Rosebeth Kanter holds the Earnest Arbuckle Professorship at Harvard Business School and specializes in strategy innovation and leadership for change. One of her areas of research is why organizations and people gain confidence and why they lose it. This book outlines some of the main reasons that she has discovered as the result of 300 interviews and two surveys with over 2700 responses.
Confidence, organization, people, sports teams, corporations, Gillette, Continental Airlines, BBC, Harvard Business School
Filed under Advanced Management Program, Book Review, Business, Corporate responsibility, Ethics, Harvard Business School, Leadership, Management, Research, Strategy, USA
A good friend of mine who had set up a very lucrative business school in a traditional university once complained to me: “The university like what I do and they like the money I bring, but they don’t like me.“ Traditional, prestigious universities often have a very strange relationship with their business schools treating them like the illegitimate child who has had a very successful career. Continue reading
“If you have good numbers, show them up front!” begins Reuben Mark. The numbers for Colgate-Palmolive are indeed impressive. Speaking as a guest at the Harvard Business School, the former CEO of Colgate-Palmolive can show a total return of some 4200% during his 23-year tenure. This is more than 40% higher than peer companies. But Mr. Mark claims that this success is due to the company’s ability deal with the small, everyday issues. This may not make for dramatic headlines, but they are universal things that have kept the company in business since its creation in 1806. Continue reading
Filed under Advanced Management Program, AMP Harvard, Business Schools, Corporate culture, Corporate responsibility, Harvard AMP, Harvard Business School, human resources, Leadership, Management, Strategy, USA
L’Oreal and Universalization
Speaking as a guest of Professor Rajiv Lal at the Harvard Business School, Monsieur Jean Jacques Lebel, outlined the logic behind the universalization strategy that L’Oréal has been implementing throughout the French cosmetics firm. This policy aims to leverage the advantages of having a global brand and adapt them to emerging markets in order to give new consumers a product that they feel in relevant and adapted to their needs. Continue reading
Filed under Advanced Management Program, AMP, AMP Harvard, Business Schools, Communication, Consumer Behavior, Consumption, Corporate strategy, Harvard Business School, India, Innovation, Marketing, Strategy, USA
“From my earliest moments, my life was marked by deep joy interrupted regularly by searing physical pain.”
Born with hemophilia, Bob Massie’s story is literally stunning. I was fortunate enough to attend one of his talks recently and like some fifty odd colleagues I was spellbound for over an hour as he talked about the struggles he has had to overcome. He is not bitter or filled with regret. He final message is one of this hope and joy. “If I am lucky,” he says “I have another 10 000 days on this Earth and I intend to enjoy every single one of them.”
A Song in the Night sets out his life story. Read this book and if you ever get the chance, find out where Mr. Massie is speaking and go and listen to him. Continue reading
Filed under Business, Careers, Culture, Education, Ethics, human resources, Leadership, Learning, Management, Sociology, USA
At a conference at Harvard Business School, Paul O’ Neill led an open and very candid discussion about his time as Secretary of the Treasury under the Bush administration and CEO of Alcoa. Before joining the government, Mr O’ Neill had made his reputation by being tough on safety during his time at the world’s third largest aluminum producer.
During the hour long session chaired by Professor Ananth Raman, Mr. O’ Neill began by asking the group of senior managers and executives present “How many of you know the daily loss rate in your company?” A few hands went up. Continue reading
“Love and marriage,” says old blue eyes himself, Mr. Frank Sinatra, “Go together like a horse and carriage.” This idealised pairing might be said to be relevant for Harvard Business School and the Case Study Method.
HBS was created in 1908 and established its case study method in the 1920s. Today, this teaching method is as close to business school orthodoxy as you can possible get. There are approximately 14 000 business schools in the world and you would be hard pressed to find one that did not uses cases to teach business. But why did HBS start teaching this way and how many cases does it sell each year?
In their book, “Promises Fulfilled and Unfulfilled in Management Education”, Howard Thomas et al. (2013) quote a Dean saying that degree certificates should be written in invisible ink. It is an interesting idea. If 80% of products we use today did not exist 10 years ago as marketers tell us, then we should be constantly going back to formal education to relearn new methods and techniques. The usefulness of knowledge learn at the age of 20, may have ‘disappeared’ by the time we are 30 or 40.
Working in higher education means that you should constantly get the chance to challenge set logic. (Or have it challenged by bright colleagues and students.) Still, there is no reason that the same reasoning should not apply. I have therefore chosen to begin this semester by going back to school myself. For the next two months I will be studying Advanced Management Program at Harvard Business School.
Filed under Advanced Management Program, Boston, Business Schools, Harvard AMP, Harvard Business School, Higher Education, International studies, Leadership, Management, Strategy, USA
Salesmen require more gravitas than the power of persuasion and price cuts to make consistent sales to their customers. In order to sell a product or a service, a company has to take a multidimensional role as a value merchant, rather than a salesman. In fact, it is this very shift of the role of sellers that outlines what customers are looking for in terms of product or service offerings of the highest value (their perception).
Filed under AMP Harvard, Book Review, Business, Consumer Behavior, Corporate strategy, Entrepreneurship, Innovation, Management, Marketing, Strategy, USA
“A Concise Guide to Macroeconomics” is an introduction to some of the main concepts and theories around the discipline. It centers on three basic pillars: output, money, and expectations. The book is essentially designed for managers and executives who may not be familiar with the main theories of macroeconomics. David Moss uses considerable experience he has gained, teaching at Harvard Business School, and particularly on executive education programs, to bring some complex issues to the reader in a very simple way.