Online forum OPEN through November 24. A new monograph by HBS professor emeritus Bruce R. Scott describes the role that government plays in preserving both capitalism and democracy. Professor Jim Heskett asks: How should a government best support or constrain markets? What do you think?
Summing up. "Instructors seek case studies that provoke discussion on both sides of an issue and raise many questions. We seem to have found such an issue this month," says Professor Jim Heskett, reviewing nearly 80 insightful comments. (Online forum now closed; next forum begins November 4.)
There is a time and place for retention bonuses but they should be used sparingly, wrote many respondents to this month's column, says Professor Jim Heskett. Others challenged the value of bonuses, and suggested compelling alternatives. (Online forum now closed; next forum begins October 2.)
Change is desperately needed, agreed readers of Professor Jim Heskett's online forum. But how to make that change remains in doubt. What can Americans learn from solutions implemented by other countries? (Forum now closed; next forum begins September 4.)
It is becoming clear that human behavior is much less rational than we assumed, says HBS professor Jim Heskett. Judging from replies to this month's question, there are many nuances to managing in an irrational world. (Online forum now closed. Next forum begins August 7.)
Respondents to this month's column by HBS professor Jim Heskett came close to general agreement on the proposition that economic growth is not measured properly by GDP, calling for new indicators. Jim sums up. (Online forum now closed. Next forum begins July 6.)
Like a good case study, this month's question divided respondents nearly down the middle, says professor Jim Heskett. Can managers lead both a large, established organization and encourage intrapreneurial effort inside it? Readers weighed in. (Online forum now closed. Next forum begins June 5.)
This month's question brought out both the poets and the engineers among respondents. The rapid pace of new technology adoption within organizations implies change for management and society, says HBS professor Jim Heskett. How does change affect the open sharing of information? (Forum now closed; next forum begins May 1.)
HBS professor Jim Heskett sums up comments to this month's column. Given the possibility that a naturally pessimistic (or perhaps more realistic) CEO might adversely affect everything from market reactions to employee morale, HBS Working Knowledge readers' comments are full of advice for honesty, candor, and an optimistic bias.
Managers discuss their own experience in organizations in response to February's column. All good leaders teach as well as learn, says Jim Heskett. Is it possible with any degree of confidence to select people for certain leadership jobs? (Forum now closed. Next forum begins March 5.)
A provocative new book, The Venturesome Economy, argues that the world isn't flat at all, says HBS professor Jim Heskett. But in supporting innovation, does flatness even matter? Readers around the world weighed in with a constellation of viewpoints. (Online forum now closed; next forum begins February 5.)
Published in 2008
Organizations with strong, adaptive cultures enjoy labor cost advantages, great employee and customer loyalty, and a smoother on-ramp in leadership succession. A book excerpt from The Ownership Quotient: Putting the Service Profit Chain to Work for Unbeatable Competitive Advantage by HBS professors Jim Heskett and W. Earl Sasser and coauthor Joe Wheeler.
Did human frailty cause this crisis? Several thinkers have come forward with a suggestion for improvements to fiscal policy that are based on fostering better decisions while preserving consumer choice, says HBS professor Jim Heskett. What should be done? What do you think? (Online forum now closed. Next forum begins January 7.)
Think of IKEA and eBay. Some popular companies make it easy for customers to become "volunteers" in the organization's success, says HBS professor Jim Heskett. Is there a downside? Or will customer-fueled strategies provide competitive advantage in the future? Online forum now closed.
The depth of the global financial crisis is becoming clearer day by day, says HBS professor Jim Heskett. Respondents to this month's column offered creative solutions, and by and large resisted the temptation to venture into the realm of ideology. (Online forum now closed.)
Online forum now closed. The case method of teaching business management has come under criticism on a number of fronts as educators rethink how to incorporate new teaching tools and methods made available by technology. Responses to Professor Jim Heskett's recent column, however, suggest that the case method might even be gaining relevance over time.
Summing Up HBS professor Jim Heskett sums up comments from his readers on the topic of stretch goals. Does stretch still make sense as an organizing principle? What, if anything, should be done to ensure that stretch is allowed to flourish in companies today? What do you think?
Online forum now closed. Leadership may be much-discussed, but followership merits equal attention, suggests HBS professor Jim Heskett. As a follower, what advice would you give other followers who want to have an impact on their jobs and organizations? As a leader, what do you do to foster good followership?
Online forum closed. Summing Up. According to Gerald and Lindsay Zaltman, nearly all research techniques commonly used today probe humans only at their conscious level, though it is the subconscious level that really determines behavior.
In state capitalism, is the operative word "capitalism"? State capitalism is neither to be applauded nor feared, judging from the tone of responses to May's column. Jim Heskett sums up. Online forum now closed.
Harvard Business School professor emeritus James L. Heskett has spent much of his career exploring how satisfied employees and customers can drive lifelong profit. Heskett and his colleagues will soon introduce a new concept into the business management literature: customer and employee "owners."
Online forum now closed. Is intellectual property becoming community property? While the impact of change on the valuation of IP is of concern to some respondents, others wonder whether the issues are overblown. HBS professor Jim Heskett sums up responses to this month's column.
Management could change a lot in the coming years, says HBS professor Jim Heskett. A few reasons: continued development of the Internet and the transparency and communities it has spawned, and new attitudes toward work. But will innovation in management mostly be confined to entrepreneurs? What do you think? Online forum now closed.
Online forum now closed. For managers, sustainability can mean the integration and intersection of social, environmental, and economic responsibilities. The concept is admirable, says Jim Heskett, but does it also confuse managers entrusted with the bottom line? How should they make trade-offs? Jim sums up reader responses.
It's a question as relevant for business as for the U.S. presidential campaign, says HBS professor Jim Heskett. If "judgment capability" is a function of experience, what kind of experience is important? Does plenty of experience really improve judgment? Online forum now CLOSED.
Published in 2007
Online forum closed. It's an open question whether management, as it is currently practiced, contributes much to creativity and innovation, says HBS professor Jim Heskett. What changes will allow managers, particularly in larger organizations, to add value to the creative process? What do you think?
Online forum now closed. CEO and other leadership talent may be best developed within a firm rather than imported, says Jim Heskett. If such people—insiders with an outsider's perspective—provide answers to the need for such things as continuity, intimate knowledge of the organization, and a fresh look at the business, why don't we see more of them?
Summing Up. Professor Jim Heskett considers his reader's comments on the growing imbalance between what John Bogle terms managerial capitalism and owners' capitalism.
Summing Up. The founders of top business schools wanted to make management a profession similar to law, medicine, and theology. But the results look different, according to a new book, From Higher Aims to Hired Hands, by HBS professor Rakesh Khurana. Now Jim Heskett asks: How, and to what extent, are business schools themselves contributing to the situation? Forum now closed.
Gen Yers or "millennials"—those born beginning in the late 1970s—are generally bright, cheery, seemingly well-adjusted, and cooperative, says Jim Heskett. Their work styles are sometimes confounding, though. As managers, how will they shape organizations of the future? Online forum now closed.
Forum now closed. Summing up the many responses, Jim Heskett says that the mix of control, delegation, and theater employed by successful leaders depends on timing and circumstances. "The strongest messages I received were that if leadership involves control, it is only over setting an organization's course and priorities."
Online forum now CLOSED. Professor Jim Heskett sums up 98 reader responses from around the world. As he concludes, is there another subject as important as this one about which we assume so much and know so little?
"Uncertainty sometimes is essential for success" asserts a new book, How Doctors Think. The work of doctors raises intriguing questions about managing, says Jim Heskett, since diagnostics are an important part of managerial decision-making, too. Jim sums up nearly 60 responses from readers around the world, including practicing physicians.
HBS professor Jim Heskett sums up many creative responses from readers on the role of business in combatting global climate change. Online forum now closed.
Healthcare will grab ever more headlines in the U.S. in the coming months, says Jim Heskett. Any service that is on track to consume 40 percent of the gross national product of the world's largest economy by the year 2050 will be hard to ignore. But are we addressing healthcare cost issues with the creativity they deserve? What do you think?
There's know-how in business and then there's "know why." Purpose is a powerful motivator on many levels, says Jim Heskett. Can we aspire to a strong sense of "know why" even if our organization is not out to change the world? What do you think? Online forum now open.
The growing use of MRI (magnetic resonance imaging) devices for studying decision making means that in 2007 we may hear a number of striking conclusions based on studies involving a small number of brain scans, says Jim Heskett. What are the more general implications of this trend? Will it have strong explanatory as well as manipulative potential for us as consumers, managers, and citizens?
Published in 2006
A new book by Gregory Clark identifies "labor quality" as the major enticement for capital flows that lead to economic prosperity. By defining labor quality in terms of discipline and attitudes toward work, this argument minimizes the long-term threat of outsourcing to developed economies. By understanding labor quality, can we better confront anxieties about outsourcing and immigration?
What can we do to make performance reviews more productive and less distasteful? Should their objectives be scaled back to just one or two? Should they be disengaged from the determination of compensation and, if so, how?
Without knowing it, we have already heard a great deal about "dependency ratios." We can expect to hear a lot more, both at the level of nations and individual firms. What is the answer to a dilemma that we are going to be confronting more and more frequently?
On its face, self-management looks like a "win-win" answer to the scarcity of good managers and the predominance of low-involvement entry-level jobs. But are sufficient numbers of entry-level employees ready for self-management? And is management ready?
The "Long Tail," a term coined by Chris Anderson—and the title of his new book—describes the item popularity curve. Does the Long Tail represent a paradigm shift for business and consumer behavior? What are its implications for management going forward?
Leadership talent is enjoying a perceived "seller's market," says Jim Heskett. As we select and train future leaders for all levels of our organizations, how much effort do we really spend assessing executive intelligence as opposed to personality and style? What do YOU think?
In the cost-driven U.S. service economy, are worker benefits being sacrificed in the name of lower-cost services to customers? Are these social costs more than offset by the benefits of job creation, the consumption stimulus that spurs job creation, and lower unemployment?
Both of these economists greatly influenced the political economics of the twentieth century. But what of this century? Which set of views will most shape the policies of governments and our way of life?
A new book argues that globalization has led corporations to outsource too much of their work and, more important, their intellectual capital. What with the increasing fluidity of labor markets, is it all too much for global managers to handle?
If you were an advisor to the senior managements of these companies doing business in China, what would you propose that they do?
A small but growing chorus of public company CEOs is deciding not to provide quarterly earnings guidance. Is this a good or bad development for shareholders, investors, analysts, the marketplace, and the company’s short- and long-term health?
The pros and cons of grade disclosure is a hot topic at business schools these days, including Harvard Business School. Should students have to disclose their grades to recruiters? And how does this issue connect to the need for greater transparency in business generally?
Published in 2005
What are the moral consequences of economic growth? It’s a subject that political economist Benjamin M. Friedman tackles in a new book. Growth numbers may move markets, but do they also lull us into a false sense of satisfaction and security?
Americans these days have a lot more choices in products and services. But do consumers and suppliers suffer from choice overload? If so, what does this abundance mean for companies?
There’s an ongoing story of fragmentation in the union movement in North America. Will the concept of cooperation and individual sacrifice for the common good work in a global labor market populated by large multinational employers?
The response by public officials to the Hurricane Katrina disaster will be analyzed for years. Can lessons learned in the private sector instruct us in minimizing the suffering and damage from inevitable future calamities?
There appears to be little or no relationship between the size of American CEO compensation awards and actual corporate performance. Will change come from the increased level of competition among global companies with significantly different approaches to the compensation of senior managers?
Are business schools overemphasizing research at the expense of practical experience in the classroom? Are they preparing graduates in useful ways for careers in management?
There is a lot of talk these days about a level playing field, sparked in part by Thomas L. Friedman's bestseller, The World is Flat. But what is a level playing field in the world today, and does everyone play by the same rules?
There is a kind of "always on" communication system shaping up between the most committed of tech-minded users and those who supply them. Is the close monitoring of developing trends always in our best interests as marketers and customers?
When employees leave, they take more than their coat and hat. How can companies better preserve the accumulated knowledge of individuals? Isn’t that what separates average companies from truly great ones?
How would the business world—and society—be different if managers needed to be licensed the way doctors, lawyers, and the clergy are?
Malcolm Gladwell's popular new book is about the power of snap judgements and the ways in which people develop the ability to make them. Can—and should—people make typical business decisions in the blink of an eye?
Mexico may have found a formula for avoiding most of the misfortunes that could arise when individuals invest their own funds. What's the right way to support an aging workforce? And why is it that a concept—life-long security—that should bring comfort to all of us is so distasteful to address in public?
Published in 2004
Important trends are identified as part of nearly every strategic planning exercise. But the efforts to address them too often stop there. How come?
New research suggests that large groups of people are better than a few experts at everything from estimating the true magnitude of things to diagnosing causes of problems to predicting outcomes. If this is correct, what does it say about the true nature of effective leadership?
Speed can enhance product development and innovation, but speed can also be used effectively by fast imitators to both save design costs and preempt market share.
How should the world (and firms, and countries) best adjust to an age of more expensive energy? Among the possible alternatives for tackling the problem, three seem to stand out.
Section 404 of the Sarbanes-Oxley Act requires that managers certify the integrity of their internal controls for financial reporting. In the end, are shareholders getting their money’s worth? Are more costly amendments to come?
Many organizations regard work-life benefits as an investment designed, among other things, to attract and retain talent. How do such benefits affect productivity for the individuals, the company, and society?
A couple new books, including most controversially Does IT Matter? focus on sources of competitive advantage. Are management concepts on their own the best way to compete? And, does it matter that new concepts—and their guru practitioners—seem to come from the U.S.?
A new book by Laura Nash and Howard Stevenson, Just Enough, suggests four dimensions for looking at personal success: happiness, achievement, significance, and legacy. Is this a useful way for hardworking managers to gauge their sense of self-worth?
It looks like more mergers and acquisitions are on the horizon. Time and again, why do so few mergers and acquisitions meet expectations? Is the information about human resources just too difficult to obtain during a sensitive acquisition process?
What are the loyalty rules? Have managers been led too far afield with customer loyalty management programs?
Fighting groupthink is probably just as worthy an endeavor as attaining "buy in." But what are the risks for the leader and his or her subordinates? What has worked for you? What hasn't worked?
It looks like productivity increases in the U.S. are accommodating growth with little increase in the number of jobs. Doesn’t it suggest that the jobs that people do hold must be getting better?
Published in 2003
Once a "safe bet," mutual funds are facing a rocky future as investment managers come under fire for such mismanagement as arbitrage trading. These alleged double dealings will end up costing investors a bundle in the long run. Are we witnessing mutual funds' swan song?
The earnings of all publicly owned organizations may soon take a hit as the organizations comply with various provisions of the Sarbanes-Oxley Act and new FASB rules. Are these and perhaps other "cures" to the corporate scandals really worth the cost to investors?
In their new book, The Innovator’s Solution, HBS professor Clayton Christensen and co-author Michael E. Raynor propose four guidelines for developing a "disruptive growth engine." The problem: According to the authors, few organizations have been able to achieve more than one disruptive technology in their lifetimes. Why is it so difficult?
A well-respected and influential newspaper was forced into a public auction by a hostile buy-out offer. Let's say you were on the board. How would you have reacted?
How should organizations juggle the need for the right skills as well as the right attitudes? What goes wrong when one or the other is missing?
From airlines to professional services, is improvement in productivity always a good thing, especially right now? Is it the ultimate answer for foundering economies? Or will it increase the ranks of the unemployed? You decide.
Let’s say you are left in charge of an MBA program. How would you and your students sort through the tensions in corporate life vis-à-vis society, employees, and investors? How would you build those learnings into your program and make them stick?
This should be a good time to be a marketer and a consumer as well, suggests Jim Heskett. More focused sales, less waste in advertising, an industry in tune with its best customers. Is this your experience? Do you think marketing has hit its stride? Can it?
Are executives who ask this question overreacting to current events? Or, if the current geopolitical events are merely symptoms of a greater and longer struggle, should we begin to think about devaluing, discounting, or postponing global initiatives in favor of more predictable business investments "closer to home"?
Thinking of your customers and employees as key creators of value can produce profitable results. Harvard Business School professors W. Earl Sasser and James L. Heskett discuss their new book, The Value Profit Chain. Plus: Book excerpt.
Will risk-averse corporate audit committees' natural tendencies to engage the biggest accounting firms insure that the current accounting oligopoly will become even stronger?
No one doubts business schools are expert at teaching management theory. But
what about teaching real-world basics? In short, can students be taught
execution?
Is China post WTO a land of great entrepreneurial opportunity, or a house of
cards threatening to collapse on foreign investors?
Published in 2002
Published in 2001
Published in 2000
