which have led to success in the past, are no longer effective. It can be hard to let go of these approaches if they have been a source of competitive advantage. This leads many managers to assume that successful responses to disruptive change are a matter of luck. But it is possible to craft strategies to best exploit opportunities ahead of the competition. Disruptive technologies/ disruptive innovations Harvard professor Clay Christensen coined the term disruptive technology, which he later renamed
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IMPROVING THE EFFECTIVENESS OF CORPORATE BOARDS The primary purpose of for-profit companies is to maximize the return on shareholder’s investment. In instances where ownership of a company and control of said company are separate, shareholders employ directors as the primary monitoring mechanism. In other words, the role of corporate boards is to monitor executive management to make sure that they manage the company in a way that maximizes shareholder value by managing the company with their best
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www.hbrreprints.org HBR CASE STUDY AND COMMENTARY Should Harbinson recommend further investment in Seven Peaks? Four commentators offer expert advice. Good Money After Bad? by John W. Mullins • Reprint R0703A Jack Brandon’s initial idea has not panned out, and the cash is nearly gone. But he’s got a new plan. Will you back him a second time? HBR CASE STUDY Good Money After Bad? by John W. Mullins COPYRIGHT © 2007 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS
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5604 2178 5688 3512 www.univdep.edu.mx www.hbrreprints.org HBR CASE STUDY AND COMMENTARY How should the Flayton Electronics team respond to the crisis? Four commentators offer expert advice. Boss, I Think Someone Stole Our Customer Data by Eric McNulty • Reprint R0709A Flayton Electronics learns that the security of its customer data has been compromised—and faces tough decisions about what to do next. HBR CASE STUDY Boss, I Think Someone Stole Our Customer Data by Eric
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www.hbr.org BEST OF HBR 1998 In making decisions, you may be at the mercy of your mind’s strange workings. Here’s how to catch thinking traps before they become judgment disasters. The Hidden Traps in Decision Making by John S. Hammond, Ralph L. Keeney, and Howard Raiffa • Reprint R0601K In making decisions, you may be at the mercy of your mind’s strange workings. Here’s how to catch thinking traps before they become judgment disasters. BEST OF HBR 1998 The Hidden Traps in Decision
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www.hbrreprints.org HBR CASE STUDY AND COMMENTARY How should Peachtree try to fix its IT infrastructure problem? Four commentators offer expert advice. Too Far Ahead of the IT Curve? by John P Glaser . • Reprint R0707A Peachtree Healthcare’s patchwork IT infrastructure is in critical condition. Should the CEO approve a shift to risky new technology or go with the time-tested monolithic system? HBR CASE STUDY Too Far Ahead of the IT Curve? by John P Glaser . COPYRIGHT
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on to their customers. Mr. Levitt is the Edward W. Carter Professor of Business Administration and head of the marketing area at the Harvard Business School. He has written nearly two dozen articles for HBR, including the well-known "Marketing Myopia" {published in i960 and reprinted as an HBR Classic in September-October 1975) and "Marketing When Things Change" [November-December 1977). //lustration hy ]im Kingston. Distinguishing between companies according to whether they market services or
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The Discipline of Innovation by Peter F Drucker . Reprint r0208f August 2002 HBR Case Study The Sputtering R&D Machine Martha Craumer r0208a Voices Inspiring Innovation Creativity Under the Gun Teresa M. Amabile, Constance N. Hadley, and Steven J. Kramer r0208b r0208c The Failure -Tolerant Leader Richard Farson and Ralph Keyes r0208d r0208e Breaking Out of the Innovation Box John D. Wolpert Best of HBR The Discipline of Innovation Peter F Drucker . r0208f r0208g r0208h r0208j Research
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HBR Spotlight Making a Real Difference by Michael E. Porter and Mark R. Kramer Strategy G & Society The Link Between Competitive Advantage and Corporate Social Responsibility overnments, activists, and the media have become adept at holding companies to account for the social consequences of their activities. Myriad organizations rank companies on the performance of their corporate social responsibility (CSR), and, despite sometimes questionable methodologies, these rankings attract
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EXPLORE THE ARCHIVE RECOMMENDED Discovering Your Authentic Leadership (HBR Bestseller) LEADERSHIP & MANAGING PEOPLE HBR ARTICLE William W. George, Peter Sims, Andrew N. McLean, David Mayer, Diana Mayer 8.95 ADD TO CART SAVE SHARE HBR Tools: Better Meetings ORGANIZATIONAL DEVELOPMENT PRESS TOOLKIT 29.95 ADD TO CART SAVE SHARE First, Let's Fire All the Managers LEADERSHIP & MANAGING PEOPLE HBR ARTICLE Gary Hamel 8.95 ADD TO CART SAVE SHARE For the past half century, there
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