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category_outlined / Business & Finans
Harvard Business ReviewHarvard Business Review

Harvard Business Review May - June 2018

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.

Land:
United States
Sprog:
English
Udgiver:
Harvard Business School Publishing
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KØB UDGIVELSE
154,40 kr.(Incl. VAT)
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723,61 kr.(Incl. VAT)
6 Udgivelser

I DENNE UDGAVE

access_time2 min.
the new world of risk

(CHRISTOPER CHURCHILL)Political risk in the corporate sphere used to have a pretty specific meaning. It was the danger that a country would act in some way that harmed a multinational’s ability to do business. Think of a dictator seizing foreign assets. But as Condoleezza Rice and Amy Zegart note in “Managing 21st-Century Political Risk,” on page 130, we need to broaden that definition. “A great deal of the political risk within and across countries now comes from other players: individuals wielding cell phones, local officials issuing city ordinances, terrorists detonating truck bombs, UN officials administering sanctions, and many more,” they write.Rice and Zegart identify three forces driving the new threats, and they’re largely the same ones that are reshaping business itself. First, geopolitics has become more volatile in ways that…

access_time2 min.
contributors

In her role as the faculty director of the Georgetown University Women’s Leadership Institute, Cathy Tinsley often heard others mention gender-based differences. “Women are just so much more cooperative,” they might say. Or “Women are more cautious.” Though the comments portrayed women in a positive light, Tinsley always wondered whether they were true—especially since women weren’t moving ahead quickly in the workplace. She decided to look into perceived gender differences, and in her article with Robin Ely, she shares what she has learned.Being married to a colleague (INSEAD professor Gianpiero Petriglieri) spurred Jennifer Petriglieri’s curiosity about the interaction between people’s home and work lives. For the past five years she has studied more than 100 dual-career couples and interviewed the heads of people strategy at 32 large companies that employ…

access_time5 min.
the b2b elements of value

As B2B offerings become more commoditized, business customers’ subjective, sometimes quite personal considerations are increasingly important in purchases. To discover what matters most to B2B buyers, the consulting firm Bain analyzed scores of quantitative and qualitative customer studies. All told, it identified 40 discrete “elements of value,” which fall into five categories—table stakes, functional, ease of doing business, individual, and inspirational—and range from strictly objective to more subjective. Understanding this full range of rational and emotional considerations, and tailoring the value proposition to the ones customers prize most, is critical to avoiding the commodity trap.People frequently buy on emotion and justify with facts. The biggest challenge we face in B2B tech marketing is that most vendors still want to churn out boring “justify with facts” content. It’s like the wings…

access_time1 min.
recently trending on hbr.org

How to Increase Your Influence at WorkBY REBECCA KNIGHTThe 3 Things Employees Really Want: Career, Community, CauseBY LORI GOLER, JANELLE GALE, BRYNN HARRINGTON, AND ADAM GRANTBeing a Two-Career Couple Requires a Long-Term PlanBY AVIVAH WITTENBERG-COXTo Handle Increased Stress, Build Your ResilienceBY AMA MARSTON AND STEPHANIE MARSTONHow Are You Perceived at Work? Here’s an Exercise to Find OutBY KRISTI HEDGES5 Ways to Get Over Your Fear of Public SpeakingBY MARK BONCHEK AND MANDY GONZALEZPlan a Better Meeting with Design ThinkingBY MAYA BERNSTEIN AND RAE RINGEL ■…

access_time5 min.
managers can’t be great coaches all by themselves

In a utopian corporate world, managers lavish a constant stream of feedback on their direct reports. This is necessary, the thinking goes, because organizations and responsibilities are changing rapidly, requiring employees to constantly upgrade their skills. Indeed, the desire for frequent discussions about development is one reason many companies are moving away from annual performance reviews: A yearly conversation isn’t enough.In the real world, though, constant coaching is rare. Managers face too many demands and too much time pressure, and working with subordinates to develop skills tends to slip to the bottom of the to-do list. One survey of HR leaders found that they expect managers to spend 36% of their time developing subordinates, but a survey of managers showed that the actual amount averages just 9%—and even that may…

access_time2 min.
jason trujillo “a manager can’t have all the answers”

Why are you making this shift now? IBM’s cultural transformation is aligned with the reinvention of our business, with almost half our revenue coming from businesses we weren’t in six years ago. We’ve fully embraced design thinking and agile methodologies, which changes the way we work and assemble teams to drive value for our clients. It requires more Connector behaviors from all IBMers. We’re systematically creating opportunities for learning through peer-to-peer coaching.What are the advantages of this approach? It’s more market driven. Too often learning and development teams focus on creating and pushing out new kinds of programs for employees—the incentive is really around creation. This approach recognizes that there’s a lot of value in “pull”—when people seek what they need. It also offers advantages in cost and speed. Rolling…

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