Publications
Publications
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(5,398)
- Faculty Publications (975)
- April 2011
- Article
Why Leaders Don't Learn from Success
By: Francesca Gino and Gary P. Pisano
We argue that for a variety of psychological reasons, it is often much harder for leaders and organizations to learn from success than to learn from failure. Success creates three kinds of traps that often impede deep learning. The first is attribution error or the... View Details
- March 2011 (Revised April 2011)
- Case
State Bank of India: Transforming a State Owned Giant
By: Rajiv Lal and Rachna Tahilyani
February 2011: O.P. Bhatt reflected contentedly on his five-year term as Chairman of State Bank of India (SBI), India's largest commercial bank. He had led SBI on a journey of transformation from an old, hierarchical, transaction oriented, government bank to a modern,... View Details
- March 2011 (Revised February 2012)
- Case
Innovation and Growth at Actelion Ltd.
By: Gary P. Pisano, Daniela Beyersdorfer and Ruth Dittrich
In late 2010, Jean-Paul Clozel, CEO of the Swiss biotech pharmaceuticals firm Actelion, looks back on a successful decade. The small venture that he had started with a few of his scientist colleagues in the late 1990s to discover novel medicine in a research-driven... View Details
- March 2011 (Revised December 2012)
- Teaching Note
Bono and U2 (TN)
By: Nancy F. Koehn, Nora N. Khan and Elizabeth Legris
Teaching Note for 809148. View Details
- March 2011
- Case
Terror at the Taj Bombay: Customer-Centric Leadership
By: Rohit Deshpande
On November 26, 2008, heavily armed terrorists launched a series of attacks throughout the western-Indian city of Mumbai (formerly Bombay). One of the locations attacked was the Taj Mahal Palace and Tower, which was occupied by the terrorists for over three days,... View Details
- March 2011
- Article
The New Path to the C-Suite
By: Boris Groysberg, L. Kevin Kelly and Bryan MacDonald
Job requirements at the top of corporations have changed. Companies have come to expect much more from their C-level executives, who need new and different skills to deal with today's business realities. Exactly what abilities do firms want in their leaders—now and in... View Details
- February 2011
- Case
Rebecca S. Halstead: Steadfast Leadership
By: Boris Groysberg and Deborah Bell
Reviews Rebecca Halstead's career history, detailing how, through her personal attributes, skills, experiences, challenges, and organizational practices she developed into a successful leader and commander in the U.S. Army. The case profiles her leadership style and... View Details
- February 2011 (Revised April 2012)
- Case
PepsiCo Peru Foods: More than Small Potatoes
The regional head of supply chain for PepsiCo South America Foods and his team had worked for 10 years to realize their dream of creating an agricultural research center in Peru that could provide more productive and healthier varieties of potatoes for the Frito-Lay... View Details
- February 2011
- Case
oDesk: Changing How the World Works
By: Boris Groysberg, David A. Thomas and Jennifer M. Tydlaska
It is 2010, and Gary Swart, CEO of oDesk, is contemplating the next steps for his organization. Founded in 2004 in California, oDesk operates an online marketplace which matches Employers with Contractors. oDesk provides fact-based information on Contractors, including... View Details
- 2011
- Working Paper
Risky Trust: How Multi-entity Teams Develop Trust in a High Risk Endeavor
By: Faaiza Rashid and Amy C. Edmondson
This paper explicates the challenge of risky trust, which we define as trust that exists between parties vulnerable to high economic, legal, or reputational risks at individual or organizational levels. Drawing from analyses of data collected in a grounded case study... View Details
- January 2011
- Case
Shar Matin (A)
By: David A. Thomas and Elisa Farri
The head of the subsidiary of a US company faced the decision to present an aggressive growth plan despite his CFO's lack of support. View Details
- January 2011
- Case
Clean Edge Razor: Splitting Hairs in Product Positioning
By: John A. Quelch and Heather Beckham
After three years of development, Paramount Health and Beauty Company is preparing to launch a new technologically advanced vibrating razor called Clean Edge. The innovative new design of Clean Edge provides superior performance by stimulating the hair follicles to... View Details
- January 2011
- Teaching Note
Clean Edge Razor: Splitting Hairs in Product Positioning (Brief Case)
By: John A. Quelch and Heather Beckham
Teaching Note for 4249 View Details
- January – February 2011
- Article
Are You a Good Boss-Or a Great One?
By: Linda A. Hill and Kent Lineback
Private moments of doubt and fear come even to managers who have spent years on the job. Any number of events can trigger them: an initiative is going poorly; you get a lukewarm performance review; your new assignment is daunting. HBS professor Linda Hill and executive... View Details
- 2011
- Book
Being the Boss: The 3 Imperatives for Becoming a Great Leader
By: Linda A. Hill and Kent Lineback
You never dreamed being the boss would be so hard. You're caught in a web of conflicting expectations from subordinates, your supervisor, peers, and customers. You're constantly fighting fires. You're mired in office politics. You end each day exhausted and... View Details
- 2011
- Chapter
Developing an Effective Organization: Intervention Method, Empirical Evidence, and Theory
By: Michael Beer
The field of organization development is fragmented and lacks a coherent and integrated theory and method for developing an effective organization. A 20-year action research program led to the development and evaluation of the Strategic Fitness Process (SFP)-a platform... View Details
- January – February 2011
- Article
Stop Holding Yourself Back
By: Anne Morriss, Robin J. Ely and Frances X. Frei
After working with hundreds of leaders in a wide variety of organizations and in countries all over the globe, the authors found one very clear pattern: when it comes to meeting their leadership potential, many people unintentionally get in their own way. Five barriers... View Details
- November 2010 (Revised August 2013)
- Case
Chrysler Fiat 2009
By: J. Bruce Harreld, Paul W. Marshall and David Lane
In spring 2009, Chrysler entered a prepackaged bankruptcy and exited 40 days later in a deal with Fiat, the U.S. Treasury, and the UAW that kept the automaker alive. Looking forward, what was necessary for Chrysler to move beyond the life support it had received? What... View Details
- November 2010 (Revised January 2012)
- Case
CNOOC: Building a World-Class Energy Company
By: Joseph L. Bower, Nancy Hua Dai and Michael Shih-ta Chen
Fu Chengyu is the fifth CEO to lead China National Offshore Oil Company - an SOE founded in 1982 to exploit Chinese offshore deposits. In 2010 he is trying to decide how to drive further growth in a company that has grown 556 times in less than 30 years, with profits... View Details
- October 2010 (Revised June 2014)
- Case
Volkswagen do Brasil: Driving Strategy with the Balanced Scorecard
By: Robert S. Kaplan and Ricardo Reisen de Pinho
A new management team at VW do Brazil develops and deploys a strategy map and Balanced Scorecard to accomplish a turnaround and cultural change after eight consecutive years of financial losses and market share declines. The team uses the strategy map to align... View Details