Image courtesy of Netflix.

Summer 2010
Volume 51, Issue # 4

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Julian Birkinshaw

Rethinking Management

  • Interview
  • Read Time: 5 min 

Most executives spend a reasonable amount of time thinking about the business model for their organization. But how much time do they spend considering the company’s management model? In his book “Reinventing Management,” Julian Birkinshaw urges businesspeople to give more thought to management models. In a Q&A, Birkinshaw explains why management has been “corrupted” over the last 100 years, and what should change.

Image courtesy of Nestle.

On the Rocky Road to Strong Global Culture

  • Research Highlight
  • Read Time: 8 min 

Companies often approach the process of developing a global culture as a one-way process dominated by corporate headquarters, exemplified by common terms such as “cultural transfer” “and “culture dissemination.” Also, core values often originate at corporate headquarters and fail to reflect and incorporate diverse cultural influences. This approach breeds skepticism about global culture among overseas employees, who may perceive headquarters’ core values as ethnocentric and parochial.

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Courtesy of DuPont.

The IT Audit That Boosts Innovation

  • Research Feature
  • Read Time: 23 min 

Innovators tend to think that information technology systems are too orderly and controlling even to cope with the messy process of innovation — much less enable it. But as some leading companies show, smart managers bring the whole IT menu to the challenge.

Courtesy of SAP.

The 2010 Richard Beckhard Memorial Prize

  • Read Time: 2 min 
The editors of the MIT Sloan Management Review are pleased to announce the winners of this year’s Richard Beckhard Memorial Prize, awarded to the authors of the most outstanding SMR article on planned change and organizational development published from fall 2008 to summer 2009.

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Image copyright of BP p.l.c.

How to Save Your Brand In the Face of Crisis

  • Research Feature
  • Read Time: 24 min 
When bad things happen, companies need the right strategy for talking their way out of a mess and avoiding a calamitous pummeling of their corporate image. Choosing the best response can spell the difference between a brand’s survival — even enhancement — and its irreversible tarnishing.
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The Change Leadership Sustainability Demands

  • Research Feature
  • Read Time: 20 min 

Sustainability initiatives can’t be driven through an organization the way other changes can. The authors’ research indicates that successful sustainability initiatives tend to evolve through three distinct phases. Phase 1 involves making the case for change, Phase 2 entails translating vision into action and Phase 3 is about expanding boundaries. Each stage requires different organizational capabilities and leadership competencies.