Reflecting on David Garvin’s Imprint on Management
Harvard Business Review
MAY 18, 2017
Kaplan’s balanced scorecard or Clayton Christensen’s disruptive innovation. However, they build a good case that by treating a turnaround as a political campaign, one in which you must persuade disparate parties to join you, you’re starting in the right place. He didn’t produce one signature idea, like Robert S.
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