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Harvard Business Review

Harvard Business Review September 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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1 min.
thriving in a volatile global landscape

Fifteen years ago, Henry Kissinger published a book with the provocative title Does America Need a Foreign Policy? Kissinger was concerned that with the Cold War over, policy makers had become reluctant to articulate a clear vision of U.S. self-interest. We’re putting forth a provocative idea of our own in this month’s Big Idea, “Why Your Company Needs a Foreign Policy” (page 36). In the article, John Chipman, chief executive of the London-based International Institute for Strategic Studies, argues that companies, too, need a strategy for protecting their interests in an increasingly unstable world. For Chipman, things changed two years ago, when Russia invaded and then annexed Ukraine’s Crimean peninsula. It was the first major strategic crisis in Europe in a generation, and as I write, Europe faces another crisis: Britain has…

2 min.
contributors

Max Bazerman gave up his alternative career path, 38 years ago, as a cardplayer. He was a life master in tournament bridge as a teen and made money gambling. Eventually, cards interfered with grad school, and grad school interfered with cards—one had to go. Today Bazerman continues to use many of the skills he learned at the table—strategic thinking, decision making under uncertainty, and understanding how others arrive at their decisions—in his research on negotiations. On page 76, Bazerman and his coauthor, Nobel Prize–winner Daniel Kahneman, transform the game of negotiation by thinking about how to change the incentives of the other side to act ethically. Marijah Bac Cam, this month’s Spotlight artist (page 45), was born in Laos and grew up in France. She says that the person who most…

6 min.
the challenges of a 24/7 workplace

HBR article by Erin Reid and Lakshmi Ramarajan, June People today are under intense pressure to be “ideal workers”—totally committed to their jobs and always on call. But after interviewing hundreds of professionals, Reid and Ramarajan concluded that such selfless dedication is often not only unnecessary but actually harmful to individuals and their firms. The authors discuss three strategies for coping with demanding workplaces—accepting, passing, and revealing—and the risks associated with each. It would be very helpful if managers understood how difficult being a 24/7 employee is and adopted the authors’ ideas for creating a saner workplace. However, I’m afraid that, with its gentle tone, this piece will be lost on many people, who don’t have a clue what they’re doing to their workers. This isn’t a new issue, but it’s an…

5 min.
why people quit their jobs

Imagine that you’re looking at your company-issued smartphone and you notice an e‑mail from LinkedIn: “These companies are looking for candidates like you!” You aren’t necessarily searching for a job, but you’re always open to opportunities, so out of curiosity, you click on the link. A few minutes later your boss appears at your desk. “We’ve noticed that you’re spending more time on LinkedIn lately, so I wanted to talk with you about your career and whether you’re happy here,” she says. Uh-oh. It’s an awkward and Big Brother–ish scenario— and it’s not so far-fetched. Attrition has always been expensive for companies, but in many industries the cost of losing good workers is rising, owing to tight labor markets and the increasingly collaborative nature of jobs. (As work becomes more team-focused,…

2 min.
“this is an early-warning signal”

Genevieve Graves studied astrophysics before joining hiQ Labs, a start-up that applies predictive analytics to talent management. She says the fields aren’t as dissimilar as they sound: “Most of the techniques I used as an astronomer—machine learning, scientific computation, large data-management tools—directly translate, but now I study people instead of galaxies.” She spoke with HBR about the emerging science of predicting attrition. Edited excerpts follow. What does hiQ Labs do? We use public and internal company data to predict turnover risk. We also provide tools to help with skill mapping, succession planning, internal mobility, and career development. It used to be about retention, but now it’s also about getting the most from the employees you have. What public data do you look at? We read online resumes and profiles. We consider an employee’s social…

1 min.
social media making clickbait videos for the c-suite

People who act unethically on the job recall their misdeeds less vividly than they recall their good behavior—a phenomenon researchers call “ethical amnesia.” “WE’RE UNETHICAL AT WORK BECAUSE WE FORGET OUR MISDEEDS,” BY FRANCESCA GINO AND MARYAM KOUCHAKI Many companies are now creating online videos aimed at global decision makers. To understand executives’ consumption habits, researchers at Alpha Grid (a media company owned by the Financial Times) and Unruly (a video ad tech firm) surveyed 87 senior business and government leaders about when, why, and how they watch. The researchers offer these tips: DO Keep it short. More than half the leaders surveyed said they generally won’t watch videos that are longer than three minutes. Feature VIPs. More than two-thirds said that the most appealing clips include a respected figure, such as a journalist or…