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Business et Finance
Harvard Business Review

Harvard Business Review July-August 2016

For over 80 years, Harvard Business Review magazine has been an indispensable and unrivaled source of ideas, insight, and inspiration for business leaders worldwide. Each issue contains breakthrough ideas on strategy, leadership, innovation and management. Now, newly redesigned, HBR presents these ideas in a smart new design with improved navigation and rich infographics. Become a more effective leader by subscribing to Harvard Business Review.

Pays:
United States
Langue:
English
Éditeur:
Harvard Business School Publishing
Fréquence:
Bimonthly
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dans ce numéro

2 min.
fixing a broken system

Remember the “boring headline” contest Michael Kinsley launched in The New Republic 30 years ago? Kinsley had been “inspired” by a New York Times op-ed titled “Worthwhile Canadian Initiative.” Readers sent in their own favorites, but in the end nothing was deemed more boring than the Times’s gem. (Yes, the whole affair was insensitive to Canadians. But it did become a journalistic legend.) I concede that we’re in similar territory this month with “Fixing Health Care.” It’s not exactly clickbait. But bear with us. The headline frames a debate by some of the smartest people in the field on one of the most important (worthwhile!) issues facing the United States. The debate isn’t about Obamacare; nor is it overtly political. It’s about how to fix a broken health care system currently built…

2 min.
contributors

A series of sculptures by Roger Clarke is featured in this month’s Spotlight package, beginning on page 51. The sculptures are based on molecular structures, but they can be seen as anthropomorphic, anime-like figures. Clarke explains that he has always had “a fascination for the models and diagrams… produced by scientists to represent phenomena that are too large or too small to be seen or too complex to be explained.” In her negotiation course at Harvard Business School, Leslie John runs a simulation in which some students lie to their negotiating partners, who are invariably shocked when the deception is revealed. “Humans are credulous creatures,” she says. “We’re terrible at detecting lies.” Tired of being duped herself, John gathered behavioral science tactics that can help negotiators get the truth out of…

1 min.
recently trending on hbr.org

Learn to Love Networking BY TIZIANA CASCIARO, FRANCESCA GINO, AND MARYAM KOUCHAKI Don’t End a Meeting Without Doing These 3 Things BY BOB FRISCH AND CARY GREENE How to Not Fight with Your Spouse When You Get Home from Work BY ED BATISTA Improve Your Résumé by Turning Bullet Points into Stories BY JANE HEIFETZ If There’s Only One Woman in Your Candidate Pool, There’s Statistically No Chance She’ll Be Hired BY STEFANIE K. JOHNSON, DAVID R. HEKMAN, AND ELSA T. CHAN Uber’s New Tipping Policy Is a Mistake BY RAFI MOHAMMED Even the Thought of Earning Less than Their Wives Changes How Men Behave BY DAN CASSINO…

5 min.
master the process that’s transforming management

I helped bring agile into a Fortune 50 company. The more crossfunctional the team, the higher up your sponsor or product owner needs to be. Start from where you are, experiment, get results, and build momentum and support. That’s what I did, and it eventually proved itself in software and hardware. Brett Hoffstadt, PMP, aerospace innovation and management consultant This article portrays agile as a way to change the act of management. Could it be a Trojan horse for a bottom-up organizational transformation? I’m convinced that initial successes would snowball into cheaper, faster, better business outcomes throughout the company. But if leaders have not shifted from control to trust, from compliance and preconceived plans to sensing and adapting, they will fail to support the new agile culture. Frederic Etiemble, business transformation adviser The authors respond:…

5 min.
marketing how to make the most of omnichannel retailing

One of the biggest challenges for brick-and-mortar retailers is finding a strategy to compete with online-only sellers such as Amazon. Although Walmart and JCPenney, for example, have invested substantially in e-commerce operations to complement their physical stores, the economics facing these hybrid retailers remain daunting. Both chains announced store closings in 2016. For retailers that operate both stores and websites, the conventional “omnichannel” strategy is to encourage shopping across channels so that customers who shop only in stores will begin also buying online, and vice versa. Promotions and coupons are one way to promote this behavior, and retailers such as Macy’s, Bed Bath & Beyond, and Home Depot routinely use them. However, few retailers have closely examined the profitability of such promotions. And they typically pay little attention to a variable that…

1 min.
the idea in practice

MMGO Mall is a chain of 15 department stores in Guangxi Province, China. Like most brick-and-mortar retailers, it’s trying to get online and in-store customers to buy more from both channels. Xiao Qin, MMGO’s director of electronic business, spoke with HBR about how the research on omnichannel couponing has influenced the chain’s strategy. Edited excerpts follow. How much online competition do you face? Online-only competitors such as Alibaba and JD.com are potent market forces. They can offer lower prices and wider assortments. But our physical stores have a long-term, trusted reputation, and our in-store customers can try on clothes, smell perfumes, listen to electronics, and play entertainment systems before purchasing. This helps us fend off online competition. Were you surprised by the conclusions in the research? We expected that home-to-store distance would…