Harvard Business Review
SEPTEMBER 20, 2012
If you look under the Self-Help heading on Amazon, you'll find roughly 5,000 books listed under the subhead Self-Esteem. The vast majority of these books aim to not only tell you why your self-esteem might be low, but to show you how to get your hands on some more of it. It's a thriving business because self-esteem is, at least in Western cultures, considered the bedrock of individual success.
Harvard Business Review
SEPTEMBER 19, 2012
Whatever you think of his politics, you have to admit that Barack Obama has a very demanding schedule. The president's typical day might include a ceremony celebrating Team USA's Olympic athletes, meetings with his cabinet and military advisors, several speeches to campaign supporters, and phone calls with foreign leaders. In an article for October's Vanity Fair , author Michael Lewis explored some of these behind-the-scenes details of President Obama's daily life.
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Harvard Business Review
SEPTEMBER 21, 2012
How do you get leaders, employees, customers — and even yourself — to change behaviors? Executives can change strategy, products and processes until they're blue in the face, but real change doesn't take hold until people actually change what they do. I spent the summer reviewing research on this topic. Here is my list of 10 approaches that seem to work. 1.
Harvard Business Review
SEPTEMBER 17, 2012
How do Google, Facebook and IDEO jumpstart the process that leads to innovation? Often by using the same three words: How Might We. Some of the most successful companies in business today are known for tackling difficult creative challenges by first asking, How might we improve X. or completely re-imagine Y. or find a new way to accomplish Z? It's not complicated: The "how might we" approach to innovation ensures that would-be innovators are asking the right questions and using the best wording.
Speaker: Alex Salazar, CEO & Co-Founder @ Arcade | Nate Barbettini, Founding Engineer @ Arcade | Tony Karrer, Founder & CTO @ Aggregage
If AI agents are going to deliver ROI, they need to move beyond chat and actually do things. But, turning a model into a reliable, secure workflow agent isn’t as simple as plugging in an API. In this new webinar, Alex Salazar and Nate Barbettini will break down the emerging AI architecture that makes action possible, and how it differs from traditional integration approaches.
Harvard Business Review
SEPTEMBER 11, 2012
The emerging leaders and rising entrepreneurs on whom I place my bets have one thing in common besides a promising idea: a lot of charisma. "Paul Lee" (not his real name) is particularly adept at attracting people to his visions and engendering trust. A tireless networker because of his great interest in people, he can spend thirty minutes on a commuter plane and disembark with new friends.
Harvard Business Review
SEPTEMBER 12, 2012
Jeff*, like me, is a writer, a speaker, and the head of a consulting company. As far as I can tell, he's professional, well respected, capable, honest, and has a popular following. Someone we both know has asked us to collaborate on a project and there's clearly a mutual benefit to our working together. It all sounds great except for one thing: I don't like Jeff.
Business Innovation Brief brings together the best content for business innovation and strategy professionals from the widest variety of industry thought leaders.
Harvard Business Review
SEPTEMBER 18, 2012
Generation Y, of which I'm a member, is entering the job market in record numbers, and according to many commentators things are not going well. One of the best-known books about my cohort, for instance, is titled Generation Me. The New York Post called us " The Worst Generation ," while USA Today noted that we are "pampered" and "high maintenance." Earlier this year, a New York Times op-ed called us " Generation Why Bother ," noting that we're "perhaps.too happy at home checking Facebook," when
Harvard Business Review
SEPTEMBER 28, 2012
Most HBR readers can relate to a central dilemma of knowledge work today: We're using rules for how we work in a factory in a time when most of our work product requires deep thinking. A study of 6,000 people conducted by the NeuroLeadership Group in collaboration with a large healthcare firm asked respondents questions about where, when, and how people did their best thinking.
Harvard Business Review
SEPTEMBER 21, 2012
A bachelor's degree used to provide enough basic training to last a career. Yet today, the skills college graduates acquire during college have an expected shelf life of only five years according to extensive work we've done in conjunction with Deloitte's Shift Index. The key takeaway? The lessons learned in school can become outdated long before student loans are paid off.
Harvard Business Review
SEPTEMBER 14, 2012
"There are children starving in Africa. Eat your peas.". Surely I am not the only person whose first impressions of Africa were shaped along these lines. Whether it was your mother excoriating you about wasting food or an advertisement for Oxfam showing malnourished babies, the earliest impression of Africa many of us have received is of deprivation.
Speaker: Jason Cottrell and Gireesh Sahukar
Retailers know the clock is ticking–legacy SAP Commerce support ends in 2026. Legacy platforms are becoming a liability burdened by complexity, rigidity, and mounting operational costs. But modernization isn’t just about swapping out systems, it’s about preparing for a future shaped by real-time interactions, AI powered buying assistants, and flexible commerce architecture.
Harvard Business Review
SEPTEMBER 13, 2012
Do your employees have the skills to benefit from big data? As Tom Davenport and DJ Patil note in their October Harvard Business Review article on the rise of the data scientist, the advent of the big data era means that analyzing large, messy, unstructured data is going to increasingly form part of everyone's work. Managers and business analysts will often be called upon to conduct data-driven experiments, to interpret data, and to create innovative data-based products and services.
Harvard Business Review
SEPTEMBER 19, 2012
"Co-working" office spaces, leasable by the day or month (think RocketSpace in San Francisco or The Hive in Denver) are multiplying in cities all over the country. Demand is predicted to expand by as much as 40% in 2013. And for good reason. It's no secret that the efficiency-driven modern office is a joyless and at best neutral venue in most people's lives.
Harvard Business Review
SEPTEMBER 26, 2012
How much time do you spend each day responding to email, checking Facebook, sending and reading Tweets, aimlessly surfing your favorite websites and buying things you don't need? How much time, in other words, do you spend doing stuff online that doesn't add much value in your life, or in anyone else's? Too much, I'm going to guess. I let it happen to me when I woke up Sunday morning, got on my laptop and started reading the New York Times.
Harvard Business Review
SEPTEMBER 17, 2012
It's the question asked by anyone who's ever lost a sale: What went wrong? Was it something I said? Was it something I /didn't/ say? Or was our product not up-to-snuff versus the competition? Over the last decade I've interviewed over 1,000 decision-makers as part of the win-loss studies I conduct for clients. I'm always fascinated by how they describe their selection process and why they made their final decision.
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Harvard Business Review
SEPTEMBER 10, 2012
What do 70% of successful entrepreneurs have in common? They all incubated their business ideas while employed by someone else. Indeed, most people start their own companies — or go freelance — in order to stop working for others. Why? Because most managers are simply unbearable. Year after year, Gallup reports that most employees are unhappy at work, and that the number one reason for dissatisfaction is their boss.
Harvard Business Review
SEPTEMBER 18, 2012
Republican presidential nominee Mitt Romney, as you have all heard by now, has been caught on tape telling a group of campaign donors that his opponent has locked up the votes of the 47% of Americans "who are dependent upon government, who believe that they are victims. who pay no income tax.". It is true that just over 46% of Americans paid no federal income taxes in 2011.
Harvard Business Review
SEPTEMBER 18, 2012
Upton Sinclair once wrote, "It is difficult to get a man to understand something if his salary depends upon him not understanding it." If your business objectives aren't linked to employee compensation, it sends a strong message that they aren't a real priority, and motivation is adversely affected. The flip-side, however, isn't true. When business objectives are linked to compensation, motivation to drive for results is rarely meaningfully enhanced.
Harvard Business Review
SEPTEMBER 19, 2012
It's a common misperception that responsible or sustainable investments are all in the hug yourself, warm feeling, good intention category, the inevitable consequence of which is diminished investment return. Nothing could be further from the truth. In the past decade, investor demand has increased transparency and communication, creating a large and growing pool of data on corporate sustainability.
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Innovation is key to overcoming crises. This guide outlines how businesses can navigate uncertainty by adapting strategies, embracing open innovation, and strengthening resilience. Learn how to reassess business models, engage external expertise, and build a robust innovation ecosystem. Explore the three phases of crisis response—from immediate adaptation to long-term transformation—and discover how collaboration accelerates progress while reducing costs.
Harvard Business Review
SEPTEMBER 7, 2012
More and more people are choosing a contingent work style — that is, temporary work that may be project-based or time-based — over full-time or part-time work. Temporary placement service provider Adecco predicts that the rate of growth in contingent workers will be three to four times the growth rate among traditional workforces, and that they eventually will make up about 25% of the global workforce.
Harvard Business Review
SEPTEMBER 13, 2012
An interview with Nilofer Merchant , author of 11 Rules for Creating Value in the Social Era. She is formerly the founder and CEO of Rubicon and has worked at Apple and Autodesk. Download this podcast. A written transcript will be available by September 21.
Harvard Business Review
SEPTEMBER 13, 2012
It's no great revelation that women have exceptional selling instincts. In fact, Tom Peters has said that women make better salespeople than men. What we've found in coaching senior-level women, however, is a dichotomy of sorts: Women working in sales jobs are the best-in-class at what they do — and they love it. Yet, women in non-sales roles tell us they would prefer a trip to the dentist over selling.
Harvard Business Review
SEPTEMBER 11, 2012
Respect towards others should be standard behavior in the workplace, regardless of role, rank, or reputation. But as companies have become more virtual, global, and stressed out, this assumption can break down unless we focus on it more explicitly. Let me explain. In the not-too-distant past, the majority of work was conducted either face-to-face or through real-time conversations in the office, factory, at meetings, or through customer visits.
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The DHS compliance audit clock is ticking on Zero Trust. Government agencies can no longer ignore or delay their Zero Trust initiatives. During this virtual panel discussion—featuring Kelly Fuller Gordon, Founder and CEO of RisX, Chris Wild, Zero Trust subject matter expert at Zermount, Inc., and Principal of Cybersecurity Practice at Eliassen Group, Trey Gannon—you’ll gain a detailed understanding of the Federal Zero Trust mandate, its requirements, milestones, and deadlines.
Harvard Business Review
SEPTEMBER 18, 2012
Frank Barrett , author of Yes to the Mess , describes why being uncomfortable spurs creative thinking.
Harvard Business Review
SEPTEMBER 14, 2012
How much more profitable would your business be if you had, for free, access to 100 times more data about your customers? That's the question I posed to the attendees of a recent big data workshop in London, all of them senior executives. But not a single executive in this IT-savvy crowd would hazard a guess. One of the CEOs actually declared that the surge of new data might even lead to losses because his firm's management and business processes couldn't cost-effectively manage it.
Harvard Business Review
SEPTEMBER 18, 2012
Human beings have an almost infinite capacity to rationalize failure. For example, many years ago I was working with a project team at what was then Chase Manhattan Bank when a once-in-a-decade snowstorm shut down New York City for several days. For the next six months, the project team used that snowstorm as an excuse for why their project was delayed.
Harvard Business Review
SEPTEMBER 24, 2012
Big data is great. But we should consider that we've actually had more data than we can reasonably use for a while now. Just on the marketing front, it isn't uncommon to see reports overflowing with data and benchmarks drawn from millions of underlying data points covering existing channels like display, email, website, search, and shopper/loyalty — and new data streams such as social and mobile engagement, reviews, comments, ratings, location check-ins and more.
Speaker: Yohan Lobo and Dennis Street
In the accounting world, staying ahead means embracing the tools that allow you to work smarter, not harder. Outdated processes and disconnected systems can hold your organization back, but the right technologies can help you streamline operations, boost productivity, and improve client delivery. Dive into the strategies and innovations transforming accounting practices.
Harvard Business Review
SEPTEMBER 7, 2012
“Somehow, it has become cool to brag about how your last business failed — and what a wonderful learning experience it all was. But that’s a crock. You only fail when you give up, and giving up is something that winners never do. In my opinion, only cretins celebrate their failures.” So says Howard Tullman in his take down at Inc. of one of the hot buzzwords in business, failure.
Harvard Business Review
SEPTEMBER 24, 2012
"There is always an easy solution to every human problem — neat, plausible, and wrong." Little did he know it when he penned these words, but journalist H.L. Mencken was tapping into the very core of behavioral decision making and the need to understand and compensate for it. Every day, senior managers are tasked with making very significant strategic decisions for their companies, which usually require support by teams of internal and external experts and a heavy dose of research.
Harvard Business Review
SEPTEMBER 17, 2012
Machines don't make the essential and important connections among data and they don't create information. Humans do. Tools have the power to make work easier and solve problems. A tool is an enabler, facilitator, accelerator and magnifier of human capability, not its replacement or surrogate — though artificial intelligence engines like Watson and WolframAlpha (or more likely their descendants) might someday change that.
Harvard Business Review
SEPTEMBER 24, 2012
Business English deserves its terrible reputation. We invent jargon, rely heavily on clichés, repeat catchphrases endlessly, and restart sentences three or four times before finding a way to finish them. And to paraphrase Schopenhauer , every generation ridicules the other ones, and they are all right. Millennials think their elders speak in a lifeless monotone (think Ben Stein ), and we think they use upspeak way too much.
Speaker: Ben Epstein, Stealth Founder & CTO | Tony Karrer, Founder & CTO, Aggregage
When tasked with building a fundamentally new product line with deeper insights than previously achievable for a high-value client, Ben Epstein and his team faced a significant challenge: how to harness LLMs to produce consistent, high-accuracy outputs at scale. In this new session, Ben will share how he and his team engineered a system (based on proven software engineering approaches) that employs reproducible test variations (via temperature 0 and fixed seeds), and enables non-LLM evaluation m
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