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New research on business and management strategy from Harvard Business School faculty on issues including strategy development, execution, and gauging effectiveness.
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What Your Competition is Telling You

by David Stauffer

Your competitors, closely analyzed, can help you influence your own customers and help grow the market for your products and services. Here’s how. Closed for comment; 0 Comments.

Three Steps for Crisis Prevention

by Michael D. Watkins & Max H. Bazerman

Can you predict a business disaster? In this Harvard Business Review excerpt, professors Michael D. Watkins and Max H. Bazerman outline the keys for disaster prevention: recognition, prioritization, and mobilization. Closed for comment; 0 Comments.

XTV: Xerox’s Attempted Recovery From “Fumbling the Future”

by Henry Chesbrough

Following failures to capitalize on its own innovation, Xerox formed Xerox Technology Ventures to look for spin-off opportunities. Professor Henry Chesbrough outlines the history of XTV in this Business History Review excerpt. Closed for comment; 0 Comments.

Top Ten Legal Mistakes Made by Entrepreneurs

by Staff

The life of a startup can be precarious, a wrong turn disastrous. Harvard Business School professor Constance Bagley discusses the most frequent legal flops made by entrepreneurs, everything from hiring the wrong lawyer to puffing up the business plan. Closed for comment; 0 Comments.

New Cluster Mapping Project Helps Companies Locate Facilities

by Sean Silverthorne

A company's decision on where to locate a facility must take more into account than simple labor costs, says Harvard Business School professor Michael E. Porter. The new Cluster Mapping Project, developed at Porter's Institute for Strategy and Competitiveness, reveals detailed patterns of growth, resources, and competitiveness in forty-one regional clusters in the United States. Closed for comment; 0 Comments.

The Secret of How Microsoft Stays on Top

by Sean Silverthorne

Critics say Microsoft's incredible two-decade run at the top of the computer industry has less to do with innovation than it does with bully tactics. But new research from Harvard Business School professors Marco Iansiti and Alan MacCormack suggest a different reason: the company's ability to spot technological trends and exploit key software technologies. Closed for comment; 0 Comments.

Want a Happy Customer? Coordinate Sales and Marketing

by Benson Shapiro

In today's hyper-competitive world, your sales and marketing functions must yoke together at every level—from the core central concepts of the strategy to the minute details of execution. Harvard Business School professor Benson Shapiro on creating the customer-centric team. Closed for comment; 0 Comments.

Use the Psychology of Pricing To Keep Customers Returning

by Manda Mahoney

When to charge for a product or service can be more important than how much to charge, says Harvard Business School professor John Gourville. If you want to build long-term loyalty with customers, you better understand the difference. Closed for comment; 0 Comments.

Understanding the Process of Innovation

by Loren Gray

Just what is the BIG idea? In this Harvard Management Update piece, Harvard Business School professor Clayton Christensen helps us understand the sources of innovation inside companies and what blocks it. Closed for comment; 0 Comments.

Is Performance-Based Pricing the Right Price for You?

by Benson Shapiro

Not every industry or company can benefit from performance-based pricing. But where there is a fit, PBP can be a powerful tool that merges the interests of buyers and sellers, says Harvard Business School professor Benson Shapiro. Closed 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.

Reinventing the Industrial Giant

by Nitin Nohria, Davis Dyer & Frederick Dalzell

It's not easy to transform a trusty but ailing old stalwart. In an excerpt from their book, Changing Fortunes: Remaking the Industrial Corporation, HBS professor Nitin Nohria and co-authors Davis Dyer and Frederick Dalzell discuss how General Motors and Kodak are attempting precisely that. Closed for comment; 0 Comments.

Disruption: The Art of Framing

by Clark Gilbert & Joseph L. Bower

Your chief competitor creates a breakthrough technology. Should you frame that event inside your company as a threat or opportunity? The answer in this Harvard Business Review excerpt by HBS professors Clark Gilbert and Joseph L. Bower just may surprise you. Closed for comment; 0 Comments.

Read All About It! Newspapers Lose Web War

by Sean Silverthorne

Newspapers saw a threat to their livelihood from the Internet, and aggressively put their own competing products online. Problem is, says Harvard Business School professor Clark Gilbert, they didn't take advantage of the power of disruptive technology. Closed for comment; 0 Comments.

Healthcare Conference Looks At Ailing Industry

by Martha Lagace

What's plaguing healthcare? Experts including HBS professor Clayton Christensen make the diagnosis on future trends for biology and medicine—and the business opportunities within—at the 2nd HBS Alumni Healthcare Conference. Closed for comment; 0 Comments.

How To Make Restructuring Work for Your Company

by Stuart C. Gilson

A bungled corporate restructuring can turn a good idea into disaster. In an excerpt from his new book, HBS professor Stuart Gilson outlines the keys for a successful corporate makeover. Plus: Gilson Q&A. Closed for comment; 0 Comments.

How One Center of Innovation Lost its Spark

by Donald Sull

It's no secret that innovation is what has always made places like Silicon Valley and Hollywood so special. Creativity and expertise centered in one location, it seems, spurs yet more innovation at ever increasing speeds. But what happens when the well runs dry? Closed for comment; 0 Comments.