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Volume 99, number 4. Features: *Softening capitalismâ€™s downsides *The problem with innovation contests: Too much competition diminishes motivation and creativity *CEOs with unusual names pursue unusual strategies: If you want a leader who will shake things up, look beyond the Johns and Jennifers *The founder of Qualtrics on reinventing an already successful business: Itâ€™s much easier to change from a position of strength. *How to design an AI marketing strategy: What the technology can do todayâ€”and whatâ€™s next *Why you arenâ€™t getting more from your marketing AI: Chances are, you havenâ€™t asked the right questions *Donâ€™t buy the wrong marketing tech: Instead, take these three steps *How good is your company at change?: A new system for measuring (and improving) your ability to adapt *The Circular Business Model: Pick a strategy that fits your resources and capabilities *Why do so many strategies fail?: Leaders focus on the parts rather than the whole *The power of anomaly: To achieve strategic advantage, scan the market for surprises *SPACs: What you need to know: A guide for the curious and the perplexed *Engaging with your investors: A playbook for the board *Entrepreneurs and the truth: They often bend it. But donâ€™t demonize themâ€”the problem is systemic *â€œIâ€™m here because Iâ€™m as good as youâ€: The HBR interview with Ursula Burns *The science of strong business writing: Lessons from neurobiology *Case study: Will a bankâ€™s new technology help or hurt morale?: A CEO weighs the growth benefits of AI against the downsides of impersonal decision making *Whatâ€™s so special about founders?: Popular notions about them are often wrong *Lifeâ€™s work: An interview with Martin Baron: A conversation with the former top editor of the Boston Globe and the Washington Post
Harvard Business School Publishing Corporation
Publication Date:1 July 2021
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