The Practical Leader

MAY 29, 2019

” That’s a key conclusion of a major study by Harvard Business School’s Project on Managing the Future of Work and the Boston Consulting Group’s Henderson Institute. Look beyond the “spot market” for talent. They found “the two groups perceived the future in significantly different ways.”

Agility 55

Agility Organization Henderson Focus Group 55

Joseph Lalonde

OCTOBER 7, 2015

M oving into the next Catalyst Lab session, I have the opportunity to hear Jeff Henderson speak on leading from the land of possibilities. Then, they pull back and take a look at the project. Jeff has quite the resume in this area. He is the lead pastor of Gwinnett Church, the most recent multi-site location of North Point Ministries.

Henderson 120

Henderson Learning-by-Doing Video Class 120

Harvard Business Review

DECEMBER 4, 2017

Learn about the future economy project. Harvard Business Review interviewed the CEOs and other business leaders who signed up to the Future Economy Project, our initiative spotlighting businesses’ sustainability agendas. Henderson : I’ve seen the same effect in my own work.

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Project Advice Henderson Short-term 8

Harvard Business Review

MAY 7, 2015

HBS professor Rebecca Henderson , along with Hazhir Rahmandad of Virginia Tech and Nelson Repenning of MIT, set out to explore that apparent contradiction. I spoke with Professor Henderson about their research. Henderson: To answer that, I need to tell you about two different research interests. Do the firms do better?

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Short-term Henderson Long-term Metrics 8

Harvard Business Review

APRIL 4, 2014

At least this is the argument put forth by Heidi Moore, who supports it with an HBS working paper by Susan Helper and Rebecca Henderson. And with coal and nuclear power being seen as uncompetitive on cost, solar and wind will "continue to gain market share" into the foreseeable future, Citi analysts say. power industry.

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Henderson Armstrong Industry Media 8

Harvard Business Review

NOVEMBER 10, 2015

In particular, Christensen’s research offers a powerful lens for understanding why incumbents so often lose to upstarts attacking from the low end of the market. Two years later, Dorothy Leonard-Barton published the findings from a study of 20 innovation projects at companies including Ford, HP, and Chaparral Steel.

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Disruptive Innovation Innovation Christensen Henderson 8