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Harvard Business Review

Harvard Business Review November 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.
economic health and the 2016 elections

The early stages of U.S. presidential elections tend to make one fear for democracy. To cut through the noise, would-be candidates often resort to simplistic rhetoric or even hateful demagoguery to grab headlines and energize a base. On the brighter side, campaigns can also tease out interesting ideas—and that’s already happening on the economic front. Jeb Bush, a Republican candidate, has put forward a proposal that would greatly simplify the U.S. tax code. His plan would introduce tax cuts that benefit the wealthy, but it would also close some loopholes that now benefit corporations and hedge fund managers. At the very least, it’s a conversation starter. The Democrats, too, are trying out some big themes on the campaign trail. Hillary Clinton’s economic plan would address America’s widening income inequality and its excessive…

2 min.
contributors

When Deborah Kolb was a graduate student, she attended a bitter negotiation between a teachers’ union and a school board. At the end of it, she could not figure out how the mediator had brought the parties to agreement. That curiosity led her to her life’s work on negotiation, which she insists on studying in the real world rather than in the lab. Along the way, she has debunked several myths—including the persistent belief that women don’t ask for what they want—and has revealed the nuanced ways that individuals structure negotiation relationships in order to succeed. Her article on how to handle everyday negotiations begins on page 130. Hong Hao, this month’s Spotlight artist, uses items from his day-to-day life to document the economic rise of China. His intricate patterns of…

8 min.
interaction

Design Thinking Infuses Corporations HBR article by Jon Kolko, September Design thinking is moving closer to the center of many enterprises, says Kolko. Its principles include a focus on emotional experiences, testing with prototypes, tolerance for failure, and making complex technology easy to use. But a design-centric culture requires understanding that the ROI on design is hard to quantify—and appreciating what design can and cannot achieve. Executives are realizing that we need more creativity in the way we work and lead and in the skill sets we develop. This is where design thinking can help. But people are scared off by the term “design.” Strategists and HR people consider it too far afield from their practices, so in conversations with them, I often replace “design thinking” with words like “innovation mindset and process”…

6 min.
smarter, smaller, safer robots

Robots’ speed and brawn—and the fact that they don’t get bored or suffer repetitive-stress injuries—make them a no-brainer for manufacturing. But they require a commitment. To be integrated into a factory, they need to be precisely placed (to within millimeters), bolted to the floor, and fenced off to keep workers out of harm’s way. At least, that’s what used to be required. “In manufacturing, it’s hard to move a robot, but it’s getting less hard,” says Julie Shah, an associate professor and the director of MIT’s Interactive Robotics Group. Shah is leading research into a new generation of adaptive robots that are smarter, smaller, and safer. They’re also more flexible— they can learn new tasks from workers as the need arises. They’re more efficient themselves and they make workers more efficient too. Shah’s…

2 min.
“the question is always: what is the best solution to support our employees?”

How have your employees reacted to working alongside adaptive robots? In general the reactions have been very positive. The robots are taking a lot of difficult work away from our employees. And they help increase quality, flexibility, and process stability. To give you an example: Door sealants need to be applied with a continuous pressure of about seven kilograms. And employees need to do that in a very uncomfortable position. One can easily imagine that after several doors, precision drops. Therefore, we have given the job to a lightweight robot that can maintain precision and apply pressure continuously, without taking any breaks. The employee is happy, because he or she is relieved of an exhausting job and is able to take on something different. At the same time, we are assured…

1 min.
exploiting the “mobile internet gap”

In developed countries, most cell phone users have internet access. In emerging markets, only a small minority do—but in many places that’s quickly changing. Tufts University researchers have dubbed the measure of those within a country whose phones have internet access versus those who don’t the “mobile internet gap.” The larger the gap, the larger the dot above. Investors see big gaps as opportunities, the research shows: They reason that high mobile-phone use combined with a low but rapidly rising share of internet-connected phones will lead to a dramatic increase in mobile-phone internet users. That, in turn, will mean more e‑commerce and more business for internet ad sellers such as Facebook and Google. Thus private investment in digital infrastructure is growing fast in countries where big gaps seem likely to close…