Some recommended links from HBS Working Knowledge:
This 2020 we shall see in Boston!
A new CLS exclusive meeteng we expected in May and October at Harvard Business School campus. We hope to see everyone at this time!.
Video: Dr. Collis (HBS Faculty Chair) explains the determinants and impact factors of CLS in the organization.
When teaching negotiation skills, many educators now focus almost exclusively on an interest-based approach in which both parties openly collaborate to find a mutually satisfying solution. However, argues HBS Professor Mike Wheeler, it’s important for students to know that there’s still a time and place for old-school haggling.
Forum open: Firms are spending a great deal on programs to train leaders lately, while, at the same time, followers seem to be exercising more and more power. Jim Heskett asks readers whether leadership is really teachable, and, if so, how we should measure its success.
An encounter in Boston: a new meeteng, and a new CLS program we expected in October at HBS. We hope to see everyone at this time.
Video: Dr. Garrido (HBSCLS Founder) explains his ideas on strategy with his colleagues Pankaj Ghemawat (NYU) and Joan Ricart (IESE).
New link in CLS way: we are now playing the Linkeding web for the HBSCLS members. Best regars, and se ya in the group.
Remember: the powerful and transformative nature of case method discussion of our time at Harvard Business School (we recomend the entire HBS video):
Celebrating: the time of our lives at Harvard Business School (we recomend this HBS video):
- Don’t miss the New Year’s card send us from HBS Executive Education team:
This is the welcome from professor Collis and CLS team to everyone of us in HBSCLS:
“We are now planning for CLS 2011 at the end of this year. We have another strong group of participants from around the world, and Toby and I are looking forward to sharing ideas and learning from them, as we did from you all.
I am currently on sabbatical finishing a book on “International Strategy” and considering a new research project for which I might ask your support! I am interested in how the corporate centre can add value to business units by announcing “Strategic Initiatives”. What I have is mind is the sort of process Jack Welch adopted at GE, whereby he came up with a mandate for all the businesses, such as “make international sales 40% of all your revenue”, “redefine your businesses to include all the related service activities” “develop entry strategies for emerging markets”. The basic question I have is under what conditions do these sort of broad strategic initiatives actually work? They have to be pretty high level if they are to have relevance across all the businesses in the portfolio, and so might wither be inappropriate or too vague to be effectively implemented in every business. Moreover, it is easy for a business to ignore the suggestion believing that the current initiative is just the flavor of the month that will soon pass. On the other hand, most corporate centres do use some version of “Strategic Priorities” to influence business units and shape their strategic direction. When do they work? When do they not work? And how can corporate headquarters improve their application of this technique?
Toby is still at Berkeley, and other than supervising my son (who just graduated from HBS) I have not heard much from him over the summer.
We hope you are all progressing in your careers, and have found plenty of opportunities to apply some of the ideas we shared with you at Harvard.”
Kind regards, David Collis