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    Gulati, RanjayRemove Gulati, Ranjay →

    Page 1 of 13 Results
    • 26 Apr 2022
    • Book

    What Does Your Business Stand For? Why Building Trust Starts with Purpose

    by Ranjay Gulati

    Trust is fragile and must be nurtured. By tapping into their purpose, leaders can help their organizations embody the values and principles they espouse, says Ranjay Gulati in his book Deep Purpose: The Heart and Soul of High-Performance Companies. Closed for comment; 0 Comments.

    • 22 Mar 2022
    • Cold Call Podcast

    How Etsy Found Its Purpose and Crafted a Turnaround

    Re: Ranjay Gulati

    Etsy, the online seller of handmade goods, was founded in 2005 as an alternative to companies that sold mass-manufactured products. The company grew substantially, but remained unprofitable under the leadership of two early CEOs. Ten years later, Etsy went public and was forced into a new arena, where it was beholden to stakeholders who demanded financial success and accountability. Unable to contain costs, the company was almost bought out by private equity firms in 2017—until CEO Josh Silverman arrived with a mission to save the company financially and, in the process, save its soul. Harvard Business School professor Ranjay Gulati discusses the purpose-driven turnaround Silverman and his team led at Etsy—to make the company profitable and improve its social and environmental impact—in the case, “Etsy: Crafting a Turnaround to Save the Business and Its Soul.” Open for comment; 0 Comments.

    • 17 Mar 2022
    • Research & Ideas

    Navigating Tradeoffs: How Purpose Becomes a Company's ‘Lighthouse in the Storm’

    by Ranjay Gulati

    Leaders wrestle with tough decisions every day. Focusing on a company's higher purpose can help them make better choices, says Ranjay Gulati in this excerpt from his book Deep Purpose. Open for comment; 0 Comments.

    • 17 Feb 2022
    • Book

    When Employees Feel a Sense of Purpose, Companies Succeed

    by Ranjay Gulati

    Corporate cultures tend to encourage conformity. At a time when employees expect more from their jobs, companies should make space for individuality, Ranjay Gulati argues in this excerpt from his book, Deep Purpose. Open for comment; 0 Comments.

    • 12 Nov 2021
    • Op-Ed

    Can Our Parenting Struggles Make Us Better Leaders?

    by Ranjay Gulati

    Like parents, leaders must know when to impose control and when to step back. Ranjay Gulati reflects on the benefits of authoritative leadership, and what it takes to achieve it. Open for comment; 0 Comments.

    • 01 Nov 2021
    • Op-Ed

    Team Success Starts with the Individual—and with Love

    by Ranjay Gulati

    Many leaders see teams as collective units, but helping individual members reach their potential—personally and professionally—can open new opportunities. Ranjay Gulati looks at the philosophy of famed football coach Pete Carroll. Open for comment; 0 Comments.

    • 07 Mar 2017
    • First Look

    First Look at New Research, March 7

    Sean Silverthorne

    Digitizing tradition and decorum at Wimbledon ... Elon Musk on the road and in space ... The problem with growth: organizational scaling.

    • 27 Apr 2016
    • Research & Ideas

    How the FBI Reinvented Itself After 9/11

    by Carmen Nobel

    In the wake of the 9/11 attacks, the FBI was ordered to reorganize itself from a law enforcement agency to a national security organization. The transformation and the lessons it imparts are documented in a study by Ranjay Gulati, Ryan L. Raffaelli, and Jan W. Rivkin. Open for comment; 0 Comments.

    • 19 Feb 2016
    • Working Paper Summaries

    ‘Does 'What We Do' Make Us 'Who We Are'? Organizational Design and Identity Change at the Federal Bureau of Investigation

    by Ranjay Gulati, Ryan Raffaelli, and Jan Rivkin

    Both the design and identity of the FBI changed greatly in the wake of the September 11, 2001 terrorist attacks. This study tracing the co-evolution of the Bureau’s organizational design and identity before the 9/11 attacks and through three subsequent phases finds that successful changes to organizational identity are likely to be delayed after a radical external shock: Management is likely to be constrained, appropriate design is probably unclear, or both.

    • 06 Jun 2013
    • Op-Ed

    How to Do Away with the Dangers of Outsourcing

    by Ranjay Gulati

    The collapse of the Rana Plaza garment factory in Bangladesh should be a warning to companies that embrace outsourcing, says Professor Ranjay Gulati. Closed for comment; 0 Comments.

    • 17 Nov 2011
    • Sharpening Your Skills

    Sharpening Your Skills: Organizational Design

    Re: Ranjay Gulati & Raffaella Sadun

    In this collection from our archives, Harvard Business School faculty discuss specific challenges that can be solved with the right organizational design. Closed for comment; 0 Comments.

    • 13 Dec 2010
    • Research & Ideas

    Managing the Support Staff Identity Crisis

    by Carmen Nobel

    Employees not connected directly to profit and loss can suffer from a collective "I-am-not-strategic" identity crisis. Professor Ranjay Gulati suggests that business managers allow so-called support function employees to become catalysts for change. Open for comment; 0 Comments.

    • 16 Feb 2010
    • Research & Ideas

    The Outside-In Approach to Customer Service

    by Sarah Jane Gilbert

    Ranjay Gulati, an expert on leadership, strategy, and organizational issues in firms, describes how companies can evolve through four levels to become more customer-centric. Plus: Book excerpt from Reorganize for Resilience: Putting Customers at the Center of Your Business. Open for comment; 0 Comments.

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