Anette Mikes
There are 4 articles for this faculty member.
About Faculty in this Article:
Anette Mikes is an assistant professor in the Accounting & Management Unit at Harvard Business School.
Sharpening Your Skills: Organizational Design
| Published: | November 17, 2011 |
|---|---|
| Feature: | Sharpening Your Skills |
In this collection from our archives, Harvard Business School faculty discuss specific challenges that can be solved with the right organizational design.
From Counting Risk to Making Risk Count: Boundary-Work in Risk Management
| Author: | Anette Mikes |
|---|---|
| Published: | August 12, 2011 |
| Paper Release Date: | March 2011 |
| Feature: | Working Papers |
According to previous research, the cycle of risk management includes counting risk through quantification and aggregation; controlling risk until something like a financial crisis occurs; and then calculating new risks in an attempt to avoid similar crises in the future. In this paper, through case studies carried out at several banks, Harvard Business School professor Anette Mikes introduces the idea that this cycle is contingent upon a "calculative culture," which steers organizations toward successful risk management practices.
Moving From Bean Counter to Game Changer
| Published: | May 9, 2011 |
|---|---|
| Feature: | Research & Ideas |
| Forum: | open for comment; 12 Comments posted |
New research by HBS professor Anette Mikes and colleagues looks into how accountants, finance professionals, internal auditors, and risk managers gain influence in their organizations to become strategic decision makers.
Organizational Toolmaking: Transformations in the Influence of Experts
| Authors: | Matthew Hall, Anette Mikes, and Yuval Millo |
|---|---|
| Published: | May 3, 2011 |
| Paper Release Date: | January 2011 (Revised November 2011) |
| Feature: | Working Papers |
Most organizations have technical experts on staff—accountants, finance professionals, internal auditors, risk managers-but not all experts are listened to at higher levels. To understand how expert influence on strategic thinking can be increased, Matthew Hall, Anette Mikes, and Yuval Millo followed the organizational transformation of risk experts in two large UK banks. One transformation was successful, the other not. Are your experts merely "box-tickers," or are they influential "frame-makers"?
