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New research on management from Harvard Business School faculty on issues including management strategy, accountability, design and succession planning.
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Improving Corporate Governance with the Balanced Scorecard

by Robert S. Kaplan & Michael E. Nagel

The authors review the key roles of corporate boards and recommend a Balanced Scorecard approach to help boards work smarter, not harder. Kaplan and Nagel recommend a three-part Balanced Scorecard program: Part 1: An Enterprise Scorecard that includes enterprise-wide strategic objectives, performance measures, targets, and initiatives; Part 2: A Board Scorecard that defines and clarifies the strategic contributions and requirements of the board, and provides a tool to manage the board's performance; Part 3: Executive Scorecards, which define strategic contributions of top management and are used to select, evaluate, and reward senior executives. Key concepts include: Reforms such as Sarbanes-Oxley have increased the amount of work that boards need to do. A Balanced Scorecard approach can help boards use their limited time effectively. An enterprise strategy map and enterprise Balanced Scorecard should be the primary documents distributed to the board in advance of meetings. Closed for comment; 0 Comments.

Managing Alignment as a Process

by Robert S. Kaplan & David P. Norton

"Most organizations attempt to create synergy, but in a fragmented, uncoordinated way," say HBS professor Robert S. Kaplan and colleague David P. Norton. Their new book excerpted here, Alignment, tells how to see alignment as a management process. Closed for comment; 0 Comments.

When Benchmarks Don’t Work

by Robert S. Kaplan

Benchmarks have their virtues, but professor Robert S. Kaplan argues they should be saved for surveys of commoditized processes or services. From Balanced Scorecard Report. Closed for comment; 0 Comments.

Unilever: Transformation and Tradition

by Geoffrey Jones

In a new book, professor Geoffrey Jones looks at Unilever's decades-old transformation from fragmented underperformer to focused consumer products giant. This epilogue summarizes the years 1960 to 1990. Closed for comment; 0 Comments.

The Hard Work of Failure Analysis

by Amy Edmondson & Mark D. Cannon

We all should learn from failure—but it's difficult to do so objectively. In this excerpt from "Failing to Learn and Learning to Fail (Intelligently)" in Long Range Planning Journal, HBS professor Amy Edmondson and coauthor Mark Cannon offer a process for analyzing what went wrong. Closed for comment; 0 Comments.

Decision Rights: Who Gives the Green Light?

by Peter Jacobs

Four steps to ensure that the right decisions are made by the right people. HBS professor emeritus Michael C. Jensen explains in Harvard Management Update. Closed for comment; 0 Comments.

A Balanced Scorecard Approach To Measure Customer Profitability

by Robert S. Kaplan

Happy customers are good, but profitable customers are much better. In this article, professor and Balanced Scorecard guru Robert S. Kaplan introduces BSC Customer Profitability Metrics. From Balanced Scorecard Report. Closed for comment; 0 Comments.

A Diagnostic for Disruptive Innovation

by Scott D. Anthony, Mark W. Johnson & Matt Eyring

You have three potential innovations, but resources to develop just one. Here are diagnostics to help you make the best decision. From Strategy & Innovation newsletter. Closed for comment; 0 Comments.

What Drives Supply Chain Behavior?

by Sarah Jane Johnston

Surprise: Managers are not always rational decision makers. In this interview, professors Rogelio Oliva and Noel Watson discuss how human behavior affects supply chain coordination. Closed for comment; 0 Comments.

How Team Leaders Show Support–or Not

by Martha Lagace

What does a team leader do so that employees know they are being supported? A Q&A with HBS professor and creativity expert Teresa Amabile about new research. Closed for comment; 0 Comments.

Operations and the Competitive Edge

by Martha Lagace

Many managers expect operations organizations to fulfill only a support role. But an effective operations strategy can give you a competitive advantage. An interview with professor Robert Hayes. Closed for comment; 0 Comments.

Mapping Your Corporate Strategy

by Martha Lagace

From the originators of the Balanced Scorecard system, Strategy Maps is a new book that explores how companies can best their competition. A Q&A with Robert S. Kaplan. Closed for comment; 0 Comments.

Why Budgeting Kills Your Company

by Loren Gary

Why doesn’t the budget process work? Read what experts say about not only changing your budgeting process, but whether your company should dispense with budgets entirely. Closed for comment; 0 Comments.

Understaffed and Overworked: What Now?

by Paul Michelman

When resources are scarce, you need a plan for managing your career, your team, and even your boss. Here's what works: balance, focus, and effective communication. Closed for comment; 0 Comments.

4+2 = Sustained Business Success

by Nitin Nohria, William Joyce & Bruce Roberson

HBS professor Nitin Nohria along with William Joyce and Bruce Roberson studied 160 companies to look for common management practices that succeed. A hint: Business basics matter. Closed for comment; 0 Comments.

Supply Chain Risk: Deal With It

by David Stauffer

Suddenly your supply chain is full of weak links, everything from terrorism to political instability to dock strikes. Could you and your customers withstand a disruption? Closed for comment; 0 Comments.

Partnering and the Balanced Scorecard

by Robert S. Kaplan & David P. Norton

Created in 1992, the Balanced Scorecard has become an effective tool for managing strategy. Now authors Robert S. Kaplan and David P. Norton propose using it to communicate values and vision to employees and partners. The payoff? Better strategic relationships with partners. Closed for comment; 0 Comments.

Where Morals and Profits Meet: The Corporate Value Shift

by Carla Tishler

Although recent headlines focus on business boondoggles, HBS professor Lynn S. Paine's research shows a rising standard of corporate performance that includes moral and financial dimensions. In an interview, she details this trend and her new book, Value Shift. Closed for comment; 0 Comments.

How Business Strategy Tamed the “Invisible Hand”

by Pankaj Ghemawat

Theories of competition and strategic planning are essential ingredients in running a global business. In this excerpt from Business History Review, HBS professor Pankaj Ghemawat outlines their development. Open for comment; 0 Comments.

Going Green Makes Good Business Sense

by Martha Lagace

Green can be good, says HBS professor Forest L. Reinhardt. In a recent reunion session for alumni, he outlined how environmentally-minded company policies can make good strategic sense for business. Here are some strategies you might consider. Closed for comment; 0 Comments.