It's essential for leaders to spark conflict in their organizations, as long as it is constructive. A Q&A with Professor Michael Roberto, author of the new book Why Great Leaders Don't Take Yes for an Answer.
Often the hardest part of a turnaround is improving bad interpersonal behavior in the organization. A Harvard Business Review excerpt by professors David Garvin and Michael Roberto.
Published in 2004
Managers and employees often dismiss change initiatives as the new flavor of the month. In this Q&A, Professor Michael A. Roberto and Senior Researcher Lynne C. Levesque discuss new techniques to make change stick.
From consolidation to the growing clout of mass retailers, structural changes have hit the wine industry. Professor Michael Roberto discusses the move from elitism to mainstream appeal.
Published in 2002
On May 10, 1996, five mountaineers from two teams perished while climbing Mount Everest. Is there anything business leaders can learn from the tragedy? HBS professor Michael A. Roberto used the tools of management to find out. Plus: Q&A with Michael Roberto
Published in 2001
As you weigh the options for your company's next step, how do you decide which way to turn? HBS professors David A. Garvin and Michael A. Roberto offer some tips in this excerpt from Harvard Business Review. Plus: Q&A with Garvin and Roberto
Published in 2000
