The Decade in Management Ideas

19. January 2010

9:40 AM Friday January 1, 2010
by Julia Kirby (HBR Editor)  

Tis the season for “year’s best” lists — and even, this year, for “decade’s best” lists — and who are we to resist the urge? A few of us HBR editors (Gardiner Morse and Steve Prokesch helped especially) took the opportunity to look back on the past ten years of management thinking and are ready to declare our choices for the — well, why not say it — most influential management ideas of the millennium (so far). Read the rest of this entry »


Management by Imagination

19. January 2010

11:07 AM Tuesday January 19, 2010, HBR Blog 
by Roger Martin

The perception that good management is closely linked to good measurement runs deep. How often do you hear these old saws repeated: “If you can’t measure it, it doesn’t count”; “If you can’t measure it, you can’t manage it”; “If you can’t measure it, it won’t happen”? We like these sayings because they’re comforting. The act of measurement provides security; if we know enough about something to measure it we almost certainly have some control over it.

But however comforting it can be to stick with what we can measure, we run the risk of expunging something really important. What’s more, we won’t see what we’re missing because we don’t know what it is that we don’t know. By sticking simply to what we can measure, we come to imagine a small and constrained world in which we are prisoners of a “reality” that is in fact an edifice we’ve unknowingly constructed around ourselves.

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The Responsible Manager

19. January 2010

by C.K. Prahalad (from his new column in the Harvard Business Review):

The global financial crisis of the past two years has triggered an unprecedented debate about managers’ roles. While discussions about managerial performance, CEO pay, and the role of boards have been fierce, scant attention has been paid to managers’ responsibilities.

For the past 33 years, I have ended all my MBA and executive education courses by sharing with participants my perspective on how they can become responsible managers. I acknowledge that they will be successful in terms of income, social status, and influence, but caution that managers must remember that they are the custodians of society’s most powerful institutions. They must therefore hold themselves to a higher standard. Managers must strive to achieve success with responsibility.

 My remarks are intended to serve as a spur for people to reexamine their values before they plunge into their daily work routines. Take a minute to study them:   

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The Underwear Bomber: Why They Didn’t “Connect the Dots”

10. January 2010

 January 8, 2010, Tom Davenport (the most authoratitive author about “Competing on analytics”)  

Everybody, including President Obama, is criticizing the U.S. intelligence agencies for not keeping accused underwear bomber Umar Farouk Abdulmutallab off the Christmas Day flight from Amsterdam to Detroit. Why didn’t they “connect the dots” or “put the pieces together”? This is the same problem the intelligence agencies encountered with 9/11 — lots of clues that were not integrated in time.

But is this really a fair criticism? Just how easy is it to connect the dots? Granted, there were numerous indications of Abdulmutallab’s evil intent. But it would have been difficult to put them together before the flight. Combining disparate pieces of information about people — whether they are customers or terrorists — is akin to solving a complex jigsaw puzzle. And in defense of the intelligence agencies, hardly anybody — in either the public or private sectors — does it well.

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Management’s Dirty Little Secret

10. January 2010

By Gary Hamel

How would you feel about a physician who killed more patients than he helped? What about a police detective who committed more murders than he solved? Or a teacher whose students were more likely to get dumber than smarter as the school year progressed? And what if you discovered that these perverse outcomes were more the rule than the exception—that they were characteristic of most doctors, policemen and professors? You’d be more than perplexed. You’d be incensed, outraged. You’d demand that something must be done!

Given this, why are we complacent when confronted with data that suggest most managers are more likely to douse the flames of employee enthusiasm than fan them, and are more likely to frustrate extraordinary accomplishment than to foster it?

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Management-Theoretiker Prahalad “Wir brauchen einen neuen Gesellschaftsvertrag”

7. January 2010

Manfred Engeser 26.12.2009  

Management-Vordenker C. K. Prahalad fordert Nachhaltigkeit statt Profitdenken als Selbstzweck.

Management-Vordenker C.K. Prahalad fordert Nachhaltigkeit statt Profitdenken als Selbstzweck

WirtschaftsWoche: Mister Prahalad, das Krisenjahr 2009 ist überstanden. Welche Herausforderungen warten auf die Unternehmen 2010?

C.K. Prahalad: Sie müssen sich der zentralen Frage stellen: Welche Spuren hinterlässt ein Unternehmen mit seinem Handeln?

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Why Philips Decided to Start Making Sex Toys

7. January 2010

   Date: 06-01-2010
 Source: SPIEGEL
Subject: ‘In Some Markets, the Collapse Was Brutal’

Interview with Philips CEO Gerard Kleisterlee

Gerard Kleisterlee, CEO of technology company Philips, talks to SPIEGEL about the radical restructuring of the traditional firm, market opportunities arising from aging populations and why the firm decided to start making sex toys.

Gerard Kleisterlee, CEO of technology company Philips, talked to SPIEGEL about the radical restructuring of the traditional firm, market opportunities arising from aging populations and why the firm decided to start making sex toys.

Read the rest of this entry »