F. Warren McFarlan earned his AB from Harvard University in 1959, and his MBA and DBA from the Harvard Business School in 1961 and 1965 respectively. Currently, he is Senior Associate Dean and Director of Harvard Business School\'s Asia-Pacific Initiative.
','Information technology is not just back-office technology; it is a strategic weapon in today\'s post-dot-com environment. IT makes companies survive, excel, and win. Professor F. Warren McFarlan expands on this theme amid IT\'s strands of stability and change. He positions the current state of IT in the context of transforming technologies. His insights will help you understand where IT is today and imagine where it will be in the next forty years.
Reflecting on the experiences of organizations such as Schwab, Pfizer, Merrill Lynch, and CareGroup, Professor McFarlan provides insights that you can apply to your own industry and your own company. Learning as much from what has changed as from what has stayed the same, you can shape your IT goals to ensure a winning strategy.
','Information technology is not just back-office technology; it is a strategic weapon in today\'s post-dot-com environment. IT makes companies survive, excel, and win. Professor F. Warren McFarlan expands on this theme amid IT\'s strands of stability and change, and his insights will help you understand where IT is today and imagine where it will be in the next forty years.
','http://gsb.hbs.edu/fss/previews/mcfarlan/start.html','I','M','N','0','0','0'); db[1]=new dbData('5615C','Leslie A.','Perlow','Harvard Business School','The Danger of Silencing Conflict at Work','Leslie Perlow is an associate professor of Business Administration in the Organizational Behavior area at the Harvard Business School. She teaches Leadership and Organizational Behavior in the MBA program. Her work focuses on the ways in which people interact in the process of doing their work and the implications of these ways of interacting for organizational productivity, individual careers, and family life.
','The best way to pacify workplace conflict is to keep quiet and not make any waves, right? Wrong! Professor Leslie A. Perlow uses three studies to show that silencing conflict can have devastating negative task and relationship consequences: tasks take longer to do or never get done at all; working relationships are destroyed. Her research shows that the best way to complete a task on time and maintain positive working relationships is to communicate openly and honestly about the important issues.
','The best way to pacify workplace conflict is to keep quiet and not make any waves, right? Wrong. Professor Leslie A. Perlow uses three studies to show that silencing conflict can have devastating negative task and relationship consequences. Silencing conflict can cause tasks to take longer or never get done at all.
','http://gsb.hbs.edu/fss/previews/perlow/start.html','B','I','J','0','0','0'); db[2]=new dbData('5356C','Robert S.','Kaplan','Harvard Business School','Building Strategy-Focused Organizations with the Balanced Scorecard','Robert S. Kaplan is the Marvin Bower Professor of Leadership Development at the Harvard Business School. His research, teaching, and consulting focus on linking cost and performance management systems to strategy implementation and operational excellence.
','Is your organization strategically focused? Does every employee understand your strategy and strive to implement it daily at work? Are the appropriate processes and systems in place to support your strategy? If not, you may need to consider developing a Balanced Scorecard strategy map. Professor Robert S. Kaplan first outlines the development of a Balanced Scorecard and describes its use by many successful organizations. Then he uses case studies of successful for-profit and nonprofit organizations to describe how to take the process to the next level, into strategic implementation, using a Balanced Scorecard strategy map. This revolutionary new approach makes strategy a priority in the workplace and creates an organization where success is measured and implemented everywhere.
','Is your organization strategically focused? If not, you may need to consider developing a Balanced Scorecard strategy map. Professor Robert S. Kaplan first outlines the development of a Balanced Scorecard and describes its use by many successful organizations. Then he uses case studies of successful for-profit and nonprofit organizations to describe how to take the process to the next level, into strategic implementation, using a Balanced Scorecard strategy map.
','http://gsb.hbs.edu/fss/previews/kaplan/start.html','D','M','0','0','0','0'); db[3]=new dbData('5623C','Pankaj','Ghemawat','Harvard Business School','Getting Global Strategy Right','Pankaj Ghemawat is the Jaime and Josefina Chua Tiampo Professor of Business Administration at Harvard University\'s Graduate School of Business Administration and head of the Strategy Unit. One strand of his research and teaching focuses on the dynamics of globalization and generic strategies for international firms. Another strand of his work is concerned with foundational issues in business strategy, particularly work on the topics of competitive dynamics, business scope, and complexity.
','When setting a strategy for doing business across borders, do you look for similarities between countries? What about differences? Companies will operate at intermediate levels of cross-border integration for the foreseeable future. This state of \"semiglobalization\" offers enormous challenges and opportunities. Get ready to take advantage of these opportunities. Listen to Professor Ghemawat\'s case examples, learn to think broadly about adaptation and aggregation strategies, and remember to include arbitrage, the \"forgotten strategy,\" in your choices. Access to a full set of strategy options will greatly increase your company\'s chance of creating value from cross-border operations.
','When setting a strategy for doing business across borders, do you look for similarities between countries? What about differences? Companies will operate at intermediate levels of cross-border integration for the foreseeable future. This state of \"semiglobalization\" offers enormous challenges and opportunities.
','http://gsb.hbs.edu/fss/previews/ghemawat/start.html','E','M','0','0','0','0'); db[4]=new dbData('4112C','Mary E.','Barth','Stanford Graduate School of Business','Accounting in the Wake of Scandal: Stock Options and Global Standards','Mary E. Barth is the Atholl McBean Professor of Accounting and Senior Associate Dean for Academic Affairs at the Stanford Graduate School of Business. Professor Barth is considered to be one of the best and most prolific academic accountants of her generation. Her work deals with financial reporting issues that are important to practitioners and regulators alike, including goodwill, international standards, earnings patterns, stock options, and intangible assets. In 2001, Professor Barth joined the new fourteen-member International Accounting Standards Board.
','Significant changes are on the horizon within the accounting industry. How will these reforms impact your company? Recent accounting scandals have brought corporate governance and public disclosure under intense scrutiny. The calls for change, including the introduction of principle-based accounting and the expensing of stock options, are growing louder.
Professor Mary E. Barth, member of the International Accounting Standards Board (IASB), discusses the board\'s efforts to create global accounting standards that produce credible and transparent results. But they face a challenge: The standards must also continue to allow for judgment, the bedrock that makes accounting more an art than a science. Professor Barth outlines in detail one particular effort of the IASB, the proposal for expensing options, and shares some of her recent research on other subjects under IASB review that will impact corporate accounting both in the U.S. and abroad.
','Significant changes are on the horizon within the accounting industry. How will these reforms impact your company? Recent accounting scandals have brought corporate governance and public disclosure under intense scrutiny. Professor Mary E. Barth discusses the board\'s efforts to create global accounting standards that produce credible and transparent results.
','http://gsb.hbs.edu/fss/previews/barth/start.html','D','F','E','0','0','0'); db[5]=new dbData('1547C','Edward P.','Lazear','Stanford Graduate School of Business','Sales Force Compensation and Incentives','Edward P. Lazear is the Jack Steele Parker Professor of Human Resources Management and Economics at the Stanford Graduate School of Business and the Morris Arnold Cox Senior Fellow at the Hoover Institution.
','By replacing hourly wages with commission pay, the new CEO of a windshield installation company increased sales force productivity by more than 40 percent. Starting with this compelling example, Professor Edward Lazear describes why sales force compensation is such a powerful lever and how managers can think creatively about pay structures while ensuring that these incentives are aligned with corporate goals. Using case examples and an exercise, Lazear argues that the right balance of fixed and variable compensation is critical to maximizing sales without undermining other important objectives.
','By replacing hourly wages with commission pay, the new CEO of a windshield installation company increased sales force productivity by more than 40 percent. Starting with this compelling example, Professor Edward Lazear describes why sales force compensation is such a powerful lever and how managers can think creatively about pay structures while ensuring that these incentives are aligned with corporate goals.
','http://gsb.hbs.edu/fss/previews/lazear/start.html','D','J','L','0','0','0'); db[6]=new dbData('368XC','Margaret A.','Neale','Stanford Graduate School of Business','Winners (Don\’t) Take All','Margaret Neale is the John G. McCoy-Banc One Corporation Professor of Organizations and Dispute Resolution at the Stanford Graduate School of Business. She is known worldwide for her dynamic coaching on the MBA and executive levels. Professor Neale is the author of three books, including Negotiating Rationally, and directs a number of executive education programs.
','Despite all that we\'ve heard about win-win deals, very few managers are really skilled at creating value or expanding the pie in negotiation settings. We focus on getting what we want without recognizing that negotiation can involve a range of trade-offs, leading to rewards for both sides.
In this presentation, Professor Margaret Neale explores the psychological barriers to successful negotiation, providing a variety of interpersonal and organizational examples. She sets forth a disciplined process of preparation to help negotiators get a good deal and create value for all involved.
','Despite all we\'ve heard about win-win deals, very few managers are really skilled at creating value or expanding the pie in negotiation settings. In this presentation, Professor Margaret Neale explores the psychological barriers to successful negotiation, providing a variety of interpersonal and organizational examples.
','http://gsb.hbs.edu/fss/previews/neale/start.html','B','C','I','0','0','0'); db[7]=new dbData('2071C','Joel M.','Podolny','Stanford Graduate School of Business','Building Effective and Efficient Personal Networks','Joel M. Podolny is a professor of sociology and business administration at Harvard University. Formerly, Professor Podolny held positions as the William R. Timken Professor of Organizational Behavior and Strategic Management and Senior Associate Dean of Academic Affairs at the Stanford Graduate School of Business.
','Once considered subversive, personal networks are now recognized as important drivers of performance and influence in organizations. Networks are critical to setting an agenda, harnessing resources, shaping culture, and getting things done.
In this presentation, Professor Joel Podolny reviews the history and research on networks. He argues that while networks have enormous potential, creating an effective, efficient network is a complex endeavor. Powerful networks must be earned rather than built and must provide access to nonredundant information. Leveraging a network requires careful consideration of the value and ethics of exchange.
','Once considered subversive, personal networks are now recognized as important drivers of performance and influence in organizations. In this presentation, Professor Joel Podolny reviews the history and research on networks and argues that while networks have enormous potential, creating an effective, efficient network is a complex endeavor.','http://gsb.hbs.edu/fss/previews/podolny/start.html','I','J','0','0','0'); db[8]=new dbData('1555C','Robert I.','Sutton','Stanford Graduate School of Business','Fostering Innovation: 11 1/2 Weird Ideas that Work','Robert I. Sutton is professor of organizational behavior at the Stanford Business School and professor of management science and engineering at the Stanford School of Engineering, where he is codirector of the Center for Work, Technology, and Organization and an active researcher in the Stanford Technology Ventures Program.
','Most managers try to develop new ideas by relying on the practices and perspectives that made them successful today. In this presentation, Professor Bob Sutton argues that approaches that help a company succeed can also limit innovation and creativity. To innovate, companies must behave in ways that clash with accepted practice. The 11 1/2 weird ideas are often practical but nonintuitive tools to generate and experiment with new ideas while maintaining short-term performance.
','Most managers try to develop new ideas by relying on the practices and perspectives that made them successful today. In this presentation, Professor Bob Sutton argues that those approaches that help a company succeed now are exactly what limits innovation and creativity.
','http://gsb.hbs.edu/fss/previews/sutton/start.html','G','I','J','K','0','0'); db[9]=new dbData('4104C','Justin','Wolfers','Stanford Graduate School of Business','Super Bowl Science: Sports Betting and Behavioral Science','Justin Wolfers is an assistant professor of economics at the Stanford Graduate School of Business. His varied research interests include behavioral finance, labor economics, macroeconomics, political economics, economics of the family, and social policy. Professor Wolfers\' compelling and topical research has caught the attention of the mass media, including recent mentions in Forbes, Wired, The Economist, The New York Times, CNN, CBS, and NPR. In addition to an MBA course on strategy, Professor Wolfers teaches a popular seminar entitled Finance, Behavioral Economics and Sports Betting.
','Is there any science to sports betting? Can you beat the line consistently? Do the \"home field advantage\" or the \"hot hand\" really exist? In this lecture celebrating and debunking sports trivia, Stanford professor Justin Wolfers examines the sports-betting industry as a metaphor to better understand human psychology and the broader financial markets. Drawing on the emerging literature of behavioral finance, Wolfers argues that there are strong parallels between financial and sports-betting markets. Although both markets are largely efficient, irrational behavior by individuals leads to anomalies and thus opportunities.
In addition to discussing the efficient markets hypothesis, Wolfers covers relevant psychology literature, including heuristics and biases, and concludes that a combination of psychology and efficiency defines market performance.
','Is there any science to sports betting? Can you beat the line consistently? In this lecture celebrating and debunking sports trivia, Stanford professor Justin Wolfers examines the sports-betting industry as a metaphor to better understand human psychology and the broader financial markets.
','http://gsb.hbs.edu/fss/previews/wolfers/start.html','D','J','0','0','0','0'); db[10]=new dbData('2861C','Joseph L.','Badaracco Jr.','Harvard Business School','Defining Moments: A Framework for Moral Decisions','Joseph L. Badaracco Jr. is the John Shad Professor of Business Ethics at Harvard Business School. He has taught courses on strategy, general management, and business ethics in the School\’s MBA and executive programs.
','How do you make the tough decisions, the ones that define you as a person and as a moral leader in your organization?
When you make tough decisions, you are at a defining moment in your life. The road you take reveals something about your values and those of your organization. Your choices close some doors and open others. And they set examples for the people around you.
Defining moments can happen at any time: when you receive a confidence from an employee; when you are asked to help bid on a project; when you choose whom to promote. Sometimes your experience and your instinct tell you there\'s a clear right and wrong. What should you do, though, when one clear right thing must be left undone in order to do another right thing, or when doing the right thing requires doing something wrong?
Joseph Badaracco\’s Defining Moments sets the context for understanding these right vs. right problems. And it defines a framework of four principles that you can use to make these decisions and communicate your solutions effectively to others in your organization.
','When you make tough decisions—the ones that define you as a person and as a moral leader in your organization—you are at a defining moment in your life. What do you do when one clear right thing must be left undone in order to do another right thing, or when doing the right thing requires doing something wrong? Professor Joseph Badaracco sets the context for understanding these issues.
','http://gsb.hbs.edu/fss/previews/badaracco-defining/start.html','C','K','0','0','0','0'); db[11]=new dbData('2853C','Joseph L.','Badaracco Jr.','Harvard Business School','Leading Quietly','Joseph L. Badaracco Jr. is the John Shad Professor of Business Ethics at Harvard Business School. He has taught courses on strategy, general management, and business ethics in the School\'s MBA and executive programs.
','Charismatic leaders inspire us all. But if we only focus on the heroes we put up on pedestals, we will miss the quiet leaders.
It is the unglamorous, in-the-trenches, quiet leadership that transforms organizations. As Albert Schweitzer said, "The sum of [small and obscure deeds] is a thousand times stronger than the acts of those who receive wide public recognition.\"
Joseph Badaracco\’s Leading Quietly looks beyond the heroic model to the people in organizations who care about and solve the small problems. Their everyday efforts add up to make an organization, and the world, a better place. Whatever your industry, you need these quiet leaders. They work behind the scenes with modesty and restraint. They are realists, they invest political capital wisely, and they know how to craft a compromise. Use this program to explore the lessons that quiet leaders teach us.
','Charismatic leaders inspire us all. But if we only focus on the heroes we put up on pedestals, we will miss the quiet leaders. It is the unglamorous, quiet leadership in the trenches that transforms organizations. Professor Joseph Badaracco looks beyond the heroic model to the people in organizations who care about and solve the small problems.
','http://gsb.hbs.edu/fss/previews/badaracco-quiet/start.html','C','H','0','0','0','0'); db[12]=new dbData('4198C','Christopher A.','Bartlett','Harvard Business School','Managing People for Competitive Advantage','Christopher Bartlett is the Thomas D. Casserly Jr. Professor of Business Administration at Harvard\'s Graduate School of Business Administration. He received an economics degree from the University of Queensland, Australia (1964), and both master\'s and doctorate degrees in business administration from Harvard University (1971 and 1979).
','From financial capital in the 1980s to human capital in the 2000s, the modern corporation has witnessed a substantial shift in what constitutes its key strategic resource.
In this presentation, Professor Christopher A. Bartlett traces the change from a \"strategy, structure, systems\" doctrine to one of \"purpose, process, and people.\" He argues that organizations are social as well as economic entities and that by cultivating a culture based on a belief in people, they can stimulate employees to produce extraordinary results. He highlights specific ways organizations can recruit and develop human capital, with examples from 3M, Motorola, and Microsoft.
','Over the history of the corporation, many successful businesses have shifted from a culture focused on capital to a culture invested in people and ideas. Professor Christopher Bartlett argues that organizations are social as well as economic entities, and that by cultivating a culture based on a belief in people, they can stimulate employees to produce extraordinary results.
','http://gsb.hbs.edu/fss/previews/bartlett/start.html','I','M','0','0','0'); db[13]=new dbData('1482C','Clayton M.','Christensen','Harvard Business School','The Opportunity & Threat of Disruptive Technologies','Clayton M. Christensen is the Robert and Jane Cizik Professor of Business Administration at Harvard Business School
','How do seemingly benign innovations disrupt entire industries? And why are industry leaders consistently losing out to the upstarts, even when the disruptive innovation came from the leader\'s own lab? Companies must understand how and why these destructive patterns occur before they can break out of them.
Professor Clayton Christensen lays out a framework for diagnosing an organization\'s capabilities, and suggests ways that large companies can capitalize on opportunities that normally would not fit in with their processes or values.
','How do seemingly benign innovations disrupt entire industries? And why are industry leaders consistently losing out to the upstarts, even when the disruptive innovation came from the leader\'s own lab? Professor Clay Christensen shows why these destructive patterns occur and how your company can break out of them.
','http://gsb.hbs.edu/fss/previews/christensen/start.html','G','M','N','0','0','0'); db[14]=new dbData('3523C','Juan','Enriquez','Harvard Business School','The Life Sciences Revolution: Changing the Language of Business','Juan Enriquez is a senior research fellow and director of the Harvard Business School Life Sciences Project.
','Alphabets, Language, and Code. From the earliest cave wall paintings to the 1s and 0s of the digital revolution, Juan Enriquez examines the historical impact of data transmission on the global economy. But looking forward there is a new language—the ATCGs of genomic code—that will fundamentally change companies, industries, and even nations. It\'s not just the bio, pharma, agribusiness, and energy companies that will be affected—it\'s every company.
Are you and your company ready for this revolution?
','From the earliest cave wall paintings to the 1s and 0s of the digital revolution, Juan Enriquez examines the historical impact of data transmission on the global economy. But looking forward there is a new language—the ATCGs of genomic code—that will fundamentally change companies, industries, and even nations. Professor Juan Enriquez helps you prepare for this revolution.
','http://gsb.hbs.edu/fss/previews/enriquez/start.html','A','G','N','0','0','0'); db[15]=new dbData('418XC','David A.','Garvin','Harvard Business School','Creating Competitive Advantage Through Organizational Learning','David A. Garvin is the C. Roland Christensen Professor of Business Administration at Harvard Business School. He joined the Business School faculty in 1979 and has since then taught courses in general management and operations strategy in the MBA and Advanced Management programs, as well as serving as faculty chairman of Baker Library and the School\'s Manufacturing in Corporate Strategy program.
','Any time your organization can do something faster and better than your competitors, you\'ll take the competitive lead. But products can be copied, services can be copied, and even processes can be copied. What can you invest in to create and sustain a competitive lead? Organizational learning.
In this presentation, Professor David A. Garvin explains how learning organizations pursue and apply knowledge for superior performance. He includes a framework of six critical tasks that help make the most of the power of learning, and brings these tasks to life with examples of learning in action at organizations such as Disney, AT&T, Timken, and the U.S. Army.
','Any time your organization can do something faster and better than your competitors, you\’ll take the lead. But products, services, and even processes can be copied. What can you invest in to create and sustain a competitive lead? Organizational learning. Professor David Garvin explains how learning organizations apply knowledge for superior performance.
','http://gsb.hbs.edu/fss/previews/garvin/start.html','I','K','0','0','0','0'); db[16]=new dbData('4473C','Joseph B. ','Lassiter III','Harvard Business School','Entrepreneurial Marketing','Professor Lassiter teaches Entrepreneurial Marketing in the MBA Program and Marketing Strategy in the Executive Education Program. He is Co-Faculty Advisor to the HBS Student Business Plan Contest. His research focuses on high potential ventures including both those formed as new companies and those formed within existing organizations.
','Products, customers, people, and partners. How do they relate and why should you care?
The right combination at the right time is critical for success in any venture—an established company or a start-up. Professor Joseph B. Lassiter III combines the entrepreneur\'s relentless pursuit of an idea with marketing\’s intense focus on the customer to create a process that can dramatically increase any organization\'s performance. He identifies and explains a variety of tools to help those with an entrepreneurial spirit pursue the future they desire.
','Products, customers, people, and partners. How do they relate and why should you care? The right combination is critical for success in any venture—an established company or a start-up. Professor Joseph Lassiter combines the entrepreneur\’s pursuit of an idea with marketing\’s focus on the customer to create a process that can dramatically increase any organization\’s performance.
','http://gsb.hbs.edu/fss/previews/lassiter/start.html','G','I','M','0','0','0'); db[17]=new dbData('5844C','Jay W.','Lorsch','Harvard Business School','Corporate Governance in the U.S.: Scandals, Reforms, and the Future','Jay W. Lorsch is the Louis Kirstein Professor of Human Relations at the Harvard Business School. Having taught in all of Harvard Business School\'s educational programs, he was Chairman, Doctoral Programs, and Director of Research from 1995 to 1999, Senior Associate Dean and Chair of the Executive Education Program from 1991 to 1995, Senior Associate Dean and Director of Research from 1986 to 1991, Chairman of the Advanced Management Programs from 1980 to 1985, and prior to that was Chairman of the Organizational Behavior Area.
','Boards of directors, shareholders, the SEC, courts, security analysts, the stock market, institutional investors, auditors, law firms—who is in charge of corporate governance? As Professor Jay W. Lorsch explains in this timely lecture, they all have a role in overseeing U.S. corporations. Professor Lorsch will describe what went wrong in recent corporate scandals and explain what reforms have been put into place to help avoid them in the future. He will present the key players in corporate governance and reveal where their power derives from. He\’ll explore needed changes and outline a design for the boardroom of the future. If you interact with any of the key players in corporate governance, you\’ll gain valuable insights by viewing this lecture.
','Professor Jay W. Lorsch describes what went wrong in recent corporate scandals and explains what reforms have been put into place to help avoid them in the future. He\’ll explore needed changes and outline a design for the boardroom of the future. If you interact with the key players in corporate governance, you\'ll gain valuable insights from this lecture.
','http://gsb.hbs.edu/fss/previews/lorsch/start.html','D','F','H','I','0','0'); db[18]=new dbData('4465C','Krishna G.','Palepu','Harvard Business School','Renewing Markets for Better Governance','Krishna G. Palepu is the Ross Graham Walker Professor of Business Administration and Senior Associate Dean, Director of Research, at Harvard Business School. Professor Palepu\'s research and teaching focuses on strategy, governance, and valuation in a global context.
','Conflicts of interest, biased research, the stock market bubble, CEO compensation, audit failures, public trust, penalties, and settlements. Recent headlines have rocked investor confidence and placed corporate governance squarely in the spotlight of the national agenda. How have capital market institutions had an impact on this situation? Have recent regulations gone far enough to set us on a path to reform? In this presentation, Professor Krishna Palepu explores the links between corporate governance and American capital markets and the need to reform our market institutions.
','Recent headlines have rocked investor confidence and placed corporate governance squarely on the national agenda. How have capital market institutions had an impact on this situation? Have recent regulations done enough to reform it? Professor Krishna Palepu explores the links between corporate governance and American capital markets and the need to reform our market institutions.
','http://gsb.hbs.edu/fss/previews/palepu/start.html','D','F','0','0','0','0'); db[19]=new dbData('497XC','Michael A.','Roberto','Harvard Business School','Fatal Ascent: Leadership Lessons from the 1996 Everest Tragedy','Michael Roberto is a faculty member in the General Management unit at Harvard Business School. He teaches courses on business strategy and general management. Professor Roberto\'s research focuses on strategic decision-making processes and senior management teams. He has published articles based upon his research in the Harvard Business Review, California Management Review, Ivey Business Journal, and The Leadership Quarterly.
','May 10, 1996: One of the deadliest days in Mount Everest\'s history. Five people die attempting to summit the highest peak on earth. Why?
Professor Michael Roberto examines the research findings and suggests that factors on three levels—individual, group, and organizational—interacted to cause the tragedy. His analysis offers a framework for understanding and diagnosing largescale organizational failures and provides important insights for managers who make and implement high-stakes decisions within organizations.
','May 10, 1996: Five people die attempting to summit the highest mountain peak on earth. Professor Michael Roberto examines the research findings and suggests that factors on three levels—individual, group, and organizational—interacted to cause the tragedy. His analysis provides important insights for managers who make and implement high-stakes decisions within organizations.
','http://gsb.hbs.edu/fss/previews/roberto/start.html','B','H','I','0','0','0'); db[20]=new dbData('1490C','W. Earl','Sasser','Harvard Business School','Why Customers Matter','Earl Sasser has been a member of the faculty at Harvard Business School since 1969. In 1982, Sasser\'s excellence in the classroom was recognized in an article in Fortune magazine profiling eight professors from business schools throughout the country.
','Any company that thinks satisfying customers is enough to ensure loyalty had better think again. Customer satisfaction does not by itself insure loyalty to a company. Professor W. Earl Sasser reveals how customers will defect to the competition if they can find better value elsewhere. Outstanding value is the crucial factor in achieving sustained customer loyalty, and service companies need to find that critical link between profitability and customer satisfaction. Professor Sasser provides a framework for analyzing how profitability can affect and be affected by customer retention, related sales and referrals.
','Any company that thinks satisfying customers is enough to ensure loyalty had better think again. Customer satisfaction does not by itself insure loyalty to a company. Professor W. Earl Sasser reveals how customers will defect to the competition if they can find better value elsewhere. Outstanding value is the crucial factor in achieving sustained customer loyalty, and companies need to find that critical link between profitability and customer satisfaction.
','http://gsb.hbs.edu/fss/previews/sasser/start.html','L','M','0','0','0','0'); db[21]=new dbData('1504C','Benson P.','Shapiro','Harvard Business School','Sprint Selling & Turbo-Charged Market Development','Benson P. Shapiro is the Malcolm P. McNair Professor of Marketing, Emeritus, at Harvard Business School.
','The situation is tricky: $10 million in hand, burning $2 million per month, and it will take six months to close the first sale. The company must close sales quickly if it wants to survive.
Professor Ben Shapiro explores the development of new markets and offers ways to close sales more quickly. He underscores the importance of creating a \'buzz\' early in a new market and explains how to balance scarce marketing and sales investments with faster returns.
','The situation is tricky: $10 million in hand, burn rate of $2 million per month, and it will take six months to close the first sale. The company can\'t survive unless it can close sales faster. Professor Ben Shapiro explores the development of new markets and offers ways to close sales more quickly. He explains how to balance scarce marketing and sales investments with faster returns.
','http://gsb.hbs.edu/fss/previews/shapiro/start.html','L','M','0','0','0','0'); db[22]=new dbData('385XC','Robert','Simons','Harvard Business School','Return on Management','Bob Simons is the Charles M. Williams Professor of Business Administration and Unit Head of the Accounting & Control area at Harvard Business School. During the last eighteen years, Simons has taught accounting and management control courses in both the Harvard MBA and Executive Education Programs.
','Does this scenario sound familiar? Every time the boss shows up, people jump for cover. They resurface only after they think the storm has passed. Most likely, they\'re afraid they won\'t be able to answer today\'s pressing question, whatever it might be. Or maybe people are feeling overwhelmed with the new initiatives, task forces, and meetings that have been added to their regular responsibilities.
Bob Simons helps you to detect these warning signs of a low Return On Management. In this presentation, he takes an unconventional look at five common management practices and explains how close monitoring of their application can yield a higher Return On Management ratio.
','Do your employees feel overwhelmed with new initiatives, task forces, and meetings that have been added to their regular responsibilities? Bob Simons helps you detect these warning signs of a low Return on Management. He takes an unconventional look at five common management practices and explains how close monitoring of their application can yield a higher Return on Management ratio.
','http://gsb.hbs.edu/fss/previews/simons/start.html','B','I','M','0','0','0'); db[23]=new dbData('2268C','Debora L.','Spar','Harvard Business School','The Politics of Innovation','Debora Spar is a professor at Harvard Business School, where she works on issues of business-government relations and the political environment of international commerce. Dr. Spar\'s current research focuses on issues of foreign trade and investment, examining how firms compete in foreign markets and how government policies shape and constrain their options.
','There are certain periods of time when technological innovation pushes at the frontiers of government and law; when technology undermines state authority and opens massive loopholes for entrepreneurs to exploit. During these critical junctures, rules disappear and markets flourish wildly. We are living through one of these junctures right now, witnessing the advance of digital technologies and the creation of whole new markets and industries. As these changes ripple across the global economy, they promise to create hordes of entrepreneurs and billions of dollars in revenue, but also to change the rules of the commercial game. In this lecture, Professor Debora Spar examines how new rules are likely to emerge and who will create them.
','During certain periods of time, technological innovation pushes at the frontiers of government and law and opens massive loopholes for entrepreneurs to exploit. During these critical junctures, rules disappear and markets flourish wildly. Professor Debora Spar outlines the common phases of technological change and examines our current digital revolution within this framework.
','http://gsb.hbs.edu/fss/previews/spar/start.html','A','E','G','I','0','0'); db[24]=new dbData('4392C','Michael','Watkins','Harvard Business School','A Framework for Successful Leadership Transitions','Michael Watkins is a member of the faculty at Harvard Business School, where he researches negotiation and leadership. Professor Watkins also teaches in the Program on Negotiation (PON) at Harvard Law School. Prior to joining Harvard Business School, he was an associate professor of Public Policy at Harvard\'s Kennedy School of Government.
','Why should you worry about leadership transitions? In today\'s business world leadership transitions are happening with increasing frequency. They can be risky for individuals and companies, and the cost of failure can be high. However, these changes can be rewarding and can open doors to new opportunities. Professor Michael Watkins presents a roadmap for success during a period of leadership transition.
','Leadership transitions can be risky for individuals and companies, and the cost of failure can be high. However, the rewards can also be great. Professor Michael Watkins presents a roadmap for success during a period of leadership transition.
','http://gsb.hbs.edu/fss/previews/watkins/start.html','A','H','J','0','0','0'); db[25]=new dbData('1512C','David B.','Yoffie','Harvard Business School','Judo Strategy','David B. Yoffie is the Max and Doris Starr Professor of International Business Administration at Harvard Business School.
','Why do some companies succeed in defeating stronger rivals, while others often fail?
This is a question that all ambitious businesses eventually face. Whether you\'re a start-up taking on industry giants or a giant moving into markets dominated by powerful incumbents, the basic problem remains the same: How do you compete with opponents who have size, strength, and history on their side?
Judo Strategy provides three essential principles to help start-ups and mature companies entering new markets defeat stronger rivals. By deploying rapid movement, flexibility, and leverage, new players can lay claim to uncontested ground and turn dominant players\' strengths against them. This program helps firms compete effectively against well-established incumbents.
','Why do some companies defeat stronger rivals, while others fail? This is a question that all ambitious businesses eventually face. Whether you\'re a start-up taking on industry giants or a giant moving into markets with powerful incumbents, the basic problem remains the same. Professor David Yoffie explains how to compete with opponents who have size, strength, and history on their side.
','http://gsb.hbs.edu/fss/previews/yoffie/start.html','I','M','0','0','0','0'); db[26]=new dbData('5992C','Regina E.','Herzlinger','Harvard Business School','Consumer-Driven Health Care: A Revolution for Employers, Consumers, and Providers','Regina E. Herzlinger is the Nancy R. McPherson Professor of Business Administration Chair at the Harvard Business School. She was the first woman to be tenured and chaired at Harvard Business School and the first to serve on a number of corporate boards. She is widely recognized for her innovative research in health care, including her early predictions of the unraveling of managed care and the rise of consumer-driven health care and health care focused factories, two terms that she coined.
','Consumer-driven health care is coming, and you need to know when, where, and how. Professor Regina E. Herzlinger, one of the nation\’s foremost experts on consumer-driven health care, will answer your questions and prepare you, the consumer or employer, for this transformation. Her presentation provides the background for why consumer-driven health care is the right answer for today\’s health care crisis. Are you happy with the control you have over your health care choices? Do you and your employees have choices about health benefits? Do you have all the information you need to make appropriate decisions about your own health care? If not, you need to hear what Professor Herzlinger has to say.','
Consumer-driven health care is coming, and you need to know when, where, and how. Professor Regina E. Herzlinger, one of the nation\’s foremost experts on consumer-driven health care, will answer your questions and prepare you, the consumer or employer, for this transformation.
','http://gsb.hbs.edu/fss/previews/herzlinger/start.html','H','M','0','0','0','0'); db[27]=new dbData('5984C','Nitin','Nohria','Harvard Business School','What Really Matters','Nitin Nohria is Richard P. Chapman Professor of Business Administration and Director of Research at the Harvard Business School. His research centers on leadership and organizational change.
','Which corporate management practices really work? Managers have spent years guessing the answer to that crucial question—and usually guessing wrong. By conducting a massive research initiative, Professor Nitin Nohria found that it\’s not one practice, but a series of practices that lead to sustained success. You’ll be surprised to discover which things matter the most, and which not at all. His insights may make you revisit your strategies and reconsider your strategic implementation. Take advantage of his practical recommendations and learn from the winning companies\’ best practices.','
Which corporate management practices really work? Managers have spent years guessing the answer to that crucial question—and usually guessing wrong. By conducting a massive research initiative, Professor Nitin Nohria found that it\’s not one practice, but a series of practices that lead to sustained success.
','http://gsb.hbs.edu/fss/previews/nohria/start.html','H','I','M','0','0','0'); db[28]=new dbData('5836C','Robert A.','Burgelman','Stanford Graduate School of Business','Strategy is Destiny: A Perspective on Strategic Leadership','Robert A. Burgelman is the Edmund W. Littlefield Professor of Management and Director of the Stanford Executive Program at the Stanford University Graduate School of Business. He received his master\'s and his PhD from Columbia in 1980. His multidisciplinary background includes economics, sociology, and organization theory, and his current research interests include corporate entrepreneurship, strategic business exit, and the role of strategy in firm evolution. Professor Burgelman teaches both MBA and Executive Education courses at the Stanford University Graduate School of Business, leads senior and top management seminars for major companies worldwide, and serves on many boards.
','What role does intuition play in leadership? What is the difference between a forecast and a vision? What separates a great strategist from a great visionary?
In his presentation, Professor Burgelman argues that a company\'s strategic leadership capability is critical for adaptation and high performance, especially in highly dynamic environments. Drawing from his extensive experience in the information technology industry, Professor Burgelman provides a perspective on developing a company\'s strategic leadership capability. He examines why leaders throughout the organization need strategy, when strategy becomes real, how strategy relates to intuition and vision, and what the essence of strategy is.
Whether you are formally involved in strategy-making or not, this discussion will help sharpen your capacity for strategic thinking and offer an approach that goes beyond jargon and techniques.
This presentation is part of the "Strategy is Destiny" series in which Professor Burgelman provides a framework for examining the role of strategy-making in enterprise evolution and corporate innovation. Together these tools form an evolutionary lens through which we can focus on both the big picture and details of the strategy-making process. Other titles in the series include:
Strategy is Destiny Tool I: Forces Driving Firm Evolution
Strategy is Destiny Tool II: An Evolutionary Framework of the Strategy-Making Process
Strategy is Destiny Tool III: Internal Corporate Venturing
What role does intuition play in leadership? What separates a great strategist from a great visionary? Professor Burgelman argues that a company\'s strategic leadership capability is critical for adaptation and high performance, especially in highly dynamic environments.
','http://gsb.hbs.edu/fss/previews/burgelman/start.html','H','M','0','0','0'); db[29]=new dbData('5879C','Jerry I.','Porras','Stanford Graduate School of Business','Built to Last: Beyond Charismatic Visionary Leaders','Jerry I. Porras is the Lane Professor of Organizational Behavior and Change at the Stanford University Graduate School of Business. Coauthor of Built to Last, one of Forbes magazine\’s twenty most influential business books, Porras debunks myths about what makes visionary companies successful by tracing the attributes of a selected group of visionary companies that demonstrate enduring core values, a purpose beyond profits, and a devoted workforce. Porras enlightens audiences with his groundbreaking theories of successful organizations.
','What does it takes to be a great leader? And what if I don’t fit the mold of the charismatic visionary. . . am I doomed to mediocrity? This lecture focuses on a different model of leadership, one that has served leaders of enduringly great organizations quite well for generations. Professor Jerry I. Porras presents findings from an intensive study of the most significant businesses in the United States and demonstrates how the concepts were applied effectively.
','What does it takes to be a great leader? And what if I don’t fit the mold of the charismatic visionary… am I doomed to mediocrity? In this lecture Professor Jerry I. Porras focuses on a different model of leadership, one that has served leaders of enduringly great organizations quite well for generations.
','http://gsb.hbs.edu/fss/previews/porras/start.html','J','A','H','0','0'); db[30]=new dbData('5852C','William P.','Barnett','Stanford Graduate School of Business','Competing in High-Velocity Industries','William P. Barnett is a professor of Strategic Management and Organizational Behavior at the Graduate School of Business at Stanford University, where he has been since 1991. In his research, Barnett studies competitive systems within and among organizations, focusing especially on how competitiveness evolves as organizations grow and change. Professor Barnett teaches MBA, PhD, and Executive Education courses in Entrepreneurship and Strategic Management.
','Scholars and journalists often observe that the leading firms of just a few years ago are no longer preeminent, and warn that perhaps today’s leaders will also fall by the wayside as competitive conditions change.
Why is it so difficult for firms to gain—and remain in—a position of competitive advantage? Why do companies typically face a constant stream of new competitive challenges, and what are the implications of these challenges for a firm’s future success?
In this presentation, Professor Barnett highlights a real, though often unseen, dilemma faced by executives who may be harming their organizations’ long-term competitiveness through mistaken, though well-intended, strategies. Drawing on extensive research on organizational success and failure, Professor Barnett will reconsider the founding premises of modern strategic management theory and propose a very different approach to designing and managing organizations and their strategies.
','Why is it so difficult for firms to gain—and remain in—a position of competitive advantage? Professor William Barnett highlights the real, but unseen, dilemma facing executives who may be harming their organizations’ competitiveness through well-intended strategies. Drawing on extensive research, Barnett reconsiders the founding premises of modern strategic management theory and proposes a very different approach.
','http://gsb.hbs.edu/fss/previews/barnett/start.html','A','I','M','J','0'); db[31]=new dbData('7529C','Stephen P.','Bradley','Harvard Business School','Capturing the Value: Competitive Strategies that Work','Stephen P. Bradley is the William Ziegler Professor of Business Administration at Harvard Business School. In addition to teaching Competitive and Corporate Strategy in the Advanced Management Program, he is the faculty chair of the Executive Program in Competition and Strategy. In the past, he has served as Senior Associate Dean for Faculty Development, Chairman of the Program for Management Development, Chairman of the Competition and Strategy Area, Chairman of the Managerial Economics Area, Course Head for Managerial Economics, and Associate Director of Research.
','What does it take to be successful in today\'s marketplace? Will your strategy allow you to achieve and maintain a competitive advantage? In this presentation, Professor Stephen Bradley offers several approaches that will ensure that your organization attains and sustains success in your industry, including industry analysis—evaluating the competition and using alternative scenarios to cope with uncertainties in the industry. He explains how activities throughout your organization should be aligned and mutually reinforcing to achieve an overall strategic position. Every contact with a customer is an opportunity to define your company. Learn the importance of strategic innovation and ongoing in-market experimentation to ensure that your competencies don\'t become your rigidities.
Are your strategic alliances giving you the value? Or are your partners capturing the value? If you want to find and maintain success, you need a competitive strategy that works.
','How can you create strategies that guarantee success for your organization? To be successful in today\'s changing world, organizations must form and implement strategies that allow them to find and sustain competitive advantage. In this insightful presentation, Professor Stephen Bradley discusses how to form competitive strategies that capture the value in your industry.
','http://gsb.hbs.edu/fss/previews/bradley/start.html','H','I','M','0','0'); db[32]=new dbData('6433C','Richard S.','Ruback','Harvard Business School','Know Your Worth: Critical Valuation Errors to Avoid','Richard S. Ruback is the Willard Prescott Smith Professor of Corporate Finance at Harvard Business School. He is currently focusing his research in applied corporate finance, especially on corporate-control transactions and valuation. His course development work parallels his research interests; currently he teaches in the first year of the MBA Program and is course head of the first-year finance course.
','Are you responsible for the accuracy of your company\’s valuation? Do you make crucial management decisions based on its value? If you are concerned about the accurate valuation of your company, you need to view Professor Richard Ruback\’s presentation. His collection, gathered during twenty years of teaching and consulting, includes real valuation errors caused by inaccurate cash-flow forecasting, distorted terminal values, erroneous discount rates, and misused multiples. In addition to sharing behind-the-scenes views of how such errors occur, Professor Ruback offers practical suggestions for avoiding valuation errors and improving practice in your organization.
','Are you responsible for the accuracy of your company\’s valuation? Do you make crucial management decisions based on its value? If you are concerned about the accurate valuation of your company you need to view Professor Richard Ruback\’s presentation. His collection, gathered during twenty years of teaching and consulting, includes real valuation errors caused by inaccurate cash-flow forecasting, distorted terminal values, erroneous discount rates, and misused multiples.
','http://gsb.hbs.edu/fss/previews/ruback/start.html','D','0','0','0','0'); db[33]=new dbData('581XC','Walter','Kuemmerle','Harvard Business School','International Entrepreneurial Finance','Walter Kuemmerle is an associate professor of business administration at the Harvard Business School, with a joint appointment in the Entrepreneurial Management and Technology & Operations Management faculty groups.
','How will a global perspective increase my organization\'s likelihood of financial success? What\'s most important to consider in local adaptation—economic, political, or social issues? Should I consider global resources for financing? How do I assess whether a country context is good enough to start a business? In this presentation, Professor Walter Kuemmerle discusses his timely research on global access to opportunities and offers important insights for anyone thinking about starting up or expanding a business in an international context.
','How will a global perspective increase my organization\'s likelihood of financial success? What\'s most important to consider in local adaptation--economic, political, or social issues? In this presentation, Professor Walter Kuemmerle offers important insights for anyone thinking about starting up or expanding a business in an international context.
','http://gsb.hbs.edu/fss/previews/kuemmerle/start.html','D','E','G','0','0'); db[34]=new dbData('824XC','Frances X.','Frei','Harvard Business School','Capitalizing on the Power of the Customer','Frances X. Frei is an associate professor of business administration in the Technology and Operations Management (TOM) unit at the Harvard Business School. At HBS, Professor Frei has developed a second-year elective on Managing Service Operations, which focuses on tools and frameworks to drive performance for service firms and service aspects of product firms. She also teaches in Executive Education programs as well as in the prematriculation Analytics program. Professor Frei was chosen to be the Class Day faculty speaker for the MBA Class of 2002 and has received teaching awards at the Wharton School of Business, the University of Rochester, and at HBS, where in 2002 and 2003 she received the MBA Class Award for teaching excellence.
','How do you provide service that differentiates you from your competitors, provides great value for your customers, and yields disproportionately large profits for your firm? Professor Frances Frei explains how, using examples from such companies as Commerce Bank, Progressive Insurance, and Intuit. She covers a variety of useful strategies, such as providing extra services that customers are willing to pay for, wrapping operational savings in service features, and making excellent customer service available but unnecessary.
Not all companies, or even industries, employ such successful strategies. In some cases, the customer is regarded as an adversary rather than as an advocate. An adversarial relationship can help new entrants with better customer relationship strategies to take away your customers, says Professor Frei.
Using Zipcar and Starbucks as examples, Professor Frei shows how influencing customer behavior can create a more positive and profitable experience for both you and your customer. By fostering normative environments or providing fail-safe mechanisms, you can ensure that customers act in both their own and your best interests.
','How do you provide service that differentiates you from your competitors, provides great value for your customers, and yields large profits for your firm? Professor Frances Frei explains how, using examples from such companies as Commerce Bank, Progressive Insurance, and Intuit. Companies like these not only provide excellent customer service, but also influence their customers to act in ways beneficial to the firm.
','http://gsb.hbs.edu/fss/previews/frei/start.html','L','G','0','0','0'); db[35]=new dbData('7561C','Josh','Lerner','Harvard Business School','Boom and Bust in Private Equity','Josh Lerner is the Jacob H. Schiff Professor of Investment Banking at Harvard Business School, with a joint appointment in the Finance and the Entrepreneurial Management Units. He graduated from Yale College with a Special Divisional Major, which combined physics with the history of technology.
','Where did the private equity business come from? Where is it going? Professor Josh Lerner provides a history of the ups and downs of private equity and forecasts where the industry will be ten years from now. In the section “Rightsizing,” Professor Lerner discusses the enormous fluctuations in the industry and what the right steady-state level could be. In “Structure and Reach,” using the history of the investment banking industry as a backdrop, he offers a road map for the future of the private equity business. In “Transparency,” he describes the various pressures that may drive the industry to be run in a more transparent way in the future, and how this change will have a profound effect on the private equity business.
','What does the past tell us about the future of private equity? Are booms and busts a fact of life or a preventable anomaly? Professor Josh Lerner outlines three themes—rightsizing, structure and reach, and transparency—that may be dominant issues in private equity in the future. His conclusion: the business of private equity will look very different a decade from now.
','http://gsb.hbs.edu/fss/previews/lerner/start.html','D','0','0','0','0'); db[36]=new dbData('8304C','James','Austin','Harvard Business School','Strategic Alliances: The Power of Partnering Between Nonprofits and Businesses','James Austin currently holds the Eliot I. Snider and Family Professor of Business Administration at Harvard Business School. Previously he held the John G. McLean Professorship and the Richard Chapman Professorship. He has been a member of the Harvard University faculty since 1972. He was the Co-founder and Chair of the HBS Social Enterprise Initiative.
','City Year and Timberland, Conservation International and Starbucks—more and more leading institutions are discovering the power and mutual benefit of cross-sector collaborations.
In this presentation, Professor James Austin, cofounder of the Social Enterprise Initiative at Harvard Business School, shares his research on partnerships between several nonprofit and business organizations.
Austin defines the seven critical characteristics of strong collaborations as well as the barriers to successful partnering. Using the City Year/Timberland partnership as an example, he illustrates how a relationship can evolve over time, and how “harnessing the power of collaboration” can promote higher achievement for both partners.
','City Year and Timberland, Conservation International and Starbucks—more and more leading institutions are discovering the power and mutual benefit of cross-sector collaborations. Professor James Austin defines the seven critical characteristics of strong collaborations as well as the barriers to successful partnering. He illustrates how “harnessing the power of collaboration” can promote higher achievement for both partners.
','http://gsb.hbs.edu/fss/previews/austin/start.html','K','O','0','0','0'); db[37]=new dbData('7553C','Rakesh','Khurana','Harvard Business School','Irrational Succession: The Role of the Board in CEO Selection','Rakesh Khurana is an Associate Professor of Business Administration in the Organizational Behavior area at Harvard Business School. Professor Khurana received his B.S. from Cornell University and his A.M. (Sociology) and Ph.D. in Organization Behavior from Harvard University. Prior to attending graduate school, he worked as a founding member of Cambridge Technology Partners in Sales and Marketing.
','How do successful organizations find the best chief executives? Is charisma the key qualification to becoming a successful CEO? In this presentation, Professor Rakesh Khurana explains that CEO selection has become an irrational process. Using an historical perspective, he describes how the role of the CEO has grown in the age of the celebrity CEO, as the CEO has come to personalize the firm and be credited with all of the firm\'s successes.
You will understand how CEO succession works today, as well as the importance of leadership development throughout organizations. Professor Khurana also outlines possible improvements to the selection process, including the responsibilities of boards, investors, and business schools.
','How do successful organizations find the best chief executives? Is charisma the key qualification to becoming a successful CEO? Professor Rakesh Khurana explains that CEO selection has become an irrational process. Using an historical perspective, he describes how the role of the CEO has grown in the age of the celebrity CEO, as the CEO has come to personalize the firm and be credited with all of the firm\'s successes.
','http://gsb.hbs.edu/fss/previews/khurana/start.html','F','H','0','0','0'); db[38]=new dbData('8290C','David A.','Garvin','Harvard Business School','The Case Method in Professional Education','David A. Garvin is the C. Roland Christensen Professor of Business Administration at the Harvard Business School. He joined the Business School faculty in 1979 and has taught courses in general management and operations in the MBA and Advanced Management programs, as well as serving as faculty chair of Baker Library and the School\'s Manufacturing in Corporate Strategy program. He has also taught in executive education programs and consulted for over fifty organizations, including Biogen Idec, Booz-Allen & Hamilton, BP, Frito-Lay, Gillette, KeySpan, L. L. Bean, 3M, Morgan Stanley, Novartis, Time Life, and the U.S. Forest Service.
','Leading professional schools realize that their students require more than lectures to develop the knowledge, attitudes, and skills required to achieve success within their selected professions. Case method teaching presents students with real-world problems that involve them in analysis, decision making, and action. This kind of active learning helps students make the transition from class work to meeting the challenges of professional practice.
More and more professional schools are incorporating case method teaching into their programs, and in a variety of ways. In this presentation, Professor David Garvin traces the development of the case method within the law, business, and medical schools at Harvard University. He outlines the differences between the types of cases used, the preparation and class process, and the emphasis, tone, and objective of the learning for each school.
','More and more professional schools are incorporating case method teaching into their programs, and in a variety of ways. In this presentation, Professor David Garvin traces the development of the case method within the law, business, and medical schools at Harvard University. He outlines the differences between the types of cases used, the preparation and class process, and the emphasis, tone, and objective of the learning for each school.
','http://gsb.hbs.edu/fss/previews/garvin_pcl/start.html','P','0','0','0','0'); db[39]=new dbData('7544C','Jan W.','Rivkin','Harvard Business School','Where Do Great Strategies Come From?','Jan W. Rivkin is an Associate Professor in the Strategy Unit at Harvard Business School. His research, course development, and teaching efforts examine the interactions across functional and product boundaries within a firm—that is, the connections that link marketing, production, logistics, finance, human resource management, and other parts of a firm. His work analyzes, first, how such interactions constrain managerial behavior and, second, how managers use strategy-making processes and organizational structure to cope with decisions whose ramifications span boundaries.
','Do your strategic planning processes provide well-thought-out alternatives from which to make choices? Or do you end up with reams of useless analysis that will be ignored while an existing strategy is ratified again? Professor Jan W. Rivkin uses the case of Ryanair, an Irish airline, as an example in his discussion of traditional and alternative strategic planning approaches. His alternative process will enable you to keep internal, external, and dynamic consistencies in the forefront as you plan for the successful future of your organization. This new approach will improve the odds that your organization will have the strategy it needs in place for long-term success.
','Do your strategic planning processes provide well-thought-out alternatives from which to make choices? Professor Jan W. Rivkin uses the case of Irish airline Ryanair as he discusses traditional and alternative strategic planning approaches. His ideas will enable you to keep internal, external, and dynamic consistencies in the forefront as you plan for the successful future of your organization.
','http://gsb.hbs.edu/fss/previews/rivkin/start.html','H','M','0','0','0'); db[40]=new dbData('8827C','Joseph L.','Bower','Harvard Business School','Leadership is a Choice: The General Manager in the Middle','Joseph L. Bower, the Donald Kirk David Professor of Business Administration, teaches in the General Management Unit and is the program faculty chair. He also teaches in Governing for Nonprofit Excellence: Critical Issues for Board Leadership in Executive Education, as well as in the School\'s Humanitarian Leadership Program. An expert on corporate strategy, organization, and public policy, he has developed and taught courses in business policy, strategic management, and the working relations of business and government. Having devoted his research to problems confronting top management in the changing political economy and competitive world economy, he currently is focusing on the creation of corporate value added. Professor Bower is the author or coauthor of a dozen books, with the new title, From Resource Allocation to Strategy (with C. Gilbert), forthcoming. His most recent articles include "Building the Velcro Organization: Creating Value Through Integration and Maintaining Organization-Wide Efficiency" in the Ivey Business Journal, and "The Social Cost of Fraud and Bankruptcy" (with C. Gilson) in the Harvard Business Review. A director of several corporate boards, he has consulted with the U.S. government and with companies both in the United States and abroad.
','How does a general manager operate successfully when the responsibilities of the job are often in conflict? What does it mean to choose to be a leader? Stationed at the crossroads between the corporation and the operating units, middle managers are measured on their ability to motivate others to perform. In this presentation, Professor Joseph Bower provides practical guidelines for becoming a successful manager in the middle.
General managers must be strong leaders and strategists, organization builders, and performers. They must learn which battles to fight, while developing and maintaining positive working relationships. In order to expand their jobs, they must understand the limits of the territory while taking aggressive risks.
Shouldered with a challenging mix of financial and process management responsibilities, the middle manager must create an environment where staff can succeed. The complete general manager is a leader who is at ease in an imperfect world; is diplomatic, energetic, self-confident, and fun. Are you ready to choose to lead?','
How does a general manager operate successfully when the responsibilities of the job are often in conflict? What does it mean to choose to be a leader? Stationed at the crossroads between the corporation and the operating units, middle managers are measured on their ability to motivate others to perform. In this presentation, Professor Joseph Bower provides practical guidelines for becoming a successful manager in the middle.
','http://gsb.hbs.edu/fss/previews/bower/start.html','H','I','0','0','0'); db[41]=new dbData('8258C','Thomas J.','DeLong','Harvard Business School','The Power of Supporting Players in High-Performance Industries','Thomas J. DeLong, the Philip J. Stomberg Professor of Management Practice, is a faculty member in the Organizational Behavior Unit. His work focuses on professional service firms, organizational behavior, leadership, and strategic human resource management. Professor DeLong teaches Leading Professional Service Firms in Executive Education, and recently designed an MBA course on managing human capital in high-performance organizations. In addition, he created an MBA course that focuses on strategic issues in professional service firms, taking into account growth, competitive dynamics, and disintermediation of the business.
','Do you spend too much time focusing on your \"star\" performers and your \"C\" players, at the expense of your supporting players? Do you underestimate the importance of these vital employees? In this presentation, Professor Thomas J. DeLong warns that you ignore these key players at your peril, and explains why keeping them motivated is crucial to your organization\'s success.
Professor DeLong outlines the principles of high-performance organizations, and his ideas will prompt you to consider these key questions: What do your employees infer when you demonstrate ambiguous behavior? Why is it crucial that your espoused theory matches your actions?
Professor DeLong reveals how "B" players can often take the lead in saving the organization from itself.','
Do you spend too much time focusing on your "star" performers and your "C" players, at the expense of your supporting players? Do you underestimate the importance of these vital employees? In this presentation, Professor Thomas J. DeLong warns that you ignore these key players at your peril, and explains why keeping them motivated is crucial to your organization\'s success.
','http://gsb.hbs.edu/fss/previews/delong/start.html','H','I','K','0','0') db[42]=new dbData('8266C','Das','Narayandas','Harvard Business School','Managing Markets, Segments, and Customers','Das Narayandas, Professor of Business Administration, serves as the chair for Business Marketing Strategy, and is a faculty member in the Marketing Unit. He also is the course head of the Business Marketing elective in the MBA program and recently developed Managing Customers for Profit, an award-winning, interactive simulation program. In both 2000 and 2003, he received the MBA Class Award for Teaching Excellence. His research concentrates on the management of customer relationships in business-to-business markets.
','Marketing is the management of markets, segments, and customers. Professor Das Narayandas asks you to examine how you manage each entity to produce a result that is beneficial to both you and the customer. He discusses visioning and market fit and explains why it is important to communicate the benefits to your customer and to link those benefits to the members of the decision-making unit.
Managing segments involves formulating marketing strategies to analyze your customer, your competition, and your firm. Are you at the high end? The low end? Are you a market leader who must play across the entire span? Using the price/performance curve, you can make key decisions regarding your pricing and positioning strategies.
Marketing strategies have a profound effect on how you organize your marketing and sales efforts. Professor Narayandas will explain why you should consider your strategies carefully before making organizational decisions. ','
Marketing is the management of markets, segments, and customers. Professor Das Narayandas asks you to examine how you manage each entity to produce a result that is beneficial to both you and the customer. He discusses visioning and market fit and explains why it is important to communicate the benefits to your customer and to link those benefits to the members of the decision-making unit.
','http://gsb.hbs.edu/fss/previews/narayandas/start.html','L','M','0','0','0'); db[43]=new dbData('8274C','John R.','Wells','Harvard Business School','Strategic Agility: Managing Continuous Change','John Wells is Professor of Management Practice in the Strategy Unit at Harvard Business School, where he teaches the first-year core course in strategy.
Professor Wells graduated from Oxford University with first class honors in Nuclear and Solid State Physics. He received his MBA from Harvard Business School in 1979, graduating Valedictorian and a George F. Baker Scholar. After working for two years with the Boston Consulting Group, he joined the faculty to teach Industry and Competitor Analysis and Business Policy. In 1982, he was awarded a Dean’s Doctoral Fellowship and he received his doctorate in 1984. His research interests included the impact of synergy on corporate profitability, the dynamics of competition, and the application of artificial intelligence techniques to business problems.
','Why do companies fail? Why don\’t companies that are failing make changes? Inertia prevents some companies from exploring new ways to solve problems, and resisting change can be fatal. Professor John R. Wells explains that organizations that want to excel in an ever-changing marketplace need to foster and maintain strategic agility. Using examples from such organizations as Atari, Kodak, and Dell, he explores the importance of having agile strategies, agile structures, and agile people in today\'s complex environment.','
Why do companies fail? Why don’t companies that are failing make changes? Inertia prevents some companies from exploring new ways to solve problems, and resisting change can be fatal. Professor John R. Wells explains that organizations that want to excel in an ever-changing marketplace need to foster and maintain strategic agility. Using examples from such organizations as Atari, Kodak, and Dell, he explores the importance of having agile strategies, agile structures, and agile people in today’s complex environment.
','http://gsb.hbs.edu/fss/previews/wells/start.html','J','K','M','0','0'); db[44]=new dbData('6271C','Roderick M.','Kramer','Stanford Graduate School of Business','The Power of Paranoia','Roderick M. Kramer is the William R. Kimball Professor of Organizational Behavior at the Stanford Graduate School of Business, where he teaches both executive and MBA courses. Professor Kramer received a BA and an MA from California State University, and a PhD from the University of California, Los Angeles. He has taught at Kellogg, Oxford, London Business School, and Harvard, and was recognized by BusinessWeek for outstanding teaching. Professor Kramer specializes in decision making, trust, cooperation, leadership, creativity, and entrepreneurship in organizations. He has written more than 90 articles in leading psychology and organizational behavior journals, and is the author of Power and Influence in Organizations: Structures and Processes and Trust in Organizations.
','As crises such as the September 11th terrorist attacks and the collapse of Enron have shown, blindly abiding by the belief that trust is a strength now seems dangerously naïve. Professor Roderick M. Kramer presents results from two decades of research on trust and cooperation in organizations. His research findings have convinced him that distrust can indeed be a key ingredient in organizational effectiveness, contrary to the view espoused in most popular management literature. Professor Kramer will present situations in which a moderate form of suspicion, a state he calls “prudent paranoia,” can prove highly valuable. He will show that properly deployed paranoia can be a powerful morale booster, even a competitive weapon, for organizations.','
As crises such as the September 11th terrorist attacks and the collapse of Enron have shown, blindly abiding by the belief that trust is a strength now seems dangerously naïve. Professor Roderick M. Kramer presents results from two decades of research on trust and cooperation in organizations. His research findings have convinced him that distrust can indeed be a key ingredient in organizational effectiveness, contrary to the view espoused in most popular management literature.
','http://gsb.hbs.edu/fss/previews/kramer/start.html','B','I','J','K','0'); db[45]=new dbData('9297C','Amy C.','Edmondson, Michael A. Roberto, and Richard M.J. Bohmer','Harvard Business School','Organizational Learning in the Face of Ambiguous Threats','Amy C. Edmondson, professor of business administration, teaches an elective MBA course, Managing Service Operations, and a doctoral course on field research methods Professor Edmondson\'s research explores psychological safety and learning in teams and organizations.
Michael A. Roberto is a faculty member in the general management unit at Harvard Business School. He teaches courses on general management, managerial decision-making, and business strategy. Professor Roberto\'s research focuses on strategic decision-making processes and senior management teams.
Richard M. J. Bohmer is a physician and an associate professor of business administration at Harvard Business School in the technology and operations (TOM) unit. Professor Bohmer’s research has focused on healthcare operations strategy, technology adoption in healthcare, patient safety, clinical process management, and clinical quality improvement. ','
Is there a disaster waiting to happen in your organization? Is your organization poised to react if you sense one looming? In this stimulating presentation, Professors Amy C. Edmondson, Michael A. Roberto, and Richard M.J. Bohmer use NASA and the Columbia space shuttle to look at the causes of organizational disasters. How does the makeup of an organization contribute? How does an institution allow accidents to occur?
Professor Roberto takes a close look at NASA\'s recovery window—the period of time between when you see an ambiguous threat and when that threat turns into a major accident. Using the Columbia incident as a backdrop, he then applies the lessons learned to management in all types of organizations and outlines factors at three levels that can cause organizations to underreact to the ambiguous threats that might presage a disaster.
Professor Bohmer discusses how team-level and organizational factors—including design, structure, and culture—can contribute to a lack of leadership and communication, leaving the organization ill-prepared for unexpected threats.
Professor Edmondson envisions an alternative response, where the organization can develop a culture that allows it to respond effectively in a recovery window. This is how learning organizations are created—not by using the right words, but through practice. And if organizations cannot move into this mode themselves, they need to be led, pointing to the very important and central role of leadership in engaging people, giving them structure, and providing an environment in which they can flourish.','
Is there a disaster waiting to happen in your organization? Is your organization poised to react if you sense one looming? In this stimulating presentation, Professors Amy C. Edmondson, Michael A. Roberto, and Richard M.J. Bohmer use NASA and the Columbia space shuttle to look at the causes of organizational disasters. How does the makeup of an organization contribute? How does an institution allow accidents to occur?
','http://gsb.hbs.edu/fss/previews/edmondson/start.html','H','I','J','K','0'); db[46]=new dbData('9300C','Howard','Stevenson','Harvard Business School','Just Enough: Defining Lifelong Success','Howard Stevenson, Sarofim-Rock Professor of Business Administration, is the senior associate dean and director of External Relations, as well as the senior associate provost for Harvard University Resources and Planning. He is a former faculty chair of Executive Education\'s Owner/President Management Program (OPM).
Professor Stevenson\'s wealth of entrepreneurial experience includes cofounding the Baupost Group, Inc., as well as venture capital investing in forty other businesses. He is the author or coauthor of dozens of articles, 150 case studies, and eight books, including New Business Ventures and the Entrepreneur, Fifth Edition (with A. Bhide, H. Grousbeck, and M. Roberts). He is a cochair of the advisory board of Baupost LLC, as well as a director of Camp Dresser & McKee and of Landmark Communications.
','Happiness, significance, achievement, legacy—these are the four dimensions of success, according to Professor Howard Stevenson, co-author (with Laura Nash) of Just Enough: Tools for Creating Success in Your Work and Life. Have you defined what is "just enough" for you and your business? Based on interviews with highly successful people, this multimedia presentation offers a framework for enduring success.
Whether you\'re just starting out in your career, or nearing retirement, Stevenson offers strategies for defining and measuring success, as well as suggestions for how to achieve a sense of fulfillment and satisfaction with your accomplishments.','
Happiness, significance, achievement, legacy—these are the four dimensions of success, according to Professor Howard Stevenson, co-author (with Laura Nash) of Just Enough: Tools for Creating Success in Your Work and Life. Whether you\'re just starting out in your career, or nearing retirement, Professor Stevenson offers strategies for defining and measuring success, as well as suggestions for how to achieve a sense of fulfillment and satisfaction with your accomplishments.
','http://gsb.hbs.edu/fss/previews/stevenson/start.html','A','0','0','0','0'); db[47]=new dbData('5313C','Michael L.','Ray','Stanford Graduate School of Business','Accessing Your Creativity: Overcoming the Challenges of Time and Stress','Michael L. Ray is the John G. McCoy-Banc One Corporation Professor of Creativity and Innovation and of Marketing (emeritus) at Stanford University\'s Graduate School of Business. Professor Ray received his BS, MS, MA, and PhD from Northwestern University. He is a specialist in new paradigm business, creativity, innovation, marketing communication, advertising, and the behavioral science approach to marketing problems. Ray has served as visiting associate professor at the Harvard Business School, visiting research associate at the Marketing Science Institute, and visiting professor at the Australian Graduate School of Management. He is a fellow of the World Business Academy and received their 1991 Harman Award. His book Creativity in Business was named one of the nine “Greatest Business Books Ever Written” by Inc. magazine in December 1996.
','Most of us believe that the only constant is change. But, in fact, there is another constant: our own inner resource. In these times of change, continuous innovation is required for competitive advantage in business. And in order to promote constant innovation, it is imperative to tap into people’s inner creative resources so as to fully leverage the rest of their skills, thus making their work more meaningful and allowing them to contribute to the best of their abilities. Drawing on twenty-five years of teaching his innovative Personal Creativity in Business class, Professor Ray weaves together stories, tips for living, and exercises to help you combat the challenges of time and stress in order to more fully bring this resource into your life.','
Most of us believe that the only constant is change. But, in fact, there is another constant: our own inner resource. In these times of change, continuous innovation is required for competitive advantage in business. And in order to promote constant innovation, it is imperative to tap into people\’s inner creative resources so as to fully leverage the rest of their skills.
','http://gsb.hbs.edu/fss/previews/ray/start.html','A','G','H','0','0'); db[48]=new dbData('9718C','Pankaj','Ghemawat','Harvard Business School','Sustaining Competitive Advantage ','Pankaj Ghemawat is the Jaime and Josefina Chua Tiampo Professor of Business Administration at Harvard University\'s Graduate School of Business Administration and head of the Strategy Unit. One strand of his research and teaching focuses on the dynamics of globalization and generic strategies for international firms. Another strand of his work is concerned with foundational issues in business strategy, particularly work on the topics of competitive dynamics, business scope, and complexity.
','How do successful organizations sustain their competitive advantage in the midst of rapid change and innovation in the marketplace? What are the key threats to sustainability and how can you respond to keep your organization competitive? In this presentation, Professor Pankaj Ghemawat outlines the key threats to sustainability: imitation, substitution, holdup, and slack. Successful companies like Wal-Mart and Intel have devised innovative responses to these threats and have outperformed their competition.
As you try to build your competitive advantage and respond to competitive threats, you also need to think about how to protect your advantage. Professor Ghemawat explains how exploiting your uniqueness and continually monitoring your competitive environment are crucial steps to keeping healthy. Sustainability is a moving target, and successful organizations think dynamically in order to continue to excel.','
How do successful organizations sustain their competitive advantage in the midst of rapid change and innovation in the marketplace? What are the key threats to sustainability and how can you respond to keep your organization competitive? In this presentation, Professor Pankaj Ghemawat outlines the key threats to sustainability: imitation, substitution, holdup, and slack. Successful companies like Wal-Mart and Intel have devised innovative responses to these threats and have outperformed their competition.
','http://gsb.hbs.edu/fss/previews/ghemawat2/start.html','M','J','0','0','0'); db[49]=new dbData('1576C','Tarun','Khanna','Harvard Business School','Scope and Global Strategy','Tarun Khanna is the Jorge Paulo Lemann Professor of Business Administration at Harvard Business School, where he has been a member of the Strategy Unit since 1993. He heads the required Strategy course in the Harvard MBA program, and lectures and consults to companies and governments worldwide.
Professor Khanna\'s work has been published extensively in academic journals, including the Journal of Industrial Economics, the Journal of Finance, the European Economic Review, the Journal of Economics and Management Strategy, the Strategic Management Journal, the Academy of Management Journal, Organization Science, and Management Science.
','A viable global strategy configures and coordinates better than available alternative means for accomplishing comparable ends. Configuration is deciding what to do where. Coordination is the tying together of different activities in different locations. But when does a global strategy makes sense, and how do you decide when and where to centralize an activity?
In this presentation, Professor Tarun Khanna addresses these questions and explores the potential for a global presence to create value for organizations. He encourages management to continually review the way they conduct business and ask, “Is there a better way to get things done?”','
A viable global strategy configures and coordinates better than available alternative means for accomplishing comparable ends. Configuration is deciding what to do where. Coordination is the tying together of different activities in different locations. But when does a global strategy makes sense, and how do you decide when and where to centralize an activity?
In this presentation, Professor Tarun Khanna addresses these questions and explores the potential for a global presence to create value for organizations. He encourages management to continually review the way they conduct business and ask, "Is there a better way to get things done?"
','http://gsb.hbs.edu/fss/previews/khanna/start.html','E','M','0','0','0'); db[50]=new dbData('107XC','Rohit','Deshpandé','Harvard Business School','Creating Customer-Centric Cultures: Lessons from High-Performance Organizations','Rohit Deshpandé, Sebastian S. Kresge Professor of Marketing, serves as the faculty chair for Strategic Marketing Management. A member of the Marketing Unit faculty, he teaches two required MBA courses, Marketing and Leadership and Corporate Accountability. His primary research interest concerns the impact of corporate culture on global marketing strategy, with particular focus on cross-cultural marketing strategy and the influence of culture on consumption.
','What kinds of corporate cultures are common to best-performing organizations? Does being customer focused really matter? In this presentation, Professor Rohit Deshpandé describes revolutionary changes in marketing that lead to more customer-centric organizations, where customers are everybody\’s responsibility and the language of the customer is key. Approaching marketing as a cultural challenge is a hallmark of the most successful high-performance companies in the world.
Professor Deshpandé examines the elements of corporate culture that lead to the best performance. He finds that the most successful companies look alike, no matter where in the world they are, and concludes that corporate culture trumps national culture.
His compelling findings can be applied to your organization to increase its performance. How does your organization stack up against the best?
','What kinds of corporate cultures are common to best-performing organizations? Does being customer focused really matter? In this presentation, Professor Rohit Deshpandé describes revolutionary changes in marketing that lead to more customer-centric organizations, where customers are everybody’s responsibility and the language of the customer is key. Approaching marketing as a cultural challenge is a hallmark of the most successful high-performance companies in the world.
','http://gsb.hbs.edu/fss/previews/deshpande/start.html','G','H','L','M','0'); db[51]=new dbData('1037C','David E.','Bell','Harvard Business School','The Revolution in Retailing','David E. Bell, George M. Moffett Professor of Agriculture and Business, serves as the faculty chair for the School\'s Marketing Unit and for Executive Education\'s Agribusiness Seminar and Program for Management Development (PMD). A marketing and retailing expert, he currently teaches retailing in the MBA elective curriculum, and also has taught courses on managerial economics and risk management. His research currently focuses on the impact of store location on pricing strategies, the measurement of financial risk, and managerial decision analysis.
','A recent study suggests that much of the economic boom of the 1990s was not due to technology or to the Internet, but to efficiencies in the $3 trillion retail industry. Leading the way is Wal-Mart, famous for low prices, with over $200 billion in annual sales. But other stores, like Zara and Selfridges, also succeed with innovative sales strategies that entice customers to shop. <\p>
What does the future hold? In this presentation, Professor David E. Bell gives an overview of the industry, including its past and present, as he suggests how retailing will evolve. He explains that price, convenience, and an entertaining shopping experience will continue to be key components in tomorrow\'s retail landscape, and provides insights that might inform what you do in your own organization.<\p>','
What does the future of retailing hold? In this presentation, Professor David E. Bell gives an overview of the industry, including its past and present, as he suggests how retailing will evolve. He explains that price, convenience, and an entertaining shopping experience will continue to be key components in tomorrow\'s retail landscape, and provides insights that might inform what you do in your own organization.
','http://gsb.hbs.edu/fss/previews/bell/start.html','L','0','0','0','0'); db[52]=new dbData('3250C','Robert A.','Burgelman','Stanford Graduate School of Business','Strategy is Destiny Tool I: Forces Driving Firm Evolution','Robert A. Burgelman is the Edmund W. Littlefield Professor of Management and Director of the Stanford Executive Program at the Stanford University Graduate School of Business. He received his master\'s and his PhD from Columbia in 1980. His multidisciplinary background includes economics, sociology, and organization theory, and his current research interests include corporate entrepreneurship, strategic business exit, and the role of strategy in firm evolution. Professor Burgelman teaches both MBA and Executive Education courses at the Stanford University Graduate School of Business, leads senior and top management seminars for major companies worldwide, and serves on many boards.
','What is strategic leadership? How can leaders capitalize on external and internal sources of change, stimulate debate, and motivate people to take action?
In this presentation, Professor Robert A. Burgelman presents a perspective on strategic leadership and a tool for diagnosing the forces that drive evolution within a business. By focusing on the big picture, leaders will learn how to analyze and capitalize on external and internal sources of change.
This presentation is part of the "Strategy is Destiny" series in which Professor Burgelman provides a framework for examining the role of strategy-making in enterprise evolution and corporate innovation. Together these tools form an evolutionary lens through which we can focus on both the big picture and details of the strategy-making process. Other titles in the series include:
Strategy is Destiny: A Perspective on Strategic Leadership
Strategy is Destiny Tool II: An Evolutionary Framework of the Strategy-Making Process
Strategy is Destiny Tool III: Internal Corporate Venturing
What is strategic leadership? How can leaders capitalize on external and internal sources of change, stimulate debate, and motivate people to take action?
In this presentation, Professor Robert A. Burgelman presents a perspective on strategic leadership and a tool for diagnosing the forces that drive evolution within a business. By focusing on the big picture, leaders will learn how to analyze and capitalize on external and internal sources of change.
','http://gsb.hbs.edu/fss/previews/burgelman_tools_1/start.html','A','H','K','M','0'); db[53]=new dbData('3269C','Robert A.','Burgelman','Stanford Graduate School of Business','Strategy is Destiny Tool II: An Evolutionary Framework of the Strategy-Making Process','Robert A. Burgelman is the Edmund W. Littlefield Professor of Management and Drector of the Stanford Executive Program at the Stanford University Graduate School of Business. He received his master\'s and his PhD from Columbia in 1980. His multidisciplinary background includes economics, sociology, and organization theory, and his current research interests include corporate entrepreneurship, strategic business exit, and the role of strategy in firm evolution. Professor Burgelman teaches both MBA and Executive Education courses at the Stanford University Graduate School of Business, leads senior and top management seminars for major companies worldwide, and serves on many boards.
','How can leaders exploit current business opportunities while developing new ones? What organizational designs best facilitate this? How can leaders stimulate the strategic renewal process?
In this presentation, Professor Robert A. Burgelman presents a framework for examining the alignment between strategy and action. The framework balances the exploitation of current opportunities with the exploration of opportunities in new environments. This session will provide leaders with an understanding of the fundamental strategy-making processes in established companies and the strategic leadership challenges associated with them.
This presentation is part of the "Strategy is Destiny" series in which Professor Burgelman provides a framework for examining the role of strategy-making in enterprise evolution and corporate innovation. Together these tools form an evolutionary lens through which we can focus on both the big picture and details of the strategy-making process. Other titles in the series include:
Strategy is Destiny: A Perspective on Strategic Leadership
Strategy is Destiny Tool I: Forces Driving Firm Evolution
Strategy is Destiny Tool III: Internal Corporate Venturing
How can leaders exploit current business opportunities while developing new ones? What organizational designs best facilitate this? How can leaders stimulate the strategic renewal process?
In this presentation, Professor Robert A. Burgelman presents a framework for examining the alignment between strategy and action. The framework balances the exploitation of current opportunities with the exploration of opportunities in new environments. This session will provide leaders with an understanding of the fundamental strategy-making processes in established companies and the strategic leadership challenges associated with them.
','http://gsb.hbs.edu/fss/previews/burgelman_tools_2/start.html','A','H','K','M','0'); db[54]=new dbData('3277C','Robert A.','Burgelman','Stanford Graduate School of Business','Strategy is Destiny Tool III: Internal Corporate Venturing','Robert A. Burgelman is the Edmund W. Littlefield Professor of Management and Drector of the Stanford Executive Program at the Stanford University Graduate School of Business. He received his master\'s and his PhD from Columbia in 1980. His multidisciplinary background includes economics, sociology, and organization theory, and his current research interests include corporate entrepreneurship, strategic business exit, and the role of strategy in firm evolution. Professor Burgelman teaches both MBA and Executive Education courses at the Stanford University Graduate School of Business, leads senior and top management seminars for major companies worldwide, and serves on many boards.
','How can leaders overcome managerial, strategic, and structural impediments to new business development? What are the interlocking strategic leadership activities that constitute the innovation process?
In this presentation, Professor Robert A. Burgelman presents a framework for understanding how an organization\'s strategic leadership capability is critical to adaptation and high performance, especially in highly dynamic environments. Through this focus on the details of the strategic activities involved in new business development, Professor Burgelman examines the leadership activities of executives at different levels in the organization. He also explains how the strategy-making process can drive corporate innovation and entrepreneurship.
This presentation is part of the "Strategy is Destiny" series in which Professor Burgelman provides a framework for examining the role of strategy-making in enterprise evolution and corporate innovation. Together these tools form an evolutionary lens through which we can focus on both the big picture and details of the strategy-making process. Other titles in the series include:
Strategy is Destiny: A Perspective on Strategic Leadership
Strategy is Destiny Tool I: Forces Driving Firm Evolution
Strategy is Destiny Tool II: An Evolutionary Framework of the Strategy-Making Process
How can leaders overcome managerial, strategic, and structural impediments to new business development? What are the interlocking strategic leadership activities that constitute the innovation process?
In this presentation, Professor Robert A. Burgelman presents a framework for understanding how an organization\'s strategic leadership capability is critical to adaptation and high performance, especially in highly dynamic environments. Through this focus on the details of the strategic activities involved in new business development, Professor Burgelman examines the leadership activities of executives at different levels in the organization. He also explains how the strategy-making process can drive corporate innovation and entrepreneurship.
','http://gsb.hbs.edu/fss/previews/burgelman_tools_3/start.html','A','H','K','M','0'); db[55]=new dbData('1568C','Cynthia A.','Montgomery','Harvard Business School','Resources and Corporate Strategy','Cynthia A. Montgomery, Timken Professor of Business Administration, received the General Electric Award for Outstanding Research in Strategic Management. Professor Montgomery\'s first faculty position was at the Graduate School of Business at the University of Michigan. She moved to the Kellogg School of Management at Northwestern University, where she was recognized with its Outstanding Teacher of the Year Award in 1988. In 1989, she joined the faculty at Harvard Business School.
Professor Montgomery is the coauthor of Corporate Strategy: Resources and the Scope of the Firm (with D. Collis), and is the editor of Resource-Based and Evolutionary Theories of the Firm, and of Strategy: Seeking and Securing Competitive Advantage (with M. Porter). Professor Montgomery has published in the Strategic Management Journal, the Academy of Management Journal, Management Science, the Journal of Business, the Journal of Economic Perspectives, the American Economic Review, the Rand Journal of Economics, Harvard Business Review, and others. She is on the boards of directors of Newell Rubbermaid Inc. and of several Merrill Lynch mutual funds.
','The purpose of corporate strategy is value creation. Resources are critical to strategy because they determine not simply what a firm wants to do, but what it can do. Resources determine the scope and portfolio of the business segments of every multibusiness organization.
In this presentation, Professor Cynthia Montgomery discusses the critical steps of identifying, evaluating, building, and deploying valuable resources. Competitive advantage, she explains, requires more than just how your business relates to your industry or product. It must be leveraged through the sharing of valuable resources.
','The purpose of corporate strategy is value creation. Resources are critical to strategy because they determine not simply what a firm wants to, but what it can do. In this presentation, Professor Cynthia A. Montgomery discusses the critical steps of identifying, evaluating, building, and deploying valuable resources
','http://gsb.hbs.edu/fss/previews/montgomery/start.html','M','0','0','0','0'); db[56]=new dbData('5860C','Ashish','Nanda','Harvard Business School','The Ethics of Professionalism','Ashish Nanda, associate professor of general management, teaches Professional Services and Leadership Values and Decision Making in the MBA program, in addition to teaching in executive education programs. His research focuses on the management of professional service organizations. A recipient of numerous awards, including the Hank Arthur Fellowship and the Center of Ethics and Professions Fellowship, professor Nanda has advised several law, investment banking, management consulting, advertising, and executive search firms. Prior to joining the HBS faculty, he worked for several years as an executive with the Tata group of companies in India.
','Who is a professional? What responsibility does a professional have to his or her organization and to society? In this lecture, Professor Ashish Nanda uses case examples like Enron, the American Medical Association, and the American Institute of Certified Public Accountants to show how the actions of a professional can make or break their profession. In his analysis, Professor Nanda explains the overarching principles that professionals and professional organizations must adhere to in order to do the right thing for the professions and for society.
Being a professional requires adhering to a code of ethics that puts client interest foremost. Professional associations must ensure that their members adhere to these principles. But what happens when an association neglects that responsibility and allows its members to put their own interests ahead of those of their clients? Professor Nanda describes how irresponsible professional associations can cause the downfall of a profession, and how seemingly reasonable solutions to professional irresponsibility can cause social harm.
','Who is a professional? What responsibility does a professional have to his or her organization and to society? In this lecture, Professor Ashish Nanda uses case examples like Enron, the American Medical Association, and the American Institute of Certified Public Accountants to show how the actions of a professional can make or break their profession. In his analysis, Professor Nanda explains the overarching principles that professionals and professional organizations must adhere to in order to do the right thing for the professions and for society.
','http://gsb.hbs.edu/fss/previews/nanda/start.html','C','H','J','0','0'); db[57]=new dbData('1088C','John','Roberts','Stanford Graduate School of Business', 'Organizational Design for Performance and Growth','John Roberts holds the John H. Scully Professorship in Economics, Strategic Management, and International Business at the Stanford University Graduate School of Business (GSB). He is also, by courtesy, Professor of Economics at Stanford\'s School of Humanities and Sciences. He directs the Executive Program in Strategy and Organization as well as several company-specific, custom executive programs at the GSB, and is faculty director of the Global Management Program and director of the Center for Global Business and the Economy. He was associate dean for academic affairs and director of research for the business school from 1987 to 1990, and currently serves as senior associate dean for external relations and executive education. His current research and teaching center on the design, governance, and management of organizations and the fit between strategy and structure, with special reference to multinational businesses. His recent book, The Modern Firm, which applies economic logic to organizational design problems, was named best business book of 2004 by The Economist.
','It is one thing to have a great strategy; it\'s another thing to make it work. Strategy is implemented through the organization of the firm: its people, architecture, routines, and culture. The organization that is in place also constrains and shapes strategic choices. Thus, one of the fundamental responsibilities of general managers is to design the organization of their businesses.
In this presentation, Professor John Roberts outlines some fundamental concepts and tools useful in putting together a winning organization that can deliver on the strategy. Drawing on examples from actual firms, he illustrates how organizational design can be adapted to different strategies and business environments.','
It is one thing to have a great strategy; it\'s another thing to make it work. Strategy is implemented through the organization of the firm. Thus, one of the fundamental responsibilities of general managers is to design the organization of their businesses. In this presentation, Professor John Roberts outlines some fundamental concepts and tools useful in putting together a winning organization that can deliver on the strategy.
','http://gsb.hbs.edu/fss/previews/roberts/start.html','A','G','H','J','K'); db[58]=new dbData('2262C','Andrew','McAfee','Harvard Business School','How Does IT Matter?','Andrew McAfee, Associate Professor of Business Administration, is a member of the Technology and Operations Management Unit and teaches Managing and Innovating with Information Technology in the MBA curriculum. He has also taught other operations courses in the MBA and Executive Education programs.
His current research focuses on the strategies to maximize the impact of investments in enterprise computing and Internet-based information technologies, as well as on the relationship between IT investments and industry structure. Professor McAfee is the author or coauthor of several articles, including "Will Web Services Really Transform Collaboration?" and "Do You Have Too Much IT?" both recently published in the MIT Sloan Management Review. Another title, "They Bought In. Now They Want to Bail Out," appeared in the Harvard Business Review. A frequent speaker to industry and trade groups, he also consults with companies on the formulation and execution of IT strategies.
','How does information technology provide competitive advantage? Are companies that invest heavily in IT getting their money\'s worth? Professor Andrew McAfee uses the examples of Ducati and BMW to illustrate ways in which technology is helping companies to improve performance and beat the competition.
Professor McAfee describes three computer revolutions in progress today—function, network, and enterprise—and shows how each provides challenges and opportunities for today\'s organizations.
','How does information technology provide competitive advantage? Are companies that invest heavily in IT getting their money\'s worth? Professor Andrew McAfee uses the examples of Ducati and BMW to illustrate ways in which technology is helping companies to improve performance and beat the competition.
','http://gsb.hbs.edu/fss/previews/mcafee/start.html','G','M','N','0','0'); db[59]=new dbData('1053C','V. Seenu','Srinivasan','Stanford Graduate School of Business', 'Brand Equity: Measuring, Analyzing, and Predicting','V. Seenu Srinivasan specializes in conjoint analysis (methods for understanding the structure of multi-attributed customer preferences), new product development, market structure analysis, and brand-equity measurement. He is an internationally known specialist in marketing who has helped revolutionize academic and applied thinking in the area of measuring, analyzing, and predicting a brand\'s equity in a product market. He has received a number of awards, including the Parlin Award for outstanding contributions to marketing research, 1996, and the Converse Award for outstanding contributions to the science of marketing, 2000.
Professor Srinivasan has held a number of teaching and research positions, including instructor, Carnegie Mellon University, 1970; assistant and then associate professor, University of Rochester, 1971-74; and director of the doctoral program, Graduate School of Business, Stanford University, 1982-85. He serves as director of the Stanford Strategic Marketing Management Executive Program and has been at Stanford since 1974.
','What is brand equity? How do we understand its value and its sources? How can we predict changes in profit, based on investment in brand? In this presentation, Professor V. Seenu Srinivasan shares his research on measuring, analyzing, and predicting a brand\'s equity in a product market.
Professor Srinivasan\'s approach takes into account brand equity\'s three sources—brand awareness, attribute perception biases, and nonattribute preference—and reveals how much each contributes to brand equity. The method provides what-if analysis capabilities to predict the likely impacts of alternative approaches to enhancing a brand\'s equity.
','
What is brand equity? How do we understand its value and its sources? How can we predict changes in profit based on investment in brand? In this presentation, Professor V. Seenu Srinivasan shares his research on measuring, analyzing, and predicting a brand\'s equity in a product market.
','http://gsb.hbs.edu/fss/previews/srinivasan/start.html','B','L','M'); db[60]=new dbData('3706C','Stefan','Thomke','Harvard Business School','Experimentation Matters: New Opportunities for Innovation','Stefan Thomke, Professor of Business Administration, is a faculty member in the Technology and Operations Management Unit. He teaches the required MBA course Technology and Operations Management. In addition to teaching in executive programs around the world, he has consulted with firms in the United States, Europe, and Asia. An authority on technology management and product innovation, Professor Thomke focuses his current research and writings on the process, economics, and management of experimentation to achieve dramatic improvements in product development performance.
Professor Thomke is the author of the book Experimentation Matters: Unlocking the Potential of New Technologies for Innovation and is the author or a coauthor of numerous articles, including "R&D Comes to Services: Bank of America\'s Pathbreaking Experiments" and "Customers as Innovators: A New Way to Create Value" (with E. von Hippel), both in the Harvard Business Review.
','Does experimentation matter? Does your organization conduct frequent experiments to ensure that your products and services remain competitive? Amid the uncertainty in today\'s business climate, planning experiments and learning from results can be key to success.
In this presentation, Professor Stefan Thomke reveals how companies that realize the power of "what-if" experiments can make needed changes earlier and more efficiently in the product cycle. Organizations that encourage experimentation, front-load development, accept trial and error as crucial to the development process, and incorporate prototyping can excel in today\'s business environment.
','Does experimentation matter? Does your organization conduct frequent experiments to ensure that your products and services remain competitive? Amid the uncertainty in today\'s business climate, planning experiments and learning from results can be key to success.
','http://gsb.hbs.edu/fss/previews/thomke/start.html','A','G','N'); db[61]=new dbData('8282C','Bharat N.','Anand','Harvard Business School','Crafting Business Strategy with Environmental Scanning','Bharat N. Anand is an Associate Professor in the Strategy Unit at Harvard Business School, where he teaches Corporate Strategy. Professor Anand\'s research is in applied and empirical industrial organization, as well as in corporate strategy. His current research focuses on corporate strategy in the media and entertainment sectors.
Professor Anand also has written several papers on the strategies that firms employ to tackle the challenge of weak or insecure property rights over assets. His work examines the financing of research and development, the structure of technology licensing contracts, and the industrial organization of financial intermediation markets. His work on strategic alliances provided the intellectual platform for Andersen Consulting\'s Partnership Value Assessment methodology for the valuation of such alliances. His work in economics and strategy has been published in various journals, and he has written numerous case studies. At HBS, Professor Anand also has taught the first-year core course in Competition and Strategy, as well as several Executive Education programs. Prior to HBS, he served on the faculty at the Yale School of Management.
','How do companies position themselves to achieve and sustain success? How do they identify threats and seize opportunities? Professor Bharat Anand makes the case that scanning the environment is critical to creating a strategy that will establish sustainable competitive advantage.
With numerous examples from various industries, Professor Anand illustrates Michael Porter\'s Five Forces framework as a structured tool for analyzing complex environments, and he reviews an augmented framework with additional forces to consider. Applying the strategy framework may allow companies not only to respond to threats but to identify opportunities to shape the environment as well.
','How do companies position themselves to achieve and sustain success? How do they identify threats and seize opportunities? Professor Bharat Anand makes the case that scanning the environment is critical to achieving a strategy that will establish sustainable competitive advantage.
','http://gsb.hbs.edu/fss/previews/anand/start.html','M'); db[62]=new dbData('4028C','David','Brady','Stanford Graduate School of Business','Corporate Social Responsibility','David Brady is the Bowen H. and Janice Arthur McCoy Professor of Political Science and Leadership Values at the Stanford Graduate School of Business as well as deputy director at the Hoover Institution. He serves as codirector of the Stanford-National University of Singapore Executive Program in International Management, and is a senior fellow at the Stanford Institute for Economic Policy Research.
Professor Brady is a political scientist with a wide-ranging teaching portfolio that includes both undergraduate and MBA courses. He is an expert on the U.S. Congress and congressional decision making. His research has focused on the political history of the U.S. Congress, the history of U.S. election results, and public policy processes in general.
In recent years, Professor Brady has taken a special interest in issues of corporate social responsibility, and has taught ethics at the Stanford Graduate School of Business. He has overseen the design of a new course in applied ethics to be offered this spring, and is a champion of the Business School\'s Center for Social Innovation. In 1995 and 2000, he received the Congressional Quarterly Prize for the "best paper on a legislative topic." In 1992, he received the Dinkelspiel Award for Excellence in Undergraduate Teaching from Stanford University, and in 1991 he received the Phi Beta Kappa Award for best teacher at Stanford. He was elected to the American Academy of Arts and Sciences in 1987.
','What is corporate social responsibility? What responsibilities do corporations have beyond maximizing value for their shareholders?
Accounting scandals, excessive CEO pay, and cross-cultural global management challenges have forced business leaders to take responsibility for how their individual and corporation\'s actions affect all stakeholders. Businesses are not only economic institutions but are social institutions that profoundly affect the communities in which they operate.
In this presentation, Professor David Brady shares his perspective on what accounts for a corporation\'s social responsibility efforts. He defines different ethical views and the various ways corporations can implement the tenets of social responsibility, and shares examples of firms that have been both successful and unsuccessful in instilling a responsible corporate social element.
','What is corporate social responsibility? What responsibilities do corporations have beyond maximizing value for their shareholders? In this presentation, Professor David Brady shares his perspective on what accounts for a corporation\'s social responsibility efforts.
','http://gsb.hbs.edu/fss/previews/brady/start.html','C','E','J','O','0','0'); db[63]=new dbData('4036C','Harold J.','Leavitt','Stanford Graduate School of Business','The Value of Hierarchies','Harold J. Leavitt is a widely recognized expert in the areas of small-group functioning, communication networks, styles of thinking, management education, and technology issues. He has served as director of the Stanford Executive Program. He was also the first director of the Stanford-NUS Executive Program in Singapore. He received a BA from Harvard College, an MSc from Brown University, and a PhD from MIT. Before coming to Stanford, he served on the faculties of the University of Chicago and Carnegie Mellon University.
Professor Leavitt\'s scholarly work has greatly influenced the field of organizational behavior. His books include Top Down: Why Hierarchies are Here to Stay and How to Manage them More Effectively; Managerial Psychology: Managing Behavior in Organizations; Corporate Pathfinders: Building Vision and Values into Organizations; and Hot Groups: Seeding Them, Feeding Them, and Using Them to Ignite Your Organization (with Jean Lipman-Blumen). His articles have appeared in the Harvard Business Review, Administrative Science Quarterly, Management Science, and a number of other professional journals.
Professor Leavitt has served as an educational advisor to Thailand\'s Institute for Management Education. He has consulted with organizations such as Bell Telephone Laboratories, the Ford Foundation, Kaiser Permanente, Varian Associates, and the Straits Times Press of Singapore. He is on the advisory boards of USC\'s Leadership Institute, Helsinki University of Technology\'s Euro-MBA Program, and The Institute for Advanced Studies in Leadership at Claremont Graduate University.
','Are hierarchical, authoritarian structures dead or dying? Should they be? Are social networks and leadership skills substitutes for age-old hierarchical organizations? Do organizational democracies exist?
In this presentation, Professor Harold J. Leavitt discusses the pros and cons of organizational hierarchies. He argues that hierarchies exist for good, pragmatic reasons. And, that instead of killing top-down, boss-driven organizations, technological and social advances have actually helped reinforce them. This presentation will help managers understand organizational hierarchies and focus on the importance of establishing an authoritative presence while maintaining integrity within these structures.
','Are hierarchical, authoritarian structures dead or dying? Should they be? Are social networks and leadership skills substitutes for age-old hierarchical organizations? Do organizational democracies exist? In this presentation, Professor Harold J. Leavitt discusses the pros and cons of organizational hierarchies.
','http://gsb.hbs.edu/fss/previews/leavitt/start.html','G','H','I','J','K'); db[64]=new dbData('4567C','Margaret A.','Neale','Stanford Graduate School of Business','Women Negotiating Well','Margaret A. Neale is the John G. McCoy-Banc One Corporation Professor of Organizations and Dispute Resolution at the Stanford Graduate School of Business. Before joining the Stanford faculty in 1995, Professor Neale taught at the Kellogg Graduate School of Management at Northwestern University and the Eller Graduate School of Business at the University of Arizona. She received her doctorate from the University of Texas, Austin. At Stanford, Professor Neale has been an academic associate dean and a GSB Trust faculty fellow.
Professor Neale\'s teaching and research focus on bargaining and negotiation, distributed work groups, and team composition, learning, and performance. She has published more than 70 articles on these subjects, and is the co-author of several books, including a widely acclaimed textbook, Negotiating Rationally (with M. H. Bazeman).
Professor Neale serves as an associate editor of Organizational Behavior and Human Decision Processes as well as on the editorial boards of a number of journals. She has developed MBA courses at Stanford and directs executive programs in the areas of negotiations, mergers and acquisitions, and teamwork. In addition, she has conducted executive seminars and management development programs all over the world.','
Why are women so reluctant to negotiate? What is the cost of not asking? Women don\'t like to negotiate, which probably isn\'t that surprising. What is surprising is how much that reticence hurts women.
In this presentation, Professor Margaret A. Neale discusses the effects of gender and expectations on negotiating performance. She demonstrates the power our expectations have to sabotage our success, and presents a series of studies that help us understand how subtle stereotypes within our minds can affect our performance and reify those stereotypes.
Professor Neale empowers us to ask ourselves, "How much are you willing to pay to avoid the discomfort of negotiating?"','
Why are women so reluctant to negotiate? What is the cost of not asking? Women don\'t like to negotiate, which probably isn\'t that surprising. What is surprising is how much that reticence hurts women. In this presentation, Professor Margaret A. Neale discusses the effects of gender and expectations on negotiating performance.
','http://gsb.hbs.edu/fss/previews/neale2/start.html','B','H','J','M'); db[65]=new dbData('1483C','William W.','George','Harvard Business School','Authentic Leadership','William W. George, Professor of Management Practice and Henry B. Arthur Fellow of Ethics, teaches in the Organizational Behavior Unit, focusing on leadership, leadership development, work-family balance, corporate culture, general management, and boards of directors.
He is the former chairman and CEO of Medtronic, Inc., where he worked from 1989 to 2003; a director of ExxonMobil, Goldman Sachs, and Novartis; the chairman of the Global Center for Leadership and Business Ethics; and a trustee of Carnegie Endowment for International Peace. George is the author of Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value. He also has published two dozen articles, including "Values Drive Performance" in Executive Excellence and "Taking Charge: Vision and Heart" in Chief Executive. In recognition of his long, distinguished business career, George recently was named one of "The 25 Most Influential Business People of the Last 25 Years" by PBS Nightly News. He also was named "The Executive of the Year" by the Academy of Management in 2001, and "The Director of the Year" by the National Association of Corporate Directors (NACD) for 2001–2002.','
What is authentic leadership? How can you become and remain an authentic leader? Are organizations choosing and developing the right people to lead?
In this timely presentation, Professor William George outlines what it means to be a leader. Leadership is not about style or emulating another leader. It\'s about responsibility and stewardship. A true leader appeals not only to people\'s minds, but to their hearts, as leaders demonstrate through their vision and values.
Professor George describes recent research conducted with 130 successful leaders, and his observations about their transformative experiences will help inform your own journey towards authentic leadership.','
What is authentic leadership? How can you become and remain an authentic leader? In this timely presentation, Professor William George outlines what it means to be a leader. Leadership is not about style or emulating another leader. It\’s about responsibility and stewardship. A true leader appeals not only to people\’s minds, but to their hearts, as leaders demonstrate through their vision and values.
','http://gsb.hbs.edu/fss/previews/george/start.html','H','0','0','0'); db[66]=new dbData('2289C','Youngme E.','Moon','Harvard Business School','Brand Positioning','Youngme E. Moon, Associate Professor of Business Administration, is a member of the Marketing Unit faculty. Professor Moon developed and teaches the Consumer Marketing elective in the MBA curriculum and received the HBS MBA Class of 2002 Award for Teaching Excellence. She focuses her research on the consumer adoption of innovative technologies and consults with a range of consumer marketing companies in the area of innovation.
Professor Moon has published dozens of case studies on companies such as Intel, Microsoft, and Sony, and is the author or coauthor of numerous articles. Her published titles include "\Don\'t Blame the Computer: When Self-Disclosure Moderates the Self-Serving Bias\" and "\Personalization and Personality: Some Effects of Customizing Message Style Based on Consumer Personality,\" both in the Journal of Consumer Psychology. Published in the Journal of Retailing is the article she coauthored (with John Gourville), \"Managing Price Expectations Through Product Overlap.\"
','Have you positioned your brand to best engage the interest of potential customers? Is the classic approach to positioning—targeting a market segment—useful in a crowded, mature marketplace? As segments overlap and consumers become more sophisticated, conventional approaches may not be enough.
Professor Youngme E. Moon cites numerous examples of companies, such as JetBlue, IKEA, and Sony, whose unorthodox approaches have allowed them to steal share from all segments of the market. She presents four positioning strategies—iconic, reverse, breakaway, and stealth positioning—that such companies have used to dominate their product categories. Her insights and analyses can help you to position your product to its best advantage.
','Have you positioned your brand to best engage the interest of potential customers? Professor Youngme E. Moon cites numerous examples of companies, such as JetBlue, IKEA, and Sony, whose unorthodox approaches have allowed them to steal share from all segments of the market. She presents four positioning strategies—iconic, reverse, breakaway, and stealth positioning—that such companies have used to dominate their product categories. Her insights and analyses can help you to position your product to its best advantage.
','http://gsb.hbs.edu/fss/previews/moon/start.html','G','L','M'); db[67]=new dbData('1478C','Richard','Vietor','Harvard Business School','How Countries Compete: National Strategies for Globalization','Richard Vietor, Senator John Heinz Professor of Environmental Management, is Director of Asia Pacific at Harvard Business School and a member of the Business, Government, and the International Economy Unit. For Executive Education, he teaches several courses on the regulation of business and the international political economy. Vietor\'s research focuses on international energy issues and has been published in numerous case studies and articles, such as "\Government Policy and Energy Markets: A Review Essay\" in the Journal of Policy History and "\Contrived Competition: Economic Regulation and Deregulation, 1920s–1980s\" in Business History.
His most recent book is Environmental Protection and the Social Responsibility of Firms: Perspectives from Law, Economics, and Business (with B. Hays and R. Stavins). His forthcoming book, How Countries Compete: Strategy, Structure, and Government in the Global Economy, details how ten different national governments foster economic development and compete in a globalized economy. He is a recipient of a National Endowment for the Humanities Fellowship, the School\'s Newcomen Fellowship, and the 1981 Newcomen Award in Business History. Vietor serves on the editorial board of the Business History Review and the advisory boards of IPADE in Mexico, IESE in Spain, and INALDE in Columbia.
','How do countries compete? In this presentation, Professor Richard Vietor examines the crucial role that governments play in the global economy through their management of important institutions. As a government builds and regulates the institutions that shape markets, it determines the economic health of its country. He notes that the relationship between strategy and structure applies as much to countries as it does to firms.
Professor Vietor examines seven important trajectories that have changed the landscape of the global economy, from Asian high growth and Latin America\'s recovery from debt crises to the descent into debt and deficits in the United States and Japan.
','How do countries compete? In this presentation, Professor Richard Vietor examines the crucial role that governments play in the global economy through their management of important institutions. As a government builds and regulates the institutions that shape markets, it determines the economic health of its country. He notes that the relationship between strategy and structure applies as much to countries as it does to firms.
','http://gsb.hbs.edu/fss/previews/vietor/start.html','E','M'); db[68]=new dbData('3714C','Herman B. "Dutch"','Leonard','Harvard Business School','Strategy, Leadership, and Performance Management in the Social Enterprise Sector','Herman B. "Dutch" Leonard, of Business Administration at Harvard Business School and the George F. Baker Jr. Professor of Public Sector Management at Harvard University\'s John F. Kennedy School of Government, serves as a co-chair of the Harvard Business School Social Enterprise Initiative. At the Business School, he teaches the MBA elective Business Leadership and Strategic Corporate Citizenship. His research focuses on nonprofit and social enterprise leadership, crisis management, and strategic management. He has taught extensively on these topics in executive programs around the world. Presently, he is examining the relationship among governance, accountability, and performance, with an emphasis on performance management as a tool for enhancing accountability.
Leonard is the author of "Leadership in Crisis Situations," published in The Encyclopedia of Leadership. His board and advisory involvement spans nonprofit, public, and private-sector organizations. Currently, he serves on the boards of directors of Harvard Pilgrim Health Care, an 800,000-member HMO in Massachusetts, and of the Hitachi Foundation.
','Leaders in the social enterprise sector, whose mission is to advance the welfare of others, face challenges that neither the government nor the private sector is poised to handle. These social entrepreneurs must define and then build support for programs that create value for society, and often do so with limited resources and fewer means for measuring performance.
To help them achieve their goals, and to ensure that their organizations do not lose sight of their mission, as a host of constituencies demands their due attention, Professor Leonard suggests that leaders utilize a framework for decision making and a strategy for building support and capacity for those projects that they deem valuable.
','Leaders in the social enterprise sector, whose mission is to advance the welfare of others, face challenges that neither the government nor the private sector is poised to handle. To help them achieve their goals, and to ensure that their organizations do not lose sight of their mission, as a host of constituencies demands their due attention, Professor Leonard suggests that leaders utilize a framework for decision making and a strategy for building support and capacity for those projects that they deem valuable.
','http://gsb.hbs.edu/fss/previews/leonard/start.html','H','I','J','K','O','M'); db[69]=new dbData('1484C','Debora L.','Spar','Harvard Business School','The Baby Business','Debora L. Spar, Spangler Family Professor of Business Administration, Senior Associate Dean, and Director of Research, is a member of the Business, Government, and the International Economy Unit. She teaches courses on the politics of international business, comparative capitalism, and economic development, and is the faculty chair of "Making Markets Work," an Executive Education program devoted to public- and private-sector leaders in Africa.
Professor Spar also teaches and consults for a number of multinational corporations, government agencies, and nongovernmental organizations. Her current research focuses on issues of foreign trade and investment, examining how firms compete in foreign markets and how government policies shape and constrain their options.
She is particularly interested in information-based industries, such as media, entertainment, and biotechnology. Presently, she is examining the politics of reproductive science, analyzing how the "baby business" has developed, and how commerce, politics and technology are likely to interact in and affect this market. Spar is the author of numerous articles that have been published in academic and public policy journals, such as the Harvard Business Review, Foreign Affairs, and the New England Journal of Medicine. Her latest book, The Baby Business: How Money, Science, and Politics Drive the Commerce of Conception, was published recently by Harvard Business School Press.
','With the advent of biotechnology have come such advances as in vitro fertilization (IVF) and genetic screening. And international adoptions, surrogacy, and other approaches to family planning are on the rise. Now prospective parents have more choices than ever before.
But, as Professor Debora Spar observes, there are few rules governing these measures, the costs of medical procedures can be prohibitive, and variations across national borders can be extreme.
Professor Spar examines the highly personal and controversial "baby business." By viewing it as a business, she hopes that new regulations and government protections will ensure that the options for parenting will be safer and more equitable for all concerned.
','With the advent of biotechnology have come such advances as in vitro fertilization (IVF) and genetic screening. And international adoptions, surrogacy, and other approaches to family planning are on the rise. Now prospective parents have more choices than ever before.
But, as Professor Debora Spar observes, there are few rules governing these measures, the costs of medical procedures can be prohibitive, and variations across national borders can be extreme.
','http://gsb.hbs.edu/fss/previews/spar2/start.html','A','C','G','N'); db[70]=new dbData('1841C','Lynda M.','Applegate','Harvard Business School','Jumpstarting Entrepreneurial Innovation','Lynda M. Applegate is the Henry R. Byers Professor of Business Administration at Harvard Business School, teaching courses in entrepreneurial management and technology and innovation, and serving as head of the school\'s Field-Based Learning programs. Lynda currently chairs the HBS Owner-Managed Executive Programs, which include the Owner-President comprehensive and key executive programs and the Building New Ventures, Building Ventures in Latin America, and Entrepreneur\'s Toolkit focused programs. Between 1995 and 2003, she served as co-chair of the Harvard Policy Group on Networked Government Services and she also served on the Harvard University Technology Advisory Council. Prior to joining the HBS faculty, Lynda was on the faculty of the University of Michigan, University of Washington, and University of Arizona. In addition to her academic positions, Lynda worked at Ford Motor Company in the 1960s and held management positions in the health care industry during the 1970s.
Lynda\'s current research and recent publications focus on the challenges of building new ventures and leading radical business innovation in the face of significant market, technological, and regulatory turbulence. A second stream of research examines emerging governance models to support inter-firm and intra-firm collaborative innovation. She is the author of 4 books, over 40 articles and book chapters, and 300 published case studies on this subject. Her online course, Building E-Businesses, was among the first distance learning executive course available through Harvard Business School Publishing, and she is currently launching a joint venture for HBS Publishing and HBS Executive Education called HBS@Work.
','Do you consider marketplace disruptions a threat to your organization? Or an opportunity? How can you turn these disruptions into sustainable advantage? Professor Lynda Applegate defines entrepreneurial innovation and outlines the innovation process, from initial idea through product development and long-term sustainability.
Using organizations such as Medtronic as an example, Professor Applegate looks at the innovation process and describes how organizations have employed different approaches depending on their position in the new ventures space.
','Do you consider marketplace disruptions a threat to your organization? Or an opportunity? How can you turn these disruptions into sustainable advantage? Professor Lynda Applegate defines entrepreneurial innovation and outlines the innovation process, from initial idea through product development and long-term sustainability.
','http://gsb.hbs.edu/fss/previews/applegate/start.html','A','G','H','I','M'); db[71]=new dbData('1480C','Tarun','Khanna','Harvard Business School','Billions of Entrepreneurs: The Yin and Yang of China and India','Tarun Khanna, Jorge Paulo Lemann Professor of Business Administration, has taught in Executive Education\'s Strategy: Building and Sustaining Competitive Advantage program. He served as the faculty chair of both Strategy, Leadership, and Governance in Executive Education and of the required MBA Strategy course. He now teaches in Harvard’s Comprehensive General Management Executive Education programs. His current research focuses on understanding the drivers of entrepreneurship worldwide. As part of the Emerging Giants project, he seeks to understand how to build world-class companies from emerging markets worldwide. A related project, The Dragon and the Elephant, zeros in on China and India and identifies best practices for local entrepreneurs and multinationals operating in each of these two countries. His book, Billions of Entrepreneurs: How China and India Are Reshaping their Futures and Yours, was published by Harvard Business School Press in 2008.
Professor Khanna serves on the advisory boards of several multinational and emerging market companies in the financial services, automotive, life sciences, and agribusiness sectors. He is also actively involved in mentoring startups in Asia and with volunteering time with non-profits in India, e.g., the Parliamentary Research Services in New Delhi, which seeks to provide non-partisan research input to India\’s Members of Parliament in advance of legislative sessions with a view to enhancing the quality of democratic discourse.
','Two emerging nations, China and India, are on the move towards economic development. They are entering the world economy on their own terms. China\'s model has received greater attention. India\'s is a diametrically different model—yin to China\'s yang—with different pros and cons. While China welcomes foreign capital, India nurtures its own indigenous entrepreneurs. While China has an efficient single-party state, sometimes compromising individual rights and freedoms, India cherishes the latter even at the expense of state dysfunction.
Professor Tarun Khanna traces the different implications for managers, entrepreneurs, and investors interested in each of the countries. He argues that savvy individuals should be interested in both countries—jointly: China and India can collectively learn to punch above their individual weights, and this can be used to advantage not just by individual Chinese and Indians, but by anyone caring to pay attention.
','Two emerging nations, China and India, are on the move towards economic development. They are entering the world economy on their own terms. China\'s model has received greater attention. India\'s is a diametrically different model—yin to China\'s yang—with different pros and cons. While China welcomes foreign capital, India nurtures its own indigenous entrepreneurs. While China has an efficient single-party state, sometimes compromising individual rights and freedoms, India cherishes the latter even at the expense of state dysfunction.
','http://gsb.hbs.edu/fss/previews/khanna2/start.html','E','G','M'); var MAX_DB_ENTRIES=72;