Teams

Even during a pandemic, managers are expected to lead their teams and drive business results. But there's a dilemma: They must acknowledge that Covid-19...

Leaders tend to be so immersed in the specifics of strategy that they rarely stop to think how much of their reasoning is done by analogy. As a result,...

Two research-driven strategies.

Here are seven ways managers can help them feel included.

A little friction can be productive, but teams that aren’t co-located present special challenges.

Recently, I posted a list of 12 Things Good Bosses Believe. Now I’m following up by delving into each one of them. This post is about the eighth belief: “One of the best tests of my leadership — and my organization — is “what happens after people make a mistake?” I have authored or co-authored […]

Protect your employees from burnout, prioritize retention, and visualize long-term success.

To maximize information exchange among employees, don't reward individual performance.

When Alex Ferguson took over as manager of the English football team Manchester United, the club was in dire straits: It hadn't won a league title in...

It's against human nature to react favorably to the disruption of process change. Continuous improvement means continuous change, and change takes people...

In the continuing quest for business growth, many CEOs are turning to their CIOs and IT organizations because technology is absolutely essential to two...

When employees felt respected and listened to, engagement surged.

Lessons from an American Express exec who threw out the script.

To accelerate your search for a viable new growth model, start with the two-pizza rule.

Diversity, cohesiveness, and autonomy might seem critical to group innovation. But don’t take them too far.

Push past your first reaction.

They’ll look to you for stability.

On-the-job learning is how most of us will get the data skills we need.

Short-term, virtual, and cross-cultural teams have become the new norm, but building trust among team members is particularly challenging. That has implications...

Mauro Porcini on prototyping, building the right team, and more.

Provides questionnaires so students can compare their experiences with different decison-making processes. Students read "Growing Pains," a Harvard Business...

Tim Trowac and Dave Rahall, two former investment bankers, skillfully execute the leveraged buyout of a golf ball recycling company after working intensely...

Novartis, the world's leading healthcare company, was formed in 1996 out of a merger of two very different, mid-tier Switzerland-based pharma companies....

Provides questionnaires so students can compare their experiences with different decison-making processes. Students read "Growing Pains," a Harvard Business...

This case presents the leadership challenges that Cheryl Dorsey, the president of Echoing Green, faces in early 2009. Echoing Green is a fellowship program...

Supplement to case HEC143. The Wipebook case follows a start-up company over a two-year period. The company originated from a product idea proposed by...

"Is this the right time or is it still too early?" Dick Costolo wondered as he reflected on the latest acquisition offer. He had been building FeedBurner...

This case reports the actions taken and personal reflections of team members described in Case A, "Making the Tough Team Call (A)" (UVA-OB-0705). Set...

A new CEO steps into the shoes of his long-serving predecessor who had created the U.S. telecommunications giant via a series of acquisitions and, before...

The managing directors of Berkshire Partners, a mid-sized private equity firm, address strategic and organizational challenges in response to turbulent...

Why do smart and experienced managers keep believing they have made the right decision, even when negative results are staring them in the face? This...

Describes the new divisional vice president's decisions and strategies in his first full year of management there. His influence style and tactics are...

Are you a good boss--or a great one? Get more of the management ideas you want, from the authors you trust, with "HBR's 10 Must Reads on Managing People...

Creating a culture of learning and growth. Growth is the goal. Helping people develop their potential--enabling them to articulate and become the self...

Little Tokyo Service Center (LTSC), a nonprofit founded in Los Angeles in 1979, has sought to honor tradition yet defend against gentrification and displacement...

Mitchell Memorial Hospital is a 750-bed regional academic medical center in Ohio. Andy Prescott, Chief of the Cardiovascular Center, is reviewing the...

In only his third year at a Leading Strategy Consulting firm (LSC), Gregory Davis has been assigned to a select group tasked with advising General Motors...

Teradyne, a leading manufacturer of semiconductor test equipment, embarked on a multiyear effort to improve its product development capabilities and to...

Manage your team from anywhere. Leading any team involves managing people, technical oversight, and project administration, but leaders of virtual teams...

Negotiating the initial equity split among founders is not as straight-forward as it might first appear. In this case, five Belgians launch Novosanis,...

Build connections, communicate your preferences, and set ground rules for collaboration.

Provides questionnaires so students can compare their experiences with different decison-making processes. Students read "Growing Pains," a Harvard Business...

Tim Trowac and Dave Rahall, two former investment bankers, skillfully execute the leveraged buyout of a golf ball recycling company after working intensely...

Even during a pandemic, managers are expected to lead their teams and drive business results. But there's a dilemma: They must acknowledge that Covid-19...

Leaders tend to be so immersed in the specifics of strategy that they rarely stop to think how much of their reasoning is done by analogy. As a result,...

Two research-driven strategies.

Here are seven ways managers can help them feel included.

A little friction can be productive, but teams that aren’t co-located present special challenges.

Recently, I posted a list of 12 Things Good Bosses Believe. Now I’m following up by delving into each one of them. This post is about the eighth belief: “One of the best tests of my leadership — and my organization — is “what happens after people make a mistake?” I have authored or co-authored […]

Novartis, the world's leading healthcare company, was formed in 1996 out of a merger of two very different, mid-tier Switzerland-based pharma companies....