10 Posts found for Author: Michael Beer

Culture is how a group does the things it does. It changes because people start doing things differently or start doing different things. The causality doesn’t go the other way.

So, in a company, you first need to change how the company is organized, managed, and led in light of its strategic goals. The goals themselves may need to change. A new culture then emerges as … [ Read more ]

Content: Quotation | Author: Michael Beer | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Culture, Organizational Behavior

Nearly every organization is grappling with huge strategic challenges, often with a need to reimagine its very purpose, identity, strategy, business model, and structure. Most of these efforts to transform will fail. And, in most cases, they will miss the mark not because the new strategy is flawed, but because the organization can’t carry it out.

My experience in working and studying corporate transformations points to … [ Read more ]

Content: Article | Author: Michael Beer | Source: Harvard Business Review | Subjects: Management, Organizational Behavior, Strategy

When company leaders can’t hear the voices of their workers, serious strategic mistakes are likely. Here are ways organizations can build powerful communication channels.

Content: Article | Authors: Dina Gerdeman, Michael Beer | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Communication, Management, Organizational Behavior

Training works when the organization is ready both in terms of the systemic culture and pattern of management that exists.

Content: Quotation | Author: Michael Beer | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Organizational Behavior, Training & Development

The system of organizing and managing is so powerful that individuals and teams returning from training will not be able to be more effective unless the system enables them to apply their learning. So, efforts to change the system must come first.

Content: Quotation | Author: Michael Beer | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Management, Organizational Behavior, Training & Development

Companies spend billions annually training their executives, yet rarely realize all the benefit they could, argue Michael Beer and colleagues. He discusses a new research paper, “The Great Training Robbery.”

Content: Article | Author: Michael Beer | Source: Harvard Business School (HBS) Working Knowledge | Subject: Human Resources

Business schools are teaching ethics and corporate social responsibility, but they do not teach these subjects in the context of building a higher-ambition or a high commitment, high performance firm. Students learn about finance and organizational behavior, for example, without ever learning how to integrate these and many other disciplines (marketing, operations, etc.) into a coherent, internally consistent set of practices that collectively reinforce a … [ Read more ]

Content: Quotation | Author: Michael Beer | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Integrity, MBA Related

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“We tend to assume that great leaders must make difficult choices between two or more conflicting outcomes. In an interview study with 26 CEOs of top American and European companies (incl. IKEA, Campbell Soups, Nokia, H&M), we find that instead of choosing between conflicting outcomes such as long-term strategy or short-term performance drivers, top tier managers argue that their role is to embrace such paradoxes … [ Read more ]

Content: Article | Authors: Flemming Norrgren, Michael Beer, Nathaniel Foote, Russell Eisenstat, Tobias Fredberg | Source: Harvard Business School (HBS) | Subjects: Best Practices, Management