HARVARD BUSINESS SCHOOL | Executive Education
HBS@WORK

Leading Change and Organizational Renewal

26–31 MAR 2017
HBS CAMPUS
To achieve long-term growth, business leaders must have the agility to adapt to changes in the competitive landscape while balancing innovation with performance. This challenge is at the core of the Leading Change and Organizational Renewal program, which examines the impact that external developments have on corporate structure, internal culture, leadership, and risk management. As a participant in this program, you will interact with senior executives from a broad range of companies as you gain valuable insights for achieving new levels of profitability.
Organizational Leadership EDITION
Faculty Insights  |  Related Programs  |  Publication Spotlight  |  Upcoming Programs  |  Getting Reorgs Right  |  Why CEOs Should Commit to Many Small Battles Instead of a Single Big One  |  How Loss Aversion and Conformity Threaten Organizational Change  |  HR Can't Change Company Culture by Itself  |  Comprehensive Leadership Programs
FACULTY INSIGHTS
“Both / And” Leadership
Consistency isn't always a good thing. When dealing with conflict, senior executives must be able to distinguish between reconcilable goals, which require balanced and consistent decision-making, and enduring conflicts that cannot be resolved. This Harvard Business Review article—coauthored by Harvard Business School professor Michael L. Tushman, faculty cochair of Leading Change and Organizational Renewal—identifies the strategic paradoxes that businesses face and recommends an approach that pursues dynamic equilibrium rather than consistency. Read more.
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PUBLICATION SPOTLIGHT
The Founder's Mentality: How to Overcome the Predictable Crises of Growth by Chris Zook & James Allen
The Founder's Mentality:
How to Overcome the Predictable Crises of Growth
Why is profitable growth so hard to achieve and sustain? Most executives manage their companies as if the solution to that problem lies in the external environment. But when Bain & Company's Chris Zook and James Allen, coauthors of the bestselling Profit from the Core: A Return to Growth in Turbulent Times, researched this question, they found that when companies fail to achieve their growth targets, 90 percent of the time the root causes are internal, not external. What's more, companies experience a set of predictable internal crises, at predictable stages, as they grow. The key insight from Zook and Allen's research is that managing these choke points requires a "founder's mentality"—behaviors typically embodied by a bold, ambitious founder—to restore speed, focus, and connection to customers. Learn more.
FEATURED RESOURCES
Getting Reorgs Right
A practical guide to a misunderstood—and often mismanaged—process.
Why CEOs Should Commit to Many Small Battles Instead of a Single Big One
Micro battles force everyone to focus, move, and innovate faster.
How Loss Aversion and Conformity Threaten Organizational Change
What CEOs can do to achieve true transformational change.
HR Can't Change Company Culture by Itself
Accountable business leaders must drive a collaborative project.
COMPREHENSIVE LEADERSHIP PROGRAMS
Each comprehensive leadership program delivers a transformative HBS experience to individuals at all levels—from top executives and general managers to high-potential leaders and business owners. Participants will return to their organizations with a refreshed perspective and lifelong connections—ready to lead at the next level.
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