654 Posts found for Source: Harvard Business Review

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In business, where sins of commission (doing something) tend to be punished much more severely than sins of omission (doing nothing), the status quo holds a particularly strong attraction.

Content: Quotation | Sources: Harvard Business Review, The Hidden Traps in Decision | Subject: Organizational Behavior

The tone and content of dialogue shapes people’s behaviors and beliefs – that is, the corporate culture – faster and more permanently than any reward system, structural change, or vision statement I’ve seen.

Content: Quotation | Sources: Conquering a Culture of Indecision, Harvard Business Review | Subject: Organizational Behavior

Most claims of originality are testimony to ignorance and most claims of magic are testimony to hubris.

Content: Quotation | Sources: Evidence-Based Management, Harvard Business Review | Subjects: Innovation, Knowledge

At least since Plato’s time, people have appreciated that true wisdom does not come from the sheer accumulation of knowledge, but from a healthy respect for and curiosity about the vast realms of knowledge still unconquered. Evidence-based management is conducted best not by know-it-alls but by managers who profoundly appreciate how much they do not know. These managers aren’t frozen into inaction by ignorance; rather, … [ Read more ]

Content: Quotation | Sources: Evidence-Based Management, Harvard Business Review | Subjects: Knowledge, Management

Facts and evidence are great levelers of hierarchy. Evidence-based practice changes power dynamics, replacing formal authority, reputation, and intuition with data. This means that senior leaders – often venerated for their wisdom and decisiveness – may lose some stature as their intuitions are replaced, at least at times, by judgments based on data available to virtually any educated person. The implication is that leaders need … [ Read more ]

Content: Quotation | Sources: Evidence-Based Management, Harvard Business Review | Subjects: Decision Making, Organizational Behavior

Even in companies respected for their decisiveness, there can be ambiguity over who is accountable for which decisions. As a result, the entire decision-making process can stall, usually at one of four bottlenecks: global versus local, center versus business unit, function versus function, and inside versus outside partners.

…Cross-functional decisions too often result in ineffective compromise solutions, which frequently need to be revisited because the … [ Read more ]

Content: Quotation | Sources: Harvard Business Review, Who Has the D? | Subject: Decision Making

Traditionally, corporate boards have left leadership planning and development up to their CEOs and human resources departments primarily because they don’t perceive that a lack of leadership development in their companies poses the same kind of threat that accounting blunders or missed earnings do. This article explains what makes a successful leadership development program, based on their research over the past few years with companies … [ Read more ]

Content: Article | Authors: Jeffrey M. Cohn, Laura Reeves, Rakesh Khurana | Source: Harvard Business Review | Subjects: Human Resources, Management

If you want a creative organization, inaction is the worst kind of failure – and the only kind that deserves to be punished. Researcher Dean Keith Simonton provides strong evidence from multiple studies that creativity results from action. Renowned geniuses like Picasso, da Vinci, and physicist Richard Feynman didn’t succeed at a higher rate than their peers. They simply produced more, which meant that they … [ Read more ]

Content: Quotation | Source: Harvard Business Review | Subjects: Creativity, Innovation

If you can’t decide which new projects or ideas to bet on based on their objective merits, pick those that will be developed by the most committed and persuasive heretics.

Content: Quotation | Source: Harvard Business Review | Subject: Innovation

Healthy companies are hard to mistake. Their managers have access to timely information, the authority to make decisions, and the incentives to act on behalf of the organization. The organization, in turn, carries out those decisions. We call these organizations “resilient,” because they can react nimbly to challenges and respond quickly to those they can’t dodge. Unfortunately, most companies are not resilient: Fewer than 20 … [ Read more ]

Content: Article | Authors: Bruce A. Pasternack, Gary L. Neilson, Karen E. Van Nuys | Sources: Harvard Business Review, strategy+business | Subject: Organizational Behavior

All successful pricing efforts share two qualities: The policy complements the company’s overall marketing strategy, and the process is coordinated and holistic … Proper pricing requires input from a number of people, but if there is no mechanism in place for creating a unified whole from all the process, the overall pricing performance is likely to be dismal.

Content: Quotation | Sources: Harvard Business Review, TheWorkingManager.com | Subject: Marketing / Sales

Content: Book | Source: Harvard Business Review | Subject: Nonprofit