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Harvard Business Review

Harvard Business Review May 2015

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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1 min.
becoming a leader, becoming yourself

Warren Bennis had a knack for making stellar leadership seem both rare and attainable. “Becoming a leader,” he wrote, “is synonymous with becoming yourself. It’s precisely that simple, and it’s also that difficult.” No one wrote better, or with more clarity, about the imperative and challenges of being a great executive. To honor his legacy, Harvard Business Review and the USC Marshall School of Business, where Warren taught for many years before his death last summer, jointly created the Warren Bennis Prize, to recognize the best article on leadership each year in HBR. We are pleased to announce the winner for 2014: “Collective Genius,” by Linda A. Hill, Greg Brandeau, Emily Truelove, and Kent Lineback. The article, which appeared in our June issue, shows that to keep their organizations competitive, leaders need…

2 min.
contributors

Since his book The Art of the Start came out 11 years ago, Guy Kawasaki has been Silicon Valley’s go-to guy for practical advice on entrepreneurship. He recently updated that book, and on page 108 he explains why all managers should become evangelists for their organizations. Even if you can’t match his efforts (more than 50 speeches a year and 50 social media posts a day), Kawasaki insists that “evangelism is an art that anyone can learn and practice.” The whimsical murals featured in this month’s Spotlight package (page 51) are the work of Millo, an Italian artist. Born Francesco Camillo Giorgino, he started out as a student of architecture—a fact that will come as little surprise to anyone who’s seen his work along the sides of buildings in Rome, Florence,…

5 min.
how conventional wisdom derails strategy execution

HBR article by Donald Sull, Rebecca Homkes, and Charles Sull, March Large organizations tend to struggle with strategy execution, probably because several common beliefs about implementing strategy are just plain wrong. Sull, Homkes, and Sull debunk five of the most pernicious myths: execution equals alignment, execution means sticking to the plan, communication equals understanding, a performance culture drives execution, and execution should be driven from the top. While the pervasiveness of these myths goes a long way toward explaining why strategic execution fails, I think there are other factors. One is a lack of understanding that all strategic initiatives are projects and programs. Consequently, many organizations fail to employ the discipline that’s critical to project management—and that results in reduced risks, higher success rates, and fewer wasted dollars. Recent research shows…

1 min.
capital creates the next episode

Morgan Stanley Great entertainment enriches our culture. When Netflix wanted to produce original programming and expand internationally, Morgan Stanley helped secure the funds. The financing helped Netflix become the world’s leading Internet television network. Netflix has grown to more than 57 million streaming members in nearly 50 countries and changed the way we watch TV. From the writers’ room to your living room, we’re helping fund the culture that makes us think, question and feel more. Capital creates change. morganstanley.com/netflix Netflix has grown to over 57 million streaming members in nearly 50 countries, as disclosed in its SEC filing on Form 10-K for the fiscal year ended December 31, 2014. © 2015 Morgan Stanley. CRC1122255 04/15…

5 min.
tesla’s not as disruptive as you might think

Among people hired to hand out newspapers, a pay raise had no effect on performance except for workers who felt the initial pay was too low; their performance improved by 7%. “FAIR WAGES AND EFFORT PROVISION: COMBINING EVIDENCE FROM A CHOICE EXPERIMENT AND A FIELD EXPERIMENT,” BY ALAIN COHN, ERNST FEHR, AND LORENZ GOETTE In the fall of 2014 an investor contacted HBS professor Clayton Christensen with a friendly challenge. Christensen is best known for his theory of disruptive innovation, which describes how firms that introduce rudimentary products can eventually overrun established players by systematically improving the products until they meet the needs of mainstream consumers, generally at low prices. The investor, a shareholder in the electric vehicle company Tesla, suggested that Tesla’s founder, Elon Musk, is creating a new model of…

1 min.
“it’s going to be a significant disruption”

THE IDEA IN PRACTICE In 2011 Polaris, a Minnesota-based manufacturer of snowmobiles and all-terrain vehicles, bought Global Electric Motorcars, a small division of Chrysler that makes battery-powered “neighborhood electric vehicles.” Although NEVs cannot exceed 35 miles per hour and lack many features of cars, they could eventually steal enough market share to disrupt the automobile industry. HBR recently spoke with Scott Wine, Polaris’s chairman and CEO. Edited excerpts follow. Why did you buy GEM? We liked the fact that they had built a brand in the electric vehicle space as a relatively small company. They were reasonably innovative and had distinctive styling. With our R&D, distribution, and manufacturing capabilities, we saw an opportunity to expand the market. Is there much of a U.S. market for NEVs? My father lives in a small town in Virginia,…