Transcript: https://www.longreads.com/search/?q=blogs.hbr.org Key Points Print and digital (Harvard Business Review, Press Book, blogs ) Further Discussion Key Points Selling point 1980 through 2009 Key Points Key features Social Further Discussion Key Points Harvard Business Review Rewarding effective collaboration As one of the designers, I was involved in generating initial visual directions, contributing visual and editorial ideas, designing page layout options, creating the infographic library and producing one of the most comprehensive user guides I’ve ever produced. My involvement continued for the first few months of circulation where I was also able to provide feedback and support as the in-house design team adopted the new philosophy and visual approach. 2.Licenses its content for publication in 11 languages. From the Editor Events (Webinars, custom events) Redistributing the Work <Five tips for improving customer profitability> Cited by SAS Further Discussion knowledges and skills one’s awareness, access, and position in a network Renference Informational Social Personal resources Two main reasons cause ineffective collaboration Where is HBR from? Harvard Business School formed Harvard Business Publishing (HBP) as an independent entity Key Points Different languages but same content Key Points - Encourage behavioral change - Leverage technology and physical space - Consider structural changes Network analysis Renference Value-added performance metrics Idea Watch Renference To provide business professionals across the world with insights or newer way of thinking in order for them to make a positive changes to their organization or team b. Rewarding Effective Collaboration Redistributing the work Features - More creativity – criticism - Agility – at the first place Diversity of resources Designed to help you to lead. one’s own time and energy 1.Covers a wide range of topics. Table of Content of Harvard Business Review Redistributing the Work - Network analysis - Peer recognition programs - Value-added performance metrics Experience Spotlight 3 collaborative resources: informational, social, and personal www.youtube.com/watch?v=wElr9sJiISU a. Redistributing the Work 4. Publishes professional comments for renowned scholars and management thinkers. Transition Early days Rewarding Effective Collaboration Informational Online learning (Harvard Manage mentor, simulations) Precious Personal Resources Chinese readers are able to read the same content of information just like English readers do. The dedicated translation & edit team guarantee the Chinese version conveys the ideas just as good as any other languages. With different languages comes different business requirement, to meet the needs, they also do the research themselves. Examples of successful enterprise: Google, Samsung, and Amazon Google: online advertising, technology, computing and software Amazon: Largest internet-based retailer The more you involved, the more collaboration you need. - Accessibility and transparency - Desk and office placement - Brief and impromptu face-to-face collaborations Between 2006 and 2008 Higher Education Corporate Learning Harvard Business Review Group Published by Harvard Business Publishing It is published 10 times a year. Its headquarter is in Watertown, Massachusetts. emphasized the cutting-edge management techniques Goal Key Points <What is Strategy?> by Michael Porter 1996 1959 McKinsey Foundation for Management Research and Harvard Business Review. Determined by a group of independent judges. Peter F. Drucker was honored 7 times. Main content one’s own time and energy Theodore Levitt became the editor. 3.Produces a variety of media. Layout 2009 Redesign Human resources Harvard ManageMentor® is designed for leaders, managers, and individuals to address the full spectrum of today’s business challenges. Simulations use real-world contexts to reinforce student learning. They are remarkably teachable, with simple but powerful administration tools. - Higher Impact? Social Resources - Utility players - Musical chair & Simon says - Rotate the role among team members Advantage: Adi Ignatius - More experience 1980 1994 Key Points Informational Resources - Permission to say NO - Stronger boundaries around the incoming information flow - Resetting norms regarding when and how to initiate requests Personal Comparison Successful Enterprise Peer recognition programs Two ways to improve collaboration Group 6 Solutions for Leaders to This Situation It’s not merely about Management, it also includes marketing, strategy, leadership and more……. It’s article also includes the introduction the latest business and financial terminology. Consider Structural Changes McKinsey Awards - Lopsided distribution of work - Access to resources - Attendance at meetings - Resources problem: Three resource – Informational resource, social resource, and personal resource - Imbalance contribution Disadvantage: 1. Have little time to finish works 2. The
Transcript: John vs. Jennifer Artificial Intelligence Identical CVs belonging to either John or Jennifer were evaluated by academic scientists for the role of lab manager. Jennifer was perceived as less competent, and was less likely to be offered the job. Jennifer’s salary offer was 13% less than John's. And female scientists shared the same bias that male scientists did. PNAS, July 2012 Following the introduction of first round blind auditions in the 1970’s, women were 50% more likely to progress to final auditions for orchestra positions. The NY Philharmonic had no women members then; now they have 44 out of 100. National Bureau of Economic Research, 1997 Researchers were surprised to find that in the heavily male dominated tech industry, code written by women was more likely to be approved by their peers than code written by men. But only if their peers didn’t realise that the coder was a woman. PeerJ, July 2016 (MIT Tech Review) Bias in CV Reviews Bias in assessment of female coders In software used by the police and judges, AI that predicts the risk of recidivism in criminals is twice as likely to incorrectly show black defendants as a higher risk for future crimes. Women are less likely to see ads for high paying jobs on Google than men. AI mirrors our own familiar biases and stereotypes. Pro Publica, May 2016 A reflection on society Striking the Wrong Note Vol XCIII, No. 311 $7.25 Monday, February 17, 2017 Business News The Female Code Orchestra Recruitment Questioned
Transcript: Harvard Business Review: "What Managers Need To Know ft. Joe Knight By: Anais Mathes Key Points KEY POINTS The art of finance is based on estimates and assumptions Finance is about analyzing numbers and using historical information to make business decisions Accounting is about taking transactions and how to figure out historical information Transparency is extremely important Finance needs to be universally understood by everyone in order to drive success in business Background BACKGROUND Joe received a bachelor’s degree in economics from Brigham Young University and an MBA from University of California, Berkeley. Joe Knight, Partner and Senior Consultant with the Business Literacy Institute, is a highly regarded finance and business literacy keynote speaker, trainer, and published author. Importance IMPORTANCE Does financial literacy matter? Those who can’t speak the language of business can’t contribute much to a discussion of performance and are unlikely to advance in the hierarchy.
Transcript: Chapter 1 Harvard Business Review The Transition to Leadership Shifting focus toward helping others acheive their best, rather than individual contributions Difference between Positional Authority & Personal Influence Management vs Leadership Mental & Emotional Challenges of Transition to Leadership The Transition to Leadership Core Messages The role as managers is to set direction for your team and coordinate resources to meet your organizations goals As individual contributors we are able to very clearly define our contributions to the team As Managers we must find ways help others have success It can be difficult to watch a less experienced person struggle Resist the urge to show how YOU used to do it Help others thrive and develop their own competancies As our management roles grow, and teams become broader, this is increasingly important. OUR personal skills/Doing the work can only scale so far to the point of greatly diminishing returns. Management Focus Lou Holtz One-On-One One-On-One Michael Jordan Vs Greatest Athlete of All-Time 6x N... Never played actual football at a competitive level Career Coaching record 249-132 Coached Notre Dame to 1988 National Title Greatest Athlete of All-Time 6x NBA Champ & 6x Finals MVP Acquired Ownership stake in the Charlotte Hornets/(Bobcats) in 2006 Charlotte's record under MJ's Tenure = 306-520 Never made it past 1st Round of Playoffs "Ability is what you're capable of doing. Motivation determines what you do. Attitude determines how well you do it." "On this team, we're all united in a common goal: to keep my job." Personal Influence vs Position... Personal Influence vs Positional Authority Managers have formal authority to make decisions, allocate resources, and direct employees Many new Managers may be frustrated when ideas and directives are not readily adopted "In actuality, people won't do something just because you tell them to, and they certainly won't do it well. Although you can use your positional authority to force compliance, your team members won't commit fully or deliver their best work under these conditions." Influence v Authority When you exercise influence, your people act because they find you personally persuasive You're not making them do something. They're choosing to do it because you are leading effectively. That willingness makes all the difference. Your real power as a manager lies not in your job descriptions, but in the relationships you are able to cultivate with your staff. Influence v Authority Management vs Leadership Management vs Leadership Management is about responding to complexity To get a job done, managers must focus on control & predictability Managers must organize processes that will produce orderly outcomes Leadership is about producing and responding to change Leaders see opportunities in the instabilities that their managerial alter-egos want to tame Leaders emphasize ideas over process Management vs Leadership The most successful managers leverage both management and leadership competencies selectively to benefit the organization. While your company may determine when you officially transition to management, opportunities for leadership can present themselves at any time in your career. We as leaders should continually inspire that message and strive to build within our culture Ties back to scale of individual management Management vs Leadership Master-of-Managment Nick Saban 127-20 Record at Alabama 6 National Titles total Leadership Mental & Emotional Challenges Transition to Leadership Transition to Leadership As Managers - particularly as new managers - we are likely to experience great swings in emotions Feelings of self-doubt Peformance anxiety No longer having the control of personal performance These feelings are perfectly normal Challenges Challenges Embrace the Emotions By recognizing that these are all normal emotions in the transition to leadership, we can embrace and overcome those emotions Label your emotions By actively ackowledging feelings you can moderate your response Find the Source & Solution Once we understand what we're feeling, consider where its coming from Embrace the Emotions Role Strain "Too much work and too little time" Imbrace imperfection, you can't meet every demand. Find people you can depend on to share your load (DELEGATE) Problem-Solving Fatigue Feel pressure to solve difficult problems for other people Coach direct reports on how to solve probelms on their own Isolation You must make unpopular decisions, worry about mistrust and resentment Develop routines for making social connections with direct-reports Imposter Syndrome Feel unable to make mistakes - fear that direct reports' failures reflect on you Admit your mistakes. Honesty isn't a weakness; it makes you more approachable and credible Take Care of Yourself Don't Neglect your personal Life Protect your Downtime Take care of your health Keep your job in perspective Comments and input from the team? The End.
Transcript: Chapter 4 How to Design Agenda for an Effective Meeting Chapter 2 Stop Calling a Every Conversation a "Meeting" Decision Tree with following questions to consider: -Have I thought through the situation? -Does Moving Forward Require a Real Time Conversation? - Does this necessitate a face-to-face meeting? - Ban devices - Keep the meetings as short as possible -Stand-up meeting are more productive -Make sure everyone participates, and call on those who don't -Never hold meeting just to update people -Always set an agenda ahead of time, and be clear about the purpose of the meeting. -Seek input from team members -Select topics relevant to the entire team -List agenda topic items as questions -Note whether the purpose of the topic is to share information, seek input for a decision, or to make a decision -Estimate a realistic time for each topic -Propose a topic for addressing each agenda item Preface Harvard Business Review "Why Our Decisions Get Derailed and how we can stick to the Plan" by Axtel and Francesca Gino -Specify how members should prepare for the meeting -Identify who is responsible for leading each topic (page 31) Chapter 1 Do You Really Need to Hold That Meeting? Chapter 3 If You Can't Say What Your Meeting Will Accomplish, You Shouldn't Have It October 20, 2017 - Draft an initial set of goals based on your answer to those two questions. - Draft an agenda - Pre-reads - Location Conversation Group work sessions brainstorm convenience meetings formality meetings social meetings decision making meetings decision supporting meetings Preface and Chapters 1-4 Keep Meetings Small - Better Read Body Language -Make sure every one has a chance to talk in a 60 minutes period -Individual effort and participation decrease with larger groups. add logo here
Transcript: SPOTLIGHT ON BREAK THROUGH INNOVATION PROJECT LEADER DEFINING A PROJECT Quantitative analysis should also be used in executive plans to help clarify the goals of project and Both the capabilities and technical solutions may need to be adjusted as the program proceeds. The original goal may be overtaken by the discovery of a different and better application. There are mainly two ways to identify a project: One is to recognize that a scientific field has emerged or reached an inflation point and that it can solve often in a new way the practical problem of importance. Ex. MEMS researched on electro mechanical systems in 1990 to which the DARPA also put in efforts thus creating breakthroughs in plasma physics, fluid dynamics and materials. Second is to uncover an emerging user need that existing technologies cannot address. Ex. DARPA’S ongoing hypersonic test vehicle programme. In product development, experience with comparable projects is a good guide for estimating the time and resources required to hit milestones like completion of design production of successful prototype and ramp up to full scale production. Planning of projects should be quick and light. It should be seen whether the projects are converging near goals or revealing any new technique etc. If a particular project fails then they have to choose new paths to reach goals and have to take high risks for it. At DARPA the performers who sign on to a project understand that their participation may not always finish achieving the goals and might end up in failure sometimes. The ‘Defense Advanced Research Projects Agency’was formed in the year 1958 immediately after Russia launched its man made satellite in space. Its founding mission was simple, “TO PREVENT AND CREATE STRATEGIC SURPRISE”. This was the era when cold war was starting to rise and the USA needed modern technology. DARPA is an independent organization even though it is run by PENTAGON today, it contributes in creating new technologies for the companies outside defense sector. CONCLUSION DARPA collaborates with companies for research work as it does not have a laboratory of its own. The collaborations are generally with universities or big companies like Stanford, Google etc. In DARPA people who generally do not interact collaborate and interactions happen on various disciplinary lines. This produces fast breakthroughs and innovations. TRACKING PROGRESS THE INTERNET MICRO ELECTRIC MOTION SENSOR STEALTH BOMBERS UNMANNED AERIAL VEHICLES IDENTIFYING PROJECTS CONTENTS CHANCHAL AGARWAL H 6 SUNIL JADHAVAR H 7 RUSIL SARKAR H 8 NITISH SHAH H 9 NIHARIKA KALSE H 10 An advanced project and technology group must work in a way that differ from the normal company. Sometimes the breakthrough innovations may lead a company to new businesses that may lead the company to major departures or even threaten existing business. The team should necessarily operate independently without anyone's intervention so that the breakthrough innovations take place and do not get hampered by an outside source. Project leaders who can successfully lead DARPA like agencies posses the skills of best CEO’s of science or engineering based startups. They should be risk takers and also motivators. At DARPA such people were found through agencies former and current employees and also through their network. Industry recruiting agencies may also be used because they generally have contacts to the best talents. The DARPA has works on three strategies: AMBITIOUS GOALS: The agency’s projects are designed to harness science and energy advances to solve sufficiently challengingly problems. TEMPORARY PROJECT TEAMS: DARPA brings together world class experts from industries to work on projects of relative short duration. INDEPENDENCE: DARPA has autonomy in selecting and running projects. The DARPA: An introduction Decoding DARPA IDENTIFYING PROJECTS DEFINING A PROJECT TRACKING PROGRESS TIME LIMITS AND TEMPORARY TEAMS THE CONTRACTORS PROJECT LEADER INDEPENDENCE CONCLUSION THE CONTRACTORS TIME LIMITS AND TEMPORARY TEAMS One of the most effective ways to attract talented performers from a wide array of discipline organizations and backgrounds and to keep them intensely focused is to set up a finite term for a project. It is also important to staff people working under contracts that last only as long as the jobs they perform contribute to the overall goal. The DARPA and ATAP have been recruiting people with caliber and knowledge to run projects. These people are recruited temporary because they create a sense if urgency to complete the project. DARPA model has cemented the gap between advance science and development of new products. DARPA has allowed to recruit the best scientific and engineering minds. DARPA has conducted its research in short time frames and flexible and agile organizations. Applying the DARPA model in organizations may help in increasing the breakthroughs and thus help in shaping a better future. INDEPENDENCE HARVARD
Transcript: be FOCUSED ON FEW CAPABILITIES recognize the INTERDEPENDANCE between capabilities LEARN FROM THE BEST create a VIRTOUS CYCLE of assessments and investments compare CAPABILITIES PERCEPTIONS MATCH capabilities with delivery AVOID UNDERINVESTMENT in organizational assets CAPABILITIES ≠ ACTIVITIES The 11 capabilities to have to be successful Why do people like companies? Identify critical area Evaluate performance Define which capabilities improve Apply the plan June 2004 Harvard Business Review Conducting a capabilities audit ABILITY CORE COMPETENCIES Vol. 82, Issues 6 Guidelines for a effective audit Organizational capabilities explained How do competencies emerge? Dave Ulrich & Norm Smallwood Thank you for your attention 1. TALENT 2. SPEED 3. SHARED MIND-SET AND COHERENT BRAND IDENTITY 4. ACCOUNTABILITY 5. COLLABORATION 6. LEARNING 7. LEADERSHIP 8. CUSTOMER CONNECTIVITY 9. STRATEGIC UNITY 10. INNOVATION 11. EFFICIENCY CAPABILITIES Firm's goal = Produce more value Lessons learned Capitalizing on capabilities
Transcript: Leadership: authority style leadership and decentralized sales force. CEO: Lee Iacocca Theory E and O McDonalds: Jim Cantalupo Theory O Reduced his own salary to $1 Chrysler 200 MILLION YEAR SAVED Reduced break even point Full pay back of loans Modernized plants Leadership and Reward systems: Bypass bureaucratic ways Theory E change stategies usually involve heavy use of economic incentives, drastic layoffs, down-sizing, and restructuring. Shareholder value is the only legitimate measure of corporate success. ROAD TO RECOVERY HP DRASTIC LAYOFFS AND NEW STAFF Customer Focused: increasing employee training and by encouraging more customer support. Turned around service, quality, sales. Doubled stock. Double digit sales % gains Theory E "To thrive and adapt in the new economy, companies must simultaneously build up their corporate cultures and enhance shareholder values..." Goal: striving to improve operating efficiency with staff cuts/ pay cuts AND sharpening HP's strategic focus. Focus: invest in technology and change from analog Theories Process: Improve quality through growth, not cuts. Consultants: bring back "full field" evalutaions Harvard Business Review Cracking the Code of Change By: Steph Nuccio & Chase Vedrode Goal: "Wouldn't it be nice if we had clean restaurants with hot and fresh food?" Accelerate intro to healthier foods and re empahsize the basics of McDonald's corporate culture. Focus: Product development CEO: Mark Hurd "Equality of Sacrifice"
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