Rosabeth Moss Kanter

The tools of accountability — data, details, metrics, measurement, analyses, charts, tests, assessments, performance evaluations — are neutral. What matters is their interpretation, the manner of their use, and the culture that surrounds them. In declining organizations, use of these tools signals that people are watched too closely, not trusted, about to be punished. In successful organizations, they are vital tools that high achievers use … [ Read more ]

Rosabeth Moss Kanter

Participation is usually what the top orders the middle to do for the bottom.

Rosabeth Moss Kanter

Change compelled by crisis is usually seen as a threat, not an opportunity.

Ten Reasons People Resist Change

Leadership is about change, but what is a leader to do when faced with ubiquitous resistance? Resistance to change manifests itself in many ways, from foot-dragging and inertia to petty sabotage to outright rebellions. The best tool for leaders of change is to understand the predictable, universal sources of resistance in each situation and then strategize around them. Here are the ten I’ve found to … [ Read more ]

Rosabeth Moss Kanter

Think of innovation strategy as a pyramid: big bets at the top, a few projects in development in the middle, and a broad base of continuous improvements, incremental contributions, and early-stage new ideas at the bottom.

Horrible Boss Workarounds

Bad bosses are generally more inept than evil, and often aren’t purposefully bad, says Professor Rosabeth Moss Kanter. She discusses common bad-boss behaviors, and how good colleagues can mobilize to overcome the roadblocks.

Find the 15-Minute Competitive Advantage

We all want breakthroughs; it’s just that we can’t know exactly which of the bold new ideas will break through. It’s is also hard to get traction for ideas that are so far ahead of their times that the infrastructure or human habits do not yet support them.

As many technology companies have seen to their peril, you can leap much too far into the future … [ Read more ]

Confidence: How Winning Streaks and Losing Streaks Begin and End

Rosabeth Moss Kanter will convince you that the goal of winning is not losing two times in a row. In her view, success and failure are not events, they are self-fulfilling tendencies. “Confidence is the sweet spot between arrogance and despair–consisting of positive expectations for favorable outcomes.” says Kanter, a Harvard Business School Professor and author of The Change Masters.

She applies the literature of cognitive … [ Read more ]

The Enduring Skills of Change Leaders

The most important things a leader can bring to a changing organization are passion, conviction, and confidence in others. Too often executives announce a plan, launch a task force, and then simply hope that people find the answers — instead of offering a dream, stretching their horizons, and encouraging people to do the same. That is why we say, “leaders go first.”

However, given that passion, … [ Read more ]

Psychology, Pathology, and the CEO

In difficult times, organizational pathologies can cause a death spiral. Here’s how the CEO can win back the hearts and minds of staff, according to HBS professor Rosabeth Moss Kanter.

The 15-Minute Competitive Advantage

Years of research shows that the innovations most likely to take hold are those that don’t demand excessive change from the customer. Incrementalism — represented by the following eight characteristics — is key.
1. Provable
2. Divisible
3. Reversible
4. Tangible
5. Fits prior investments
6. Familiar
7. Congruent with future direction
8. Publicity value

6 Rules for a Happy Marriage … uh, Partnership

As in any relationship, the keys are respect, long-term commitment, and not asking the lawyers to settle your differences.

What it Takes to Lead Through Turmoil

What are the characteristics of companies that successfully transition in times of dramatic change? HBS professor Rosabeth Moss Kanter separates the leaders from the laggards in times of turmoil.

Do You Have Change Fatigue?

Many corporate change efforts are greeted with rolling eyes from employees. Harvard Business School professors David Garvin and Rosabeth Moss Kanter help identify the keys to a successful company transformation.

Using Networking for Competitive Advantage: The Lippo Group of Indonesia and Hong Kong

Mochtar Riady, the son of immigrant shopkeepers, got his start in banking in 1960. Now he heads a global financial powerhouse with $11 billion in assets. The secret? Putting everything into allegiances and alliances to gain a foothold on the world stage.