Publications

Educators

July 2007 (Revised September 2007)
Module Note

Managing Networked Businesses: Summary Module

By: Thomas R. Eisenmann

Offers pedagogical guidance for instructors teaching the summary module of Managing Networked Businesses, an elective course described in "Managing Networked Businesses: Course Overview for Educators." Also describes how the module materials can be adapted for use in... View Details

Keywords: Networks; Business Organization

December 2022 (Revised November 2024)
Module Note

LCA Module Overview: Investors

This Note provides an overview of cases, key concepts, and overall arc for the module on responsibilities to investors in Leadership and Corporate Accountability (LCA). View Details

Keywords: Corporate Accountability

February 2023 (Revised March 2025)
Module Note

LCA Module Overview: Employees

This note provides an overview of key questions, themes, and concepts to be covered in the module and provides a brief description of each case and how it relates to these questions, themes, and concepts. View Details

Program

PLD Module 5

Summary The Program for Leadership Development (PLD) put you on the fast track to leadership. In PLD Module 5, you have the rare opportunity to build on that momentum, continue to expand your leadership skills, and earn lifelong HBS... View Details

January 2023 (Revised February 2025)
Module Note

LCA Module Overview: Customers

This note provides an overview of key questions, themes, and concepts to be covered in the module and provides a brief description of each case and how it relates to these questions, themes, and concepts. View Details

March 2023 (Revised March 2025)
Module Note

LCA Module Overview: Society

Leadership and Corporate and Accountability (LCA) is a required course in the first-year MBA curriculum at Harvard Business School to help managers determine and deliver on their economic, legal, and ethical responsibilities. This note summarizes the cases and outlines... View Details

Keywords: Corporate Social Responsibility and Impact

April 2006
Module Note

Asset Allocation: A Half-Course Module Note

By: Luis M. Viceira

Provides an overview of the main ideas and structure of a 15-session module on long-term asset allocation designed for MBA graduate students and investment professionals. This module is taught as part of a full-length, 30-session elective class on investment management... View Details

Keywords: Asset Management; Investment; Decisions; Management; Management Analysis, Tools, and Techniques; Teaching; Theory

March 2021
Module Note

AIM Module 2 Introduction

By: Das Narayandas, Arijit Sengupta and Jonathan Wray

Aug 14 2017
Testimonial

Experience the GMP Modules

November 2016 (Revised December 2016)
Module Note

Strategy Execution Module 14: Managing Strategic Risk

This module reading provides an overview of the business conduct boundaries, strategic boundaries, and internal control systems used to manage risk. Boundary systems—linked to clear, enforceable sanctions—are essential whenever demanding performance goals are set and... View Details

Keywords: Management Control Systems; Implementing Strategy; Strategy Execution; Boundary Systems; Innovation; Internal Controls; Fraud; Human Behavior; Staff Experts; Strategy; Risk Management; Behavior; Governance Controls; Management Practices and Processes; Boundaries; Employees; Business Strategy; Innovation and Invention

October 2016 (Revised December 2016)
Module Note

Strategy Execution Module 6: Evaluating Strategic Profit Performance

This module reading demonstrates how to calculate and analyze the profit generated by different business strategies. Formulas and examples are provided to calculate profit generated by changes in market share, revenue growth, efficiency improvements, and support costs.... View Details

Keywords: Management Control Systems; Implementing Strategy; Execution; Evaluating Business Performance; Profitability Analysis; Variance Analysis; Measuring Effectiveness; Measuring Efficiency; Activity-Based Costing; Flexible Budget; Accounting; Strategy

October 2003 (Revised November 2003)
Module Note

Organizing to Learn Module Note

By: Amy C. Edmondson

Teaches a framework for managing in dynamic or uncertain organizational contexts, designed for either MBA or Executive Education courses. Offers a new perspective on how managers can help stimulate and guide a collective learning process in their organizations. The... View Details

Keywords: Learning; Business Strategy

November 2016 (Revised December 2016)
Module Note

Strategy Execution Module 13: Identifying Strategic Risk

This module reading begins by describing the three sources of strategic risk—operations risk, asset impairment risk, and competitive risk—and demonstrates how these risks can undermine an entire business. To assist in the identification of these risks, the risk... View Details

Keywords: Management Control Systems; Implementing Strategy; Execution; Risk Assessment; Operational Control; Asset Impairment; Franchise Risk; Fraud; Strategy; Information Management

October 2016 (Revised February 2019)
Module Note

Strategy Execution Module 5: Building a Profit Plan

This module reading describes how to build a profit plan to reflect the strategy of a business in economic terms. After introducing the profit wheel, cash wheel, and ROE wheel, the module illustrates how to use a profit plan to assess the viability of different... View Details

Keywords: Management Control Systems; Implementing Strategy; Execution; Profit Planning; Cash Flow Analysis; Asset Utilization; Return On Equity; Business Planning; Testing Strategy; Analyzing Strategic Alternative; Strategy; Asset Management; Cash Flow; Investment Return; Management Systems; Profit

August 2016 (Revised May 2018)
Module Note

Strategy Execution Module 1: Managing Organizational Tensions

This module reading lays the foundation for executing strategy using performance measurement and control systems. Properly applied, these systems can overcome the organizational blocks that impede the potential of all people who work in modern organizations. This... View Details

Keywords: Management Control Systems; Implementing Strategy; Strategy Execution; Performance Measurement; Profit Planning; Organization Design; Profitable Growth; Management Attention; Organizational Conflict; Human Behavior; Strategy; Ethics; Goals and Objectives; Organizational Design; Management Analysis, Tools, and Techniques; Performance; Measurement and Metrics

October 1996 (Revised April 2011)
Module Note

Venture Capital and Private Equity: Module III

By: Josh Lerner, G. Felda Hardymon and Ann Leamon

Provides an overview of a module that focuses on existing venture capital and other private equity investments. View Details

Keywords: Venture Capital; Private Equity; Investment

September 2016 (Revised January 2018)
Module Note

Strategy Execution Module 4: Organizing for Performance

This module reading explores the implications of different business models on organization design. After discussing the distinction between units focused on work processes and those devoted to markets, the analysis provides insight as to when to organize businesses by... View Details

Keywords: Management Control Systems; Implementing Strategy; Execution; Customer Focused Organization; Specialization; Span Of Control; Span Of Accountability; Span Of Attention; Strategy; Organizational Design; Organizational Structure

August 2016 (Revised December 2016)
Module Note

Strategy Execution Module 2: Building a Successful Strategy