Key resources for creativity

choosing strategies for change
Best of HBR JOHN P. KOTTER AND LEONARD A. SCHLESINGER Choosing Strategies for Change considered that there is nothing more
difп¬Ѓcult to carry out, nor more doubtful of success, nor more dangerous to handle, than to initiate a new order of things."1 In 1973, The Conference
Board asked 13 eminent authorities to speculate what signiп¬Ѓcant management issues and problems would develop over the next 20 years. One of the
strongest themes that runs through their subsequent reports is a concern for the ability of organizations to EDITOR'S NOTE: A lot has respond to
environmenchanged in the world of tal change. As one person management since 1979, when wrote: "It follows that an this article п¬Ѓrst appeared, but
acceleration in the... Show more content on Helpwriting.net ...
в– To lead change, tailor your strategies to the types of resistance you'll encounter. For instance, with employees who fear change, provide skills
training. в– Consider situational factors. For example, to avert an imminent crisis, change quickly – even if that intensiп¬Ѓes resistance. number of
different reasons, individuals or groups can react very differently to change – from passively resisting it, to aggressively trying to undermine it, to
sincerely embracing it. To predict what form their resistance might take, managers need to be aware of the four most common reasons people resist
change. These are a desire not to lose something of value, a misunderstanding of the change and its implications, a belief that the change does not make
sense for the organization, and a low tolerance for change. Parochial self–interest. One major reason people resist organizational change is that they
think they will lose something of value as a result. In these cases, because people focus on their own best interests and not on those of the total
organization, resistance often results in "politics" or "political behavior."5 Consider these two examples: в– After a number of years of rapid growth,
the president of an organization decided that its size demanded the creation of a new staff function – New Product Planning and Development – to be
headed by a vice president. Operationally, this change eliminated most of the
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Jamie Turner at Mli, Inc. Harvard Business Brief Case
THOMAS MORE COLLEGE ACCELERATED DEGREE PROGRAM MASTERS OF BUSINESS ADMINISTRATION
MGT–MBA 611: MANAGEMENT, ORGANIZATIONAL BEHAVIOR AND DESIGN
Participant Module
MBA Cohort 72
Rob Harris Eddie Ostriecher August 2012 Thomas More College
MGT 611 Course structure and grading policies
Course Description
The goal of this course is to introduce students to the MBA program through the study of various instrumental techniques and management concepts.
Students will learn writing and research requirements that build critical thinking skills in the evaluation on and reflection on managerial decision
making, teaming, communication protocols, motivation of employees and firm performance.
Course Topics:
MGT 611 is organized around the following ... Show more content on Helpwriting.net ...
Chapter 2 Harvard Press Book (2006). Performance management: Measure and improve the effectiveness of your employees. (Chapter 2) Motivation:
The Not–So–Secret Ingredient of High Performance. Harvard Business School Publishing. Cambridge, MA. Lynn, I., Hodge, Y. & Yemen G. (2007).
Teamwork turmoil. University of Virginia Darden School Foundation. Beamish, P. & Jiang, R. & (2011). The Chinese fireworks industry. Richard Ivey
School of Business Foundation. Kaplan, R.S. (2010). Leading change with strategy execution system. Harvard Business School Publishing. Cambridge,
MA. Karkhardt, D. & Hanson, J. (1993). Informal networks: The company behind the charts. Harvard Business School Publishing. Cambridge, MA.
Katzenbach, J. & Smith, D. (1993). The discipline of team. Harvard Business Review. President and Fellows of Harvard College. Kerr, S. (1995). On
the folly of rewarding A, while hoping for B. Academy of Management Executive. 9 (1), 7–14 Download on class site Kramer, R.M. (2003). The harder
they fall. Harvard Business School Publishing. Cambridge, MA. Montgomery, C.A. (2005). Newell Company: Corporate Strategy. Harvard Business
School Press.

2
Cohort 72
MGT 611 Course structure and grading policies
Pfeffer, J. & Sutton, R.I. (2007). Do Financial Incentives drive company performance? Harvard Business School

Can You Say What Your Strategy Is
www.hbr.org
It's a dirty little secret: Most executives cannot articulate the objective, scope, and advantage of their business in a simple statement. If they can't,
neither can anyone else.
Can You Say What Your Strategy Is? by David J. Collis and Michael G. Rukstad
Reprint R0804E
It's a dirty little secret: Most executives cannot articulate the objective, scope, and advantage of their business in a simple statement. If they can't, neither
can anyone else.
Can You Say What Your Strategy Is? by David J. Collis and Michael G. Rukstad
COPYRIGHT © 2008 HARVARD BUSINESS SCHOOLPUBLISHING CORPORATION. ALL RIGHTS RESERVED.
Can you summarize your company's strategy in 35 words or less? If so, would your colleagues put it ... Show more content on Helpwriting.net ...
Engineers in the R&D department are creating a product with "must have" features for which (as the marketing group could have told them) customers
will not pay; the sales force is selling customers on quick turnaround times and customized offerings even though the manufacturing group has just
invested in equipment designed for long production runs; and so on. If you pass a magnet over those п¬Ѓlings, what happens? They line up. Similarly,
a well–understood statement of strategy aligns behavior within the business. It allows everyone in the organization to make individual choices that
reinforce one another, rendering those 10,000 employees exponentially more effective. What goes into a good statement of strategy? Michael Porter's
seminal article "What Is Strategy?" (HBR November–December 1996) lays out the characteristics of strategy in a conceptual fashion, conveying the
essence of strategic choices and distinguishing them from the relentless but competitively fruitless search for operational efп¬Ѓciency. However, we
have found in our work both with executives and with students that Porter's article does not answer the more basic question of how to describe a
particular п¬Ѓrm's strategy. It is a dirty little secret that most executives don't actually know what all the elements of

a strategy statement are, which makes it impossible for them to develop one. With

Success Is The Most Misunderstood Driver Of Performance
Some popular theories claim that the amount a person is paid determines how well that person produces and performs. However, new research
suggests that there are more variables at play pertaining to peak performance and link an employee's happiness to his or her productivity and a
company's success. Research indicates that performance on nearly every level–productivity, creativity, and engagement–improves when people cultivate
and work with a positive mind–set. According to Shawn Achor, the author of TheHappiness Advantage, "Happiness is perhaps the most
misunderstood driver of performance. For one, most people believe that success precedes happiness. 'Once I get a promotion, I'll be happy,' they
think. Or, 'Once I hit my sales target, I'll feel great.' But because success is a moving target–as soon as you hit your target, you raise it again–the
happiness that results from success is fleeting." Achor explains that when employees develop a positive mind–set, they become more engaged, creative,
motivated, energetic, resilient, and productive at work. He has observed this effect in his role as a researcher and lecturer in 48 countries on the
connection between employee happiness and success.
In a study at the University of Warwick, economists discovered employees who were happy increased their productivity by 12%, while unhappy
workers were 10% less productive. The Warwick research team stated: "We find that human happiness has large and positive causal effects on

Key Resources That Affect Creativity Are Time And Money
Resources – The two main resources that affect creativity are time and money. When it comes to a project, we must determine the funding, people and
other resources that a team legitimately needs to complete the task.
Work–group Features–Group must work for common objectives of their group. There must be mutual understanding between group members. There
must be predefined rules and regulations for every group member. There should be effective communication among every group member.(Wride, 2012)
Supervisory Encouragement – Most managers and supervisors can encourage creativity by offering due recognition and credit to their team members.
Managers can also support creativity by serving as a role model, persevering through tough ... Show more content on Helpwriting.net ...
References–
1] T. Bateman and J.M. Cram, "The Proactive Component of Organizational Behavior: A Measure
And Correlates," Journal of Organizational Behavior, 14 (1993): 103–118.
2] T. Bateman and H. O 'Neill, "The Goals of the Top Manager: A General Taxonomy and Customized Hierarchies," Working manuscript, University of
North Carolina, 1999.
3] White Paper: Innovation in the workplace a multi–level approach drawn from academic research PenniWolfgramm19th September 2011.
4] Riesman, F. K., &Hartz, T. A. (2010).Crafting a Culture of Creativity and Innovation the TalentManagement Handbook: Creating a Sustainable
Competitive Advantage by Selecting, Developing, and Promoting the Best People.
5]Christensen, C., Dyer, J., &Gregerson, H. (2011). The Innovator's DNA: Mastering the five skills of disruptive innovators. Boston: Mass, Harvard
Business Press.
6] Zenith International Journal of Business Economics & Management Research.2012.vol.6
7]T.M. Amabile, "Motivational Synergy: Toward New Conceptualizations of Intrinsic and ExtrinsicMotivation in the Workplace," Human Resource
Management Review. 3(1993): 185–201.

8] Amabile, T. M. (1998).How to kill creativity (pp. 77–87).Harvard Business School Publishing
9] Harnessing Creativity and Innovation in the Workplace by Olivier Serrat.2009.vol.69.
10] Special Edition on Innovation in Organizations November 2012,

What Did You Learn From The Harvard Managementor Writing...
EHTP Ponts Executive MBA– MA 19 Module:Effective Communications Professor:Gigi WANG Assignment:Pre
–Class Homework Name of
participant(s):Reda MAHMAJ Declaration of Authorship "I (We) hereby declare that I (we) have neither given nor received unauthorized help on
this assignment, that all work is my (our) own unless otherwise stated, and that all sources used in the preparation of this assignment have been
properly cited." Submitted on: Part 1: Business writing 1.What did you learn from the Harvard ManageMentor Writing Skills tutorial? (1) Besides
the basics of an effective writing, the Harvard ManageMentor Writing Skills tutorial gave me practical steps on how to plan the task, how to develop
its components and how to edit for content and style. In fact, it taught me how essential a deep understanding of the task is. Before all, it is important
to consider the delivery strategy. Then, one must clarify his purpose, scope the topic and analyze his audience by making himself in the reader's shoes,
in order to state a clear key message. Since I have always considered that starting writing is the most challenging step, I found the getting started
methods just inspiring. So according to the contexts I must anticipate reader's questions, create a traditional outline, use the brainstorm outline, or try a
free writing. Likewise, I learned how to choose the appropriate organizing method: Order of importance, Chronological, Process and

Futher
School of Policy, Planning and Development University of Southern California PPD 515: Strategic Management of Healthcare Organizations
Intensive Semester |Session I: June 5 through 8, 2008 |Time: 8:30 AM to 4:30 PM | |Session II: June 23 and 24, 2008 | | |Session III: July 14 and 15,
2008 | | Professor: Robert C. Myrtle, D.P.A. Office Phone: (213) 740–0378FAX: (562) 439–2250 Home Phone: (562) 438–4359E–Mail:
myrtle@usc.edu Office Hours: By... Show more content on Helpwriting.net ...
2.If you are not submitting your papers electronically, two copies are required. 3.Do not put your name on your work but use your student
identification number instead. Case Analysis A number of cases and problem situations have been assigned as part of the formal course requirements.
Most of these will be completed as part of the seminar activity. The remainder will be completed outside of the classroom and turned in for grading. In
either event, you should keep in mind that you must be prepared to discuss each assigned case at the time scheduled in the syllabus. The best case
discussions are mindful of the following–you have: taken a position that is decisive and specific, "done the math". Many cases provide an opportunity
to manipulate real data. You should recognize when this is appropriate and will attempt to solve the problem. Obtaining the right answer numerically is
not nearly as important as recognizing when and where to do calculations, comparisons and to make inferences, when appropriate, discussed the
downside of a proposed strategy, if there are negative repercussions. Be especially mindful of the costs involved in any new program or actions you
recommend. The critical thing is that the benefits outweigh the costs For the last few semesters I have been experimenting with submitting your
required case analysis as a PowerPoint presentation. This presentation

Moral Compass Essay
Moral Compass Essay
Yuebo (Grace) Zhu
I.Introduction
A moral compass is the moral guide on which a person bases his/her decisions and distinguishes what is right from what is wrong. With our moral
compass, we know what rules we should play by. When I was a child, I learnt Chinese traditional wisdom, Confucianism, from my parents and
elementary school. The core of Confucianism is humanity, to be altruistic, upright and courteous within the society, from which I got to know the rules
I should honor. Never cheat. Be kind and honest. Don't do anything that will hurt others. These become the foundation of my moral compass.
As I grow older, I have been introduced to other theories which cast light on the formation of my moral compass. ... Show more content on
Helpwriting.net ...
According to my moral vision, I make my own code of conduct. First, don't judge. I shouldn't judge others' choices because they have their own
rights to choose freely. Second, don't do anything that will violate others' basic rights. Examples are as covering my cough, not making noise when
roommates are sleeping, etc. If I choose to do the opposite, it would make no difference to me, but it would put other people's rights at stake. Third,
others have no saying in my decisions. I expect people to respect my rights and not to control or disturb me. Just as the way I respect them, they should
respect me.
III.Defining Moment
My moral compass gives me guidance on many decision making situations. However, chances are high that interests of different groups cannot always
be saved at the same time. Under these circumstances, no matter which one I choose, there would always be someone whose rights would be violated.
This is my defining moment.
There is no such thing as "absolute good" but "good for". Whenever I meet my defining moment, I think about the question, "Whose good should I be
serving?" I am not saying to evaluate whose interests are more valuable, but to evaluate whose interests are more important TO ME. There are three
principles for me to evaluate different interests. The first is the interest's indirect impact on the third party. For example, the police are investigating a
theft and I know who the thief is. I must

Business Case Study Interpretation: Tyco
Analysis of Harvard Business School Review
1. What are the goals and objectives of Tyco? How well has the company performed? Show your analysis and interpretation.
Tyco was a holding company of the highest caliber (at the time of this case's publishing), with a simple plan that was painstakingly engrained into the
corporate culture. Everything about the company screamed Wall Street success, despite that one CII report to the contrary, and this success could be
credited to the stubborn adherence to meeting 15% growth rates and various financial performance ratios.
2. What are the nature and characteristics of businesses/industries that they are in? What is the business selection strategy? What businesses are they
entering or ... Show more content on Helpwriting.net ...
Fort was able to make all future year financial figures shine. He gave his manager's freedom to meet targets, but was very controller heavy; in essence
perpetuating this attention to the financials.
There was one drawback to this style though. In my mind, this Wall Street–heavy strategy makes all planning year–by–year. Thus, long–term corporate
health might be sacrificed in the effort to make each year's goals. Moreover, this strategy was in stark contrast to the bonus structure set up at Tyco,
adding further to the minds of those who ran the business from day–to–day.
6. Has the company created and sustained its corporate competitive advantage? Explain the sources of sustainability for Tyco.
We all know the hot water Mr. Koslowski got the company into a few years ago with his lavish spending at a company party. With that information
aside, the skill Tyco has built at acquisition andholding company management seems to be tried and true. Also, the industries in which it trades seem to
be under the company's control. In these senses, Tyco can thrive for years to come thanks to competitive advantages.
However, there is one area where Tyco could easily falter. Namely, the very reliance on financial performance that has made Tyco a success for
decades could be its downfall. First of all, the company has never been as entrepreneurial as management wanted us to believe since there are "no
guarantees that the divisions generating

A Day in the Life of Alex Sander
LARRY E. GREINER ELIZABETH COLLINS
A Day in the Life of Alex Sander: Driving in the Fast Lane at Landon Care Products
5:25 A.M.
Sweat dripped onto the handlebars of Alex Sander's StairMaster. Sander was half an hour into a cardiovascular workout, while carrying on a
conversation in the fitness center of the downtown condominium complex with a neighbor who was climbing steadily on his own StairMaster. At 32,
Alex was the newest, and youngest, product manager in the Toiletries Division of Landon Care Products, Inc., a cosmetics products company
headquartered in Connecticut. In just over one year with Landon, Alex had successfully rebranded two national skin care products. In January 2007,
Landon had been acquired by Avant–Garde, a ... Show more content on Helpwriting.net ...
Even if I have to steamroll over someone's feelings, or ignore the way a colleague would like to handle a project.
Sander: Well, I get ticked off pretty easily. For example, I can't stand explaining something more than a couple of times. But what really bothers me is
lack of commitment–for example, if a long–time employee isn't willing to put in extra hours to meet an important deadline. But you know what? After
I really become angry, there are people at Landon whose output will jump for at least a couple of weeks afterwards. My temper is actually an effective
management tool.
9:00 A.M.
Leong nodded apologetically to Garrison as she left and said, "The interviewer from your alumni magazine is here." The magazine was interviewing
Sander for an article on "high–potential" product managers as part of a career development issue. After the Avant
–Garde acquisition of Landon, Sander
had been selected to reformulate a stale Avant–Garde skin care product marketed primarily in Western Europe and to launch it as Nourish in the United
States. The target market for Nourish included active American women in their 20s and 30s. Even though considerable investment in research and
development would be required, Avant–Garde had allocated $25 million to fast–track the project, in an effort to beat a competing product to market.
The interviewer from the alumni magazine first asked, "Alex, how did you end up working in product

Unit 6 Business Decision Making Essay
Page 1 of 22 Centre Name/logo Programme Title Unit No & Title QCF Level: Assignment No/Title Tutor/Assessor Written by Essex International
College BTEC HND in Business Unit 6 Business Decision Making 5 Credit: 15 Y/601/0578 Acorn Research Consultants Please Provide Tutor
Name Here /Assessor Panel Dr Keith Hoodless To meet LO 1 Assessment method To meet LO 2 To meet LO 3 Written Report not exceeding 4000
words covering all tasks To meet LO 4 Key dates: Assignment distribution date to learners 20th January 2014 Assignment submission date 14th April
2014 Assignment returns date to learners (if applicable) Within 4 weeks after Submission Aim The aim of this unit is to give learners the opportunity
to develop techniques for data... Show more content on Helpwriting.net ...
Project 3 Hotel Russell, located at 1–8 Russell Square, Bloomsbury, London, is a four–star hotel offers easy access to central London businesses,
tourist attractions, shopping and entertainment areas. A 4–star venue offers a level of service and comfort designed to insure that both business and
leisure travellers who visit historic capital city will find charming hospitality and personalised service. Russell Hotel would like to your company
to conduct a survey with their customers about their services in the hotel to make necessary improvements. Project 4 Choose and organisation
you know or are familiar with, and prepare a report based on the customer experience in order to facilitate an improvement in services and
outcomes. BTEC HND in Business / Business Decision Making / Jan 2014 Page 4 of 22 Learning Outcome Learning Outcome 1 Be able to use a
variety of sources for the collection of data, both primary and secondary Learning Outcome 2 Understand a range of techniques to analyse data
effectively for business purposes Learning Outcome 3 Be able to produce information in appropriate formats for decision making in an
organisational context Tasks Mode of Assessment Task 1 a) As the Marketing Manager create a plan for the collection of primary and secondary data
for your chosen business project (AC 1.1) b) Prepare the survey methodology and sampling frame work to be used in the above situation

Can Information Systems Provide Businesses with a...
Can information systems provide businesses with a competitive edge? Are such IT related competitive advantages sustainable in the long run? Why or
why not?
In recent years, many businesses have faced an increasingly uncertain future. As a result, there is an "economic imperative" to gain advantage over
their competitors (Bakos & Treacy, 1986). A competitive advantage is attained when "a firm reaches its comparative efficiency or bargaining power
(Bakos and Treacy, 1986). There has been a need for the introduction ofinformation systems into many businesses due to human limitations, with
bounded rationality concerning the "memory, computation and communication" capacities of an individual (Bakos & Treacy, 1986). There is limit to
which ... Show more content on Helpwriting.net ...
Here, they suggest core competence being "a bundle of skills and technologies that enables a company to provide a particular benefit to customers".
This is the main reason for improving information systems, as they "optimally position a company within an existing market and develops foresight
into the whereabouts of tomorrow's market". Information systems should help the business to produce at a lower cost level. This will enable it to
differentiate from its competitors and to analyse other markets and market sectors it may wish to enter into (Porter, 1980; Porter and Millar, 1985).
Using information systems can potentially raise barriers to entry for new firms who will not have the technology that an established firm will or, or
not have the capital to fund such a system. It can also create ways in which clients will depend on your business, be able to offer new and
idiosyncratic goods and services and creating business opportunities (Bott et al., 1986, Porter and Millar, 1979).
Information systems providing competitive advantage can be displayed in the retail business. With high street businesses, rent and wages must be paid.
These companies will also have distribution centres. With online retailers, they only have a distribution centre and due to the internet can have
customers worldwide. The reduced expenses means they can offer lower prices in a price driven market. As a result, the demise of high street

Change Management Simulation Essay
Change management simulation
As CEO and founder of Spectrum Sunglass Company, I want to bring a change in the company that can make the company and its products more
environmentally sustainable. To do that, I need to convince 20 managers at Spectrum to adopt my initiative in 96 weeks. And I used 85 weeks to reach
that goal. Here's what I did.
At the beginning, I want to let them be aware of this initiative as soon as possible, so my first 3 choices are to issue e–mail notice, walk the talk and
hold town hall meetingsпјЊand I thought that would be a good way to start. But result is not good at all, no one seems to be affected, at that moment I
noticed how difficult it is to bring a change into the company, no one wants to move from... Show more content on Helpwriting.net ...
And so far all 20 managers have been aware of this change project. At Week 16, I provided internal skill– building to show those who are willing to
change the way to adopt this project, and I made 1 person enter the trial stage. At week 18 I decided to issue an e–mail notice, by now they should pay
some attention to the context of this e–mail, and it made 1 person entered the interest stage. At week 19, I conducted a pilot project, hoping to achieve a
short–term win that can nourish faith in the change efforts, and the results are that 1 person entered the interest stage, 1 person entered the trail stage
and first person entered the adoption stage. At week 25, I conduct private interviews again and made 1 person enter the interest stage. And week 26, I
privately confront resister Pal D'Arcy hoping that he may change his mind, but he didn't. At week 27, I walked the talk and show them the actions
aligned with the change initiative, and make 3 people enter the interest stage and 4 people enter the trial stage. At week 29, I recognized an adopter
and hoping this would have an influence on others, but it only made one person enter the interest stage. At week 32,

Essay about week 13 The Innovator s DNA
Innovation
SPOTLIGHT ON
Peter Crowther
INNOVATION
1692 Dec09 Dyer Layout.indd 60
11/2/09 1:38:46 PM
Five "discovery skills" separate true innovators from the rest of us.
| by Jeffrey H. Dyer, Hal B. Gregersen, and Clayton M. Christensen
The Innovator's
DNA hbr.org 1692 Dec09 Dyer Layout.indd 61
|
December 2009
|
Harvard Business Review 61
11/2/09 1:39:02 PM

Innovation
SPOTLIGHT ON
INNOVATION
The Innovator's DNA
"How do I п¬Ѓnd INNOVATIVE PEOPLE for my organization? And how can
I become more innovative myself?"
These are questions that stump senior executives, who understand that the ability to innovate is the
"secret sauce" of business success. Unfortunately, most of us know very little about what makes one person more ... Show more content on
Helpwriting.net ...
Associating is like the backbone structure of DNA's double helix; four patterns of action (questioning, observing, experimenting, and networking) wind
around this backbone, helping to cultivate new insights. And just as each person's physical DNA is unique, each individual we studied had a unique
innovator's DNA for generating breakthrough business ideas.
Imagine that you have an identical twin, endowed with the same brains and natural talents that you have. You're both given one week to come up with
a creative new business–venture idea. During that week, you come up with ideas alone in your room. In contrast, your twin (1) talks with 10 people –
including an engineer, a musician, a stayat–home dad, and a designer – about the venture,
(2) visits three innovative start–ups to observe what they do, (3) samples п¬Ѓve "new to the market" products, (4) shows a prototype he's built to
п¬Ѓve people, and (5) asks the questions "What if I tried this?" and
"Why do you do that?" at least 10 times each day during these networking, observing, and experimenting activities. Who do you bet will come up with
the more innovative (and doable) idea?
hbr.org
11/2/09 1:39:09 PM
Studies of identical twins separated at birth indicate that our ability to think creatively comes one–third from genetics; but two–thirds of the innovation
skill set comes through learning – п¬Ѓrst understanding a given skill, then practicing it, experimenting, and ultimately gaining conп¬Ѓdence in
one's

Lenox Case Study
www.hbr.org
H B R CAS E ST U D Y
AND
COMMENTARY
Who is responsible for assuring technology success at Lenox?
Five commentators offer expert advice.
The IT System That Couldn't Deliver by Byron Reimus
Reprint 97308
Lenox's IT system is in trouble. Who will fix it, and how?
H B R CAS E ST U D Y
The IT System That Couldn't Deliver by Byron Reimus
COPYRIGHT © 1997 HARVARDBUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED.
"Distribution is the name of the game," Lenox CEO and president James Bennett told the insurance company's newly hired chief information officer,
Diana Sullivan, three years ago. Sullivan recalled the details of that first extended conversation with Bennett as though it were yesterday. "We depend...
Show more content on Helpwriting.net ...

The team of more than a dozen key executives included Fontana as well as several people from information services, field operations, marketing, and
sales. She had also retained some consultants from an information technology firm, who were highly regarded for their work with companies in the
insurance field, to bring outside expertise and perspective to the process. In short order, Sullivan had articulated a vision of how the company could use
technology to meet the challenges that Bennett had described, and she had persuaded the company's management committee to invest in Lifexpress.
She had delivered the system on time and on budget, and had met all the specifications that Bennett and the other senior manag–
ers had agreed to. After a relatively smooth testing phase, the companywide implementation, although slightly behind schedule, was finally picking up
steam. The first agents to use the system had offered mostly positive feedback about its hardware configuration and software. But apparently Fontana
wasn't seeing any of that. At their last few weekly half–hour meetings, Fontana had become impatient with Sullivan whenever she had tried to
distinguish between what she could control and what she couldn't. And that morning's meeting had deeply unsettled her–in part because Bennett had
joined the discussion and seemed to side with the CFO. Sullivan turned away from the

diversity as strategy
www.hbr.org
IBM expanded minority markets dramatically by promoting diversity in its own workforce. The result: a virtuous circle of growth and progress.
Diversity as Strategy by David A. Thomas
Reprint R0409G
IBM expanded minority markets dramatically by promoting diversity in its own workforce. The result: a virtuous circle of growth and progress.
Diversity as Strategy
by David A. Thomas
When most of us think of Lou Gerstner and the turnaround of IBM, we see a great business story. A less–told but integral part of that success is a
people story–one that has dramatically altered the composition of an already diverse ... Show more content on Helpwriting.net ...
Over the past two years, I have interviewed more than 50 IBM employees–ranging from midlevel managers all the way up to Gerstner and
Palmisano–about the task force effort and spent a great deal of time with Ted Childs,
IBM's vice president of Global Workforce Diversity and Gerstner's primary partner in guiding this change process. What they described was a
signiп¬Ѓcant philosophical shift–from a long tradition of minimizing differences to amplifying them and to seizing on the business opportunities they
present.
Constructive Disruption
David A. Thomas (dthomas@hbs.edu) is a professor of organizational behavior and human resourcemanagement at
Harvard Business School in Boston.

Gerstner knew he needed to signal that diversity was a strategic goal, and he knew that establishing task forces would make a powerful impression on
employees. Early in his tenure,
Gerstner had convened various task forces to resolve a range of strategic choices and issues.
He used the same structure to reп¬Ѓne and achieve IBM's diversity–related objectives.
Gerstner and Childs wanted people to un–
harvard business review september 2004
derstand that this was truly something new.
IBM had a long practice of being blind to differences and gathering demographic information only to ensure that hiring and promotion decisions didn't
favor any particular group. So this new approach of calling attention to differences, with the hope of learning from

Should the C-Suite Have a вЂњGreenвЂќ Seat?
www.hbr.org
HBR CASE STUDY
Should Narinex hire a CSO?
Should the C–Suite
Have a "Green" Seat? by Eric J. McNulty and Rupert Davis
Reprint R1012X
Purchased by robert duboff (robert.duboff@hawkpartners.com) on January 12, 2012
Bent on improving its ecocredentials, a company debates the need for a chief sustainability officer.
HBR CASE STUDY
Should the C–Suite
Have a "Green" Seat?
by Eric J. McNulty and Rupert Davis
Jennifer Brown, CEO of Narinex, an electronic components manufacturer based in Michigan, re–read the news alert on her screen. The company had
lost another major contract to Glistrom, a UK–based ... Show more content on Helpwriting.net ...
She examined the summary of sustainability initiatives the company had already pursued: installing a green roof on its

German plant to cut energy costs, reducing packaging by a third, shifting the bulk of its international shipping to a vendor with the most
fuel–efп¬Ѓcient air п¬‚eet, and, yes, moving all documentation online. She noted that some efforts had yielded remarkably fast and solid paybacks;
others would take years to conп¬Ѓrm a certain ROI. "We are in compliance with our manufacturing, but that target moves depending on the country of
manufacture and receipt," the memo stated. "Where regulations are looser and customer speciп¬Ѓcations permit, we produce goods with lower–cost
substances that would not be acceptable in all regions."
Putting down the memo, Brown turned to a report on Narinex's environmental practices. It had been prepared by none other than her 17year–old
granddaughter as a school assignment. Zoe had e–mailed it to her a few days earlier with a short note:
Thanks for your help getting information for this, Nana. You should read it. You weren't the worst company we talked about, but you weren't the best
either! XOXO.
The teenager's analysis was refreshingly direct–free of corporate politics and personal ambition. Zoe's top recommendation: Hire a
CSO.
"From the mouths of babes," Brown mused.
She knew several other companies had appointed CSOs. She'd generally

Assignment: Balance Sheet and Basic Industries
Harvard Business School 9–197–010 Rev. May 30, 1997 First Investments, Inc.: Analysis of Financial Statements In March 1995, Fred Aldrich, a
summer trainee with the First Investments, Inc., was called into the office of the head of investment analysis section of the trust department. The
following conversation took place: Fred, here are the 1994, 1993, and 1985 Basic Industries Company's financials (Exhibit 1) and a 10–year summary
(Exhibit 2 ). Our trust department has owned this stock since the early 1980s. As you know, our portfolio people place a lot of emphasis on the
quality of a company's earnings and the return on owners' equity in making stock selections. Well, they are worried. The 1994 Basic Industries annual
report shows a... Show more content on Helpwriting.net ...
82,120 547,000 65–30 $ 272.9 182,051 537,000 24–17 $4,485.4 3,492.4 8,324.2 3,372.4 $ 598.6 334.0 388,000 304,000 $ 254.8 182,112 536,000
73–58–1/4 $ 249.7 181,684 523,000 66–1/2–46–1/2 $ 235.4 181,114 529,000 47–1/4–30–1/8 $ 235.2 180,965 520,000 49–1/8–37 $ 234.8 180,651
530,000 50–1/4–40–1/8 $ 234.2 180,266 529,000 48–41–1/4 $ 234.6 180,609 530,000 60–40 $ 216.7 180,634 521,000 60–1/8–45–1/2 75–7/8–55
19–9 $5,222.6 3,879.5 9,369.1 3,704.3 $ 671.8 376.2 404,000 307,000 25–20 $3,979.3 2,869.7 7,401.8 3,084.6 $ 435.9 314.3 369,000 292,000 26–28
$3,639.0 2,840.4 6,887.8 2,801.8 $ 553.1 273.6 363,000 291,000 26–17 $3,334.8 2,650.3 6,198.5 2,553.6 $ 581.4 334.7 297,000 310,000 32–24
$3,287.8 2,366.7 5,894.0 2,426.5 $ 530.6 351.3 410,000 318,000 5–20 3,311.1 2,104.3 5,652.3 2,402.1 $ 514.7 300.1 394,000 305,000 29–21 $3,207.6
1,977.4 5,205.3 2,245.3 $ 561.7 280.4 385,000 296,000 32–21 $3,013.0 1,883.2 4,768.1 2,128.1 $ 484.9 233.6 376,000 291,000 31–23 $2,842.6
1,566.8 4,300.6 2,107.2 $ 332.9 188.4 333,000

Ann Hopkins Case Study
Ann Hopkins: Harvard Business Case Analysis #1
Ann Hopkins: Harvard Business Case Analysis #1 Why was Ann Hopkins passed over for a partnership? Give examples of events that contributed to
her being passed over. The Supreme Court ruled Ann Hopkins was passed over for Price Waterhouse partnership because she was not a feminine
woman (Selman and de Llose, 1990) calling it sexual discrimination. The partners claimed she needed help with personal and leadership qualities
required of a partner (Badaracco 2001, p. 9), however when discussed with the voting partners, the reasons varied. When asked, according to Krulwich,
Conner told Beyer she had irritated some senior partners. (Badaracco, 2001 p.10). Unfortunately Krulwich was ... Show more content on
Helpwriting.net ...
Therefore she did not make an effort to change when finally receiving some feedback as it was implied it was about appearance and not team and
leadership abilities. It was suggested she be more like the other women, which she felt it was offensive (Badaracco, 2001 p.8) and therefore made no
effort to change.
What do you make of Thomas Beyer's behavior? Although he was an advocate of Hopkins' partnership, he made some remarks to her that could be
construed as sexist. Still, he was trying to help. Do you think his advice was good? Was it appropriate and realistic, even if it was painful for
Hopkins to hear? Or was Beyer just insensitive? I think Thomas Beyer's behavior supports the fact that it is still a man's world. He did want
Hopkins to succeed, but he wanted her to look and act more like a "lady." His opinion of what a lady should be like in a partnership position.
Gender stereotypes put men and women in certain boxes based on an opinion of what they should and should not look or act like. He was trying to
help but not in the correct way. I feel he was trying to play political correctness. His advice was not good and totally inappropriate. Although the
company culture reality may be for men to look a certain way and woman to wear traditionally feminine clothing, makeup and jewelry it cannot be
used against a person nor can they be discriminated against unless it is a bona fide occupational qualification. I do not feel it was

Student
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HBR CASE STUDY
How should Gerald Smarten balance the needs of Kaspa and the community?
The CEO Can't Afford to Panic by Eric J. McNulty
Reprint R1003X
Purchased by robert duboff (robert.duboff@hawkpartners.com) on January 12, 2012
In an unthinkable crisis, a bank's chief executive has to make a fast decision.
HBR CASE STUDY
The CEO Can't Afford to Panic by Eric J. McNulty
Gerald Smarten, CEO of Kaspa Financial Services, was presiding over the regular Tuesday morning executive committee meeting in the glass–walled
conference room that looked east over Massachusetts Bay. The management team was wrestling with... Show more content on Helpwriting.net ...
A Timothy McVeigh type in a speedboat could incinerate downtown, he had warned. Now, images Smarten had seen of bombings in Madrid and
London п¬‚ooded his mind. He tried to push them out. "A п¬Ѓre or an accident. I'm sure you're right, Ben."
HBR's cases, which are п¬Ѓctional, present common managerial dilemmas.

harvard business review march 2010 Purchased by robert duboff (robert.duboff@hawkpartners.com) on January 12, 2012
page 1
The CEO Can't Afford to Panic HBR C ASE S TUDY
Eric J. McNulty writes on leadership, social enterprise, and sustainability. He can be reached at eric@ericmcnulty .com.
Behind him, Sal Persano, the senior VP of marketing, was fumbling with the remote control to the boardroom television. He pushed buttons seemingly
at random, managing only to initiate a video conference with the п¬Ѓrm's London ofп¬Ѓce. Hicks, meanwhile, had stepped back from the window and
was tapping furiously on her laptop. "CNN is just reporting 'an incident' so far," she said. "No details yet." She continued to focus on the screen,
surп¬Ѓng from site to site in search of concrete information. A cacophony of ringtones in the conference room competed with the sirens of emergency
vehicles outside. The head of HR, Joan Kaczmarek, moved close to Smarten at the window. "It's rush hour," she said. "Our people are probably down
there. I'll initiate a headcount in all departments. What else do you want to do?" Smarten turned without answering her, as Persano

Communication in Global Business
Communication in Global Business. The use of computers and the Internet in workplaces are becoming more pervasive and the functions performed
using computers are dramatically increasing. The influence of technology will go beyond new equipment and faster communications, as work and
skills will be redefined and reorganized. This will lead to paperless and people less offices. Companies understand the need to respond and adapt to the
evolving use of technology by their customers, stakeholders and suppliers. Technology adoption typically occurs in an S–curve with exponential
growth of technology adoption from 'early adopters'. Not only is the diffusion of individual technologies exponential, but the rate of diffusion is
accelerating and with each new technology release the 'early adopters' and 'early majority' move further to the left. It took more than 70 years for
telephones to reach 50% household penetration, compared with 28 years for radio, and 10 for internet access. Following this trend, the rate of
technology adoption should continue to accelerate so that each new technology outpaces the adoption of its predecessor. This is going to directly affect
current type of office. The changing office is strongly influenced by the young new workforce (Generation Y). Generation Y's expectations are being
formed by the technologies they surround themselves with. They adapt their lifestyles to each new technological invention and they won't accept that
the brands they interact

Engstorn Auto Mirror Plant Case
MICHAEL BEER ELIZABETH COLLINS
Engstrom Auto Mirror Plant: Motivating in Good Times and Bad
There had been several rough quarters at the Engstrom Auto Mirror plant in Richmond, Indiana, a privately owned business that manufactured mirrors
for trucks and automobiles and employed 209 people. For more than a year, plant manager Ron Bent and his assistant, Joe Haley, had focused their
Friday meetings on the troubling numbers, but the tenor of their May 14, 2007, meeting was different. Both men sensed that they now faced a crisis at
the plant. Bent was talking animatedly to Haley: "This is the third productivity problem in, what, two weeks? We can't climb out of this downturn with
performance like that." He scowled as he signed the ... Show more content on Helpwriting.net ...
Scanlon worked with the mill owner to enlist the plant workers in identifying ideas for increasing productivity. Ultimately, the plant was saved.
Although Scanlon was oriented to helping small, distressed companies, variants of his "gainsharing" plan have been adopted by a diversity of
organizations. The heart of these plans is the concept of participative management. Scanlon believed that individuals will work hard to help achieve
their organization's goals so long as they have an opportunity to take responsibility for their actions and apply their skills. A key tactic is to
communicate financial and other business data through all levels of the organization. While this is a symbolic motivator for many workers, the tactic
also has a practical basis: everyone is encouraged to suggest ways to improve the plant's productivity.
Do
The three plan components–the submission of suggestions for improvement by employees at all levels, the structure of the company committees that
evaluate the suggestions, and then the sharing of the fruits of increased productivity through monthly bonuses–ideally work together to drive big
changes in behavior and attitudes. When things are working properly, teamwork and knowledgeBRIEF CASES | HARVARD BUSINESS PUBLISHING
2
Copying or posting is an infringement of copyright. Permissions@hbsp.harvard.edu or 617–783–7860.
No tC

The Scanlon Plan is the oldest organization–wide incentive plan still in use in the United

Why Didn't We Know?
A whistle–blower's lawsuit alerts Galvatrens to deep flaws in its system for uncovering misconduct. How should management and the board
respond? HBR CASE STUDY Why Didn't We Know? by Ralph Hasson COPYRIGHT © 2007 HARVARD BUSINESS SCHOOL PUBLISHING
CORPORATION. ALL RIGHTS RESERVED. It was 9:30 in the evening of what had been a very long Friday when the phone rang in Chip
Brownlee's home study. On the line was Arch Carter, the lead director of Galvatrens, the Houston–based consumer products company that Chip had led
as chairman and CEO for the past ten years. "I just got your voice mail," Arch said. "The parts about a lawsuit and accusations that we manipulated our
sales numbers certainly got my attention. What's going on?" "At this... Show more content on Helpwriting.net ...
He has helped a number of major U.S. corporations design systems for uncovering misconduct and managing conflict. He is a coauthor of Controlling
the Costs of Conflict (Jossey–Bass, 1998). The board, employees, and Wall Street had rejoiced when Chip agreed to become the chairman and CEO
of Galvatrens in January 1997. He had previously led Paloreq, a pharmaceutical and medical devices company, during a period of tremendous growth,
building businesses in medical devices and diagnostics and broadening the п¬Ѓrm's pharmaceutical offerings through shrewd acquisitions. He had
attracted a team of stellar managers and scientists through the same sorts of "people" initiatives he would launch at Galvatrens. The year before
Galvatrens's board hired Chip, it had reached an impasse with longtime CEO Walter Nikels over strategy and management style. Walter, who had taken
the helm when Galvatrens was a midsize п¬Ѓrm, had run it in an authoritarian, hierarchical fashion. As the company grew larger and more complex, the
board urged him to delegate more and inject some fresh blood into the executive team, but he resisted. As a result, top–performing employees were
defecting to the competition, and Galvatrens recruiters were having a hard time getting MBA students to sign up for interviews. The word was out that
Galvatrens was not the

Communication Skills Gen Y Workforce
rP os t www.hbr.org HBR CASE STUDY Gen Y in the Workforce op yo How ca n Sarah and Josh work together m ore effectively? by Tamara J.
Erickson Do No tC Reprint R0902X This document is authorized for use only by sharmila mohapatra until January 2012. Copying or posting is an
infringement of copyright. Permissions@hbsp.harvard.edu or 617.783.7860. HBR CASE STUDY rP os t How I learned to love millennials (and
stop worrying about what they were doing with their iPhones). op yo Gen Y in the Workforce tC "RU BRD?"1 The text message from Ashok stood
out in bold block letters on the small screen of Josh Lewis's iPhone. Am I ever, Josh thought, stufп¬Ѓng the device back into his... Show more content
on Helpwriting.net ...
They're well suited to handle the trafп¬Ѓc–much better than we are," Josh replied. These days it was just so much easier to download music, movies,
and TV shows how and when you wanted them. To have, as Jessica joked, old 90210 and new 90210 existing peacefully on your laptop. "We'd be
leveraging one of Rising Entertainment's biggest strengths, its library, in a way that gets the company out in front of the movement to free content."
"All great points," Sarah had responded. "But our budget is soft right now–everything is soft right now. I'm not sure we have the time and resources to
throw at these channels." Josh opened his mouth to respond, but the marketing chief cut off the discussion there and went on to her other notes. That
was the end of that, Josh explained to his friends. "I guess I just expected that I would get to act on more of my ideas," he complained, as they
п¬Ѓnished crunching through a large order of lime–cilantro chips and salsa. "And that the higher–ups here would have п¬Ѓgured out by now that the
model's changing." By the time Ashok, Jessica, and Josh had gotten down to salty crumbs, the three were in п¬Ѓrm agreement: Sarah just didn't get it.
op yo ment and opportunity–ever–present TV and п¬Ѓlm shoots on the lots, hobnobbing with industry power brokers, the inevitable offers from
competing studios, and, of course, the terriп¬Ѓc LA nightlife. But now, with 10 months on the job, and most of that time relegated to

Leading Change: Why Transformation Efforts Fail
www.hbrreprints.org
B E S T O F H BR
Leaders who successfully transform businesses do eight things right (and they do them in the right order).
Leading Change
Why Transformation Efforts Fail by John P Kotter
.
Included with this full–text Harvard Business Review article:
1 Article Summary
The Idea in Brief–the core idea
The Idea in Practice–putting the idea to work
2 Leading Change: Why Transformation Efforts Fail
10 Further Reading
A list of related materials, with annotations to guide further exploration of the article's ideas and applications
Reprint R0701J
BEST OF HBR
Leading Change
Why Transformation Efforts Fail
The Idea in Brief

The Idea in Practice
Most major change initiatives–whether ... Show more content on Helpwriting.net ...
Leaving short–term successes up to chance Failing to score successes early enough
(12–24 months into the change eп¬Ђort)
Not creating new social norms and shared values consistent with changes
Promoting people into leadership positions who don't personify the new approach page 1
Leaders who successfully transform businesses do eight things right
(and they do them in the right order).
BEST OF HBR
Leading Change
Why Transformation Efforts Fail by John P Kotter
.
Editor's Note: Guiding change may be the ultimate test of a leader–no business survives over the long term if it can't reinvent itself. But, human nature
being what it is, fundamental change is often resisted mightily by the people it most affects: those in the trenches of the business. Thus, leading change
is both absolutely essential and incredibly difп¬Ѓcult.
Perhaps nobody understands the anatomy of organizational change better than retired
Harvard Business School professor John P.
Kotter. This article, originally published in the spring of 1995, previewed Kotter's 1996 book
Leading Change . It outlines eight critical success factors–from establishing a sense of extraordinary urgency, to creating short–term wins, to changing
the culture ("the way we do things around here"). It will feel familiar when you read it, in part because Kotter's

reflected best self
www.hbr.org
You may have more to gain by developing your gifts and leveraging your natural skills than by trying to repair your weaknesses. Here is a systematic
way to discover who you are at your very best.
How to Play to Your
Strengths
by Laura Morgan Roberts, Gretchen Spreitzer,
Jane Dutton, Robert Quinn, Emily Heaphy, and
Brianna Barker
Reprint R0501G
You may have more to gain by developing your gifts and leveraging your natural skills than by trying to repair your weaknesses. Here is a systematic
way to discover who you are at your very best.
How to Play to Your
Strengths
COPYRIGHT © 2004 HARVARDBUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED.
by Laura Morgan Roberts, Gretchen Spreitzer, ... Show more content on Helpwriting.net ...
Just as psychologists know that people respond better to praise than to criticism, organizational behavior scholars are п¬Ѓnding that when companies
focus on positive attributes such as resilience and trust, they can reap impressive bottom–line returns. (For more on this research, see the sidebar "The
Positive Organization.") Thousands of executives, as well as tomorrow's leaders enrolled in business schools around the world, have completed the
RBS exercise.
In this article, we will walk you through the RBS exercise step–by–step and describe the insights and results it can yield. Before we proceed, however,

a few caveats are in order.
First, understand that the tool is not designed to stroke your ego; its purpose is to assist you in developing a plan for more effective action.
(Without such a plan, you'll keep running in place.) Second, the lessons generated from the RBS exercise can elude you if you don't pay sincere
attention to them. If you are too burdened by time pressures and job demands, you may just п¬Ѓle the information away and forget about it. To be
effective, the exercise requires commitment, diligence, and followthrough. It may even be helpful to have a coach keep you on task. Third, it's
important to conduct the RBS exercise at a different time of year than the traditional performance review so that negative feedback from traditional
mechanisms doesn't interfere with the results of the exercise.
Used correctly, the

Essay Reality Check at the Bottom of the Pyramid
The Globe
Erik Simanis is the managing director of Market Creation
Strategies at the Center for Sustainable Enterprise at Cornell
University's Johnson School of Management.
To succeed in the world's poorest markets, aim for much higher margins and prices than you thought were necessary–or possible. by Erik Simanis
ABOVE MightyLight customers in Barmer,
Rajasthan, India
120 Harvard Business Review June 2012
M
ost companies trying to do business with the 4 billion people who make up the world's poor follow a formula long touted by bottom–of–thepyramid
experts: Offer products at extremely low prices and margins, and hope to generate decent profits by selling enormous quantities of them. This "low
price,
low ... Show more content on Helpwriting.net ...
They also need to raise the price point for a single transaction. This combination of higher margins and higher price points increases the contribution–the
amount of money that goes to covering fixed and operating costs– generated from every transaction.
That's a tall order. But my experience leading businesses in Africa, India, and other emerging economies shows that it can be done. In this article, I
will show how to build a margin–boosting platform that can help companies solve the cost problems inherent in bringing needed products and services
to very poor markets. A few companies are already using aspects of a platform to improve their profitability prospects, and S.C. Johnson, the
householdproducts maker, has launched an integrated margin–boosting platform for selling insecticide in rural Ghana as part of an effort to reduce
malaria infection there. Initial results for that venture show the financials moving in the right direction.
Why Low Prices and

Margins Don't Work
C.K. Prahalad was a leader in focusing corporate attention on business opportunities among consumers at the bottom of the economic pyramid. His
view that very–lowincome markets are best reached through the low–price, low–margin, high–volume model has cast a long shadow on corporate
strategy in

Effective Communication Among Every Group Member
team legitimately needs to complete the task.
Work–group Features –Group must work for common objectives of their group. There must be mutual understanding between group members. There
must be predefined rules and regulations for every group member. There should be effective communication among every group member. (Wride, 2012)
Managers can also support creativity by serving as a role model, persevering through tough problem, as well as encouraging trust, collaboration and
communication within the team.
Organizational Support – Encouragement from supervisors certainly fosters creativity, ... Show more content on Helpwriting.net ...
2] T. Bateman and H. O 'Neill, "The Goals of the Top Manager: A General Taxonomy and Customized Hierarchies," Working manuscript, University of
North Carolina, 1999.
3] White Paper: Innovation in the workplace a multi–level approach drawn from academic research Penni Wolfgramm 19th September 2011.
4] Riesman, F. K., & Hartz, T. A. (2010).Crafting a Culture of Creativity and Innovation the TalentManagement Handbook: Creating a Sustainable
Competitive Advantage by Selecting, Developing, and Promoting the Best People.
5] Christensen, C., Dyer, J., & Gregerson, H. (2011). The Innovator's DNA: Mastering the five skills of disruptive innovators. Boston: Mass, Harvard
Business Press.
6] Zenith International Journal of Business Economics & Management Research.2012.vol.6
7] T.M. Amabile, "Motivational Synergy: Toward New Conceptualizations of Intrinsic and ExtrinsicMotivation in the Workplace," Human Resource
Management Review. 3 (1993): 185–201.
8] Amabile, T. M. (1998).How to kill creativity (pp. 77–87).Harvard Business School Publishing

9] Harnessing Creativity and Innovation in the Workplace by Olivier Serrat.2009.vol.69.
10] Special Edition on Innovation in Organizations November 2012, Illumination.APS. Shelley Logan.
11] Sternberg, R. J., & Lubart, T. I. (1999). The concept of creativity: Prospects and paradigms.
12] Brouwer, M.T. (2002), Weber,

Boldflash: Cross-Functional Challenges in the Mobile Division
4438
MAY 31, 2012
MICHAEL BEER
RACHEL SHELTON
BoldFlash: Cross–Functional Challenges in the
Mobile Division
On January 16, 2012, Dr. Roger Cahill walked into his office in BoldFlash's Waltham,
Massachusetts headquarters at 7 a.m., less than a year into his new role as Vice President of the company's Mobile Division. His predecessor's
personal photos and mementos had been packed up months ago, but they still sat in a corner, patiently waiting for someone to collect them. Cahill
didn't have the heart to move them because Jim Harrison had died unexpectedly after more than a decade in the position. Jack Young, the company's
CEO, immediately replaced Harrison with Cahill, a 24year employee and highly respected research scientist ... Show more content on Helpwriting.net ...
''The meeting lasted two days, yet I had a hard time summarizing what we had accomplished.'' With the next two–day product development meeting
coming up in less than a month, Cahill wondered what changes he would have to make to the meeting, the organization, and the product development
process to develop truly innovative, market–leading products that anticipated customer needs. Company History and the Flash Memory Market
Two computer science professors founded BoldDisk in Waltham, Massachusetts in 1982. Initially, it manufactured computer storage media, primarily
floppy disks, at a plant in Waltham. The company continued to focus on storage devices as technology evolved (with the exception of an illfated foray
into MP3 players in the early 1990s), although its product mix evolved with the market.
By 2012, the company–––––now re–named BoldFlash–––––focused on flash memory and had a significant customer base in both OEM (original
equipment manufacturer) and direct–to–consumer markets.
Flash memory is a solid–state drive (SSD) that maintains data storage without moving parts, even when disconnected from power. It is commonly used
in consumer devices such as digital cameras, mobile phones, USB drives, MP3 players, DVD players, GPS systems, tablet computers, and notebook
computers. Although some flash memory is embedded into the product, consumers can also purchase flash memory devices to increase the device's
storage capacity.

Overview of Simulation Essay examples
FINANCE SIMULATION: M&A IN WINE COUNTRY
DEBRIEF SLIDES
HBP PRODUCT NO. 4807
This PowerPoint presentation was prepared by Professor Timothy Luehrman for the sole purpose of aiding classroom instructors in the use of Finance
Simulation: M&A in Wine
Country V2 (HBP No. 4805). HBP educational materials are developed solely as the basis for class discussion. These materials are not intended to
serve as endorsements, sources of primary data, or illustrations of effective or ineffective management.
Copyright © 2013 President and Fellows of Harvard College. This publication may not be digitized, photocopied, or otherwise reproduced, posted, or
transmitted, without the permission of Harvard Business Publishing.
DOES M&A MAKE SENSE IN THIS ... Show more content on Helpwriting.net ...
© 2013 HARVARD BUSINESS SCHOOLPUBLISHING
8
SETTING RESERVATION PRICES
In the real world, reservation prices are derived from industry knowledge, business experience, and due diligence.
In the Simulation, each player will receive Confidential Information about Bel Vino and Starshine.
п‚Ў The Confidential Information gives specifics about value creation opportunities at each target.
п‚Ў The Confidential Information is different for each role.
п‚Ў Use the Confidential Information with the financial data and valuation tools in the Simulation to
estimate the value of each target from the perspective of your assigned role.
п‚Ў Based on these, you decide on your reservation prices for Bel Vino and Starshine
п‚Ў If your role is Bel Vino, your reservation price for BV is the lowest price you would accept; for SS it is the

highest price your would pay.
п‚Ў If your role is Starshine, your reservation price for SS is the lowest price you would accept; for BV it is the
highest price your would pay.
п‚Ў If your role is International Beverage, your reservation prices are the highest prices you would pay for BV
and SS.
© 2013 HARVARDBUSINESS SCHOOL PUBLISHING
9
PLAYING THE SIMULATION
Round 1
п‚Ў Each player is assigned to a role and receives Confidential Information
п‚Ў

Formal Structure Interface With Internal And External...
revolutionary science" because it involves a paradigm shift. In this case, the problem is well defined, but the path to the solution is unclear, usually
because those involved in the domain have hit a wall. [24]&[25]
INNOVATION MATRIX [24]
Formal structure interface with Internal and External Business Environment –
The internal and external business environment plays a significant role we have to adopt innovation according to changes which are happening in
internal and external business environment. [20] The success–survival–growth of business completely depends of innovation with scenario analysis
[19] & [20]
How Innovation can be successfully implemented in Organization:
Role of organizational culture in ... Show more content on Helpwriting.net ...
There must be predefined rules and regulations for every group member. There should be effective communication among every group member.[12]
communication within the team.]12]
Organizational Support – Encouragement from supervisors certainly fosters creativity, but creativity is truly enhanced when the entire organization
supports it. Organizational leaders must put in place appropriate systems or procedures that value and recognize creative contributions. [13]
Managerial Implication–
Positive approach to innovation is greater if employees know that they have the support of superiors and independence in action while they develop
innovative ideas, as well as that they can make use of financial resources to support the innovation processes. As the relevant literature shows,
objectives may actually promote innovation at the same time leaders of the organization should give a clear signal that innovation is highly desirable,
by setting ambitious goals indifferent areas and establishing motivated teams to find ways to implement the vision.[14] The support for innovation is

the symbols and rituals, whose main objective is to identify

The Best Laid Incentive Plans
"The Best Laid Incentive Plans". Summary: Current State: Cheryl Hailstorm is the new, and first non–founding family, CEO of the 94 year–old
company Lakeland Wonders Toy Company. Cheryl has found herself caught between aggressive new objectives and opportunities, and a deep
–rooted
internal culture that resists change to anything that is outside the common company norm. Summary: Desired State: Lakeland is a large producer of a
high–end brand of wooden toys, who now has the opportunity for entrance into a new major–retail chain named Bulls–Eye with a less–expensive or
mid–market toy line, and now for the first time must look to outsourced manufacturing overseas to keep costs down supporting the required new
product price points.... Show more content on Helpwriting.net ...
Proof of Diagnosis CauseEvidenceAction Plan Ideas Maintain US ManufacturingAlways HaveEstablish Separate Offshore Division Design Firm
LoyaltyLong time relationsFocus new firm to new projects only Made in USA AdvertisingOn all toys & trucksSet–up separate distribution in new
division Timing to Market for PeakHoliday SeasonPrioritize development of key products Union Work ForcePrevalent New Division 100% offshore
Outcome Statement Lakeland Toy Company has a proud heritage, established production facilities, and successful high–end market in specialty stores
for its core brand. Lakeland's market presents, organization, and reputation must be maintained in representing the core culture behind the brand, the
company, and the associated work force and suppliers. Lakeland's ability to grow requires the company to pursue a more inexpensive segment of
products that will have mass appeal and affordability in major–retail chains. In order to produce at costs that allow sales at the required price points
Lakeland must look to outsource production overseas. Doing so is such a dramatic shift in all aspects of Lakelands existing products, advertising, and
culture the need to create a fully separate division will be necessary to facilitate

Formal Structure Interface With Internal And External...
INNOVATION MATRIX [10]
Formal structure interface with Internal and External Business Environment –
The internal and external business environment plays a significant role we have to adopt innovation according to changes which are happening in
internal and external business environment. [20] The success–survival–growth of business completely depends of innovation with scenario analysis [19]
& [20]
How Innovation can be successfully implemented in Organization:
Role of organizational culture in overcoming challenges and Resistance to change
An article "How to Kill Creativity" published in the Harvard Business Review (1998), Therese Amabile identified a few proven strategies for
organizations to help promote ... Show more content on Helpwriting.net ...
communication within the team.]12]
Organizational Support – Encouragement from supervisors certainly fosters creativity, but creativity is truly enhanced when the entire organization
supports it. Organizational leaders must put in place appropriate systems or procedures that value and recognize creative contributions. [13]
Managerial Implication–
Positive approach to innovation is greater if employees know that they have the support of superiors and independence in action while they develop
innovative ideas, as well as that they can make use of financial resources to support the innovation processes. As the relevant literature shows,
objectives may actually promote innovation at the same time leaders of the organization should give a clear signal that innovation is highly desirable,
by setting ambitious goals indifferent areas and establishing motivated teams to find ways to implement the vision.[14] The support for innovation is
the symbols and rituals, whose main objective is to identify innovative behaviour and an incentive for this type of behaviour.[15] a dimension of the

Investing in the It That Makes a Competitive Difference
www.hbr.org
Studies of corporate performance reveal a growing link between certain kinds of technology investments and intensifying competitiveness.
Investing in the IT That Makes a Competitive Difference by Andrew McAfee and Erik Brynjolfsson
Included with this full–text Harvard Business Review article: 1 Article Summary The Idea in Brief–the core idea The Idea in Practice–putting the idea
to work 2 Investing in the IT That Makes a Competitive Difference 11 Further Reading A list of related materials, with annotations to guide further
exploration of the article's ideas and applications
Reprint R0807J
Purchased by Steven Stillman (sstillm@post.harvard.edu) on March 13, 2013
Investing in the IT That Makes a Competitive Difference
The ... Show more content on Helpwriting.net ...
Performance improved across all the pharmacies, and customer satisfaction scores rose from 86% to 91%– a dramatic difference in the aggressive
pharmacy market.
page 1 Purchased by Steven Stillman (sstillm@post.harvard.edu) on March 13, 2013
Studies of corporate performance reveal a growing link between certain kinds of technology investments and intensifying competitiveness.
Investing in the IT That Makes a Competitive Difference by Andrew McAfee and Erik Brynjolfsson
COPYRIGHT © 2008 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED.

It's not just you. It really is getting harder to outpace the other guys. Our recent research п¬Ѓnds that since the middle of the 1990s, which marked the
mainstream adoption of the internet and commercial enterprise software, competition within the U.S. economy has accelerated to unprecedented
levels. There are a number of possible reasons for this quickening, including M&A activity, the opening up of global markets, and companies'
continuing R&D efforts. However, we found that a central catalyst in this shift is the massive increase in the power of IT investments. To better
understand when and where IT confers competitive advantage in today's economy, we studied all publicly traded U.S. companies in all industries from

Leadership Styles Differ From One
Degree:
Module:
Lecturer:
Coursework:
Name:
Year:
How leadership styles differ from one MNC to another & what factors contribute to its success? Word Count: 2,500 Word Limit: (Bossidy & Charan,
2002). A viable individual procedure will deliver precise evaluation of the individual which leads the system into creating and distinguishing future
leaders, and coming up with an 'ability pool' to fill future positions.
Hence all in all I will now introduce the above mentioned leadership styles and concepts and apply them to various Multinational Companies and with
the help of Primary and Secondary research methods will deduce which strategy yields highest success rates. Though, leadership style remains ... Show
more content on Helpwriting.net ...
This will incorporate the coursework we have studied within the paradigms of this course to the max and will elaborate the entire method that I'll be
using to conduct my research regarding leadership styles practiced in the Multinational Companies like Toyota and Honda whilst simultaneously
analyzing different factors that lead to success of these companies. For this I'll be using the following methods as listed below as well as I'll be
making a two day trip to their outlets and workplaces here in Pakistan for one–to–one interviews and observations.
Primarily, I'll make use of the Positivist methodology of conducting out research which reinforces the objectivity of social reality (ontological) and
methodological which simply means that the results sought after the research can easily be generalized to not only just the sample size but the entire

Business Review : Steve Jobs
The computer technology is a rapidly growing and evolving industrial on an international scale. In this day and age, computer technology has become
an integral part in business. One individual who made a great impact in the computer industry was Steve Jobs former chairman and CEO of Apple Inc.
This research paper examines some factors that contributed to the success of Steve Jobs.
As stated in the Harvard Business Review, Steve Jobs cofounded Apple and in 1997, he revolutionized the company to become a successful corporation
as is very evident today. – Harvard Business Review 2012. Jobs' business ethics impacted and transformed seven industries and that includes personal
computing, animated movies, music, phones, tablet computing, retail ... Show more content on Helpwriting.net ...
– Harvard Business Review 2012 Rather than conduct research on target or focus groups, Jobs focused on human desires and used himself as an
example when creating new devices. He relied more on intuition than pubic opinions when designing new products. – Harvard Business Review 2012
As noted In the Harvard Business Review, in addition to being focused, Jobs also kept things simple. Jobs believed that the simpler the device, the
more attractive it would be to consumers. –Harvard Business Review. Jobs recognize that humans, though complex creatures, do not like complexity
in dealing with daily routine of life. People want to do things when they want to and having a simple device that will help them accomplish task will
greatly appeal to consumers. The simplicity in Apple is seen in the choice of logo that is the symbol of Apple. It is easily recognizable and
remembered because it is an object that people can identify with. That simplicity is also incorporated in the vision of Apple which states: "Apple is
committed to bringing the best personal computing experience to students, educators, creative professionals and consumers around the world through
its innovative hardware, software and Internet offerings"(Apple, Inc., 2012). – Marshall Digital Scholar 2012. The Company is committed to bringing
the best user experience to its

The Global Entrepreneur
Best Practice BY DANIEL J. ISENBERG The Global Entrepreneur A new breed of entrepreneur is thinking across borders– from day one. FOR A
CENTURY AND MORE, companies have ventured abroad only after establishing themselves at home. Moreover, when they have looked overseas,
they haven't ventured too far aп¬Ѓeld, initially. Consumer healthcare company Johnson & Johnson set up its п¬Ѓrst foreign subsidiary in Montreal in
1919 – 33 years after its founding in 1886. Sony, established in 1946, took 11 years to export its п¬Ѓrst product to the United States, the TR–63
transistor radio. The Gap, founded in 1969 – the year Neil Armstrong walked on the moon – opened its п¬Ѓrst overseas store in London in 1987, a year
after the Challenger space shuttle... Show more content on Helpwriting.net ...
The company may be just six years old, but brand awareness is high, and RacingThePlanet is already proп¬Ѓtable. In this article, I'll describe the
challenges start–ups face when they are born global and the skills entrepreneurs need to tackle them. ARTICLE IN BRIEF в– More and more start–ups
are being born global. By tapping resources or serving customers across nations, entrepreneurs can take on larger rivals, chase global opportunities, and
use distance to create new products or services. Distances, differences in cultural contexts, and paucity of resources are the main challenges new
ventures face. Successful entrepreneurs are clear in their purpose, strike alliances from positions of weakness, are able to manage global supply chains,
and can establish multinational organizations from the outset. в– в– в– Key Challenges Global entrepreneurs, my research shows, face three distinct
challenges. Distance. New ventures usually lack the infrastructure to cope with dispersed operations and faraway markets. Moreover, physical
distances create time differences, which can be remarkably tough to navigate. Even dealing with various countries' workweeks takes a toll on a
start–up's limited staff: In North America,

Why Satisfied Customer Defect
ARTICLE www.hbr.org Why Satisfied
Customers Defect by Thomas O. Jones and W. Earl Sasser, Jr.
Included with this full–text Harvard Business Review article:
1 Article Summary
The Idea in Brief– the core idea
The Idea in Practice– putting the idea to work
2 Why Satisfied Customers Defect
14 Further Reading
A list of related materials, with annotations to guide further exploration of the article's ideas and applications
Product 6838
Why Satisfied Customers Defect
The Idea in Brief
The Idea in Practice
Satisfied customers–a sure sign of your company's success? Actually not, as Xerox
Corporation discovered. Its merely s atisfied customers were six times less likely to buy again from Xerox than its totally satisfied customers.
To secure ... Show more content on Helpwriting.net ...
The company's eight divisions operate in diverse markets, including light manufacturing, wholesale distribution, and consumer services. All are feeling
pressure from strong competitors, and the corporation has created a customer–satisfaction survey as one method of measuring the impact of its
quality–improvement process.
After dispensing with several items on the agenda, the group turns to the third–quarter customer–satisfaction indices, and a transparency is placed on

the overhead projector. (See the graph "Third Quarter Satisfaction Index.")
The CEO proudly points out that 82% of the customers surveyed responded with an overall satisfaction rating of either 4 (satisfied) or
5 (completely satisfied). Everyone in the meeting agrees that the company must be doing pretty well because only 18% of its customers were less than
satisfied.
There are three divisions with average rat–
harvard business review november–december 1995
ings of 4.5 or higher. There is general consensus that they have reached the point of diminishing returns and that further investing to increase customer
satisfaction will not make good financial sense.
The group next examines the results of the division with the lowest average rating, a 2.7.
This business unit manufactures bulk lubricants and sells to companies that repackage the product for sale to the retail channel. It is a

Computime
Question 1
Communication across Computime is lacking. According to Wolcott and Lippitz, Computime lacks formal communication channels between Research
and Development (R&D) and business unit engineers (2008). If the R&D unit is unaware of how Computime's customers are innovating a product,
how can the department anticipate needs and make adjustments prior to unveiling a new product? Communication needs addressed.
Chinese engineers "tend to be less accustomed to sharing problems, offering ideas, and working in teams" (Wolcott & Lippitz, 2008). This is a barrier
for Computime, as Chinese engineers may not be able to communicate effectively with the R&D units. To improve communication channels,
Computime can use Frans Johnansson's concept ... Show more content on Helpwriting.net ...
Step 3 – Check for organizational congruence With the opening of the new R&D center in 2006, the formal organization, culture, and people of
Computime will need re–aligned (Tushman & O'Reilly, 1997). This is necessary because they do not fit the new vision, since all were established
when Computine was a contract manufacturer (OEM), not a global leader of branded products.
Step 4 – Develop solutions and take action
Possible changes to the formal structure at Computime could include new communication systems and rewards. Possible changes to human resources
could include new skills and expertise necessary for branded products. As far as cultural changes, a shift from "manufacturing" to "innovative" is
necessary for all employees if Computime wants to become a leader of branded products (Wolcott & Lippitz, 2008).
Step 5 – Observe response and learn from the consequences
Organizational learning is about finding–good enough solutions to important problems and making error–correcting adjustments to get better and better
(Tushman & O'Reilly, 1997). The key for Computime to becoming a global leader in branded products is to continually learn/make improvements from
their targeted actions taken in step four.
In summary, a congruence analysis will help Computime

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