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blogs.harvardbusiness.org — I have a rule that whenever I see three twists on the same idea, I need to look into that idea — on the theory that three of anything can mark a trend. Lately, my rule of three convinced me to check out the rise of "office hours" in business and fina

blogs.harvardbusiness.org — It's disaster in the desert. Late last week, Dubai World quasi-defaulted — and took the Emirate's credibility with it. Will Dubai meet its obligations? It's the question the beancounters of the universe are nervously asking. As usual, it's the wrong

blogs.harvardbusiness.org — Stereotypes abound about artists: they range from the mild ("they have fuschia-colored hair"), to the absurd ("they starve,"), to the disturbed ("they do things like uncontrollably peeing in the fireplace as depicted in the popular movie Pollock.").

blogs.harvardbusiness.org — "Should I bother to have the conversation with her? What do you think?" Mike*, a marketing director, was telling me about Anne, one of his employees, who had done a few things to frustrate him. She arrived late to a meeting with a client. Not that l

blogs.harvardbusiness.org — A recent Economic Times story detailed IBM's new "spoken Web" technology, which will allow users to browse the Internet and access information by speaking in their local language without having to type or otherwise use the computer keyboard. An IBM I

blogs.harvardbusiness.org — The real challenge for every industry today is learning to create thick value — value that makes society smarter, healthier, authentically better off. Yet, MicroFox, as ever, illustrates the shortcomings of 1.0 strategy perfectly. Murdoch's move is a

blogs.harvardbusiness.org — Timothy Butler, Senior Fellow and Director of Career Development Programs at Harvard Business School and author of Getting Unstuck: How Dead Ends Become New Paths, believes there's something elemental about the statement 'I'm unhappy at work.'" Butle

blogs.harvardbusiness.org — For one thing, when it comes to larger-than-life CEOs, I can name as many scoundrels and failures as I can geniuses and world-changers. There's a reason Bethany McLean and Peter Elkind titled their bestseller on the Enron disaster The Smartest Guys i

blogs.harvardbusiness.org — : I'm lumping these ecosystems together because what's really important about them is that they all require high levels of engagement and participation from company representatives (unless the company is fortunate enough to be a "badge brand"). But t

blogs.harvardbusiness.org — A tweeting CEO is a terrific asset. It puts a human face (and voice) to the company's leadership and it demonstrates the executive team's commitment to customers. And unlike blogging, tweeting imposes relatively light demands on a CEO's precious time

blogs.harvardbusiness.org — Many years ago, when I first started my consulting firm, a friend of mine, Jane*, who worked for a large company, suggested I speak with her colleague, a man named Fred, who might be in a position to hire Bregman Partners. So I called Fred, mention

blogs.harvardbusiness.org — Even non-football fans probably heard about Bill Belichick's "blunder" of a call on Sunday night. Believe it or not, the call — and the firestorm that followed — has important lessons for innovation managers. A quick recap. The New England Patriots

blogs.harvardbusiness.org — Evidence-based medicine is gaining momentum in the US, which is a good thing. What's EBM? It's an approach to delivering health care with two identifying characteristics. One: Analysis of all available data, especially data from clinical trials and o

blogs.harvardbusiness.org — Troubled times call for accountability. Companies need, as Watson Wyatt points out, to set direction and take stock of how well they are doing. All too often plans are not communicated effectively and employees are given direction without context. Th

blogs.harvardbusiness.org — The headline is misleading. What Mr. Liu describes is not a SCRIPT for entrepreneurial success. It is, rather, the ability to IMPROVISE from the script that makes the difference between business success and just another chapter in The Human Dotcome

blogs.harvardbusiness.org — I am having a difficult time leading my team. The team members will not follow my instructions, which I am sure would make our project much more successful. What am I doing wrong? What you're doing wrong is very simple: you have simply forgotten tha

blogs.harvardbusiness.org — Mirror, mirror, on the wall — who's the fairest of them all? That's the question most economists are asking. Many answer China, a few holdouts contend: America. I'd like to tell you a very different story, that clashes with both orthodoxies. Economic

blogs.harvardbusiness.org — In the World According to Twitter, giving away access to information rewards the giver by building followers. The more followers, the more information comes to the giver to distribute, which in turn builds more followers. The process cannot be comman

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blogs.harvardbusiness.org — A majority of managers just don't understand what it means to be a leader. That's a conclusion that I draw from a recent global survey by McKinsey and Company about what it takes to manage corporate performance. Only 48% of managers surveyed believe

blogs.harvardbusiness.org — Management is people using ideas to get things done. The Harvard Business IdeaCast connects you to ideas that work. Each week, we talk to the leading minds in management for the analysis, commentary, and tips you need to thrive in today’s constantly

blogs.harvardbusiness.org — You've probably heard by now that "your brand is no longer yours." The assertion's based on simple math. In the era of blogs, discussion boards, Facebook, Twitter, and other Web 2.0 tools, virtually everyone can get online and talk about your company

blogs.harvardbusiness.org — Are crises predictable? That's what most economists are thinking about these days. The great Hyman Minsky spent a lifetime building a model of macroeconomic crisis, striving to do exactly that. I spent an afternoon building, presented for you here, a

blogs.harvardbusiness.org — Freelancers don't just get paid in money, they also look for gigs and affiliations that will create connections, get them experience, and open doors to more work, expertise, or contacts. A freelancer might turn down an okay-paying job that's just not

blogs.harvardbusiness.org — If you answered yes, then your organization is one of the majority of firms with over 100 employees that have yet to embrace the use of social media in the workplace for the average worker. In a study conducted by Robert Half Technology entitled "Whi

blogs.harvardbusiness.org — If children are unclear about what's acceptable and what's not, they'll freeze, unsure and insecure about whether they can act. The best parents set clear boundaries so their children feel secure and confident. And the best parents set appropriatel

blogs.harvardbusiness.org — Just because this is a time of transformation doesn't mean that it's easy to sell transformational ideas. Economic uncertainty has reduced the audience for bold, grand rhetoric. Besides, even in boom times innovation is risky. Innovators often have t

blogs.harvardbusiness.org — Making strides toward thriving as a more socially calibrated business means taking a risk or three. And in this economy, no one wants to do that. Unless your organization has a serious entrepreneurial streak running through it, it's likely that the p

blogs.harvardbusiness.org — especially when the stakes are high. Asking for help in the workplace is a good thing. In fact, asking for help the right way can show how smart you are: it demonstrates that you've got good judgment and shows that you know what you know and what you

blogs.harvardbusiness.org — "Put my training wheels back on," Sophia said in a stern tone, "Or I'm not going to ride my bike!" She had just turned four that day and wanted to learn to ride a bike like her older sister. Now she wasn't so sure. After a lot of encouraging and a