Harvard Business Review

DECEMBER 8, 2015

At open-book companies, it’s part of everyone’s job to contribute to the success of the business. Then, last summer, they launched an initiative to reduce COGS, cutting food waste, reconfiguring some dishes, and coming up with ways to operate more efficiently. They welcome ideas for improvement.

ESOP 8

ESOP Open-book Norton Loyalty 8

Harvard Business Review

DECEMBER 13, 2017

Defining and tracking success metrics. These PMs excel at reflecting on where each of these competencies contributed to the success or failure of their products and continuously adjust their approach based on customer feedback. Pricing and revenue modeling. Company Fit. Not necessarily.

Productivity 8

Productivity Products Core Competence Management 8

Harvard Business Review

AUGUST 29, 2012

After all, a person's track record of success (or a company's, for that matter) is the single most important factor in determining whether or not they get hired. We have a bias — one that operates below our conscious awareness — leading us to prefer the potential for greatness over someone who has already achieved it.

Norton 13

Norton Uncertainty Learning-by-Doing Information 13

Harvard Business Review

AUGUST 24, 2017

A colleague who doesn’t listen can also “have very negative consequences from an operational standpoint — there are often a lot of mistakes because projects don’t get executed correctly.” ’” Couching it this way helped Gary feel that Jim cared about his success and the success of the company.

How To 11

How To Follow-up Norton Case Study 11