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Harvard Business ReviewHarvard Business Review

Harvard Business Review January - February 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.

Maa:
United States
Kieli:
English
Julkaisija:
Harvard Business School Publishing
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OSTA IRTONUMERO
20,68 €(Incl. tax)
TILAA
96,96 €(Incl. tax)
6 Numerot

TÄSSÄ NUMEROSSA

access_time1 min.
ceos step into the fray

Adi Ignatius (right) with Harvard Business Review Group’s creative director, James de Vries (CHRISTOPHER CHURCHILL)Once upon a time, CEOs steered away from political controversy. Who could blame them? Weighing in on divisive topics could alienate as many potential customers as it might win over. That’s not to say that corporate leaders were apolitical. They and their organizations have long been active in the process— supporting PACs and lobbying to shape rules and regulations that directly affect their businesses.Now all bets are off. Social upheaval and government paralysis, particularly in the United States, are spurring CEOs to speak out on an array of contentious subjects. Such leaders as Tim Cook of Apple, Marc Benioff of Salesforce, and Kenneth Frazier of Merck have advocated for causes that aren’t obviously related to their…

access_time2 min.
contributors

As a young bank teller Dennis Campbell had to follow nonsensical directives from bosses who were out of touch with the realities on the front line. That triggered his interest in empowering employees, who he believes can have a huge effect on customer satisfaction and company performance. In this issue he and coauthors John Case and Bill Fotsch describe how to realize workers’ potential by creating “good jobs” that offer ownership, accountability, and skills in exchange for engagement.Patty McCord, former chief talent officer of Netflix, has long argued that many so-called best practices in talent management make little sense. Her peers, who largely rejected her message at first, are starting to come around. “When I used to say these things in speeches to HR people, half the audience would look…

access_time6 min.
interaction

HOW TO SWING FOR THE FENCESHBR ARTICLE BY SUSAN WOLF DITKOFF AND ABE GRINDLE, SEPTEMBER–OCTOBERPrivate philanthropists have played a leading role in some of the biggest social-impact success stories of the past century. They’ve helped to end apartheid in South Africa, to virtually eradicate polio globally, and to launch a universal 911 service in the United States (for starters). Today’s donors aspire to achieve similarly audacious goals, but many aren’t seeing transformative results. Ditkoff and Grindle look at 15 breakthrough initiatives and reveal five elements that increase the odds that a philanthropic endeavor will succeed.This article was motivating. I’m a trustee of a small health-care foundation, and it helped me realize the need to network with others in my situation. One element not discussed, however, is the role that education—especially…

access_time1 min.
recently trending on hbr.org

How Retailers Use Personalized Prices to Test What You’re Willing to PayBY RAFI MOHAMMEDWork and the Loneliness EpidemicBY VIVEK MURTHY7 Tricky Work Situations, and How to Respond to ThemBY ALICIA BASSUKTo Be a Great Leader, You Have to Learn How to Delegate WellBY JESSE SOSTRINA Survey of How 1,000 CEOs Spend Their Day Reveals What Makes Leaders SuccessfulBY ORIANA BANDIERA, STEPHEN HANSEN, ANDREA PRAT, AND RAFFAELLA SADUNManage Your Stress by Monitoring Your Body’s Reactions to ItBY ERICA ARIEL FOXWhy You Can Focus in a Coffee Shop but Not in Your Open OfficeBY DAVID BURKUS ■…

access_time1 min.
idea watch

JANUARY–FEBRUARY 2018“SORRY” IS NOT ENOUGHCustomer satisfaction depends on creative problem solving, not empathy. Plus Why outsider CEOs diminish innovation, the limits of charisma, the ubiquity of bad data, and moreDEFEND YOUR RESEARCHNegative Feedback Rarely Leads to ImprovementHOW I DID ITThe Chairman of Ryohin Keikaku on Charting Muji’s Global ExpansionCustomers want imaginative options when service glitches arise. ■…

access_time7 min.
“sorry” is not enough

It’s the first rule of customer service: When something goes wrong, apologize. In many cases, the apologies continue throughout the interaction as an employee goes the extra mile to convey empathy and concern. But surprising new research shows that approach can backfire: An apology that extends beyond the first seconds of an interaction can reduce customer satisfaction. Employees should instead focus on demonstrating how creatively and energetically they are trying to solve the customer’s problem—that, not warmth or empathy, is what drives satisfaction.Researchers reached these insights via a novel study that allowed them to observe exactly what happens when a customer rep is confronted with an unhappy customer. Although many companies record customer interactions, privacy concerns generally prevent them from sharing the results with researchers. However, a team led by…

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