- 31 May 2017
- Sharpening Your Skills
10 Harvard Business School Research Stories That Will Make Your Mouth Water
The food industry is under intense study at Harvard Business School. This story sampler looks at issues including restaurant marketing, chefs as CEOs, and the business of food science. Open for comment; Comment(s) posted.
- 17 Jan 2017
- Working Paper Summaries
Foreign Competition and Domestic Innovation: Evidence from US Patents
US firms in industries exposed to greater change in import competition from China have suffered worse growth in patenting and R&D spending than firms in industries exposed to less change in Chinese competition.
- 18 Nov 2016
- Sharpening Your Skills
Sharpening Your Skills: Making a Fast Start on a New Job
Everyone has to begin a new job—even presidents! We look to the archives for what Harvard Business School experts have recommended for making a splashy start. Open for comment; Comment(s) posted.
- 19 Jul 2016
- Working Paper Summaries
Towards a Prescriptive Theory of Dynamic Capabilities: Connecting Strategic Choice, Learning, and Competition
This paper explore how firms’ choices about capability investments shape competitive outcomes. In essence, while general-purpose management capabilities rooted in such activities as quality management systems and corporate governance may contribute to performance differences across firms, firms also need to develop market-specific capabilities to compete. It is also crucial to manage two types of uncertainty: supply side uncertainty to create new capabilities and demand side uncertainty about the value of those capabilities.
- 11 Jul 2016
- HBS Case
Neurodiversity: The Benefits of Recruiting Employees with Cognitive Disabilities
Employers are increasingly finding fresh ideas and insights by recruiting workers with Autism Spectrum Disorder and other cognitive disabilities. Gary Pisano and Robert Austin discuss their case study, “SAP SE: Autism at Work.” Open for comment; Comment(s) posted.
- 22 Oct 2015
- Working Paper Summaries
A Normative Theory of Dynamic Capabilities: Connecting Strategy, Know-How, and Competition
Gary Pisano examines how companies compete on "know how" by analyzing how they invest in different capabilities.
- 20 Jul 2015
- Research & Ideas
Globalization Hasn’t Killed the Manufacturing Cluster
In today's global markets, companies have many choices to procure what they need to develop, build, and sell product. So who needs a manufacturing cluster, such as Detroit? Research by Gary Pisano and Giulio Buciuni shows that in some industries, location still matters. Open for comment; 0 Comment(s) posted.
- 29 May 2015
- Working Paper Summaries
Can Marshall’s Clusters Survive Globalization?
When and why do manufacturing clusters survive globalization? According to case studies and analysis contained in this paper, 1) cluster decline is not an inevitable consequence of globalization, yet 2) once an industrial commons has eroded and a supply chain has disaggregated, it is very difficult to rebuild. Among the managerial implications of this research, managers needing to make long-term commitments toward supply chain configurations can be helped by understanding how location matters to manufacturing performance. Closed for comment; 0 Comment(s) posted.
- 05 May 2014
- Research & Ideas
Reflecting on Work Improves Job Performance
New research by Francesca Gino, Gary Pisano, and colleagues shows that taking time to reflect on our work improves job performance in the long run. Closed for comment; 26 Comment(s) posted.
- 11 Apr 2014
- Working Paper Summaries
Learning By Thinking: How Reflection Improves Performance
Knowledge plays an important role in the productivity and prosperity of economies, organizations, and individuals. Even so, research on learning has primarily focused on the role of doing (experience) in fostering progress over time. To compare the effectiveness of different sources of learning, the authors take a micro approach and study learning at the individual level. They argue that learning from direct experience can be more effective if coupled with reflection—that is, the intentional attempt to synthesize, abstract, and articulate the key lessons taught by experience. Using a mixed-method approach that combines laboratory experiments and a field study in a large business process outsourcing company in India, they find support for this prediction. Further, they find that the effect of reflection on learning is mediated by greater perceived ability to achieve a goal (i.e., self-efficacy). Together, these results reveal reflection to be a powerful mechanism behind learning, confirming the words of American philosopher, psychologist, and educational reformer John Dewey: "We do not learn from experience ... we learn from reflecting on experience." Key concepts include: Learning from direct experience can be more effective if coupled with reflection-that is, the intentional attempt to synthesize, abstract, and articulate the key lessons taught by experience. Reflecting on what has been learned makes experience more productive. Reflection builds one's confidence in the ability to achieve a goal (i.e., self-efficacy), which in turn translates into higher rates of learning. Closed for comment; 0 Comment(s) posted.
- 16 Dec 2013
- HBS Case
D’O: Making a Michelin-Starred Restaurant Affordable
Under the leadership of Chef Davide Oldani, the Italian restaurant D'O balances Michelin-star-level quality with affordable prices. In the following story and video, Professor Gary Pisano explains how Oldani does it. Open for comment; 10 Comment(s) posted.
- 20 May 2013
- Op-Ed
Making America an Industrial Powerhouse Again
President Obama's funding of the National Network of Manufacturing Innovation is a needed step to get the country building again, says Professor Gary Pisano. Closed for comment; 7 Comment(s) posted.
- 17 Oct 2012
- Research & Ideas
America Needs a Manufacturing Renaissance
In their new book, Producing Prosperity: Why America Needs a Manufacturing Renaissance, Harvard Business School professors Gary P. Pisano and Willy C. Shih discuss the dangers of underinvesting in the nation's manufacturing capabilities. This excerpt discusses the importance of the "industrial commons." Closed for comment; 0 Comment(s) posted.
- 03 Oct 2012
- What Do You Think?
Can We Bring Back the “Industrial Commons” for Manufacturing?
Summing Up: Does the US have the political will or educational ability to remake its manufacturing sector on the back of an 'industrial commons?' Professor Jim Heskett's readers are dubious. Closed for comment; 26 Comment(s) posted.
- 11 May 2012
- Working Paper Summaries
Creating an R&D Strategy
This note by Gary P. Pisano provides a framework for designing an R&D strategy. It starts with the simple notion that a strategy is a system approach to solving a problem. An R&D strategy is defined a coherent set of interrelated choices across decision concerning: organizational architecture, processes, people, and project portfolios. To illustrate the framework, we use examples of three pharmaceutical companies and examine how their different R&D strategies were rooted in different assumptions about the core driver of R&D performance. This suggests that the very first question to be answered in strategy development is: What's our shared understanding of the root cause of the problem we are trying to solve? Key concepts include: A good strategy provides consistency, coherence, and alignment. The "game plan" for an R&D organization can be broken down into 4 strategic levers: architecture, processes, people, and portfolio. Together, decisions made in each of these categories constitute the R&D strategy. R&D performance results from the interaction of many different decisions and choices, including the size and location of R&D facilities, the division of labor between various groups, the choice of technologies used inside the R&D organization, the selection of personnel, the allocation of resources, the design of processes for managing projects, and other factors. Closed for comment; 0 Comment(s) posted.
- 28 Mar 2011
- Research & Ideas
Why Manufacturing Matters
After decades of outsourcing, America's ability to innovate and create high-tech products essential for future prosperity is on the decline, argue professors Gary Pisano and Willy Shih. Is it too late to get it back? From HBS Alumni Bulletin. Closed for comment; 44 Comment(s) posted.
- 19 Feb 2010
- Working Paper Summaries
The Evolution of Science-Based Business: Innovating How We Innovate
Science has long been connected to innovation and thus to the business enterprise. However, the nature of the connection between science and business in recent decades has begun to change in important ways. On the one hand, we have witnessed the decline of corporate industrial laboratories. At the same time, we have seen the emergence of a new class of entrepreneurial firms that are deeply immersed in science in sectors like biotech, nanotech, and more recently energy. HBS professor Gary P. Pisano examines the changing nature of the science-business intersection and describes the emergence of a science-based business as a novel organizational form. He also describes the institutional and organizational challenges created by this convergence. Key concepts include: Science-based businesses face unique challenges as they straddle two worlds with very different time horizons, risks, expectations, and norms. The professions of management and of science are still largely separate: Scientists receive no formal training in management, and MBAs receive no training in science. This is a striking gap. Today the "invisible hand" of markets increasingly governs science-based businesses. Assessing this form of governance against the requirements of science-based businesses suggests the need for organizational innovation. Closed for comment; 0 Comment(s) posted.
- 27 Aug 2008
- Research & Ideas
Creating Leaders for Science-Based Businesses
The unique challenges of managing and leading science-based businesses—certain to be a driver of this century's new economy—demand new management paradigms. At Harvard Business School, the opportunities start just across the street. From HBS Alumni Bulletin. Key concepts include: Despite the hundreds of billions of dollars invested in biotech in recent decades, most biotech companies do not turn a profit. Science-based companies require a different kind of leadership, which HBS intends to develop through research, analysis and teaching. Harvard's new science complex being built across from Harvard Business School presents many opportunities for cross-fertilization. Closed for comment; 0 Comment(s) posted.
- 31 Mar 2008
- HBS Case
JetBlue’s Valentine’s Day Crisis
It was the Valentine's Day from hell for JetBlue employees and more than 130,000 customers. Under bad weather, JetBlue fliers were trapped on the runway at JFK for hours, many ultimately delayed by days. How did the airline make it right with customers and learn from its mistakes? A discussion with Harvard Business School professor Robert S. Huckman. Key concepts include: JetBlue's dependence on a reservations system that relied on a dispersed workforce and the Web broke down when thousands of passengers needed to rebook at once. A crisis forces an organization to evaluate its operating processes rapidly and decide where it needs to create greater formalization or structure. Closed for comment; 0 Comment(s) posted.
Pal's Sudden Service: Taking Fast Food to the Next Level
Pal's Sudden Service hamburger chain has a remarkable operating model and organizational culture unique in the fast food industry. Can Pal's maintain its high quality and happy employees if it expands? Gary Pisano discusses the company’s strategic challenge. Open for comment; Comment(s) posted.