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Faculty
Michael T. Moynihan
Michael Moynihan is a Lecturer of Business Administration in the Marketing Unit at Harvard Business School. Mike is currently teaching Creating Brand Value, an MBA elective course on brand strategy. He has also served as an Executive Fellow at Harvard Business School, supporting teaching and writing by leveraging his thirty years of experience in consumer products branding and marketing. Mike...
Faculty
Michael Beer
MICHAEL BEER Mike Beer is the Cahners-Rabb Professor of Business Administration, Emeritus at the Harvard Business School and author Fit to Compete: Why Honest Conversations About Your Company’s Capabilities are the Key to a Winning Strategy (2020) The book provides a road map for strategic change. It’s central themes is how honest, transformative conversations lead simultaneously to rapid change...
Faculty
Michael I. Parzen
Michael Parzen is a Senior Lecturer in the Technology and Operations Management unit at Harvard Business School. He is an applied statistician with extensive experience in data science education and currently teaches Applied Business Analytics as an MBA elective course. Professor Parzen has extensive business school experience, having previously had academic appointments at the University of...
Faculty
Michael E. Porter
Michael Porter is an economist, researcher, author, advisor, speaker and teacher. Throughout his career at Harvard Business School, he has brought economic theory and strategy concepts to bear on many of the most challenging problems facing corporations, economies and societies, including market competition and company strategy, economic development, the environment, and health care. His...
Faculty
Michael S. Kaufman
A Senior Lecturer at the Harvard Business School, Michael co-developed and teaches a second year MBA course, “Challenges and Opportunities in the Restaurant Industry.” A founder and partner of Positive Strategy LLC, a management/strategy consulting firm, Michael helps boards and CEOs develop and implement navigation strategies in this ever-changing business environment. Prior to founding...
Faculty
Michael Joyce
Michael Joyce is a doctoral student in the Technology and Operations Management program at Harvard Business School (HBS).Michael received a B.S. in Industrial Engineering and Operations Research from the University of California, Berkeley and an MBA and a S.M. in Engineering Systems from the Massachusetts Institute of Technology. He spent over a decade in industry working for Johnson &...
Faculty
Michael Lingzhi Li
Faculty
Michael I. Norton
Michael I. Norton is the Harold M. Brierley Professor of Business Administration at the Harvard Business School. He holds a B.A. in Psychology and English from Williams College and a Ph.D. in Psychology from Princeton University. Prior to joining HBS, Professor Norton was a Fellow at the MIT Media Lab and MIT’s Sloan School of Management. He is the author of the forthcoming book, The Ritual...
Faculty
Michael W. Toffel
Professor Toffel is the Senator John Heinz Professor of Environmental Management. His research examines how companies are addressing climate change (especially decarbonization) and other environmental and working condition issues in their operations and supply chains. He co-founded and hosts the HBS Climate Rising podcast, which covers a range of business and climate change topics, and co-created...
Faculty
Michael A. Wheeler
Mike Wheeler joined the HBS faculty in 1993 and has taught extensively in its MBA, Executive, and distance learning programs. His highly interactive 8-week/40-hour HBS Online Negotiation Mastery course, has now been taken by leaders, managers, and students from more than 160 countries around the world. Over the years, Mike served as faculty chair of the MBA first-year program and headed the...
- 10 Mar 2002
- Research & Ideas
Breakthrough Negotiation: Don’t Leave It On the Table
In a new book, Breakthrough International Negotiation: How Great Negotiators Transformed the World's Toughest Post-Cold War Conflicts, Harvard Business School professor Michael Watkins dissects the art of... View Details
Keywords: by Michael Watkins
- 30 Sep 2002
- Research & Ideas
Your Crisis Response Plan: The Ten Effective Elements
preset communication protocols to convene the crisis-response team and warn staff. Leaders should be able to pull combinations of pre-set response "modules" off the shelf. — Michael Watkins 4. A... View Details
Keywords: by Michael Watkins
- 03 Jun 2002
- Research & Ideas
How to Succeed With Your New Boss
assessments of you will take on additional importance. Your relationship with your new boss will be built through a series of conversations.— Michael Watkins Establishing How You Will Work Together It's... View Details
Keywords: by Michael Watkins
- 01 Jun 2003
- News
No Dispute Here
Associate Professor Michael D. Watkins has received the CPR Institute for Dispute Resolution’s 2002 book award for Breakthrough Business Negotiation: A Toolbox for Managers. He won the 2001 award as well for... View Details
- 01 Jun 2003
- News
Respond to a Worthy Cause
national and international artists, expand the marketing efforts, and make a bigger impact in the battle against domestic violence.” Brown and Dietz signed on, and HBS faculty members Michael Watkins and Max... View Details
- 07 Apr 2003
- Research & Ideas
Three Steps for Crisis Prevention
counterpart at Honeywell, Michael Bonsignore, were rushing to close the deal (United Technologies was also eager to acquire Honeywell), they "reportedly never held initial consultations with their Brussels lawyers who specialize in... View Details
Keywords: by Michael D. Watkins & Max H. Bazerman
- 01 Apr 2002
- News
Breakthrough International Negotiation
Dick Cheney built an international coalition to support the Gulf War. In Breakthrough International Negotiation: How Great Negotiators Transformed the World's Toughest Post-Cold War Conflicts, HBS associate professor and negotiation expert View Details
- 01 Apr 2007
- News
Leadership Team - Complementary Strengths or Competing Agendas
Keywords: Stephen A. Miles, Michael D. Watkins
- 12 Oct 1999
- Research & Ideas
Right from the Start: Common Traps for the New Leader
In this excerpt from Chapter 1 of the their book, Dan Ciampa and HBS Professor Michael D. Watkins describe some of the common traps into which new leaders can fall. Falling Behind The Learning Curve Not... View Details
Keywords: by Dan Ciampa & Michael D. Watkins
- 09 Feb 2004
- Research & Ideas
Got a New Strategy? Now Make it Happen
change. Employee surveys, 360-degree feedback, interviews by external consultants, and even relatively honest one-to-one conversations between a key manager and the CEO (remember the courageous discussion Sherron Watkins had with Kenneth... View Details
Keywords: by Michael Beer & Russell A. Eisenstat
- 25 Oct 2004
- Research & Ideas
Planning for Surprises
How to Prevent Them, Bazerman and Watkins recently collaborated on the following e-mail interview with HBS Working Knowledge. Martha Lagace: What distinguishes a predictable surprise from any event seen with 20/20 hindsight? Max Bazerman... View Details
Keywords: by Martha Lagace
- 12 PM – 1 PM EDT, 13 Apr 2017
- Webinars: Career
How to Successfully Manage Change for Leaders, Teams & Organizations
Are you or your team facing a change or professional transition? Listen to Dr. Michael Watkins share his latest research findings on the challenges and solutions of professional transitionsfor leaders, teams, and entire organizations. When leaders take new roles, they... View Details
- Research Summary
Corporate Diplomacy
Michael Watkins is defining a top management function of increasing importance: the conduct of corporate diplomacy. Senior executives conduct the business equivalent of international diplomacy when they negotiate to sustain or transform relationships with influential... View Details
- Research Summary
Transition Leadership
Michael Watkins is developing frameworks, programs, and e-performance tools for helping leaders to take charge in new senior management roles. New leaders' actions during their first few months on the job have a disproportionate impact on their ultimate success or... View Details
- 11 Apr 2023
- Op-Ed
The First 90 Hours: What New CEOs Should—and Shouldn't—Do to Set the Right Tone
10 weeks won’t make up for any ground that gets lost. When Michael Watkins published his best-selling book The First 90 Days 20 years ago, the world was a kinder, gentler, and slower place. Today, given the... View Details
Keywords: by John Quelch
- Web
HBR Classics - Alumni
Leadership Team - Complementary Strengths or Competing Agendas , Stephen A. Miles, Michael D. Watkins Picking the Right Transition Strategy , Michael D. View Details
- 01 Dec 2003
- News
Books
directors, and demonstrate a relationship of equals based on trust.” The First 90 Days by Michael Watkins (Harvard Business School Press) So you’re taking charge of a new organization. Congratulations. Now,... View Details