4362 NOVEMBER 4, 2011 W. EARL SASSER, JR. RACHEL SHELTON WrapItUp: Developing a New Compensation Plan Introduction Martha Reyes needed some fresh air. The 46-year old human resources executive locked her computer display, left her third-floor office, and took the stairs down to the lobby. She crossed the street to a park where she observed workers from the area’s offices as they enjoyed their lunches on a sunny afternoon near San Francisco. She smiled as she saw several people carrying bags
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The Five Traps of Performance Measurement Jude Buffum | by Andrew Likierman 96 Harvard Business Review 1524 Oct09 Likierman layout.indd 96 | October 2009 | hbr.org 9/4/09 12:38:55 PM I of Frasier, the television sitcom that follows the fortunes of a Seattle-based psychoanalyst, the eponymous hero’s brother gloomily summarizes a task ahead: “Difficult and boring – my favorite combination.” If this is your reaction to the challenge of improving the measurement
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השיווק בארגון, מושגי יסוד בשיווק, בידול ומיצוב נושא: שיעור 1 קריאה רלונטית: מושגים מרכזיים: פרקים 11,9,,,2,1 מספר החובה של הקורס School Publishing Levitt, T. (1960). Marketing Myopia. Harvard Business Review, 3-21, from Harvard
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Case Analysis – Innovation and Collaboration at Merrill Lynch David A. Davis The changed environment of Wall Street threatened the independent, silo culture that dominated the investment research trade. Brokerage houses needed to identify opportunities to create value-added products. Despite industry reforms, lower trading volume, and declining commission rates, “research continued to provide brokerage firms’ key competitive advantage, according to Institutional Investor.” (Harvard Business
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economy went into a tailspin. They’ve spent the past two years recalibrating their worldview and their definition of success. The students seem highly aware of how the world has changed (as the sampling of views in this article shows). In the spring, Harvard Business School’s gradu- ating class asked HBS professor Clay Christensen to address them—but not on how to apply his principles and thinking to their post-HBS careers. The students wanted to know how to apply them to their personal lives. He shared
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9-376-241 REV. APRIL 16, 2002 JOHN S. HAMMOND Learning by the Case Method The case method is not only the most relevant and practical way to learn managerial skills, it’s exciting and fun. But, it can also be very confusing if you don’t know much about it. This brief note is designed to remove the confusion by explaining how the case method works and then to suggest how you can get the most out of it. Simply stated, the case method calls for discussion of real-life situations that business executives
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Outline for Case Reports: Please follow this outline for all written case reports. Please note that this follows the discussion below. 1. Situation Analysis 2. Assumptions and Missing Information 3. Problem Definition 4. Development of Alternatives 5. Evaluation of Alternatives and Recommendation to Management 6. Appendix – Used for exhibits such as pro-forma income statements and other detailed analyses. The Case Analysis Framework The case analysis framework
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Harvard Business Review The Harvard Business Review has one goal: to be the source of the best new ideas for people creating, leading, and transforming business. Since its founding in 1922, HBR has had a proud tradition as the world's preeminent management magazine, publishing cutting-edge, authoritative thinking on the key issues facing executives. HBR's articles cover a wide range of topics that are relevant to different industries, management functions, and geographic locations. They focus
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Indeed, in most cases, the tight things are being done - but fruitlessly. What accounts for this apparent paradox? The assumptions on which the organization has been built and is being run no longer fit reality. These are the assumptions that N Feter F. Drucker is the Clarke Professor of Social Science and Management at the Claremont Graduate School in Claremont, California, where the Drucker Management Center was named in his honor. This is Drucker's thirty-first article for HBR. HARVARD BUSINESS REVIEW
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Indeed, in most cases, the tight things are being done - but fruitlessly. What accounts for this apparent paradox? The assumptions on which the organization has been built and is being run no longer fit reality. These are the assumptions that N Feter F. Drucker is the Clarke Professor of Social Science and Management at the Claremont Graduate School in Claremont, California, where the Drucker Management Center was named in his honor. This is Drucker's thirty-first article for HBR. HARVARD BUSINESS REVIEW
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