonder whether customer service payouts were the most efficient way to make Harrah's a service-driven and customer-driven company. May be used with: (95503) Realize Your Customers' Full Profit Potential.Geographic Setting: Las Vegas, NVIndustry Setting: Entertainment industrySubjects: Customer service; Employee compensation; Human resources management; Organizational behavior; Personnel policies; Service managementLength: 16pSupplementary Materials: Teaching Note, (403155), 24p, by Thomas J. DeLong, Jaan EliasNEW

205XTitle: Harry Levinson on the Psychology of Leadership (Paperback)Author(s): Levinson, HarryPublication Date: 07/10/2006Product Type: HBR Paperback SeriesAbstract: Faster technologies, tougher competition, and an uncertain economy have made success more elusive--and the workplace environment more stressful--than ever. To keep up, employees have felt increasingly compelled to spend more of their waking hours at the office. How can individuals balance daunting career demands with personal and family needs? How can managers lead employees in a business environment where work and personalities invariably conflict? Dr. Harry Levinson, a groundbreaking medical researcher, has been exploring these difficult questions for decades. This timely Harvard Business Review book marshals more than a dozen of Levinson's most insightful writings on work-life issues. From avoiding burnout to pursuing a second career, from dealing with abrasive personalities to handling the emotional and career challenges facing middle-aged managers, Harry Levinson on the Psychology of Leadership helps managers successfully work through common and vexing human issues encountered in the workplace.Subjects: NO SUBJECTS(KEYWORDS)Length: 208pList Price: $24.95

Year New: 2006

5218ESTitle: Harvard Business Essentials: Decision Making--A Harvard Business School Press Book Summary in Partnership with getAbstractAuthor(s): School Press, Harvard BusinessPublication Date: 02/01/2005Product Type: HBS Press Book SummaryAbstract: Businesspeople make decisions daily, but few companies implement the kind of quality decision-making process that produces solid results. This Harvard Business Essentials guide introduces a five-step process for making better decisions.Subjects: NO SUBJECTS(KEYWORDS)Length: 5p

8741Title: Harvard Business Essentials: Guide to Managing Change and Transition (Paperback)Publication Date: 12/04/2002Product Type: HBS Press BookAbstract: Harvard Business Essentials are comprehensive, solution-oriented paperbacks for business readers of all levels of experience. Managing through change and crisis is difficult in any business environment, let alone one as turbulent as managers face today. This timely guide offers authoritative advice on how to recognize the need for organizational change, communicate the vision, prepare for structural change such as M&A, and address emotional responses to downsizing. With tools for managing stress levels and advice on gathering and sharing information during a transition, Managing Change and Transition is an indispensable guide for managers at any level of the organization.Subjects: Management of change; Organizational changeLength: 160pList Price: $19.95

1121Title: Harvard Business Essentials: Guide to Managing Creativity and Innovation (Paperback)Publication Date: 06/18/2003Product Type: HBS Press BookAbstract: Packed with practical information designed for business readers and managers at all levels, this essential volume offers insights on managing creativity in groups, developing creative conflict, and using technology to help foster innovation.Subjects: Conflict; Creativity; Innovation; Project management



Length: 192pList Price: $19.95NEW

5227ESTitle: Harvard Business Essentials: Managing Change and Transition--A Harvard Business School Press Book Summary in Partnership with getAbstractAuthor(s): School Press, Harvard BusinessPublication Date: 12/04/2002Product Type: HBS Press Book SummaryAbstract: Institutional change can be scary, but learning how to manage it can demystify it. This book provides immediately applicable conceptual tools, from broad theoretical frameworks to specific tables and checklists, you can use during the change process.Subjects: NO SUBJECTS(KEYWORDS)Length: 5p

4595ESTitle: Harvard Business Essentials: Managing Creativity and Innovation--A Harvard Business School Press Book Summary in Parternship with getAbstractAuthor(s): HBSP, Harvard Business School PublishiPublication Date: 06/18/2003Product Type: HBS Press Book SummaryAbstract: Packed with practical information designed for business readers and managers at all levels, this essential volume offers insights on managing creativity in groups, developing creative conflict, and using technology to help foster innovation.Subjects: NO SUBJECTS(KEYWORDS)Length: 5pYear New: 2008

631XTitle: Harvard Business Essentials: Power, Influence and Persuasion (Paperback)Publication Date: 05/03/2005Product Type: HBR Paperback SeriesAbstract: To be effective, managers have to be skilled at acquiring power and using that power to persuade others to get things done. This guide offers must-know methods for commanding attention, changing minds, and influencing decision makers up and down the organizational ladder. The Harvard Business Essentials series provides comprehensive advice, personal coaching, background information, and guidance on the most relevant topics in business. Whether you are a new manager seeking to expand your skills or a seasoned professional

looking to broaden your knowledge base, these solution-oriented books put reliable answers at your fingertips.Subjects: Leadership; Management styles; Organization; Power & influenceLength: 168pList Price: $19.95Year New: 2005

317XBNTitle: The Harvard Business Review Special Issues CollectionPublication Date: 10/26/2005Product Type: Management ProgramAbstract: Written by leading business thinkers and executives, Harvard Business Review offers cutting-edge ideas and their real-world applications in the areas of strategy, leadership, marketing, team management, and professional development. Each issue presents groundbreaking research and best practices to help individuals and organizations lead, manage, and compete more effectively. This collection includes seven issues, each focused on a specific management topic: The High-Performance Organization (July-August 2005), Managing Yourself (January 2005), Top-Line Growth (July-August 2004), Business Leadership in a Changed World (August 2003), Motivation: How to Get the Most from Your Organization (January 2003), The Innovative Enterprise (August 2002), and Breakthrough Leadership: It's Personal (December 2001). The High-Performance Organization is about the elite circle of companies where exceptional performance is an everyday event. Managing Yourself helps you understand what you value most and how you use your resources and define success. Top-Line Growth looks at the sources of sales growth and strategies to produce it, as well as how to insure that growth is profitable and how leaders can promote and sustain it. Business Leadership in a Changed World reveals the new risks and opportunities of doing business across borders. Motivating People: How to Get the Most from Your Organization provides a fresh look at the use (and abuse) of the most powerful tools for inspiring and guiding complex organizations. The Innovative Enterprise demystifies corporate innovation--showing which managerial techniques, policies, and practices set companies with great and profitable ideas apart from the rest. Breakthrough Leadership: It's Personal looks at business leadership from all angles concluding that: Great leadership is an intensely personal process that places extraordinary demands on the time, energy, and intellectual capacities of those who would lead.

Subjects: NO SUBJECTS(KEYWORDS)List Price: $99.00Year New: 2005

3900BNTitle: The Harvard Business Review Special Issues CollectionPublication Date: 01/09/2006Product Type: Management ProgramAbstract: This collection includes eight special issues of HBR, each focused on a management topic: Decision Making (January 2006), The High-Performance Organization (July-August 2005), Managing Yourself (January 2005), Top-Line Growth (July-August 2004), Business Leadership in a Changed World (August 2003), Motivation: How to Get the Most from Your Organization (January 2003), The Innovative Enterprise (August 2002), and Breakthrough Leadership: It's Personal (December 2001). Decision Making offers clear frameworks for making better, faster, and smarter decisions. The High-Performance Organization is about the elite circle of companies where exceptional performance is an everyday event. Managing Yourself helps you understand what you value most and how you use your resources and define success. Top-Line Growth takes a comprehensive look at the sources of sales growth, including strategies to produce growth and ensure that it is profitable, and how leaders can promote and sustain it. Business Leadership in a Changed World looks at the risks and opportunities of doing business across borders. Motivation: How to Get the Most from Your Organization provides managers with insights into the mysteries of motivation, taking a fresh look at the use (and abuse) of some of the most powerful tools for inspiring and guiding complex organizations. The Innovative Enterprise demystifies corporate innovation--revealing managerial techniques, policies, and practices used by companies that consistently develop great and profitable ideas. Breakthrough Leadership: It's Personal examines business leadership from all angles, reaching the conclusion that great leadership is an intensely personal process that places extraordinary demands on the time, energy, and intellectual capacities of those who would lead.Subjects: NO SUBJECTS(KEYWORDS)List Price: $115.00Year New: 2006

1296Title: Harvard Business Review on Becoming a High Performance Manager



(Paperback)Publication Date: 01/06/2003Product Type: HBS Press BookAbstract: With offerings ranging from the timeless classic Management Time: Who's Got the Monkey? to innovative new thinking, this book provides busy managers with strategies for everything from stress management to effective scheduling to communication and people skills. Articles include: Management Time: Who's Got the Monkey? by William Oncken, Jr. and Donald L. Wass; Beware the Busy Manager by Heike Bruch and Sumantra Ghoshal; What Effective General Managers Really Do by John P. Kotter; The Making of the Corporate Athlete by Jim Loehr and Tony Schwartz; Managers Can Avoid Wasting Time by Ronald Ashkenas and Robert Schaffer; All in a Day's Work by Harris Collingwood and Julia Kirby; The Very Real Dangers of Executive Coaching by Steven Berglas; and Saving Your Rookie Managers from Themselves by Carol A. Walker.Subjects: Communication; Innovation; Leadership; Managers; SchedulingLength: 192pList Price: $22.00NEW

2109Title: Harvard Business Review on Bringing Your Whole Self to WorkAuthor(s): HBRPublication Date: 01/01/2008Product Type: HBS Press BookAbstract: You're making a living. But are you having a life? If not, you're putting yourself at risk for burnout--and your company at risk for lowered performance from you and your team. To stay productive on the job, you need to bring your whole self to work--balancing professional and personal commitments and safeguarding your emotional, physical, and psychological health. This latest volume in the Harvard Business Review paperback series gives you the insights, tools, and practices you need to do all that. Authored by experts including Edward Hallowell, Herbert Benson, Daniel Goleman, and Manfred F.R. Kets de Vries, the selections in this volume show you how to: Avoid "attention deficit trait"--an increasingly common, destructive response to today's hyperkinetic business environment; Use face-to-face interactions to activate the brain chemistry that drives emotional well-being at work; Activate the "performance pyramid" to nurture your body, emotions, mind, and spirit and achieve peak productivity on the job; Combat harmful levels of work-related stress; Improve the quality of your sleep; Understand and manage the

emotional forces that affect your decisions; Apply emotional intelligence principles to enhance your team's or company's mood; and Understand and mitigate the impact of the "neurotic impostor" syndrome--a condition afflicting more and more high performers. Concise and compelling, "Harvard Business Review on Bringing Your Whole Self to Work" is every manager's must-have resource for staying productive and healthy on the job.Subjects: NO SUBJECTS(KEYWORDS)Length: 204pList Price: $22.00Year New: 2007

2721Title: Harvard Business Review on Building Personal and Organizational Resilience (Paperback)Publication Date: 07/08/2003Product Type: HBS Press BookAbstract: Why do some people bounce back from life's hardships whereas others despair? This collection of articles looks at the nature of individual and organizational resilience, an issue that has gained special urgency in today's unstable world environment. In the business arena, resilience has found its way onto the list of qualities sought in employees. This collection provides readers with the ability to solve problems without the usual or obvious tools and prepares them to improvise rapid responses to crisis.Subjects: Crisis management; Organizational change; Organizational development; Personal strategy & style; ReorganizationLength: 208pList Price: $19.95NEW

2870Title: Harvard Business Review on Developing High-Potential LeadersAuthor(s): HBSP, Harvard Business School PublishiPublication Date: 09/01/2009Product Type: HBS Press BookAbstract: Many companies do not provide their managers with adequate development programs, failing to recognize how often new managers can become overwhelmed. How can you prevent your most promising employees from being derailed? Should you schedule more coaching or training--or is it simply too soon to promote an employee to the next level? In a world of intensifying talent wars, companies that can develop high-potential leaders throughout their ranks stand the best chance of consistently trouncing rivals.

As a manager, you play a crucial role in cultivating leadership skills in your own teams. In this book, you'll find a wealth of strategies for fulfilling this key responsibility, such as: When to promote a rising star to management--and why promoting too early can jeopardize a star's career and your company; How to help newly minted team leaders avoid the classic errors that trip up beginners; The predictable stages leaders must go through to master the job of heading a new business or large division; and Ways to tailor your development strategies to four types of leaders-in-training. This collection of HBR articles provides a range of advice on the best ways for companies to keep their next generation of leaders on the right track.Subjects: NO SUBJECTS(KEYWORDS)Length: 224pList Price: $22.00Year New: 2006

5003Title: Harvard Business Review on Developing Leaders (Paperback)Publication Date: 01/08/2004Product Type: HBS Press BookAbstract: Most organizations struggle with the question of leadership. How do you identify leaders in the making? How do you train them, taking into account their unique strengths and weaknesses? This collection of articles examines the ways in which managers and executives develop as leaders and then helps readers apply successful tactics in real-life settings. Using innovative as well as time-honored approaches, Harvard Business Review on Developing Leaders guides readers through the challenges of leadership development.Subjects: Employee development; Leadership; Management development; Personnel managementLength: 208pList Price: $19.95Year New: 2004

8834Title: Harvard Business Review on Leadership (Paperback)Publication Date: 08/07/1998Product Type: HBS Press BookAbstract: The Harvard Business Review paperback series is designed to bring today's managers and professionals the fundamental information they need to stay competitive in a fast-moving world. Here are the landmark ideas that have established the Harvard Business Review as required reading for ambitious business people in organizations around the globe. Harvard Business Review on Leadership gathers together eight of the



Harvard Business Review's most influential articles on leadership, challenging many long-held assumptions about the true sources of power and authority. Articles include: The Manager's Job: Folklore and Fact by Henry Mintzberg; What Leaders Really Do by John P. Kotter; Managers and Leaders: Are They Different? by Abraham Zaleznik; The Discipline of Building Character by Joseph L. Badaracco, Jr.; The Ways Chief Executive Officers Lead by Charles M. Farkas and Suzy Wetlaufer; The Human Side of Management by Thomas A. Teal; The Work of Leadership by Ronald A. Heifetz and Donald L. Laurie; and Whatever Happened to the Take-Charge Manager? by Nitin Nohria and James D. Berkeley.Subjects: Leadership; Management philosophy; Managers; Power & influence; Superior & subordinateLength: 240pList Price: $22.00

5011Title: Harvard Business Review on Leadership in a Changed World (Paperback)Publication Date: 01/08/2004Product Type: HBS Press BookAbstract: What does it take to be a leader in a global economy? In the face of the current worldwide economic slump and recent international upheaval, this question has become increasingly difficult to answer. This volume explores the role of leadership in light of globalization and changing economies. With the help of renowned experts like Rosabeth Moss Kanter and C. K. Prahalad, readers learn how to be strong leaders in an unpredictable world.Subjects: Globalization; LeadershipLength: 208pList Price: $19.95Year New: 2004

2807Title: Harvard Business Review on Leading Through Change (Paperback)Author(s): School Press, Harvard BusinessPublication Date: 10/05/2006Product Type: HBR Paperback SeriesAbstract: Seventy percent of all change initiatives fail. Yours won't have to--when you apply the practices provided in HBR on Leading Through Change. In this vital new resource, today's leading thinkers offer suggestions for articulating a compelling vision of an organization's future, overcoming employee resistance to change, and surmounting other challenges that come with leading change.Subjects: NO


1806Title: Harvard Business Review on Leading in Turbulent Times (Paperback)Publication Date: 02/06/2003Product Type: HBS Press BookAbstract: This collection includes articles on how to lead in a downturn economy, strategies for overcoming a growth crisis, staying resilient through difficult periods, and more. Articles include: Moving Upward in a Downturn by Darrell Rigby; The Growth Crisis--and How to Escape It by Adrian Slywotzky and Richard Wise; After the Layoffs, What Next? by Suzy Wetlaufer; How Resilience Works by Diane Coutu; The Trouble I've Seen by David James; Cutting Costs Without Drawing Blood by Tom Copeland; We Don't Need Another Hero by Joseph Badaracco; and Patching: Restitching Business Portfolios in Dynamic Markets by Kathleen Eisenhardt and Shona Brown.Subjects: Growth strategy; Leadership; Management development; VisionLength: 208pList Price: $19.95NEW

1326Title: Harvard Business Review on Motivating People (Paperback)Publication Date: 05/13/2003Product Type: HBS Press BookAbstract: Lack of motivation can lead to employee inefficiency and low productivity--not to mention a higher turnover rate. This evergreen collection of Harvard Business Review articles will help managers in struggling companies retain their key workers and create happy working environments. This timeless volume features new and classic articles on leadership, inspiration, compensation, performance measurement, and more. Articles include: HBR on Motivating People; Beyond Empowerment: Building a Company of Citizens by Brook Manville and Josiah Ober; How to Motivate Your Problem People by Nigel Nicholson; One More Time: How Do You Motivate Employees? by Frederick Herzberg; Management by Whose Objectives? by Harry Levinson; Power Is the Great Motivator by David C. McClelland and David H. Burnham; The Best-Laid Incentive Plans by Steve Kerr; Moving Mountains by Bronwyn Fryer; and Pygmalion in Management by J. Sterling Livingston.Subjects: Compensation; Leadership; Managerial skills; Motivation;

Performance effectiveness; Performance measurementLength: 224pList Price: $19.95NEW

6153Title: Harvard Business Review on Organizational Learning (Paperback)Publication Date: 05/04/2001Product Type: HBS Press BookAbstract: Managers often find it difficult to keep up with the multitude of factors that impact learning and knowledge management in business. This helpful volume analyzes these factors, details better practices for organizational learning, and offers strategies on how to control and manage a company's knowledge to its fullest potential. The Harvard Business Review Paperback Series is designed to bring today's managers and professionals the fundamental information they need to stay competitive in a fast-moving world. Here are the landmark ideas that have established the Harvard Business Review as required reading for ambitious business people in organizations around the globe. Contents: Communities of Practice: The Organizational Frontier by Etienne C. Wenger and William M. Snyder; The Smart-Talk Trap by Jeffrey Pfeffer and Robert I. Sutton; Balancing Act: How to Capture Knowledge Without Killing It by John Seely Brown and Paul Duguid; What's Your Strategy for Managing Knowledge? by Morten T. Hansen, Nitin Nohria, and Thomas Tierney; Good Communication That Blocks Learning by Chris Argyris; Coevolving: At Last, a Way to Make Synergies Work by Kathleen Eisenhardt and D. Charles Galunic; Organigraphs: Drawing How Companies Really Work by Henry Mintzberg and Ludo Van der Heyden; and Stop Fighting Fires by Roger Bohn.Subjects: Communication in organizations; Knowledge management; Organizational learningLength: 208pList Price: $19.95

2294Title: Harvard Business Review on Talent Management (Paperback)Author(s): HBRPublication Date: 02/19/2008Product Type: HBS Press BookAbstract: If great talent is hard to find, it's even harder to keep. In today's competitive world, you need the best and the brightest on your team in order to stay ahead of the game. If you lose your key talent, you may find that you're also losing out on crucial business opportunities. This valuable collection



offers insights and strategies to make sure you recognize--and retain--your company's vital talent. Each article in "Harvard Business Review on Talent Management" will give you the tools you need to help your most important people stay motivated, happy, and productive--and part of your company.Subjects: NO SUBJECTS(KEYWORDS)Length: 224pList Price: $22.00Year New: 2008

502XTitle: Harvard Business Review on Teams That Succeed (Paperback)Publication Date: 01/09/2004Product Type: HBS Press BookAbstract: Managers at all levels strive to develop effective teams while avoiding the pitfalls so common in team management. This invaluable collection of articles explores teamwork from a variety of angles, including emotional intelligence, creativity, and decision making. Every reader will gain insight on how to create and manage teams that work efficiently, effectively, and collaboratively.Subjects: Creativity; Decision making; Group dynamics; Organizational behavior; TeamsLength: 208pList Price: $19.95Year New: 2004

6374Title: Harvard Business Review on What Makes a Leader (Paperback)Publication Date: 09/25/2001Product Type: HBS Press BookAbstract: The latest thinking in the field of leadership is collected in this volume. With all-new articles published in the last three years and two articles from leadership guru Daniel Goleman, this collection is a must have for CEOs and top level managers. The volume also pays special attention to leadership succession issues. The Harvard Business Review Paperback Series is designed to bring today's managers and professionals the fundamental information they need to stay competitive in a fast-moving world. Here are the landmark ideas that have established the Harvard Business Review as required reading for ambitious business people in organizations around the globe. Contents include: What Makes a Leader? by Daniel Goleman; Narcissistic Leaders: The Incredible Pros, the Inevitable Cons by Michael Maccoby; Leadership That Gets Results by Daniel Goleman; Getting the Attention You Need by Thomas H.

Davenport and John C. Beck; The Successor's Dilemma by Dan Ciampa and Michael Watkins; The Rise and Fall of the J. Peterman Co. by John Peterman; and Why Should Anyone Be Led by You? by Robert Goffee and Gareth Jones.Subjects: Entrepreneurship; Leadership; Succession planningLength: 224pList Price: $19.95

2785Title: Harvard Business Review on the High-Performance Organization (Paperback)Author(s): School Press, Harvard BusinessPublication Date: 08/03/2006Product Type: HBR Paperback SeriesAbstract: To drive top-notch organizational performance, managers in every industry must execute strategy effectively, learn from mistakes in real time, and leverage the power of team collaboration and creativity. This vital anthology offers a selection of the best thinking on enhancing performance in a wide range of enterprises. The series brings today's managers and professionals the fundamental information they need to stay competitive in a fast-moving world. From the preeminent thinkers whose work has defined an entire field to the rising stars who will redefine the way we think about business, here are the leading minds and landmark ideas that have established the Harvard Business Review as required reading for ambitious businesspeople in organizations around the globe.Subjects: NO SUBJECTS(KEYWORDS)Length: 224pList Price: $19.95Year New: 2006

130XTitle: Harvard Business Review on the Innovative Enterprise (Paperback)Publication Date: 02/06/2003Product Type: HBS Press BookAbstract: It's not enough simply to come up with great ideas--ultimately, companies must turn those ideas into profits. This valuable collection is full of tried and true specific managerial techniques, processes, and policies that set apart innovative leaders from their less successful competitors. Articles include: Creativity Under the Gun by Teresa M. Amabile, Constance N. Hadley, and Steven J. Kramer; Tough-Minded Ways to Get Innovative by Andrall E. Pearson; Breaking Out of the Innovation Box by John D. Wolpert; The Sputtering R&D Machine by Martha

Craumer; Inspiring Innovation by Ellen Peebles; The Discipline of Innovation by Peter F. Drucker; Research That Reinvents the Corporation by John Seely Brown; and Creativity Is Not Enough by Theodore Levitt.Subjects: Innovation; Leadership; Managerial skillsLength: 224pList Price: $19.95NEW

6409Title: Harvard Business Review on the Mind of the Leader (Paperback)Publication Date: 01/31/2005Product Type: HBR Paperback SeriesAbstract: How do leaders view themselves? What thought processes govern their actions? In this insightful book, renowned leadership experts, including Warren Bennis and Daniel Goleman, probe the fascinating psychology of leadership. From the impact of narcissism on leaders' effectiveness to the crises and challenges that each stage of leadership brings, this book helps leaders gain a deeper understanding of their complex role.Subjects: Business & society; Executives; LeadershipLength: 192pList Price: $19.95Year New: 2005

2499Title: Harvard Business Review on the Persuasive LeaderAuthor(s): School Press, Harvard BusinessPublication Date: 05/19/2008Product Type: HBS Press BookAbstract: More companies are shifting from command-and-control hierarchies to flat management structures. To get work done through others under these conditions (your central job as a manager), you need to excel at persuading others--including those over whom you have no formal authority. In this book, you'll discover techniques for honing your persuasive powers, such as: Ways to strengthen your credibility and connect emotionally with others; How to appeal to six deeply rooted human needs in crafting your proposals; How to motivate people to give their best on the job; Strategies for adapting your persuasive tactics to your listeners' decision-making styles.Subjects: NO SUBJECTS(KEYWORDS)Length: 224pList Price: $22.00Year New: 2008



1494Title: Harvard Business Review on the Tests of a Leader (Paperback)Publication Date: 07/01/2007Product Type: HBS Press BookAbstract: For years, the best source for management thinking has been the Harvard Business Review. This book pulls from the best HBR articles to help leaders rise to the tests they face on a daily basis. If you want to navigate through muddy business waters, overcome difficult hurdles, and thrive in this modern world of business, read "Harvard Business Review on the Tests of a Leader."Subjects: NO SUBJECTS(KEYWORDS)Length: 204pList Price: $19.95Year New: 2007

BR0704Title: Harvard Business Review, April 2007Author(s): HBRPublication Date: 04/01/2007Product Type: Harvard Business Review ArticleAbstract: Harvard Business Review publishes new and authoritative ideas for improving the practice of management. Written by leading business thinkers and executives, HBR gives readers a first look at cutting-edge ideas and their real-world applications in areas like strategy, leadership, marketing, team management, and professional development. Each monthly issue presents groundbreaking research, analysis of the forces shaping the business agenda, and proven best practices designed to help individuals and organizations lead, manage, and compete more effectively and with greater purpose. The April 2007 issue features: "What Your Leader Expects of You," "Finding Your Next Core Business," "Promise-Based Management: The Essence of Execution," "The Leadership Team: Complementary Strengths or Conflicting Agendas?," and "Avoiding Integrity Land Mines."Subjects: NO SUBJECTS(KEYWORDS)Length: 0pYear New: 2007

BR0902Title: Harvard Business Review, February 2009Author(s): HBRPublication Date: 02/01/2009Product Type: HBR IssueAbstract: Harvard Business Review publishes new and authoritative ideas for improving the practice of management.

Written by leading business thinkers and executives, HBR gives readers a first look at cutting-edge ideas and their real-world applications in areas like strategy, leadership, marketing, team management, and professional development. Each monthly issue presents groundbreaking research, analysis of the forces shaping the business agenda, and proven best practices designed to help individuals and organizations lead, manage, and compete more effectively and with greater purpose. The February 2009 issue features the following articles: "Seize Advantage in a Downturn," "Why Good Leaders Make Bad Decisions," "How to Design Smart Business Experiments," and "How to Thrive in Turbulent Markets."Subjects: NO SUBJECTS(KEYWORDS)Length: 140pList Price: $16.95

BR0701Title: Harvard Business Review, January 2007Author(s): HBRPublication Date: 01/01/2007Product Type: HBR IssueAbstract: The January 2007 issue features: "Becoming the Boss," "Courage as a Skill," "The CEO's Second Act," "Firing Back: How Great Leaders Rebound After Career Disasters," and "What to Ask the Person in the Mirror."Subjects: NO SUBJECTS(KEYWORDS)List Price: $16.95Year New: 2007

BR0901Title: Harvard Business Review, January 2009Author(s): HBRPublication Date: 01/01/2009Product Type: HBR IssueAbstract: Harvard Business Review publishes new and authoritative ideas for improving the practice of management. Written by leading business thinkers and executives, HBR gives readers a first look at cutting-edge ideas and their real-world applications in areas like strategy, leadership, marketing, team management, and professional development. Each monthly issue presents groundbreaking research, analysis of the forces shaping the business agenda, and proven best practices designed to help individuals and organizations lead, manage, and compete more effectively and with greater purpose. The January 2009 HBR is a special issue entitled "Transforming Leaders." It features the following

articles: "Picking the Right Transition Strategy," "The Quick Wins Paradox," "Women and the Vision Thing," "How Not to Lose the Top Job," and "The Last Act of a Great CEO."Subjects: NO SUBJECTS(KEYWORDS)Length: 120pList Price: $16.95

BR0807Title: Harvard Business Review, July-August 2008Author(s): HBRPublication Date: 07/01/2008Product Type: HBR IssueAbstract: Harvard Business Review publishes new and authoritative ideas for improving the practice of management. Written by leading business thinkers and executives, HBR gives readers a first look at cutting-edge ideas and their real-world applications in areas like strategy, leadership, marketing, team management, and professional development. Each monthly issue presents groundbreaking research, analysis of the forces shaping the business agenda, and proven best practices designed to help individuals and organizations lead, manage, and compete more effectively and with greater purpose. The July-August 2008 issue is a special HBS Centenary Edition. It features the following articles: "The Uncompromising Leader," "The Competitive Imperative of Learning, " "Finding a Higher Gear," "Employee Motivation: A Powerful New Model," "Should You Invest in the Long Tail?," "Investing in the IT That Makes a Competitive Difference," and "The Finance Function in a Global Corporation."Subjects: NO SUBJECTS(KEYWORDS)Length: 164pList Price: $16.95Year New: 2008

BR0706Title: Harvard Business Review, June 2007Author(s): HBRPublication Date: 06/01/2007Product Type: Harvard Business Review ArticleAbstract: Harvard Business Review publishes new and authoritative ideas for improving the practice of management. Written by leading business thinkers and executives, HBR gives readers a first look at cutting-edge ideas and their real-world applications in areas like strategy, leadership, marketing, team management, and professional development. Each monthly issue presents groundbreaking research,



analysis of the forces shaping the business agenda, and proven best practices designed to help individuals and organizations lead, manage, and compete more effectively and with greater purpose. The June 2007 issue features: "How Successful Leaders Think," "Make Your Company a Talent Factory," "Companies and the Customers Who Hate Them," "Scorched Earth: Will Environmental Risks in China Overwhelm Its Opportunities?," and "The New Deal at the Top."Subjects: NO SUBJECTS(KEYWORDS)Length: 0pYear New: 2007

BR0806Title: Harvard Business Review, June 2008Author(s): HBRPublication Date: 06/01/2008Product Type: HBR IssueAbstract: Harvard Business Review publishes new and authoritative ideas for improving the practice of management. Written by leading business thinkers and executives, HBR gives readers a first look at cutting-edge ideas and their real-world applications in areas like strategy, leadership, marketing, team management, and professional development. Each monthly issue presents groundbreaking research, analysis of the forces shaping the business agenda, and proven best practices designed to help individuals and organizations lead, manage, and compete more effectively and with greater purpose. The June 2008 issue features: "The Secrets to Successful Strategy Execution," "The Next Revolution in Productivity," "Design Thinking," "The Contradictions That Drive Toyota's Success," and "The Multiunit Enterprise."Geographic Setting: ChinaSubjects: NO SUBJECTS(KEYWORDS)Length: 144pList Price: $16.95Year New: 2008

BR0903Title: Harvard Business Review, March 2009Author(s): HBRPublication Date: 03/01/2009Product Type: HBR IssueAbstract: Harvard Business Review publishes new and authoritative ideas for improving the practice of management. Written by leading business thinkers and executives, HBR gives readers a first look at cutting-edge ideas and their real-world applications in areas like strategy, leadership, marketing, team

management, and professional development. Each monthly issue presents groundbreaking research, analysis of the forces shaping the business agenda, and proven best practices designed to help individuals and organizations lead, manage, and compete more effectively and with greater purpose. The March 2009 issue features the following articles: "In a Downturn, Provoke Your Customers," "When Should a Process Be Art, Not Science?," "Value-for-Money Strategies for Recessionary Times," "Making Mobility Matter," and "Six Ways Companies Mismanage Risk."Subjects: NO SUBJECTS(KEYWORDS)Length: 124pList Price: $16.95

BR0705Title: Harvard Business Review, May 2007Author(s): HBRPublication Date: 05/01/2007Product Type: Harvard Business Review ArticleAbstract: Harvard Business Review publishes new and authoritative ideas for improving the practice of management. Written by leading business thinkers and executives, HBR gives readers a first look at cutting-edge ideas and their real-world applications in areas like strategy, leadership, marketing, team management, and professional development. Each monthly issue presents groundbreaking research, analysis of the forces shaping the business agenda, and proven best practices designed to help individuals and organizations lead, manage, and compete more effectively and with greater purpose. The May 2007 issue features: "Surviving Your New CEO," "Inner Work Life: Understanding the Subtext of Business Performance," "Strategies to Crack Well-Guarded Markets," "Silo Busting: How to Execute on the Promise of Customer Focus," and "Even Commodities Have Customers."Subjects: NO SUBJECTS(KEYWORDS)Length: 0pYear New: 2007

BR0610Title: Harvard Business Review, October 2006Author(s): HBRPublication Date: 10/01/2006Product Type: HBR IssueAbstract: The October 2006 issue features: "Emerging Giants: Building World-Class Companies in Developing Countries," "The Tools of Cooperation and Change," "The HBR Interview:

Ideas as Art: A Conversation with James G. March," "Strategies for Two-Sided Markets," and "Meeting the Challenge of Corporate Entrepreneurship."Subjects: NO SUBJECTS(KEYWORDS)List Price: $16.95Year New: 2006

308012Title: Harvard Business SchoolAuthor(s): Datar, Srikant; Garvin, David; Knoop, Carin-IsabelPublication Date: 02/27/2008Revision Date: 03/06/2008Product Type: Case (Field)Abstract: In 2008 the Boston-based Harvard Business School would turn 100. As the centennial year began, the HBS community and leadership were reflecting on how the School might fulfill its mission to "develop business leaders who make a difference in the world" in the next century. This case focuses on the school's commitment to general management education and its implementation in an increasingly globalized business world.Industry Setting: Business education; Education industry; Higher educationEvent Year Start: 2008Event Year End: 2008Subjects: NO SUBJECTS(KEYWORDS)Length: 17pYear New: 2008

2239Title: The Harvard Business School Guide to Finding Your Next Job (Paperback)Author(s): Gardella, Robert S.Publication Date: 03/23/2000Product Type: Career PublicationAbstract: Whether searching for a new job or just considering a change, this concise and comprehensive book offers a road map for job search planning and execution. Written by Bob Gardella, Assistant Director of Alumni Career Services at Harvard Business School, the guide covers all the key elements of the job search process--such as creating a resume, dealing with job loss, using references effectively, staying motivated, using various search strategies, and negotiating job offers. The Harvard Business School Guide to Finding Your Next Job presents a wide array of advice and practical direction for effective time-allocation and job search activities that are more likely to be successful. Gardella puts the vast job search literature in perspective for experienced managers and first-time job seekers.Subjects: Careers & career planning; Job satisfaction




406025Title: Harvard Business School and the Making of a New ProfessionAuthor(s): Khurana, Rakesh; Khanna, Tarun; Penrice, DanielPublication Date: 07/21/2005Product Type: Case (Library)Abstract: Since its founding in 1908, Harvard Business School's mission has been to perform a much-needed service for American society by turning business management into a profession. One of the most important factors in the founding of HBS and the nation's other new business schools was the demand for managers created by the rise of the modern business corporation in the late 19th and early 20th centuries. Additionally, in the years just after the turn of the century business careers were becoming increasingly attractive to young men who would have previously entered one of the older, more traditional professions: law, medicine, education, and the ministry. The process of formulating "business principles" that would put the study of management on a scientific basis was a crucial part of what the founders had set out to achieve in creating the HBS curriculum and building a faculty. By discovering business principles, HBS would also help lay the foundation of the new profession of business. The HBS founders also believed there was another dimension to professionalism in business--one that involved not just the expertise that students acquired but also the attitudes they held and their contribution to society.Geographic Setting: Boston, MAIndustry Setting: Higher educationEvent Year Start: 1908Event Year End: 1927Subjects: NO SUBJECTS(KEYWORDS)Length: 22pYear New: 2005

F0801FTitle: Harvard Business School's Sandra J. Sucher on the value of a book club for executivesAuthor(s): Peebles, M. Ellen; Sucher, Sandra J.Publication Date: 01/01/2008Product Type: Harvard Business Review Article



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Hbspcat 9 Organizational

Documents

Transcript of Hbspcat 9 Organizational