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- Building a Learning Organization
- The Idea in Brief As we all know, to stay ahead of competitors, companies must constantly enhance the way they do business. But more performance-improvement programs fail than succeed. That's because many managers don't realize that...
- Articles 2008-04-01
Additional Resources
- Learning in the Thick of It
- The Idea in Brief Like many managers, you probably conduct after-action reviews AARs to extract lessons from key projects and apply them to others. But in most companies, AARs don?t fulfill their promise: Scrapped projects, poor investments, and failed safety measures repeat themselves?while...
- Articles 2007-09-24
- The Competitive Imperative of Learning
- Most managers believe that relentless execution--the efficient, timely production and delivery of offerings--is vital to corporate performance. Execution-as-efficiency is important. But focusing too narrowly on it can prevent your company from adapting effectively to change. ...
- Articles 2008-07-18
- Facing Ambiguous Threats
- The Idea in Brief Are you dismissing small signals that may portend danger to your business? Ignore these ambiguous threats, and you could imperil your company. Pharmaceutical giant Merck discovered this firsthand when it downplayed early unclear...
- Articles 2008-03-10
- Your Company's Secret Change Agents
- The Idea in Brief Some business problems--lackluster performance, escalating costs, interdepartmental conflict--persist no matter how hard companies try to fix them. Why? Most leaders impose top-down change tactics--importing outside experts or "best" practices, which never...
- Articles 2008-02-13
- Deals Without Delusions
- The Idea in Brief Half of all acquiring companies pay more for target firms than they're worth. Often it's because of executives' mental biases: Their interest in a deal keeps them from being objective about its value....
- Articles 2008-04-01
- HBR IdeaCast: Learning Organizations
- If your company's rate of learning isn't greater than the rate of change in your industry, you will fall behind. David Garvin and Amy Edmonson talk about how companies can create, acquire, interpret, and retain knowledge, then modify their behavior to respond to those knowledge insights. They also use examples...
- Blog posts 2008-03-10
- Tools for Assessing Your Organization's Learning Capabilities
- Every organization must learn or die -- learn about itself, the competition, the market, the world. A new Harvard Business Review package on organizational learning wraps together an article, assessment tool and video interview to help you judge your own organization's learning capabilities. What does a...
- Blog posts 2008-03-03
- The Only Sustainable Competitive Advantage: Learning
- Products can be copied. Processes can be copied. Services can be copied. So how does a company create a sustainable advantage over competitors? Former Analog Devices CEO Ray Stata put it simply: become a learning organization. Create an enterprise in which individuals and the organization as a...
- Blog posts 2009-01-02
- As the army moved in, the style moved out
- The Observer has now had three editors in the past three years, yet the three previous incumbents - JL Garvin, David Astor and myself - lasted 70 years between us. This rapid turnover is a measure of the crisis of identity faced by the Observer since it was...
- Research articles 1996-04-02
- Why You Need Conflict in Your Team
- Contrary to conventional wisdom, conflict is an essential characteristic of any high-performing team. Weak teams and committees are full of people who keep their opinions to themselves when together, only to whine when outside the group. Effective teams get the issues on the table...
- Blog posts 2008-06-23
- The Ultimate Leadership Test
- Albert Camus, the French author and philosopher, once wrote that we are the sum of our choices. This is certainly true for business leaders. No matter how great a visionary or communicator you may be as a business leader, in the end you will be judged by the choices you...
- Blog posts 2009-07-14
- Trouble-Shooting 101: What's the Problem, Really?
- What's your approach when you encounter a problem? Most often it's a two-stage process: 1) determine what is causing the obstacle and 2) fix it. That's wonderful if you're dealing with a hang-nail. But in business, problems can be much more complicated than trimming off a broken...
- Blog posts 2009-08-03
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