With this handy book as your guide, you'll stand the best chance of succeeding in your role as a manager. If you need the best practices and ideas for creating business models that drive growth--but don't have time to find them--this book is for you. Here are 10 inspiring and useful perspectives, all in one place. The lessons in this book will help you introduce agile into a broader range of activities and accelerate profitable growth for your company. Business is changing.
Will you adapt or be left behind? If you like stats like this, are intrigued by ideas, and find connecting the dots to be a critical part of your skill set—this book is for you. Building a unifying vision -- Developing a strategy -- Getting great people on board -- Focusing on results -- Innovating for the future -- Leading yourself. Mayo -- The age of Keep this comprehensive guide with you throughout your career and be a more impactful leader in your organization.
This Harvard Business Review collection, featuring the work of celebrated author and advisor Michael D. Watkins on leadership transitions, includes the international bestseller The First 90 Days, Updated and Expanded as well as the Skip to content.
Drawing from HBR's popular Management Tip of the Day newsletter, this concise, handy guide is packed with easy-to-read tips on a broad range of topics, organized into three major skills every manager must master: Managing yourself Managing your team Managing your business Management Tips: From Harvard Business Review puts the best management practices and insights, from top thinkers in the field, right at your fingertips.
Drawing from HBR's popular Management Tip of the Day newsletter, this concise, handy guide is packed with easy-to-read tips on a broad range of topics, organized into three major skills every manager must master: Managing yourself Managing your team Managing your business Management Tips 2: From Harvard Business Review puts the best management practices and insights, from top thinkers in the field, right at your fingertips. This collection of HBR articles will help you: - Reinvent your business profitably - Set your model up for success with a winning competitive strategy - Test and change your assumptions about customers - Spot trends that could transform your business - Exploit disruptive technologies - Give traditional offerings a shot in the arm - Produce game changers for your industry or market - Build a new business in an established organization.
To the uninitiated, agile is a software development and project management process involving white boards, colored Post-it Notes, and stand-up meetings. The hierarchy differs from almost every other hierarchy today in one very important way: All the junk ordinarily pasted on it for tackling big strategic initiatives—work streams, tiger teams, strategy departments—has been shifted over to the network.
The strategy network meshes with the hierarchy as an equal. It is not a super task force that reports to some level in the hierarchy.
It is seamlessly connected to and coordinated with the hierarchy in a number of ways, chiefly through the people who populate both systems. The network cannot be viewed as a rogue operation. It must be treated as a legitimate part of the organization, or the hierarchy will crush it. Urgency starts at the top of the hierarchy, and it is important that executives keep acknowledging and reinforcing it so that people will wake up every morning determined to find some action they can take in their day to move toward that opportunity.
Sufficient urgency around a strategically rational and emotionally exciting opportunity is the bedrock upon which all else is built. In my original work 15 years ago, I found that ridding an organization of complacency was important. It can galvanize a volunteer army and keep the dual operating system in good working order. It moves managers to focus on opportunities and allow the network to grow for the benefit of the organization.
Without an abiding sense of urgency, no chance of creating a grander business will survive. For clients, my team has begun by having the executive committee take a first pass at articulating the strategic opportunity. This makes sense because its members are in a position to see the big picture and because their role in nurturing the dual structure is vital—particularly in the early days, when it is most vulnerable to the forces of resistance.
When his division started to lose market share, he commissioned an outside study, which recommended both a new strategy and an implementation process that Davidson judged to be too rigid and complex for the kind of rapid change needed. So he persuaded his division head and the CEO to support a more dynamic approach to change. Davidson knew much of what he wanted: a less costly sales operation, a broader range of distributors, the ability to move into the marketplace faster, and more focus on high-growth Asian markets.
Davidson put the eight accelerators to work for his company. The urgency team spent three months devising dozens of ideas for forging a broad understanding of, passion for, and commitment to the opportunity. It organized meetings, created support materials, and built an intranet portal filled with information, videos, blogs, and stories about the ways in which individuals on the sales team were already changing.
Next the urgency team, working with the executive committee, invited employees to apply for a role in the guiding coalition. The application form asked why they wanted to be on the GC, how they planned to manage the additional workload, and more.
About people applied, and 36 were selected, mostly—but not entirely—from middle management and below. They functioned without a formal leader, though a facilitator organized meetings and phone calls. Despite initial awkwardness about the range of formal status across the GC, a new organizational logic arose: For any given activity, the people with the relevant information, connections, motivation, and skills took the lead.
With input from top management, the outside study, and colleagues throughout the organization, the GC developed a vision and a strategy. We will be a proud, passionate group, still gaining momentum to make us the most admired sales organization and the best place to work in the industry. The guiding coalition then took a first pass at identifying specific initiatives. Its members agreed on five, including attracting and hiring outstanding people with Asian experience, and making the product-introduction process faster and more efficient.
The vision and list of initiatives went first to the executive committee, which was generally enthusiastic but worried that the GC might be taking on too much too fast.
The GC extended the timetable on one of its initiatives and went to work. The more team members talked to colleagues, the more excited people became. And it really makes sense! Six months in, the GC had five major initiatives in place, each of which had from one to six subinitiatives.
The initiative to hire excellent people in Asia, for example, sprouted a subinitiative to bring new people up to speed more quickly. The focus was on eliminating barriers to accelerated movement in the right direction. The people involved talked, e-mailed, and met as needed to get the work done. Senior managers helped to ensure that lower-level employees got the information they needed to make smart decisions.
The guiding coalition came up with a big, visible win six months into the process: It built a new, simplified IT tool at a remarkably low cost in a short period of time. IT had been a time-consuming trouble spot. First an initiative team interviewed users to understand why the existing system was failing; then it reached out to the volunteer army for expertise. One e-mail request for help, sent to people, elicited 35 responses within four days.
Salespeople and their managers loved the end product. The company never let up. I have lost count of how many initiatives it has completed over the past three years and how many barriers have been removed. Many mistakes occurred along the way, but the system continues to improve, and version 2. The biggest accomplishments so far have been institutionalized in the hierarchical organization and integrated in daily operations. To a large extent this happens naturally if the new approach produces better results; but sometimes changes are so big that nurturing is needed.
Three years after Davidson began to create a dual operating system, his field organization, and increasingly the entire division, are handling important issues in a new way. No one on the executive committee is overwhelmed by being appointed to help guide two or three strategic initiatives at once.
Despite all the change, complaints about change fatigue in the core business are few. The results are dramatic. These are still early days. If the dual operating system is to achieve its true potential, it must spread to the entire enterprise. I think it will. The core of a strategy network is the guiding coalition GC , which is made up of volunteers from throughout the organization. In my work with clients, people fill out applications to be on the GC.
It must be made up of people whom the leadership trusts, and must include at least a few outstanding leaders and managers. This ensures that the GC can gather and process information as no hierarchy ever could.
All members of the GC are equal; no internal hierarchy slows down the transfer of information. The coalition can see inside and outside the enterprise, knows the details and the big picture, and uses all this information to make good enterprisewide decisions about which strategic initiatives to launch and how best to do so. The social dynamics of the GC may be uncomfortable at first, but once a team learns how to operate well, most members seem to love being part of it.
The vision will serve as a strategic true north for the dual operating system. A well-formulated vision is focused on taking advantage of a big make-or-break opportunity.
If no such opportunity exists, because you operate in a rare pocket of competitive stability, you may not need this system quite yet. The right vision is feasible and easy to communicate.
It is emotionally appealing as well as strategically smart. And it gives the GC a picture of success and enough information and direction to make consequential decisions on the fly, without having to seek permission at every turn. The vision statement described what the sales group, which was dealing with market losses, could look like in a year if it accelerated toward a big opportunity. A vividly formulated, high-stakes vision and strategy, promulgated by a GC in ways that are both memorable and authentic, will prompt people to discuss them without the cynicism that often greets messages cascading down the hierarchy.
Done right, with creativity, such communications can go viral, attracting employees who buy in to the ambition of the message and begin to share a commitment to it. This point tends to prompt skepticism from people who have seen attempts to motivate a workforce fail.
But if the right messages are sent from a passionate GC to colleagues who feel a sense of urgency, the volunteer army will start to gather. Perhaps a sales rep has gotten customer complaints about bureaucratic hang-ups. I volunteer. Published: July 02, Jill Avery Thomas Steenburgh. Published: February 12, Ethan S. Bernstein Paul D.
McKinnon Paul Yarabe. An international CEO considers the ways the "big data" he is collecting is being used. Published: August 25, Leading Change as a Middle Manager. Curated: July 05, Linda A. Hill Anthony J. Mayo Dana M. Published: December 02, Published: March 13, Thomas Lauren Barley.
The case examines the tools a manager can use to keep her project on track and manage conflict and tension as Adobe prepares to launch Creative Suite Published: September 24, Curated: October 29, Managing Your Team.
Miscommunication and inefficiency plague dispersed teams. How can you achieve high performance as the leader of a team that is scattered across the globe? Arup: Building the Water Cube. Robert G. Eccles Amy C. Edmondson Dilyana Karadzhova. A multidisciplinary, cross-company, international team crafts a winning design for the Beijing Olympics.
Published: February 18, Tsedal Neeley. Published: December 19, Tsedal Neeley Thomas J. Published: July 03, An introduction to the complex collaboration involved in leading a geographically dispersed team. Published: June 30, Managing Difficult Employees. Ron Ventura at Mitchell Memorial Hospital. Cespedes Heide Abelli. Published: June 28, Gary P.
Pisano Vicki L. Published: November 09, John J. Published: December 15, The best teams and organizations don't just recover from setbacks; they purposefully learn from them to better serve their customers. Curated: February 26, The Chilean Mining Rescue A. Amy C. Edmondson Faaiza Rashid Herman B. How a crisis-solving team learned from repeated failures to achieve dramatic success while the world watched. Ryan W. Buell Andrew Otazo. World-renowned design firm IDEO's process for iterating on offerings with their customers, in action.
Published: October 03, Kerr Benjamin Jones Alexis Brownell. How--and why--a game design firm has built a culture that celebrates failure with champagne. Published: October 17, Building Skills. Working with Venture Capitalists. Circles: Series D Financing. Paul W. Marshall Kristin J. Published: November 20, William A.
Sahlman Michael J. Thinking through the questions to ask when considering a VC partner. Andreessen Horowitz. Thomas R. Eisenmann Liz Kind. Understanding the VC industry and the emergence of one of its key players. Published: January 30, Entrepreneurship Reading: Partnering with Venture Capitalists.
Jeffrey J. Bussgang Michael J. An introduction to the venture capital industry in the United States. Published: December 01, Calculating the Cost of Capital. Identifying inputs and overcoming practical problems. Midland Energy Resources, Inc. Timothy A. Luehrman Joel L. Calculating the weighted average cost of capital WACC as part of a company's annual budgeting process.
Published: June 19, Mihir A. Desai Doug Schillinger. Creating a practical new method of defining the cost of capital for a firm's poorly integrated international capital markets. Published: December 12, Cost of Capital at Ameritrade. Mark Mitchell Erik Stafford. Estimating cost of capital for large marketing and technology investments at a debt-financed brokerage firm. Published: October 31, Finance Reading: Cost of Capital.
An introduction to practical problems encountered when estimating and applying the cost of capital in a DCF valuation. Published: May 04, Managing Yourself. Great leaders are shaped by their unique personal stories--strengths, challenges, and all. George Matthew D. Published: November 10, Coach Hurley at St. Anthony High School. Scott A. Snook Bradley C. A legendary local athletic coach stays true to his roots--and his mission.
Balancing Childcare and Work. Negotiating leave policies, flexible work, and maintaining work-life balance is tricky for both employees and organizations. Shapiro Global. Thomas J. Published: August 04, Kathryn McNeil A. Joseph L. Badaracco Jr. Jerry Useem. Published: February 10, Myra M.
Hart Robin J. Ely Susan Wojewoda. Published: May 14, Maintaining Work-Life Balance. Career decisions are about more than just your career. DeLong Michael Kernish. Michelle Levene A. Tiziana Casciaro Victoria W. John and Andrea Rice: Entrepreneurship and Life. Howard H. Stevenson Janet Kraus Shirley M.
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