Showing papers in "Harvard Business Review in 2017"

Linear thinking in a nonlinear world

Abstract: The human brain likes simple straight lines. As a result, people tend to expect that relationships between variables and outcomes will be linear. Often this is the case: The amount of data an iPad will hold increases at the same rate as its storage capacity. But frequently relationships are not linear: The time savings from upgrading a broadband connection get smaller and smaller as download speed increases. Would it surprise you to know that upgrading a car from 10 MPG to 20 MPG saves more gas than upgrading from 20 MPG to 50 MPG? Because it does. As fuel efficiency increases, gas consumption falls sharply at first and then more gradually. This is just one of four nonlinear patterns the authors identify in their article. Nonlinear phenomena are all around in business: in the relationship between price, volume, and profits; between retention rate and customer lifetime value; between search rankings and sales. If you don't recognize when they're in play, you're likely to make poor decisions. But if you map out relationships in data visualizations, you can actually see whether they are nonlinear and how--and then make choices that maximize your desired outcome.

We Recorded VCs’ Conversations and Analyzed How Differently They Talk About Female Entrepreneurs

Abstract: We Recorded VCs’ Conversations and Analyzed How Differently They Talk About Female Entrepreneurs

The problem with product proliferation : unmanaged innovation leads to excessive operational complexity ; what's needed is product integration

Abstract: THE PROBLEM: Companies create problems for customers and employees when product innovation goes unmanaged. Eventually, excessive operational complexity hurts the bottom line. THREE SOLUTIONS: Focus on product integration, not product proliferation. Make sure your product developers work closely with customerfacing and operational employees. And settle on a high-level purpose that can guide decision making.

A simple way to test your company's strategic alignment

Abstract: There is no universal or one-size-fits-all prescription for a winning business. But corporate leaders today seem to agree that strategic alignment is high on the list. Strategic alignment, for us, means that all elements of a business -- including the market strategy and the way the company itself is organized -- are arranged in such a way as to best support the fulfilment of its long-term purpose. While a company's purpose generally doesn't change, strategies and organizational structures do, which can make chasing "alignment" between strategy and the organization feel like chasing an elusive will-o'-the-wisp.

How We Built a Virtual Scheduling Assistant at Microsoft

Abstract: Many people would agree that scheduling meetings is tedious. Perhaps you have experienced an email chain like this: Jenn, a potential client: Hey! What day/time works for a quick call next week? You: (toggling between calendar app and email) I’m wide open Monday. Jenn: (several hours later) Sorry. Traveling that day. How about Wednesday at 10 AM? You: (checking your calendar app again) That should work. Your office? Jenn: My office is great. Maybe we should see if Emad can join? This back-and-forth can carry on, and it can get even more challenging when people use different calendaring systems or meet across different time zones. Not only are these exchanges time-consuming, they also obliterate our ability to focus on more demanding tasks.

Strategic human resource management: an agenda for Japanese companies in the 21st century

Abstract: All firms globally are responding to a new and unprecedented set of business challenges. Securing competitive advantage and high performance is harder than it has ever been because the 21st century is a far more complicated and changeable global operating environment. New technologies are turning established industries upside down. New and non-traditional competitors from anywhere in the world are wrestling market share from established companies across all sectors and in domestic markets. Customer buying behaviour is reshaping expectations of variety, bundling and personalisation of the products and services they purchase. Sales cycles are getting ever shorter. All of these drivers of change, and more, are forcing leadership teams to urgently reevaluate where they wish to compete for market share, which strategies will yield best results and how to build organisations - and valuable human resources especially - capable of delivering those strategies.