Leadership - Faculty & Research - Harvard Business School

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href="/faculty/topics/Pages/leadership.aspx" class="ink" aria-current="page">Leadership</a><span class="txt-arrow" aria-hidden="true">→</span></li> </ul> <div class="row"> <div class="span12"> <h1 class="alpha light black mobile-hidden tablet-hidden"><span data-wcm-edit-node="Title">Leadership</span></h1> <h1 class="alpha regular black desktop-hidden" style="margin: 0;">Leadership</h1> </div> </div> <div class="row tablet-row"> <div class="span11"> <div class=""> <div class="sticky-header-hidden"></div> </div> </div> </div> <div class="shim22 mobile-hidden"></div> <div class="shim14 mobile-visible"></div> </div> </div> </div> <div class="inherit-bg" style="xborder:1px solid red;"> <div class="container tablet-container mobile-container vrule9" data-wcm-edit-url="/faculty/Lists/Topics/EditForm.aspx?ID=1"> <div class="row tablet-row mobile-row"> <div class="span9 tablet-span9"> <div class="research-hero sidebar"> <div class="inherit-bg"> <div class=""> <div class="carousel-container"> <ul class="carousel-panels"> <li> <div class="row desktop-visible"> <div class="span2 sidebar-image"><img loading="lazy" src="https://www.hbs.edu/Style%20Library/api/headshot.aspx?id=6479" class="fluid stroke4 white-border" alt=""></div> <div class="span7 trim-container" data-wcm-edit-url="" data-wcm-edit-position="left" style="max-height:400px;"> <div style="padding-right: 20px;"> <ul class="linear mu-uc"> <li>2015</li> <li class="ash">Chapter</li> </ul> <div class="shim10"></div><a href="https://www.hbs.edu/faculty/Pages/item.aspx?num=49198" class="no-append"> <h2 class="delta">Leave No Slice of Genius Behind: Selecting and Developing Tomorrow's Leaders of Innovation</h2></a><div class="shim15"></div> <div class="nu add-underline">By: <a href="https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6479&click=byline">Linda A. Hill</a></div> <div class="shim12"></div> <p class="trim-ellipsis">More than ever, leaders of nearly every kind of organization view their human resources teams as essential to institutional well-being and long-term growth and sustainability. That's the central and animating theme of "The Rise of HR: Wisdom from 73 Thought Leaders," a new anthology published by the HR Certification Institute. Professor Hill's essay addresses the question of how to develop leadership talent capable of building and sustaining organizations that can innovate time and again to address the challenges we face as a global community.</p> </div> </div> </div> <div class="row-left tablet-visible mobile-visible"> <div class="span1"><img loading="lazy" src="https://www.hbs.edu/Style%20Library/api/headshot.aspx?id=6479" class="fluid stroke4 white-border" alt=""></div> <div class="span99"> <div class="readmore" style="max-height:none;"> <ul class="linear mu-uc"> <li>2015</li> <li class="ash">Chapter</li> </ul> <div class="shim10"></div><a href="https://www.hbs.edu/faculty/Pages/item.aspx?num=49198" class="no-append"> <h2 class="beta">Leave No Slice of Genius Behind: Selecting and Developing Tomorrow's Leaders of Innovation</h2></a><div class="shim15"></div> <div class="nu add-underline">By: <a href="https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6479&click=byline">Linda A. Hill</a></div> <div class="shim12"></div> <p>More than ever, leaders of nearly every kind of organization view their human resources teams as essential to institutional well-being and long-term growth and sustainability. That's the central and animating theme of "The Rise of HR: Wisdom from 73 Thought Leaders," a new anthology published by the HR Certification Institute. Professor Hill's...</p> </div> </div> </div> </li> <li> <div class="row desktop-visible"> <div class="span2 sidebar-image"><img loading="lazy" src="https://www.hbs.edu/Style%20Library/api/headshot.aspx?id=10658" class="fluid stroke4 white-border" alt=""></div> <div class="span7 trim-container" data-wcm-edit-url="" data-wcm-edit-position="left" style="max-height:400px;"> <div style="padding-right: 20px;"> <ul class="linear mu-uc"> <li class="ash">Article</li> </ul> <div class="shim10"></div><a href="https://www.hbs.edu/faculty/Pages/item.aspx?num=49216" class="no-append"> <h2 class="delta">Professionalism, Fiduciary Duty, and Health-Related Business Leadership</h2></a><div class="shim15"></div> <div class="nu add-underline">By: <a href="https://www.hbs.edu/faculty/Pages/profile.aspx?facId=10658&click=byline">Joshua D. Margolis</a></div> <div class="shim12"></div> <p class="trim-ellipsis">Expanding fiduciary duty to leaders of health-related businesses can help leaders meet the challenges of caring for not only the corporation and shareholders but also the patients and medical professionals. How should leaders of health-related businesses weigh the demand for efficiency and profit alongside the care of patients and the professional development of physicians? How might physicians approach these leadership roles to withstand the pressures that can divert behavior away from the espoused purposes and ethical standards of medicine?</p> </div> </div> </div> <div class="row-left tablet-visible mobile-visible"> <div class="span1"><img loading="lazy" src="https://www.hbs.edu/Style%20Library/api/headshot.aspx?id=10658" class="fluid stroke4 white-border" alt=""></div> <div class="span99"> <div class="readmore" style="max-height:none;"> <ul class="linear mu-uc"> <li class="ash">Article</li> </ul> <div class="shim10"></div><a href="https://www.hbs.edu/faculty/Pages/item.aspx?num=49216" class="no-append"> <h2 class="beta">Professionalism, Fiduciary Duty, and Health-Related Business Leadership</h2></a><div class="shim15"></div> <div class="nu add-underline">By: <a href="https://www.hbs.edu/faculty/Pages/profile.aspx?facId=10658&click=byline">Joshua D. Margolis</a></div> <div class="shim12"></div> <p>Expanding fiduciary duty to leaders of health-related businesses can help leaders meet the challenges of caring for not only the corporation and shareholders but also the patients and medical professionals. How should leaders of health-related businesses weigh the demand for efficiency and profit alongside the care of patients and the professional...</p> </div> </div> </div> </li> <li> <div class="row desktop-visible"> <div class="span2 sidebar-image"><img loading="lazy" src="https://www.hbs.edu/Style%20Library/api/headshot.aspx?id=77265" class="fluid stroke4 white-border" alt=""></div> <div class="span7 trim-container" data-wcm-edit-url="" data-wcm-edit-position="left" style="max-height:400px;"> <div style="padding-right: 20px;"> <ul class="linear mu-uc"> <li>July–August 2014</li> <li class="ash">Article</li> </ul> <div class="shim10"></div><a href="https://www.hbs.edu/faculty/Pages/item.aspx?num=47361" class="no-append"> <h2 class="delta">How the Other Fukushima Plant Survived</h2></a><div class="shim15"></div> <div class="nu add-underline">By: <a href="https://www.hbs.edu/faculty/Pages/profile.aspx?facId=77265&click=byline">Ranjay Gulati</a>, Charles Casto and Charlotte Krontiris</div> <div class="shim12"></div> <p class="trim-ellipsis">In March 2011, Japan's Fukushima Daiichi nuclear power plant was devastated by three reactor explosions and two core meltdowns in the days following a 9.0 earthquake and a tsunami that produced waves as high as 17 meters. The world is familiar with Daiichi's fate; less well known is the crisis at its sister plant, Daini, about 10 kilometers to the south. As a result of nature's onslaught, three of Daini's four reactors lacked sufficient power to achieve cooldown. To prevent the disaster experienced up north, the site superintendent, Naohiro Masuda, and his team had to connect them to the plant's surviving power sources. In a volatile environment, Masuda and Daini's hundreds of employees responded to each unexpected event in turn. Luck played a part, but so did smart leadership and sensemaking. Until the last reactor went into cold shutdown, Masuda's team took nothing for granted. With each new problem they encountered, it recalibrated, iteratively creating continuity and restoring order. Daini survived the crisis without an explosion or a meltdown.</p> </div> </div> </div> <div class="row-left tablet-visible mobile-visible"> <div class="span1"><img loading="lazy" src="https://www.hbs.edu/Style%20Library/api/headshot.aspx?id=77265" class="fluid stroke4 white-border" alt=""></div> <div class="span99"> <div class="readmore" style="max-height:none;"> <ul class="linear mu-uc"> <li>July–August 2014</li> <li class="ash">Article</li> </ul> <div class="shim10"></div><a href="https://www.hbs.edu/faculty/Pages/item.aspx?num=47361" class="no-append"> <h2 class="beta">How the Other Fukushima Plant Survived</h2></a><div class="shim15"></div> <div class="nu add-underline">By: <a href="https://www.hbs.edu/faculty/Pages/profile.aspx?facId=77265&click=byline">Ranjay Gulati</a>, Charles Casto and Charlotte Krontiris</div> <div class="shim12"></div> <p>In March 2011, Japan's Fukushima Daiichi nuclear power plant was devastated by three reactor explosions and two core meltdowns in the days following a 9.0 earthquake and a tsunami that produced waves as high as 17 meters. The world is familiar with Daiichi's fate; less well known is the crisis at its sister plant, Daini, about 10 kilometers to the...</p> </div> </div> </div> </li> <li> <div class="row desktop-visible"> <div class="span2 sidebar-image"><img loading="lazy" src="https://www.hbs.edu/Style%20Library/api/headshot.aspx?id=17441" class="fluid stroke4 white-border" alt=""></div> <div class="span7 trim-container" data-wcm-edit-url="" data-wcm-edit-position="left" style="max-height:400px;"> <div style="padding-right: 20px;"> <ul class="linear mu-uc"> <li>October 2014</li> <li class="ash">Article</li> </ul> <div class="shim10"></div><a href="https://www.hbs.edu/faculty/Pages/item.aspx?num=48088" class="no-append"> <h2 class="delta">The Transparency Trap</h2></a><div class="shim15"></div> <div class="nu add-underline">By: <a href="https://www.hbs.edu/faculty/Pages/profile.aspx?facId=17441&click=byline">Ethan Bernstein</a></div> <div class="shim12"></div> <p class="trim-ellipsis">To get people to be more creative and productive, managers increase transparency with open workspaces and access to real-time data. But less transparent work environments can yield more-transparent employees. Employees perform better when they can try out new ideas and approaches within certain zones of privacy. Organizations allow them to do that by drawing four types of boundaries: around teams of people (zones of attention), between feedback and evaluation (zones of judgment), between decision rights and improvement rights (zones of slack), and for set periods of experimentation (zones of time). By balancing transparency and privacy, organizations can encourage just the right amount of "deviance" to foster innovative behavior and boost productivity.</p> </div> </div> </div> <div class="row-left tablet-visible mobile-visible"> <div class="span1"><img loading="lazy" src="https://www.hbs.edu/Style%20Library/api/headshot.aspx?id=17441" class="fluid stroke4 white-border" alt=""></div> <div class="span99"> <div class="readmore" style="max-height:none;"> <ul class="linear mu-uc"> <li>October 2014</li> <li class="ash">Article</li> </ul> <div class="shim10"></div><a href="https://www.hbs.edu/faculty/Pages/item.aspx?num=48088" class="no-append"> <h2 class="beta">The Transparency Trap</h2></a><div class="shim15"></div> <div class="nu add-underline">By: <a href="https://www.hbs.edu/faculty/Pages/profile.aspx?facId=17441&click=byline">Ethan Bernstein</a></div> <div class="shim12"></div> <p>To get people to be more creative and productive, managers increase transparency with open workspaces and access to real-time data. But less transparent work environments can yield more-transparent employees. Employees perform better when they can try out new ideas and approaches within certain zones of privacy. Organizations allow them to do that...</p> </div> </div> </div> </li> <li> <div class="row desktop-visible"> <div class="span2 sidebar-image"><img loading="lazy" src="https://www.hbs.edu/Style%20Library/api/headshot.aspx?id=382192" class="fluid stroke4 white-border" alt=""></div> <div class="span7 trim-container" data-wcm-edit-url="" data-wcm-edit-position="left" style="max-height:400px;"> <div style="padding-right: 20px;"> <ul class="linear mu-uc"> <li>March 2015</li> <li class="ash">Module Note</li> </ul> <div class="shim10"></div><a href="https://www.hbs.edu/faculty/Pages/item.aspx?num=48900" class="no-append"> <h2 class="delta">Power and Influence in Society</h2></a><div class="shim15"></div> <div class="nu add-underline">By: <a href="https://www.hbs.edu/faculty/Pages/profile.aspx?facId=382192&click=byline">Julie Battilana</a></div> <div class="shim12"></div> <p class="trim-ellipsis">This module aims to help students understand how power and influence are employed, both to reproduce the status quo and to effect change in society. It first helps them to understand why, more often than not, power is used to reproduce the existing way individuals and organizations operate in society. It then highlights what it takes to implement societal change. This includes a wide variety of initiatives ranging from attempts to change individuals' and organizations' behaviors in a given industry or sector, to efforts to change behaviors throughout a country, region, or even the world. Addressing the issue of power and influence in society in an MBA classroom is critical, especially at a time like now, when the relationship between business and society is attracting increasing attention, and when business leaders are increasingly expected to contribute not only to financial value creation, but also to social value creation. In this context, it is important to prepare business school students to lead not just in their organizations, but more broadly in society. Meeting this aspiration requires equipping them with knowledge and tools that will enable them to understand what it takes to have a positive impact in the world. In line with this objective, this module note focuses on how leaders who are not part of government or other public agencies can spark, organize, and/or guide action to bring about change at the societal level.</p> </div> </div> </div> <div class="row-left tablet-visible mobile-visible"> <div class="span1"><img loading="lazy" src="https://www.hbs.edu/Style%20Library/api/headshot.aspx?id=382192" class="fluid stroke4 white-border" alt=""></div> <div class="span99"> <div class="readmore" style="max-height:none;"> <ul class="linear mu-uc"> <li>March 2015</li> <li class="ash">Module Note</li> </ul> <div class="shim10"></div><a href="https://www.hbs.edu/faculty/Pages/item.aspx?num=48900" class="no-append"> <h2 class="beta">Power and Influence in Society</h2></a><div class="shim15"></div> <div class="nu add-underline">By: <a href="https://www.hbs.edu/faculty/Pages/profile.aspx?facId=382192&click=byline">Julie Battilana</a></div> <div class="shim12"></div> <p>This module aims to help students understand how power and influence are employed, both to reproduce the status quo and to effect change in society. It first helps them to understand why, more often than not, power is used to reproduce the existing way individuals and organizations operate in society. It then highlights what it takes to implement...</p> </div> </div> </div> </li> </ul> <div class="inherit-bg carousel-nav carousel-nav-centered"></div> </div> <div class="shim30"></div> </div> </div> </div> </div> <div class="span3 tablet-span3 vrule-offset"> <div class="mobile-hidden"> <div class="sidebar-spacing"> <div class="white"><svg xmlns="http://www.w3.org/2000/svg" xmlns:atom="http://www.w3.org/2005/Atom" xmlns:ext="http://www.hbs.edu/" width="120" height="120" id="Layer_1" data-name="Layer 1" viewBox="0 0 100 112"> <path fill="currentColor" d="M35,0A35,35,0,0,0,4.36,51.91a44.65,44.65,0,0,0,5.73,9c5,6.21,8,13.84,9.11,22.84H50.86Q52.48,70.27,60,60.93a43.75,43.75,0,0,0,6.31-10.18A35,35,0,0,0,35,0Zm2.24,105.81H28a6.92,6.92,0,0,0,13.75,0H37.26ZM19.66,101H50.41V97H19.66v4Zm0-9.58v0.71H50.41V91.38c0-.92,0-1.82.08-2.74H19.58C19.62,89.56,19.66,90.46,19.66,91.38Z"/></svg></div> <div class="shim12"></div> <h3 class="kappa-uc">Leadership Initiative</h3> <div class="shim14"></div> <div class="nu add-underline">The <a href="http://www.hbs.edu/leadership/">Leadership Initiative</a> undertakes cutting-edge research and course development projects about leadership and leadership development, both within HBS and through collaborations with other organizations.</div> <div class="shim21"></div><a href="http://www.hbs.edu/leadership/" class="btn-arrow-partial btn-arrow btn-right ">Leadership<span class="right"></span></a><div class="shim32 xteal-bg"></div> </div> </div> </div> </div> </div> </div> <div class="container mobile-container tablet-container vrule9"> <div class="cap mobile-cap tablet-cap"></div> <div class=""> <div class="row"> <div class="span9"> <div class="row tablet-row mobile-row "> <div class="span8 "> <p>As our world grows increasingly global, intricate, and ever-changing, the role of leaders is becoming more and more complex and critical to business success. In the 1950s and 1960s, Fritz Roethlisberger and Elton Mayo's contributions to the <a href="http://www.library.hbs.edu/hc/hawthorne/09.html#nine">"Hawthorne effect,"</a> and work by Paul Lawrence and <a href="/faculty/Pages/profile.aspx?facId=6502">Jay Lorsch</a> on <a href="/faculty/Pages/item.aspx?num=7917">organizational integration</a>, sparked the field of Organizational Behavior. Early work by <a href="/faculty/Pages/profile.aspx?facId=6421">Michael Beer</a> on <a href="/faculty/Pages/item.aspx?num=15708">leading organizational change</a>, <a href="/faculty/Pages/profile.aspx?facId=6486">Rosabeth Kanter</a> on <a href="/faculty/Pages/item.aspx?num=8837">innovation for productivity</a>, <a href="/faculty/Pages/profile.aspx?facId=6495">John Kotter</a> on <a href="/faculty/Pages/item.aspx?num=144">power and influence</a>, and <a href="/faculty/Pages/profile.aspx?facId=6584">Michael Tushman</a> on <a href="/faculty/Pages/item.aspx?num=206">innovation management</a> helped shape today's understanding of organizational transformation. With an interest in Leadership that spans our academic units, our approach to research is collaborative and multi-disciplinary. We leverage a wide range of research methodologies – from onsite field research to surveys, experiments, and extensive longitudinal studies.</p> <div class="mobile-visible"> <div class="hr4" style="margin-bottom:33px;margin-top:30px;"></div> <h2 class="gamma-uc">Leadership Initiative</h2> <div class="shim20"></div> <p class="add-underline">The <a href="http://www.hbs.edu/leadership/">Leadership Initiative</a> undertakes cutting-edge research and course development projects about leadership and leadership development, both within HBS and through collaborations with other organizations.</p><a href="http://www.hbs.edu/leadership/" class="btn-arrow-partial btn-arrow btn-right ">Leadership<span class="right"></span></a><div class="shim30"></div> </div> </div> </div> <div class="hr4" style="margin:6px 0px 34px 0px"></div> <div class="row tablet-row mobile-row "> <div class="span8 "> <div class="legacy-section-header"> <h2 class="legacy-section-header gamma-uc">Recent Publications</h2> </div> <div class="shim20"></div> <div class="fr-research-list"> <div class="media" data-wcm-edit-url=""> <div class="row-left"> <div class="span99"><a href="https://www.hbs.edu/faculty/Pages/item.aspx?num=66600" aria-label="Scaling Up Transformational Innovations faculty & research publication detail page"> <h2 class="eta">Scaling Up Transformational Innovations</h2></a><div class="nu add-underline">By: Peter Koen, Ananya Sheth, Mike DiPaola and <a href="https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6479&click=byline">Linda A. Hill</a></div> <ul class="linear mu regular ash" style="margin-top: 5px;"> <li style="margin-right: 0px;"><span class="mu-uc regular">November–December 2024</span> | </li> <li style="margin-right: 0px;">Article | </li> <li>Harvard Business Review</li> </ul> <div class="shim10"></div> <div class="add-underline">For large companies operating in mature sectors—such as Procter & Gamble in consumer goods, Apple in consumer electronics, and Adobe in cloud software—driving growth is a perennial challenge. Growth through acquisition is always an option, but companies often quickly find that the costs outweigh the benefits. According to the authors, the only reliable path to maintaining market leadership is transformational innovation: major changes to products and services that redefine what customers expect by delivering significantly improved performance, providing new kinds of value, resolving long-standing trade-offs, and/or radically reducing manufacturing costs. To understand what makes transformational innovations successful, the authors studied two of them at Procter & Gamble: Oral-B iO, a “smart” electric toothbrush that step-changed the experience of oral hygiene, and Always Infinity, a best-in-class menstrual pad that resolved the long-standing tension between comfort and protection. In this article the authors present a playbook for scaling up transformational innovation, organized around four major challenges: providing sufficient leadership, building the right team, mobilizing resources and capabilities, and making big-bet decisions.</div> <div class="shim12"></div> <div class="mu regular add-underline"><span><strong>Keywords: </strong></span><a href="/faculty/research/publications/Pages/default.aspx?q=Growth and Development Strategy">Growth and Development Strategy</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Leadership">Leadership</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Innovation Strategy">Innovation Strategy</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Consumer Products Industry">Consumer Products Industry</a></div> <div class="shim10"></div> <div class="publication-extras-container toggle-container add-underline"> <div class="publication-extras" style="display: flex; flex-direction: row;"> <div><a href="#frCitation1" class="pub-extra-item toggle-plus toggle-button black mu" role="button" aria-label="Citation for Scaling Up Transformational Innovations">Citation</a></div> <div style="min-width:110px;"><a href="http://ezp-prod1.hul.harvard.edu/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=180257756&site=ehost-live&scope=site" class="pub-extra-item black mu" aria-label="Find Scaling Up Transformational Innovations at Harvard">Find at Harvard</a></div> <div style="min-width:110px;"><a href="https://hbr.org/2024/11/scaling-up-transformational-innovations" class="pub-extra-item black mu" aria-label="Register to read Scaling Up Transformational Innovations">Register to Read</a></div> <div class="relatedpopout-trigger"><a href="#frRelated1" data-item-url="https://www.hbs.edu/faculty/Pages/item.aspx?num=66600" class="pub-extra-item toggle-plus toggle-button black mu" role="button" aria-label="Related publications about Scaling Up Transformational Innovations">Related</a></div> </div> <div id="frCitation1" class="frCitation nu has-slide" style="margin-top: 10px; display:none;">Koen, Peter, Ananya Sheth, Mike DiPaola, and Linda A. Hill. <A HREF="https://hbr.org/2024/11/scaling-up-transformational-innovations">"Scaling Up Transformational Innovations."</A> <I>Harvard Business Review</I> 102, no. 6 (November–December 2024): 78–85.</div> <div id="frRelated1" class="frRelated nu has-slide" style="margin-top: 10px; display:none;"></div> </div> <div class="shim30"></div> </div> </div> </div> <div class="media" data-wcm-edit-url=""> <div class="row-left"> <div class="span99"><a href="https://www.hbs.edu/faculty/Pages/item.aspx?num=66634" aria-label="Leadership and Plumbing faculty & research publication detail page"> <h2 class="eta">Leadership and Plumbing</h2></a><div class="nu add-underline">By: <a href="https://www.hbs.edu/faculty/Pages/profile.aspx?facId=126057&click=byline">Frank V. Cespedes</a></div> <ul class="linear mu regular ash" style="margin-top: 5px;"> <li style="margin-right: 0px;"><span class="mu-uc regular">November 2024</span> | </li> <li style="margin-right: 0px;">Article | </li> <li>Top Sales Magazine</li> </ul> <div class="shim10"></div> <div class="add-underline">“Leadership” is a growth industry. Amazon lists over 60,000 books on the topic. Most focus on emotional intelligence, charisma, avoiding narcissism (usually someone else’s problem, according to these authors, not their problem) and other personality traits. But as organizational scholar James March once put it, “Leadership involves plumbing as well as poetry.” His point was that, whatever else they do, effective leaders help busy people in their firms to deal with the business problems or opportunities they face and so increase their contributions and productivity. This is especially true when it comes to a core activity like customer acquisition and retention. But surveys indicate a growing gap between C-Suite leaders and their customer-facing people and processes. This article discusses how to establish and maintain good organizational plumbing in areas like communicating priorities and establishing a two-way process between C-Suite and front-line sales leaders.</div> <div class="shim12"></div> <div class="mu regular add-underline"><span><strong>Keywords: </strong></span><a href="/faculty/research/publications/Pages/default.aspx?q=Leadership Development">Leadership Development</a></div> <div class="shim10"></div> <div class="publication-extras-container toggle-container add-underline"> <div class="publication-extras" style="display: flex; flex-direction: row;"> <div><a href="#frCitation2" class="pub-extra-item toggle-plus toggle-button black mu" role="button" aria-label="Citation for Leadership and Plumbing">Citation</a></div> <div style="min-width:110px;"><a href="https://www.hbs.edu/faculty/Pages/download.aspx?name=Leadership+and+Plumbing.pdf" class="pub-extra-item black mu" aria-label="Read Leadership and Plumbing Now">Read Now</a></div> <div class="relatedpopout-trigger"><a href="#frRelated2" data-item-url="https://www.hbs.edu/faculty/Pages/item.aspx?num=66634" class="pub-extra-item toggle-plus toggle-button black mu" role="button" aria-label="Related publications about Leadership and Plumbing">Related</a></div> </div> <div id="frCitation2" class="frCitation nu has-slide" style="margin-top: 10px; display:none;">Cespedes, Frank V. <A HREF="https://www.hbs.edu/faculty/Pages/download.aspx?name=Leadership and Plumbing.pdf">"Leadership and Plumbing."</A> <I>Top Sales Magazine</I> (November 2024), 26–27.</div> <div id="frRelated2" class="frRelated nu has-slide" style="margin-top: 10px; display:none;"></div> </div> <div class="shim30"></div> </div> </div> </div> <div class="media" data-wcm-edit-url=""> <div class="row-left"> <div class="span99"><a href="https://www.hbs.edu/faculty/Pages/item.aspx?num=66514" aria-label="Edizione faculty & research publication detail page"> <h2 class="eta">Edizione</h2></a><div class="nu add-underline">By: <a href="https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6516&click=byline">Cynthia A. Montgomery</a>, <a href="https://www.hbs.edu/faculty/Pages/profile.aspx?facId=100370&click=byline">Dante Roscini</a>, Elena Corsi and Hugo Etchegoyhen</div> <ul class="linear mu regular ash" style="margin-top: 5px;"> <li style="margin-right: 0px;"><span class="mu-uc regular">October 2024</span> | </li> <li style="margin-right: 0px;">Case | </li> <li>Faculty Research</li> </ul> <div class="shim10"></div> <div class="add-underline">This case study examines the diversification and transformation of Edizione, the Benetton family's holding company originally established to reinvest dividends from the Benetton clothing brand. Edizione expanded significantly in the late 1990s and early 2000s, particularly through the acquisition of public assets, including Italy's highway network. The company faced a major crisis when a bridge under its management collapsed, resulting in the deaths of 43 people. Under the leadership of Alessandro Benetton, the second generation of the family took control and steered the company through the crisis. They sold the highway business to the Italian government, successfully resisted a hostile takeover, and implemented new governance structures to guide the company's future. The case study asks students what is left of the family legacy and how should the holding manage its assets in the future, in particular if it should sell the loss-making Benetton fashion brand.</div> <div class="shim12"></div> <div class="mu regular add-underline"><span><strong>Keywords: </strong></span><a href="/faculty/research/publications/Pages/default.aspx?q=Leadership Style">Leadership Style</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Leading Change">Leading Change</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Leadership Development">Leadership Development</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Family Business">Family Business</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Family Ownership">Family Ownership</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Communication Strategy">Communication Strategy</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Crisis Management">Crisis Management</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Management Style">Management Style</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Change Management">Change Management</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Asset Management">Asset Management</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Management Succession">Management Succession</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Private Equity">Private Equity</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Corporate Governance">Corporate Governance</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Organizational Culture">Organizational Culture</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Reputation">Reputation</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Public Opinion">Public Opinion</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Air Transportation Industry">Air Transportation Industry</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Fashion Industry">Fashion Industry</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Transportation Industry">Transportation Industry</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Travel Industry">Travel Industry</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Italy">Italy</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Europe">Europe</a></div> <div class="shim10"></div> <div class="publication-extras-container toggle-container add-underline"> <div class="publication-extras" style="display: flex; flex-direction: row;"> <div><a href="#frCitation3" class="pub-extra-item toggle-plus toggle-button black mu" role="button" aria-label="Citation for Edizione">Citation</a></div> <div><a href="http://cb.hbsp.harvard.edu/cbmp/product/725395-PDF-ENG" class="pub-extra-item black mu" aria-label="Educators for Edizione">Educators</a></div> <div class="relatedpopout-trigger"><a href="#frRelated3" data-item-url="https://www.hbs.edu/faculty/Pages/item.aspx?num=66514" class="pub-extra-item toggle-plus toggle-button black mu" role="button" aria-label="Related publications about Edizione">Related</a></div> </div> <div id="frCitation3" class="frCitation nu has-slide" style="margin-top: 10px; display:none;">Montgomery, Cynthia A., Dante Roscini, Elena Corsi, and Hugo Etchegoyhen. "Edizione." Harvard Business School Case 725-395, October 2024.</div> <div id="frRelated3" class="frRelated nu has-slide" style="margin-top: 10px; display:none;"></div> </div> <div class="shim30"></div> </div> </div> </div> <div class="media" data-wcm-edit-url=""> <div class="row-left"> <div class="span99"><a href="https://www.hbs.edu/faculty/Pages/item.aspx?num=66431" aria-label="The Three Traps That Stymie Reinvention: Organizational Identity, Architecture, and Collaboration Can Be Either Assets or Liabilities to Pursuing Growth in New Sectors faculty & research publication detail page"> <h2 class="eta">The Three Traps That Stymie Reinvention: Organizational Identity, Architecture, and Collaboration Can Be Either Assets or Liabilities to Pursuing Growth in New Sectors</h2></a><div class="nu add-underline">By: <a href="https://www.hbs.edu/faculty/Pages/profile.aspx?facId=257292&click=byline">Ryan Raffaelli</a></div> <ul class="linear mu regular ash" style="margin-top: 5px;"> <li style="margin-right: 0px;"><span class="mu-uc regular">Fall 2024</span> | </li> <li style="margin-right: 0px;">Article | </li> <li>MIT Sloan Management Review</li> </ul> <div class="shim10"></div> <div class="add-underline">In more than a decade of researching innovation, I have observed how organizations respond to new opportunities, technological changes, or unexpected market shifts that threaten to upend their current business model. This process, which I call reinvention, may occur proactively or reactively. In interviews, focus groups, and workshops with 1,451 individuals who faced reinvention dilemmas across a broad array of sectors, I have found that a core challenge of reinvention is that an organization’s past success can either be the greatest asset or the chief liability to its future. The article introduces three traps that can limit a company’s ability to find new avenues for growth: organizational identity, architecture, and collaboration. It highlights how to avoid them by laying the appropriate communications groundwork to foster a coherent identity, setting up new organizational structures, and paying close attention to interpersonal dynamics at the team and individual level.</div> <div class="shim12"></div> <div class="mu regular add-underline"><span><strong>Keywords: </strong></span><a href="/faculty/research/publications/Pages/default.aspx?q=Innovation And Strategy">Innovation And Strategy</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Change Leadership">Change Leadership</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Collaboration">Collaboration</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Architecture">Architecture</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Transformation">Transformation</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Disruption">Disruption</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Leading Change">Leading Change</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Innovation Strategy">Innovation Strategy</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Identity">Identity</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Organizational Culture">Organizational Culture</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Organizational Structure">Organizational Structure</a></div> <div class="shim10"></div> <div class="publication-extras-container toggle-container add-underline"> <div class="publication-extras" style="display: flex; flex-direction: row;"> <div><a href="#frCitation4" class="pub-extra-item toggle-plus toggle-button black mu" role="button" aria-label="Citation for The Three Traps That Stymie Reinvention: Organizational Identity, Architecture, and Collaboration Can Be Either Assets or Liabilities to Pursuing Growth in New Sectors">Citation</a></div> <div><a href="https://sloanreview.mit.edu/article/the-three-traps-that-stymie-reinvention/" class="pub-extra-item black mu" aria-label="Purchase The Three Traps That Stymie Reinvention: Organizational Identity, Architecture, and Collaboration Can Be Either Assets or Liabilities to Pursuing Growth in New Sectors">Purchase</a></div> <div class="relatedpopout-trigger"><a href="#frRelated4" data-item-url="https://www.hbs.edu/faculty/Pages/item.aspx?num=66431" class="pub-extra-item toggle-plus toggle-button black mu" role="button" aria-label="Related publications about The Three Traps That Stymie Reinvention: Organizational Identity, Architecture, and Collaboration Can Be Either Assets or Liabilities to Pursuing Growth in New Sectors">Related</a></div> </div> <div id="frCitation4" class="frCitation nu has-slide" style="margin-top: 10px; display:none;">Raffaelli, Ryan. <A HREF="https://sloanreview.mit.edu/article/the-three-traps-that-stymie-reinvention/">"The Three Traps That Stymie Reinvention: Organizational Identity, Architecture, and Collaboration Can Be Either Assets or Liabilities to Pursuing Growth in New Sectors."</A> <I>MIT Sloan Management Review</I> 66, no. 1 (Fall 2024): 46–52. (Cover story.)</div> <div id="frRelated4" class="frRelated nu has-slide" style="margin-top: 10px; display:none;"></div> </div> <div class="shim30"></div> </div> </div> </div> <div class="media" data-wcm-edit-url=""> <div class="row-left"> <div class="span99"><a href="https://www.hbs.edu/faculty/Pages/item.aspx?num=66357" aria-label="The Art of Leading Teammates faculty & research publication detail page"> <h2 class="eta">The Art of Leading Teammates</h2></a><div class="nu add-underline">By: Tom Brady and <a href="https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6523&click=byline">Nitin Nohria</a></div> <ul class="linear mu regular ash" style="margin-top: 5px;"> <li style="margin-right: 0px;"><span class="mu-uc regular">September–October 2024</span> | </li> <li style="margin-right: 0px;">Article | </li> <li>Harvard Business Review</li> </ul> <div class="shim10"></div> <div class="add-underline">When our society talks about leaders, we focus on formal roles, such as the CEO. This view undervalues the role of informal leaders—team members who influence outcomes by the tone they set, how they conduct themselves, and how they interact with their peers. Their job title doesn’t include the word “manager,” but they play an outsize role in how teams perform. <br> In this article, NFL great Tom Brady and Nitin Nohria, of Harvard Business School, present a set of principles that people in any realm can apply to help teams successfully work together toward common goals.</div> <div class="shim12"></div> <div class="mu regular add-underline"><span><strong>Keywords: </strong></span><a href="/faculty/research/publications/Pages/default.aspx?q=Groups and Teams">Groups and Teams</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Power and Influence">Power and Influence</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Leadership">Leadership</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Status and Position">Status and Position</a></div> <div class="shim10"></div> <div class="publication-extras-container toggle-container add-underline"> <div class="publication-extras" style="display: flex; flex-direction: row;"> <div><a href="#frCitation5" class="pub-extra-item toggle-plus toggle-button black mu" role="button" aria-label="Citation for The Art of Leading Teammates">Citation</a></div> <div style="min-width:110px;"><a href="http://ezp-prod1.hul.harvard.edu/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=178978207&site=ehost-live&scope=site" class="pub-extra-item black mu" aria-label="Find The Art of Leading Teammates at Harvard">Find at Harvard</a></div> <div style="min-width:110px;"><a href="https://hbr.org/2024/09/tom-brady-on-the-art-of-leading-teammates" class="pub-extra-item black mu" aria-label="Register to read The Art of Leading Teammates">Register to Read</a></div> <div class="relatedpopout-trigger"><a href="#frRelated5" data-item-url="https://www.hbs.edu/faculty/Pages/item.aspx?num=66357" class="pub-extra-item toggle-plus toggle-button black mu" role="button" aria-label="Related publications about The Art of Leading Teammates">Related</a></div> </div> <div id="frCitation5" class="frCitation nu has-slide" style="margin-top: 10px; display:none;">Brady, Tom, and Nitin Nohria. <A HREF="https://hbr.org/2024/09/tom-brady-on-the-art-of-leading-teammates">"The Art of Leading Teammates."</A> <I>Harvard Business Review</I> 102, no. 5 (September–October 2024): 62–69.</div> <div id="frRelated5" class="frRelated nu has-slide" style="margin-top: 10px; display:none;"></div> </div> <div class="shim30"></div> </div> </div> </div> <div class="media" data-wcm-edit-url=""> <div class="row-left"> <div class="span99"><a href="https://www.hbs.edu/faculty/Pages/item.aspx?num=66416" aria-label="Aramco: Navigating the Energy Transition faculty & research publication detail page"> <h2 class="eta">Aramco: Navigating the Energy Transition</h2></a><div class="nu add-underline">By: <a href="https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6491&click=byline">Tarun Khanna</a> and Gizem Cihan Dincsoy</div> <ul class="linear mu regular ash" style="margin-top: 5px;"> <li style="margin-right: 0px;"><span class="mu-uc regular">September 2024</span> | </li> <li style="margin-right: 0px;">Case | </li> <li>Faculty Research</li> </ul> <div class="shim10"></div> <div class="add-underline">In March 2024, Amin Nasser, president, and CEO of the Saudi Arabian Oil Company (Aramco), had just delivered a speech about the future of energy at a global energy conference. The world was behind schedule in meeting long-term climate change goals. The global shift from fossil fuels to new energy technologies was fraught with challenges, yet filled with opportunity. Developed countries were pushing for a direct transition to new technologies by phasing out oil and gas, while developing nations focused on meeting growing energy demands and highlighting affordability in the transition. Amid these uncertainties, Aramco was working towards achieving its sustainability goals and reducing its own direct and indirect carbon emissions. Aramco, the backbone of Saudi Arabia’s economy and its talent powerhouse, had to contend not only with playing a leadership role in the global energy transition, but being cognizant of the need to support Saudi Arabia’s ambitious societal reform project, Vision 2030, which sought to achieve economic diversification away from purely being oil-centric.</div> <div class="shim12"></div> <div class="mu regular add-underline"><span><strong>Keywords: </strong></span><a href="/faculty/research/publications/Pages/default.aspx?q=Energy Transmission">Energy Transmission</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Oil %EF%BC%86 Gas">Oil ＆ Gas</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Economic Diversification">Economic Diversification</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=International Business">International Business</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Business Strategy">Business Strategy</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Corporate Strategy">Corporate Strategy</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Leadership">Leadership</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Transition">Transition</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Non-Renewable Energy">Non-Renewable Energy</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Climate Change">Climate Change</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Environmental Sustainability">Environmental Sustainability</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Organizational Change and Adaptation">Organizational Change and Adaptation</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Energy Industry">Energy Industry</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Saudi Arabia">Saudi Arabia</a></div> <div class="shim10"></div> <div class="publication-extras-container toggle-container add-underline"> <div class="publication-extras" style="display: flex; flex-direction: row;"> <div><a href="#frCitation6" class="pub-extra-item toggle-plus toggle-button black mu" role="button" aria-label="Citation for Aramco: Navigating the Energy Transition">Citation</a></div> <div><a href="http://cb.hbsp.harvard.edu/cbmp/product/725358-PDF-ENG" class="pub-extra-item black mu" aria-label="Educators for Aramco: Navigating the Energy Transition">Educators</a></div> <div class="relatedpopout-trigger"><a href="#frRelated6" data-item-url="https://www.hbs.edu/faculty/Pages/item.aspx?num=66416" class="pub-extra-item toggle-plus toggle-button black mu" role="button" aria-label="Related publications about Aramco: Navigating the Energy Transition">Related</a></div> </div> <div id="frCitation6" class="frCitation nu has-slide" style="margin-top: 10px; display:none;">Khanna, Tarun, and Gizem Cihan Dincsoy. "Aramco: Navigating the Energy Transition." Harvard Business School Case 725-358, September 2024.</div> <div id="frRelated6" class="frRelated nu has-slide" style="margin-top: 10px; display:none;"></div> </div> <div class="shim30"></div> </div> </div> </div> <div class="media" data-wcm-edit-url=""> <div class="row-left"> <div class="span99"><a href="https://www.hbs.edu/faculty/Pages/item.aspx?num=66413" aria-label="Ming Min Hui at Boston Ballet faculty & research publication detail page"> <h2 class="eta">Ming Min Hui at Boston Ballet</h2></a><div class="nu add-underline">By: <a href="https://www.hbs.edu/faculty/Pages/profile.aspx?facId=1284280&click=byline">Edward H. Chang</a>, David Allen and Annelena Lobb</div> <ul class="linear mu regular ash" style="margin-top: 5px;"> <li style="margin-right: 0px;"><span class="mu-uc regular">September 2024</span> | </li> <li style="margin-right: 0px;">Case | </li> <li>Faculty Research</li> </ul> <div class="shim10"></div> <div class="add-underline">This case asks how Ming Min Hui, the newly appointed executive director of Boston Ballet, should ensure that the company stays true to its art form yet relevant to its times. Hui stood out among ballet leaders as a young, Asian American woman with a Harvard Business School MBA and a background in finance. She had worked at the Ballet for eight years as chief of staff and chief financial officer, and she had helped steer it through the double crisis of the COVID-19 pandemic and the racial reckoning of Black Lives Matter. Now at the helm of one of the foremost ballet companies in the United States, she confronted evolving demographics, shifting audience habits, and a financial environment that was becoming ever more challenging. Hui and the Ballet were also committed to making an historically exclusionary art form more inclusive. How could she get the balance between past, present, and future right?</div> <div class="shim12"></div> <div class="mu regular add-underline"><span><strong>Keywords: </strong></span><a href="/faculty/research/publications/Pages/default.aspx?q=Arts">Arts</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Change">Change</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Diversity">Diversity</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Gender">Gender</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Race">Race</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Entertainment">Entertainment</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Theater Entertainment">Theater Entertainment</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Leadership">Leadership</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Management">Management</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Nonprofit Organizations">Nonprofit Organizations</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Entertainment and Recreation Industry">Entertainment and Recreation Industry</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Music Industry">Music Industry</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=United States">United States</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Massachusetts">Massachusetts</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Boston">Boston</a></div> <div class="shim10"></div> <div class="publication-extras-container toggle-container add-underline"> <div class="publication-extras" style="display: flex; flex-direction: row;"> <div><a href="#frCitation7" class="pub-extra-item toggle-plus toggle-button black mu" role="button" aria-label="Citation for Ming Min Hui at Boston Ballet">Citation</a></div> <div><a href="http://cb.hbsp.harvard.edu/cbmp/product/925003-PDF-ENG" class="pub-extra-item black mu" aria-label="Educators for Ming Min Hui at Boston Ballet">Educators</a></div> <div class="relatedpopout-trigger"><a href="#frRelated7" data-item-url="https://www.hbs.edu/faculty/Pages/item.aspx?num=66413" class="pub-extra-item toggle-plus toggle-button black mu" role="button" aria-label="Related publications about Ming Min Hui at Boston Ballet">Related</a></div> </div> <div id="frCitation7" class="frCitation nu has-slide" style="margin-top: 10px; display:none;">Chang, Edward H., David Allen, and Annelena Lobb. "Ming Min Hui at Boston Ballet." Harvard Business School Case 925-003, September 2024.</div> <div id="frRelated7" class="frRelated nu has-slide" style="margin-top: 10px; display:none;"></div> </div> <div class="shim30"></div> </div> </div> </div> <div class="media" data-wcm-edit-url=""> <div class="row-left"> <div class="span99"><a href="https://www.hbs.edu/faculty/Pages/item.aspx?num=66377" aria-label="The Health Equity Accelerator at Boston Medical Center faculty & research publication detail page"> <h2 class="eta">The Health Equity Accelerator at Boston Medical Center</h2></a><div class="nu add-underline">By: <a href="https://www.hbs.edu/faculty/Pages/profile.aspx?facId=774593&click=byline">Susanna Gallani</a>, Mary Witkowski and Katie Sonnefeldt</div> <ul class="linear mu regular ash" style="margin-top: 5px;"> <li style="margin-right: 0px;"><span class="mu-uc regular">September 2024</span> | </li> <li style="margin-right: 0px;">Case | </li> <li>Faculty Research</li> </ul> <div class="shim10"></div> <div class="add-underline">This case describes how Boston Medical Center, a hospital and safety net organization, changed its strategic approach to health equity after realizing that previous efforts were not sufficient to address the health disparities among their patients. In 2021, the Health Equity Accelerator was formed to coordinate this strategic approach, which adopted race-based disparities as their primary focus. Over three years the Accelerator demonstrated impressive reductions in racial and ethnic disparities in health outcomes among pregnant women and patients with diabetes. These results reinforced their drive to scale their innovative approach, and set an example for other institutions nationwide. However, scaling presented significant challenges: balancing replicable and standardized “off the shelf” solutions with distributing a “methodology” to enable other institutions to identify their own solutions to inequities in their patient population.</div> <div class="shim12"></div> <div class="mu regular add-underline"><span><strong>Keywords: </strong></span><a href="/faculty/research/publications/Pages/default.aspx?q=Health Care and Treatment">Health Care and Treatment</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Health Disorders">Health Disorders</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Innovation and Management">Innovation and Management</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Innovation Leadership">Innovation Leadership</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Innovation Strategy">Innovation Strategy</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Adaptation">Adaptation</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Business Strategy">Business Strategy</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Mission and Purpose">Mission and Purpose</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Decisions">Decisions</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Organizational Change and Adaptation">Organizational Change and Adaptation</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Organizational Structure">Organizational Structure</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Diversity">Diversity</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Race">Race</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Ethnicity">Ethnicity</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Urban Scope">Urban Scope</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Local Range">Local Range</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Health Industry">Health Industry</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Boston">Boston</a></div> <div class="shim10"></div> <div class="publication-extras-container toggle-container add-underline"> <div class="publication-extras" style="display: flex; flex-direction: row;"> <div><a href="#frCitation8" class="pub-extra-item toggle-plus toggle-button black mu" role="button" aria-label="Citation for The Health Equity Accelerator at Boston Medical Center">Citation</a></div> <div><a href="http://cb.hbsp.harvard.edu/cbmp/product/125039-PDF-ENG" class="pub-extra-item black mu" aria-label="Educators for The Health Equity Accelerator at Boston Medical Center">Educators</a></div> <div><a href="http://hbr.org/search/125039" class="pub-extra-item black mu" aria-label="Purchase The Health Equity Accelerator at Boston Medical Center">Purchase</a></div> <div class="relatedpopout-trigger"><a href="#frRelated8" data-item-url="https://www.hbs.edu/faculty/Pages/item.aspx?num=66377" class="pub-extra-item toggle-plus toggle-button black mu" role="button" aria-label="Related publications about The Health Equity Accelerator at Boston Medical Center">Related</a></div> </div> <div id="frCitation8" class="frCitation nu has-slide" style="margin-top: 10px; display:none;">Gallani, Susanna, Mary Witkowski, and Katie Sonnefeldt. <A HREF="http://hbr.org/product/The-Health-Equity-Acceler/an/125039-PDF-ENG">"The Health Equity Accelerator at Boston Medical Center."</A> Harvard Business School Case 125-039, September 2024.</div> <div id="frRelated8" class="frRelated nu has-slide" style="margin-top: 10px; display:none;"></div> </div> <div class="shim30"></div> </div> </div> </div> <div class="media" data-wcm-edit-url=""> <div class="row-left"> <div class="span99"><a href="https://www.hbs.edu/faculty/Pages/item.aspx?num=66403" aria-label="Ten Questions for a Winning Climate-transition Business Strategy faculty & research publication detail page"> <h2 class="eta">Ten Questions for a Winning Climate-transition Business Strategy</h2></a><div class="nu add-underline">By: <a href="https://www.hbs.edu/faculty/Pages/profile.aspx?facId=15705&click=byline">George Serafeim</a></div> <ul class="linear mu regular ash" style="margin-top: 5px;"> <li style="margin-right: 0px;"><span class="mu-uc regular">September 9, 2024</span> | </li> <li style="margin-right: 0px;">Article | </li> <li>Strategy + Business (website)</li> </ul> <div class="shim10"></div> <div class="add-underline">The move to a low-carbon economy will create opportunities for innovation and growth. To make the most of them, leaders must understand the challenges they could face along the way.</div> <div class="shim12"></div> <div class="mu regular add-underline"><span><strong>Keywords: </strong></span><a href="/faculty/research/publications/Pages/default.aspx?q=Technology">Technology</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Organizational Transformations">Organizational Transformations</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Business Model Innovation">Business Model Innovation</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Innovation and Invention">Innovation and Invention</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Climate Change">Climate Change</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Transformation">Transformation</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Leadership">Leadership</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Business Strategy">Business Strategy</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Environmental Sustainability">Environmental Sustainability</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Change Management">Change Management</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Entrepreneurship">Entrepreneurship</a></div> <div class="shim10"></div> <div class="publication-extras-container toggle-container add-underline"> <div class="publication-extras" style="display: flex; flex-direction: row;"> <div><a href="#frCitation9" class="pub-extra-item toggle-plus toggle-button black mu" role="button" aria-label="Citation for Ten Questions for a Winning Climate-transition Business Strategy">Citation</a></div> <div><a href="https://www.strategy-business.com/article/Ten-questions-for-a-winning-climate-transition-business-strategy" class="pub-extra-item black mu" aria-label="Read Ten Questions for a Winning Climate-transition Business Strategy Now">Read Now</a></div> <div class="relatedpopout-trigger"><a href="#frRelated9" data-item-url="https://www.hbs.edu/faculty/Pages/item.aspx?num=66403" class="pub-extra-item toggle-plus toggle-button black mu" role="button" aria-label="Related publications about Ten Questions for a Winning Climate-transition Business Strategy">Related</a></div> </div> <div id="frCitation9" class="frCitation nu has-slide" style="margin-top: 10px; display:none;">Serafeim, George. <A HREF="https://www.strategy-business.com/article/Ten-questions-for-a-winning-climate-transition-business-strategy">"Ten Questions for a Winning Climate-transition Business Strategy."</A> <I>Strategy + Business (website)</I> (September 9, 2024).</div> <div id="frRelated9" class="frRelated nu has-slide" style="margin-top: 10px; display:none;"></div> </div> <div class="shim30"></div> </div> </div> </div> <div class="media" data-wcm-edit-url=""> <div class="row-left"> <div class="span99"><a href="https://www.hbs.edu/faculty/Pages/item.aspx?num=66390" aria-label="Navigating Digital Transformation at Carrefour faculty & research publication detail page"> <h2 class="eta">Navigating Digital Transformation at Carrefour</h2></a><div class="nu add-underline">By: <a href="https://www.hbs.edu/faculty/Pages/profile.aspx?facId=261323&click=byline">Sunil Gupta</a> and Emilie Billaud</div> <ul class="linear mu regular ash" style="margin-top: 5px;"> <li style="margin-right: 0px;"><span class="mu-uc regular">September 2024</span> | </li> <li style="margin-right: 0px;">Case | </li> <li>Faculty Research</li> </ul> <div class="shim10"></div> <div class="add-underline">In 2023, Elodie Perthuisot, Carrefour’s Executive Director for e-commerce and digital transformation, met with CEO Alexandre Bompard to discuss strategies for the company’s digital initiatives. Carrefour, a global retail giant with over 14,300 stores across 40 countries, had set ambitious goals under Bompard’s leadership, including tripling its e-commerce gross merchandise value to €10 billion by 2026. However, the shift toward e-commerce, while promising, introduced higher operational costs and had yet to achieve profitability. The financial markets remained uncertain about the outcomes of this strategy, and the pressure was on to deliver tangible results.</div> <div class="shim12"></div> <div class="mu regular add-underline"><span><strong>Keywords: </strong></span><a href="/faculty/research/publications/Pages/default.aspx?q=Change Management">Change Management</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Transformation">Transformation</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Talent and Talent Management">Talent and Talent Management</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Decisions">Decisions</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Digital Strategy">Digital Strategy</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Technology Adoption">Technology Adoption</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Leading Change">Leading Change</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Goals and Objectives">Goals and Objectives</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Resource Allocation">Resource Allocation</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Digital Marketing">Digital Marketing</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=E-commerce">E-commerce</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Operations">Operations</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Logistics">Logistics</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Business Processes">Business Processes</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Organizational Culture">Organizational Culture</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Strategic Planning">Strategic Planning</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Alliances">Alliances</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Partners and Partnerships">Partners and Partnerships</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Competitive Advantage">Competitive Advantage</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Retail Industry">Retail Industry</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Food and Beverage Industry">Food and Beverage Industry</a>; <a href="/faculty/research/publications/Pages/default.aspx?q=Europe">Europe</a></div> <div class="shim10"></div> <div class="publication-extras-container toggle-container add-underline"> <div class="publication-extras" style="display: flex; flex-direction: row;"> <div><a href="#frCitation10" class="pub-extra-item toggle-plus toggle-button black mu" role="button" aria-label="Citation for Navigating Digital Transformation at Carrefour">Citation</a></div> <div><a href="http://cb.hbsp.harvard.edu/cbmp/product/525024-PDF-ENG" class="pub-extra-item black mu" aria-label="Educators for Navigating Digital Transformation at Carrefour">Educators</a></div> <div><a href="http://hbr.org/search/525024" class="pub-extra-item black mu" aria-label="Purchase Navigating Digital Transformation at Carrefour">Purchase</a></div> <div class="relatedpopout-trigger"><a href="#frRelated10" data-item-url="https://www.hbs.edu/faculty/Pages/item.aspx?num=66390" class="pub-extra-item toggle-plus toggle-button black mu" role="button" aria-label="Related publications about Navigating Digital Transformation at Carrefour">Related</a></div> </div> <div id="frCitation10" class="frCitation nu has-slide" style="margin-top: 10px; display:none;">Gupta, Sunil, and Emilie Billaud. <A HREF="http://hbr.org/product/Navigating-Digital-Transf/an/525024-PDF-ENG">"Navigating Digital Transformation at Carrefour."</A> Harvard Business School Case 525-024, September 2024.</div> <div id="frRelated10" class="frRelated nu has-slide" style="margin-top: 10px; display:none;"></div> </div> </div> </div> </div> <div class="shim40"></div><a href="/faculty/research/publications/Pages/default.aspx?q=Leadership" class="btn-arrow-partial btn-arrow btn-right btn-large ">More Publications<span class="right"></span></a></div> </div> </div> <div class="tablet-rail4 mobile-rail4"></div> </div> <div class="span3 vrule-offset"> <div class="sidebar-list" data-wcm-edit-url=""> <h3 class="kappa-uc" style="margin-bottom:13px;">Faculty</h3> <div class="" data-wcm-edit-url=""><a href="https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6486">Rosabeth M. 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$el.toggleClass('toggled'); if ($el.hasClass('toggled')) { window.setTimeout(function(){ $('.universal-site-search-query').focus(); },300) } $('.universal-banner-search-input').toggleClass('open'); } $(document).on('click','.universal-banner-search-toggle',function(){ toggleSearch(this); return false; }) $(".universal-banner-search-toggle").on("click",function(){ toggleSearch(this); return false; }) $(".slider-container").on('close',function(){ $(".universal-banner-hamburger").removeClass('open'); $(".universal-banner-menu-toggle").removeClass('toggled'); $("body").removeClass('slider-is-open'); }) $(document).on("click",".universal-banner-menu-toggle",function(){ if ($(this).hasClass('toggled')) { $('.slider-close').eq(0).click(); $(".universal-banner-hamburger").removeClass('open'); $(".universal-banner-menu-toggle").removeClass('toggled'); $("body").removeClass('slider-is-open'); } else { $('.slider-open').eq(0).click(); $("body").addClass('slider-is-open'); $('.universal-banner-hamburger').addClass('open'); $(".universal-banner-menu-toggle").addClass('toggled'); } //window.scrollTo(0,0); return false; }) $(".skipto").on("click",function(){ console.log("skip to main content"); $($(this).attr('href')).get(0).focus(); }) }); $(document).on( 'framework.resize', function() { // wait .1 seconds because the classes needed to adjust the min/max height haven't been added at this point // TODO: this is a bit kludgey and should be revisited setTimeout( function() { if (window.stickyHeader) { stickyHeader.setMinHeight(); stickyHeader.setMaxHeight(); stickyHeader.triggerExpand(); if ($(".page-header").hasClass('page-header-online')) { stickyHeader.triggerDisappear(); } } }, 100 ); }); function StickyHeader(){ this.hasScrolled = false; this.lastScrollTop = -1; this.currentHeight = 0; this.isVisible = false; this.disabled = false; this.velocitySamples = []; this.debug = $("#sticky-header-debug"); this.buildHeader(); this.setMinHeight(); this.setMaxHeight(); } StickyHeader.prototype.temporarilyDisabled = function() { this.disabled = true; var self = this; window.setTimeout(function(){ self.disabled = false; },500); } /* determine if the header navigation should be displayed while the user is scrolling down */ StickyHeader.prototype.setMinHeight = function() { // if the screen width is within the mobile or tablet range, hide the navigation on scroll, otherwise, show it if ($(".page-header").hasClass('page-header-online') && $( '.ua-mobile, .ua-tablet' ).length) { this.minHeight = 40; } else if ($(".page-header").hasClass('page-header-online')) { this.minHeight = 90; } else if ($( '.ua-mobile, .ua-tablet' ).length) { this.minHeight = 0; } else { this.minHeight = 40 } } /* determine how big the header should be when the user starts to scroll up */ StickyHeader.prototype.setMaxHeight = function() { // clear out the current max height this.maxHeight = 0; // add up the heights of the cloned stiky header elements as the new max height $( '.sticky-header-cloned' ).each( function( index, element ) { this.maxHeight += $( element ).height(); }.bind( this ) ); // Override for HBS online if($(".page-header").hasClass('page-header-online')) { if ($( '.ua-mobile, .ua-tablet' ).length > 0) { this.maxHeight = 0; } else { this.maxHeight = 90; } } } StickyHeader.prototype.buildHeader = function() { var headerHeight = $(".page-header").height(); // Override for HBS online if($(".page-header").hasClass('page-header-online')) { headerHeight = 0; } this.appearsAt = $(".page-header").offset().top + headerHeight; this.sticky = $('<div id="sticky-header" style="height:0; top: -5px;"></div>'); this.stickyWrap = $('<div class="wrapper"></div>'); var container = $(".site-header").parents('.grid-framework'); $( '.universal-banner, .site-header' ).each( function( index, element ) { this.stickyWrap.append( $( element ).clone() ); $( element ).addClass( 'sticky-header-cloned' ); }.bind( this ) ); this.sticky.append(this.stickyWrap); $(".sticky-header-container").append(this.sticky); } StickyHeader.prototype.triggerDisappear = function(){ this.sticky.addClass('at-scroll-top'); this.isVisible = false; this.currentHeight = 0; this.sticky.css('height',this.currentHeight); $("body").removeClass("sticky-header-active"); $("body").removeClass('sticky-header-expanded'); } StickyHeader.prototype.triggerAppear = function(){ if ($("body").hasClass('slider-is-open')) return; this.isVisible = true; $("body").addClass("sticky-header-active"); } StickyHeader.prototype.triggerExpand = function(){ if (this.disabled) return; if ($("body").hasClass('slider-is-open')) return; if (this.currentHeight == this.maxHeight) return; this.sticky.css('height',this.maxHeight-1); this.currentHeight = this.maxHeight; $("body").addClass('sticky-header-expanded'); } StickyHeader.prototype.triggerShrink = function(){ if ($( '.ua-mobile, .ua-tablet' ).length == 0 || !$(".page-header").hasClass('page-header-online')) { this.sticky.removeClass('at-scroll-top'); } var self = this; window.requestAnimationFrame(function(){ var newHeight = 0; if (self.isVisible) { newHeight = self.minHeight; } if (self.currentHeight == newHeight) return; self.sticky.css('height',newHeight); self.currentHeight = newHeight; $("body").removeClass('sticky-header-expanded'); }) } StickyHeader.prototype.redraw = function() { // This is costly to performance but unavoidable //const pageY = window.scrollY; //This throws a syntax error in IE11. var pageY = window.pageYOffset; var scrollUp = pageY < this.lastScrollTop; var scrollDistance = pageY - this.lastScrollTop; this.velocitySamples.push(Math.abs(scrollDistance)); if (this.velocitySamples.length > 10) { this.velocitySamples.shift(); } var totalDistance = 0; for (var i = 0;i<this.velocitySamples.length;i++){ totalDistance += this.velocitySamples[i]; } var velocity = totalDistance / this.velocitySamples.length; var debugVars = {}; if (pageY != this.lastScrollTop) { debugVars.pageY = pageY; debugVars.minHeight = this.minHeight; debugVars.maxHeight = this.maxHeight; debugVars.appearsAt = this.appearsAt; debugVars.velocity = velocity; debugVars.disabled = this.disabled; var html = ''; $.each(debugVars,function(k,v){ html += '<div>' + k + ': '+v +'</div>'; }) this.debug.html(html); if (pageY >= this.appearsAt) { this.triggerAppear(); } if ($(".page-header").hasClass('page-header-online') && $('.table-of-contents-wrapper').length && $('.table-of-contents-wrapper.jump-to').length == 0){ var tocWrap = $('.table-of-contents-wrapper'); var toc = tocWrap.children('.table-of-contents'); var tocItems = toc.find('.toc-item'); var stickyHeight = this.maxHeight; if ((pageY + stickyHeight) > tocWrap.offset().top && !toc.hasClass('sticky')) { toc.addClass('sticky'); } else if ((pageY + stickyHeight) <= tocWrap.offset().top && toc.hasClass('sticky')) { toc.removeClass('sticky'); } if (toc.hasClass('sticky')) { tocItems.each(function( index ) { var section = $($(this).children("a.toc-jump").attr("href")); if (section.length) { var sectionTop = section.offset().top - 45; var pageHeight = pageY + stickyHeight + toc.height(); if ((pageHeight > sectionTop) && !$(this).hasClass('current')) { tocItems.removeClass('current'); $(this).addClass('current'); } else if ((pageHeight <= sectionTop) && $(this).hasClass('current')) { $(this).removeClass('current'); } } }); } } if (pageY <= 0) { this.triggerDisappear(); } else if (scrollUp) { console.log('scroll up'); if ($(".page-header").hasClass('page-header-online') && pageY < (this.appearsAt - this.maxHeight)) { this.triggerDisappear(); } else if (velocity > 5 || pageY < this.appearsAt) { this.triggerExpand(); } } else if (pageY > this.appearsAt) { // If HBS online and mobile hide the sticky header if ($(".page-header").hasClass('page-header-online') && $( '.ua-mobile, .ua-tablet' ).length > 0) { this.triggerDisappear(); } this.triggerShrink(); } this.lastScrollTop = pageY; } this.hasScrolled = false; }; var _domready = _domready || []; _domready.push(function(){ if (document.getElementById('wcm-react-root')) return; if (window.stickyHeaderDisabled) return; window.stickyHeader = new StickyHeader(); var _onScroll = function () { if (!window.stickyHeader.hasScrolled) { window.requestAnimationFrame(function(){ window.stickyHeader.redraw(); }); } window.stickyHeader.hasScrolled = true; window.requestAnimationFrame(_onScroll); }; _onScroll(); //without this, the header flickers on online window.setTimeout(function(){ _onScroll(); },250) $(document).on('delay-sticky-nav',function(){ window.stickyHeader.temporarilyDisabled(); }) // needed for facet pages http://www.hbs.edu/news/Pages/default.aspx $(document).on('click',".facetctrl-sticky.active",function(){ $(document).trigger('delay-sticky-nav'); }) $(document).on('click',".filter-sticky.fixed",function(){ $(document).trigger('delay-sticky-nav'); }) }); jQuery(function($){ console.info('domready'); }); </script> </body> </html>

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