General Management

- September 2025
- Case
Koroid: Rewiring Workforce Operations in the Age of AI

By: Regina E. Herzlinger, Brian L. Walker and Dino Bilkanov

This case is taught in the Scaling module of the Innovating in Health Care course and focuses on a founder’s decision-making at a pivotal inflection point: how to grow an innovative, AI-driven workforce platform beyond its initial success. After a successful pilot and deployment with Mass General Brigham—one of the most respected academic health systems in the U.S.—Dr. Gustaf Axelsson must decide how to scale Koroid. Should he continue building independently, align with a strategic partner, or consider an early exit? This case explores the managerial, technical, and strategic challenges of scaling health IT infrastructure across a fragmented delivery landscape. Along the way, students will examine the current scope of electronic medical record (EMR) systems like Epic and Cerner, assess how specialized staff scheduling and workforce optimization apps differ in functionality and fit, and explore the barriers and opportunities associated with alternative care sites such as ambulatory centers, hospice, and home health. A teaching note accompanies the case.
- September 2025
- Case
Koroid: Rewiring Workforce Operations in the Age of AI

By: Regina E. Herzlinger, Brian L. Walker and Dino Bilkanov

This case is taught in the Scaling module of the Innovating in Health Care course and focuses on a founder’s decision-making at a pivotal inflection point: how to grow an innovative, AI-driven workforce platform beyond its initial success. After a successful pilot and deployment with Mass General Brigham—one of the most respected academic health...
- September 11, 2025
- Article
How to Build a Life: Six Ways to Start Early and Lift Your Mood

By: Arthur C. Brooks
- September 11, 2025
- Article
How to Build a Life: Six Ways to Start Early and Lift Your Mood

By: Arthur C. Brooks
- 2025
- Chapter
How to Lead in the Stakeholder Era: Focus on Purpose and People. The Profits Will Follow

By: Hubert Joly

The world is clearly facing multifaceted crises, including a societal crisis, an environmental crisis, and rising geopolitical tensions. In the face of these challenges, there is a growing realization that business and society cannot thrive if employees, customers, and communities are not healthy; if our planet is on fire; and if our society is fractured. More and more leaders believe that creating a better and sustainable future requires corporations to serve all their stakeholders—not just their investors—in a harmonious fashion. To make this transition, leaders need to evolve how they think about their mission and how they lead. According to Hubert Joly, the former chairman and CEO of Best Buy, we need leaders who, in both good times and bad, are keen to pursue a noble purpose, are ready to put people at the center of it, and are dedicated to creating an environment where every employee can blossom. In short, we need leaders who will embrace a declaration of interdependence. This is how we can create a more sustainable future. This is how business can be a force for good and do well by doing good.
- 2025
- Chapter
How to Lead in the Stakeholder Era: Focus on Purpose and People. The Profits Will Follow

By: Hubert Joly

The world is clearly facing multifaceted crises, including a societal crisis, an environmental crisis, and rising geopolitical tensions. In the face of these challenges, there is a growing realization that business and society cannot thrive if employees, customers, and communities are not healthy; if our planet is on fire; and if our society is...

About the Unit

The General Management Unit is concerned with the leadership and management of the enterprise as a whole. This concern encompasses:

the personal values and qualities of effective general managers and enterprise leaders;
the philosophies, values, and strategies that inform successful enterprises; and
the relation of enterprise to the broader community and other external constituencies.

The Unit's work is conceived and carried out principally in four interest groups, each of which has its own leadership, research agenda, and teaching programs:

Management Policy and Process
Management Information Systems
Society and Enterprise
Leadership, Values, and Corporate Responsibility

Recent Publications

Koroid: Rewiring Workforce Operations in the Age of AI

By: Regina E. Herzlinger, Brian L. Walker and Dino Bilkanov

September 2025 |
Case |
Faculty Research

This case is taught in the Scaling module of the Innovating in Health Care course and focuses on a founder’s decision-making at a pivotal inflection point: how to grow an innovative, AI-driven workforce platform beyond its initial success. After a successful pilot and deployment with Mass General Brigham—one of the most respected academic health systems in the U.S.—Dr. Gustaf Axelsson must decide how to scale Koroid. Should he continue building independently, align with a strategic partner, or consider an early exit? This case explores the managerial, technical, and strategic challenges of scaling health IT infrastructure across a fragmented delivery landscape. Along the way, students will examine the current scope of electronic medical record (EMR) systems like Epic and Cerner, assess how specialized staff scheduling and workforce optimization apps differ in functionality and fit, and explore the barriers and opportunities associated with alternative care sites such as ambulatory centers, hospice, and home health. A teaching note accompanies the case.

Keywords: Health Care and Treatment; AI and Machine Learning; Entrepreneurship

Citation

Educators

HealthEx: Defining, Starting, and Scaling a Patient Data Rights Management Platform

By: Regina E. Herzlinger, Brian L. Walker and Sunaina Yarlagadda

September 2025 |
Case |
Faculty Research

Citation

Educators

How to Build a Life: Six Ways to Start Early and Lift Your Mood

By: Arthur C. Brooks

September 11, 2025 |
Article |
The Atlantic

Citation

Intuit: Lobbying to Save TurboTax

By: Joseph Badaracco

September 2025 |
Teaching Plan |
Faculty Research

Citation

How to Build a Life: How to Turn Anxiety Into Adventure

By: Arthur C. Brooks

September 4, 2025 |
Article |
The Atlantic

Citation

How to Lead in the Stakeholder Era: Focus on Purpose and People. The Profits Will Follow

By: Hubert Joly

2025 |
Chapter |
Faculty Research

The world is clearly facing multifaceted crises, including a societal crisis, an environmental crisis, and rising geopolitical tensions. In the face of these challenges, there is a growing realization that business and society cannot thrive if employees, customers, and communities are not healthy; if our planet is on fire; and if our society is fractured. More and more leaders believe that creating a better and sustainable future requires corporations to serve all their stakeholders—not just their investors—in a harmonious fashion. To make this transition, leaders need to evolve how they think about their mission and how they lead. According to Hubert Joly, the former chairman and CEO of Best Buy, we need leaders who, in both good times and bad, are keen to pursue a noble purpose, are ready to put people at the center of it, and are dedicated to creating an environment where every employee can blossom. In short, we need leaders who will embrace a declaration of interdependence. This is how we can create a more sustainable future. This is how business can be a force for good and do well by doing good.

Keywords: Leadership; Business and Stakeholder Relations; Corporate Social Responsibility and Impact

Citation

Find at Harvard

Purchase

The Founder's Final Act: How to Hand Over Ownership—and Burnish Your Legacy

By: Josh Baron, Ben Francois, Tony Guidotti and Nien-hê Hsieh

September–October 2025 |
Article |
Harvard Business Review

As they approach retirement, company founders face a critical choice: Who will own their business next? That decision will reverberate for years, affecting not only them and their family but all the people whose lives are touched by the company. Though it can cement or undo an entrepreneur’s legacy, many founders postpone or avoid making it. And down the road that can lead to enormous tax consequences, family or employee infighting, and instability that disrupts or destroys the business. This article describes a structured process entrepreneurs can follow to choose the owner who will come after them, drawing on the experiences of the founders of Patagonia, John Lewis, Vanguard, Rolex, and more. The first step is to think about the outcomes they want for themselves, their family, their employees, their business partners, and their community and prioritize them.

Keywords: Management Succession; Ownership; Entrepreneurship; Family Business

Sticky Capital Controls

By: Miguel Acosta-Henao, Laura Alfaro and Andrés Fernández

September 2025 |
Article |
Journal of International Economics

There is much ongoing debate on the merits of capital controls as effective policy instruments. The differing perspectives are due in part to a lack of empirical studies that look at the intensive margin of controls, which in turn has prevented a quantitative assessment of optimal capital control models against the data. We contribute to this debate by addressing both positive and normative features of capital controls. On the positive side, we build a new dataset using textual analysis, from which we document a set of stylized facts of capital controls along their intensive and extensive margins for 21 emerging markets. We document that capital controls are “sticky;” that is, changes to capital controls do not occur frequently, and when they do, they remain in place for a long time. Overall, they have not been used systematically across countries or time, and there has been considerable heterogeneity across countries in terms of the intensity with which they have been used. On the normative side, we extend a model of capital controls relying on pecuniary externalities augmented by including an (S, s) cost of implementing such policies. We illustrate how this friction goes a long way toward bringing the model closer to the data. When the extended model is calibrated for each of the countries in the new dataset, we find that the size of these costs is large, thus substantially reducing the welfare-enhancing effects of capital controls compared with the frictionless Ramsey benchmark. We conclude with a discussion of the structural interpretations of such costs, which calls for a richer set of policy constraints when considering the use of capital controls in models of pecuniary externalities.