The Leadership Contagion: What Virus Are You Spreading?

Terry Starbucker

In 2005, Saavedra and his colleagues at Cal State University at Long Beach examined the effects of leader’s moods on groups. “Every day, everywhere you go, you spread a virus. You decide if that virus is positive or negative” – Dr. John Izzo.

Altman 362

Robert Steven Kaplan: An interview by Bob Morris

First Friday Book Synopsis

Prior to joining Harvard Business School in September 2005, Rob served as Vice Chairman of The Goldman Sachs Group, Inc. Robert Steven Kaplan is the Martin Marshall Professor of Management Practice and Senior Associate Dean at Harvard Business School. He is also and co-chairman of Draper Richards Kaplan Foundation, a global venture philanthropy firm. with […].

Do You Empower or Create Dependence?

Your Voice of Encouragement

To achieve the rank of Eagle Scout with the Boy Scouts of America, a young man must initiate and complete a service project that benefits a school, a religious institution or the community at large. They raise money to help fund the project.

The most MEANINGFUL competitive advantage

Rajesh Setty

They are not outcomes that happen after a five-year project. It seems simple now, but I had to take the plunge and embrace this new tool in 2005. The most meaningful competitive advantage is. To scale your ability to care.

China’s Bad Bet on the Environment

Harvard Business Review

years in the country’s heavily polluted north and an estimated $112 billion in labor and health care costs in 2005. Finally, in September 2013, faced with mounting social discontent, Premier Li Keqiang announced a sweeping new plan to try to address the country’s air quality problems.

It's Time to Retire 'Crap Circles'

Harvard Business Review

I first wrote about these contemptible "information" graphics in HBR in 2005, and since then they've only seemed to multiply. Every time I encounter a crap circle my heart sinks.

The Mistakes Behind Healthcare.gov Are Probably Lurking in Your Company, Too

Harvard Business Review

To expect anything as complex as this particular project to emerge fully functional on day one was the first (and perhaps most important) failure. The CMS monthly status reports leading up to October 1 (especially the report for August, 2013 ) reveal increasingly desperate language and blame shifting. As one computer expert with intimate knowledge of the project told New York Times reporters, “Literally everyone involved was at fault.”.

CIO 12

Why Walmart’s Senior Execs Need to Be on Twitter

Harvard Business Review

Disclosure: WalMart was my client when my team advised them to launch the company’s first blog in 2005, chronicling Walmart’s recovery efforts post-Hurricane Katrina.). They want to connect with various influential people or networks online and allow them to cascade a news story into the public consciousness (think of viral ads like Dove’s Real Beauty sketches or any of the marketing around Google’s Project Glass ). It’s been a rough month in the media for Walmart.

PR 13

Five Mistakes to Avoid When Managing Digital Teams

Harvard Business Review

Incorporate some aspects of design thinking into your digital projects — starting from a solution is a good way for everyone to envision themselves in the final outcome, rather than focus on their piece through to handoff. Successful teams will likely use a flavor of collaboration software, whether that’s an explicit project tool like Apollo or a Google doc structure. In 2005, it was understood that video would never be a dominant form for readers.

The Delicate Art of Giving Feedback

Harvard Business Review

This observation is also true in the workplace, as Professor Andrew Miner (then of the University of Minnesota) and colleagues discovered in a study published in 2005. Unlike criticism, managers should bestow their employees with praise generously, publicly, and at every opportunity — especially at the culmination of projects. To be an effective manager, you need to be skilled at giving out both praise and criticism.

Prepare for the New Permanent Temp

Harvard Business Review

Workflows and innovation initiatives have been artfully reorganized around "projects" to facilitate faster, cheaper and easier contingent participation. The profound difference between today [2010] and 2005 is that good hires looked like better investments than great tweaks back then. The fastest-growing segments of America''s job market — by far — are temporary and part-time employment.

Conversations Can Save Companies

Harvard Business Review

Here, in the spirit of that model, we present four steps toward powering a turnaround project through conversation. Each period of business history has its own representative corporate type. The 1960s were the age of the conglomerate.

Hugo Chavez Was No Outlier

Harvard Business Review

In 2005, Chavez supported an oil pipeline project that would link Venezuela's oil to Brazil, Bolivia, Paraguay, and Argentina. With the passing of Hugo Chavez, it is important to understand the place of Chavez in the political history of Venezuela and of all Latin America. We should not think that socialist movements in Latin America will die simply because Chavez has died.

Simon 12

Reflections on Dr. Deming’s Hospital Notes – What Has Changed Since 1990?

Deming Institute

Lean methods, such as value stream mapping and improvement projects carried out by cross-functional teams can break down barriers and increase understanding. He is the founder and lead blogger and podcaster at LeanBlog.org , started in January 2005. Guest post by Mark Graban.

Leading Innovation Is the Art of Creating “Collective Genius” - SPONSOR CONTENT FROM HBS EXECUTIVE EDUCATION

Harvard Business Review

Blindsided by news that Cars Toons was behind schedule, coauthor Brandeau had to figure out how to finish both projects on time with limited computing resources while also limiting friction among the forces. Executive education students at Harvard Business School.

CTO 16

Proof That Women Get Less Credit for Teamwork

Harvard Business Review

“We thought that bias might hurt people when it’s not really clear who did what on a project.” And in 2013, another series of studies by Heilman and Michelle C. Being able to work well with others is a standard requirement for most jobs today.

Leading Innovation Is the Art of Creating “Collective Genius” - SPONSOR CONTENT FROM HBS EXECUTIVE EDUCATION

Harvard Business Review

Blindsided by news that Cars Toons was behind schedule, coauthor Brandeau had to figure out how to finish both projects on time with limited computing resources while also limiting friction among the forces. For a holiday promotion, a young project manager and his marketing colleagues launched a “treasure hunt,” working nonstop to launch registration pages, clues, and an hourly countdown clock.

CTO 9

A Cautionary Tale for Regulated Industries

Harvard Business Review

The Justice Department charges of gross negligence were filed before the judge considering whether to approve this private party settlement in order to ensure the issues were preserved for the BP-Department of Justice (DoJ) trial scheduled for January, 2013.

The Comprehensive Business Case for Sustainability

Harvard Business Review

billion in mining projects since 2010. In 2005, they launched a U.S. In 2013, GE had reduced greenhouse gas emissions by 32% and water use by 45% compared to 2004 and 2006 baselines, respectively, resulting in $300 million in savings. Wal-Mart, for example, aimed to double fleet efficiency between 2005 and 2015 through better routing, truck loading, driver training, and advanced technologies.

Tinkering with Strategy Can Derail Midsize Companies

Harvard Business Review

System-wide revenue for 2013 was $350 million – seven times revenue for 2005. But because midsize companies lack the resources of big companies, which can experiment with multiple new strategies and launch pilot projects, midsize firms are at risk when they divert scarce resources from their core business. Many leaders of midsize companies – especially if they’re the founders – are constitutionally inclined to see new opportunities around every corner.