While startups can provide managers with professional and person rewards, it is crucial to assess one's fit before venturing to join one. Three critical factors are the ability to manage ambiguity and uncertainty, push limits, and adopt an owner's mindset. Next is selecting the right organization.
Publisher:
Harvard Business School Press
Source:
Harvard Business Review, Vol. 95, No. 6, November-December 2017, pp. 150-154
Organizations need to understand and acknowledge that it is reasonable for minority or marginalized employees to be wary about bias in hiring and promoting scenarios. Firms should discover ways to provide those employees with greater support.
Publisher:
Harvard Business School Press
Source:
Harvard Business Review, Vol. 95, No. 6, November-December 2017, pp. 142-147
The article presents a theoretical study of a television show runner who is overseeing three programs but is having issues with time management and delegation. It mentions the producer's relationship with the network executive, her work with her staff, and her need to avoid job burn-out.
Publisher:
Harvard Business School Press
Source:
Harvard Business Review, Vol. 95, No. 6, November-December 2017, pp. 157-162
In surveys of 106 C-suite executives representing 91 private- and public-sector companies from 17 countries, the author found that a full 85% agreed that their organizations were bad at problem diagnosis, and 87% agreed that this flaw carried significant costs. Fewer than one in 10 said they were unaffected by the issue.
Publisher:
Harvard Business School Press
Source:
Harvard Business Review, Vol. 95, No. 1, January-February 2017, pp. 76-83
With a young, urbanizing population, abundant natural resources, and a growing middle class, Africa seems to have all the ingredients necessary for huge growth.
Publisher:
Harvard Business School Press
Source:
Harvard Business Review, Vol. 95, No. 1, January-February 2017, pp. 128-136
B2B customers are deeply uncertain and stressed. With virtually infinite information available on any solution, a swelling raft of stakeholders involved in each purchase, and an ever-expanding array of options, customers are increasingly overwhelmed and often more paralyzed than empowered.
Publisher:
Harvard Business School Press
Source:
Harvard Business Review, Vol. 95, No. 2, March-April 2017, pp. 118-125
Research conducted on each innovation for more than 300 Formula 1 race cars over a 30-year period showed that under certain circumstances, the less innovative vehicles performed better.
Publisher:
Harvard Business School Press
Source:
Harvard Business Review, Vol. 95, No. 3, May-June 2017, pp. 38-39
An increasingly popular route to success as a small business owner is "acquisition entrepreneurship"--buying and running an existing operation. If you're considering such a path, the authors offer practical advice for each stage of the process.
Publisher:
Harvard Business School Press
Source:
Harvard Business Review, Vol. 95, No. 1, January-February 2017, pp. 149-153