The CEO and president of IDEO writes that when designers are involved from the very beginning of the innovation process, startling new ideas can result - as a U.S. health care provider, a Japanese bicycle components manufacturer, and a system of Indian eye hospitals learned.
Businesses hoping to survive over the long term will have to remake themselves into better competitors at least once along the way. These efforts have gone under many banners: total quality management, reengineering, rightsizing, restructuring, cultural change, and turnarounds, to name a few. In almost every case, the goal has been to cope with a new, more challenging market by changing the way business is conducted. In this article, John Kotter outlines the eight largest errors that can doom these efforts.
Here's a creative way to make the best use of your morning commute: listen to The Wall Street Journal. Each morning, you'll get the must-hear stories from the Journal's front page, as well as the most popular columns and briefings from Marketplace, Money & Investing, and more. And, every Friday, you'll get a bonus delivery: features, columns, and reviews from the Weekend Journal.
In this issue: "The Power of Positive Surveying" by the Editors of Harvard Business Review; "Curing the Addiction to Growth" by Marshall Fisher, Vishal Gaur, and Herb Kleinberger; "Are You Solving the Right Problems?" by Thomas Wedell-Wedellsborg; "The Neuroscience of Trust" by Paul J. Zak; and "Kick-Ass Customer Service" by Matthew Dixon, Lara Ponomareff, Scott Turner, and Rick DeLisi.
Increasing your energy capacity is the best way to get more work done faster and better. From the October 2007 issue of Harvard Business Review.
Robert G. Barrett is a master of political incorrectness. For more than a decade now, Robert G. Barrett has been entertaining Australians with the cocky Queenslander Les Norton and his outrageous exploits. In this collection, as well as more great Les Norton stories, Robert G. Barrett offers his views on getting published, getting famous, getting the dole and getting a date. Rider on the Storm and Other Bits is Les Norton at his worst and Robert G. Barrett at his best.
Ram Nidumolu, the founder and CEO of InnovaStrat, C.K. Prahalad, a professor of Strategy at the University of Michigan, and M.R. Rangaswami, founder of the Corporate Eco Formun, report on how being environmentally-friendly is more than just a corporate social responsibility. It's the road to innovation.
Michael Useem, a professor of management at the University of Pennsylvania's Wharton School, writes about how the military helps students internalize essential leadership precepts.
When corporate leaders or the organizations they represent mess up, they face the difficult decision of whether to apologize publicly. A public apology is a risky move. It's highly political, and every word matters. Refusal to apologize can be smart, or it can be suicidal. Readiness to apologize can be seen as a sign of character or one of weakness. Because the stakes are so high, Barbara Kellerman says, leaders should not extend public apologies often or lightly.
An extensive study of the world's best service companies reveals the principles on which they're built. From the April 2008 issue of Harvard Business Review.
Peter F. Drucker, author of Management Challenges for the 21st Century, explains that success in the knowledge economy comes to those who know themselves - their strengths, their values, and how they best perform.
Roger Martin looks beyond the actions of great leaders. He says the lessons we really need to learn come from what goes on in their heads - particularly the way they creatively build on the tensions among conflicting ideas.
In this issue: "The Scary Truth about Corporate Survival" by the Editors of Harvard Business Review. "Mapping Frontier Economies" by Aldo Musacchio and Eric Werker. "Health Care Needs Real Competition" by Leemore S. Dafny and Thomas H. Lee. "Fixing Discrimination in Online Marketplaces" by Ray Fisman and Michael Luca.
In this issue: "Revolutionizing Customer Service" by the Editors of Harvard Business Review. "Making Exit Interviews Count" by Everett Spain and Boris Groysberg. "Culture Is Not the Culprit" by Jay W. Lorsch and Emily McTague. "Pipelines, Platforms, and the New Rules of Strategy" by Marshall W. Van Alstyne, Geoffrey G. Parker, and Sangeet Paul Choudary.
A four-step process that will help you become a better public speaker by creating a true emotional connection with your audience.
You'll hear why even the largest and most complex teams can work together effectively if the right conditions are in place. From the November 2007 issue of Harvard Business Review.
How dangerous assumptions can creep into every strategic proposal – and how you can avoid them....
Even for the most gifted individuals, the process of becoming a leader is an arduous, albeit rewarding, journey of continuous learning and self-development. The initial test along the path is so fundamental that we often overlook it: becoming a boss for the first time. That's a shame, because the trials involved in this rite of passage have serious consequences for both the individual and the organization. For a decade and a half, the author has studied people making major career transitions to management.
"How Companies Can Profit from a Growth Mindset." "The Best-Performing CEOs in the World" by Harvard Business Review. "Turn Your Science into a Business" by Reddi Kotha, Phillip H. Kim, and Oliver Alexy. "How Not to Cut Health Care Costs " by Robert S. Kaplan and Derek A. Haas.
In America, the name Forbes is synonymous with business magazine. Now the hard-hitting journalism that you have come to expect from Forbes is available in audio exclusively at audible.com. This unique offering brings you the best of every issue, from new investment opportunities, to trends in business and management, to smart ways to cut your taxes, protect your estate, and increase your wealth.