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category_outlined / Business & Finance
Harvard Business ReviewHarvard Business Review

Harvard Business Review November - December 2017

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.

Country:
United States
Language:
English
Publisher:
Harvard Business School Publishing
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6 Issues

IN THIS ISSUE

access_time1 min.
the new reality of business

Adi Ignatius with Harvard Business Publishing CEO David Wan (CHRISTOPHER CHURCHILL)When most of us think of augmented reality—if we think of it at all—we probably see Pokémon Go monsters or weird Snapchat filters. But AR, the technology that superimposes digital images on the physical world, is a lot more than a few cool apps. As Michael Porter, of Harvard Business School, and James Heppelmann, the CEO of PTC, explain in this issue’s Spotlight package, the technology is poised to reshape how we learn, make decisions, and operate within the physical world. The implications for business are both strategic and staggering: AR will “change how enterprises serve customers, train employees, design and create products, and...ultimately, how they compete.”Though still in its infancy, the technology is already being used to powerful effect.…

access_time2 min.
contributors

When Steve Blank was planning a business trip to San Jose in 1978— he was an electrical engineer at the time—the travel agent initially booked a flight to San José, Costa Rica; he hadn’t heard of the one in Silicon Valley yet. When Steve arrived in California, he saw 43 pages of ads for engineering jobs in the Sunday newspaper, so he decided to stay. Since then he’s helped launch eight start-ups, and he now teaches entrepreneurship at Stanford, Columbia, and UC Berkeley. In this issue he writes about how venture capitalists are giving “unicorn” founders too much control of boardrooms— and how to fix the problem.When he became the dean of research at IMD, N. Anand began an unwieldy project: reading all the articles and books written by current…

access_time7 min.
interaction

WHY CMOs NEVER LASTHBR ARTICLE BY KIMBERLY A. WHITLER AND NEIL MORGAN, JULY–AUGUSTSomething is amiss in the relationship between chief executives and their top marketing officers. Four-fifths of CEOs say they don’t trust or are unimpressed by their CMOs. Not surprisingly, CMOs have the briefest tenure in the C-suite, and the churn can mean serious internal business disruptions. To end this pattern, companies need to understand the three main roles that CMOs play: Some focus on strategy, some focus on commercialization, and some do both. It’s crucial to figure out which type of CMO a firm needs and tailor the duties and success metrics accordingly.This is a great piece, one every CEO and CMO should read—especially those in large companies. I would add that sometimes you can’t discern the marketing…

access_time1 min.
hardvard business review idea watch

NOVEMBER–DECEMBER 2017RETHINKING CROWDSOURCINGConsumer voting should be taken with a grain of salt. Plus the skills founders need, why extraverted CEOs win in acquisitions, the pitfalls of to-do lists, and moreDEFEND YOUR RESEARCHWomen Respond Better Than Men to Competitive PressureHOW I DID ITThe CEO of Kronos on Launching an Unlimited Vacation PolicyILLUSTRATION BY ELLIOT LIM ■…

access_time14 min.
rethinking crowdsourcing

When the Swiss soft drink company Rivella was looking to launch new flavors in 2012, it used an open innovation platform to ask consumers for ideas and received 800 responses. As managers sorted through them, they noticed that one in particular— for a health-oriented ginger-flavored drink—appeared to be extremely popular. But on closer examination they saw that much of the buzz around it was coming from just a handful of participants who were working feverishly to elicit votes and comments. “It was a very small group of consumers who were rallying one another and generating a lot of noise,” says Silvan Brauen, who oversaw Rivella’s innovation pipeline. Despite the strong online feedback, the company concluded that the ginger flavor would flop in the market and abandoned the idea.That buzz is…

access_time2 min.
silvan brauen “ you can’t rely just on what’s popular with the crowd”

Silvan Brauen is the head of business development at Rivella, a leading Swiss manufacturer of soft drinks, which over the past five years has used open innovation to create new products. He recently spoke with HBR about the pros and cons of that approach. Edited excerpts follow.Why did you choose to crowdsource? We didn’t want a technology-driven innovation, where we add a random new flavor and hope that consumers like it. We wanted to go new ways and, most important, to start with consumer needs.How well does it work? Very well. When we first did this, in 2012, we received more than 800 ideas. They ranged from obvious ones we could have come up with ourselves to crazy ones, such as licoriceflavored drinks and strange colors. The diversity of ideas…

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