Archive for the 'Newsletter' Category

How 4 Business Students Took on the Eyewear Industry

By Mashable Video

When four friends met in business school and discovered they shared a common problem — an aversion to paying hundreds of dollars for eyeglasses — they realized there was a business opportunity in it. The group founded Warby Parker, an innovative startup that aims to revolutionize how people buy eyeglasses. Warby sells directly to the public, via their website, allowing them to bypass retailers and sell their frames and lenses for $95.

Check out our interview with Dave Gilboa, Warby Parker’s co-founder and co-CEO and learn how the company is disrupting the eyewear industry, similar to the way Netflix crashed the video rental market. Dave also talks about some of the company’s early growing pains, including having to put 20,000 customers on a waiting list and why Google shut down his company’s email servers.  View video…

How U.S. Lost Out on iPhone Work

From Charles Duhigg and Keith Bradsher in the New York Times:

When Barack Obama joined Silicon Valley’s top luminaries for dinner in California last February, each guest was asked to come with a question for the president.

But as Steven P. Jobs of Apple spoke, President Obama interrupted with an inquiry of his own: what would it take to make iPhones in the United States?

Why can’t that work come home? Mr. Obama asked.

Mr. Jobs’s reply was unambiguous. “Those jobs aren’t coming back,” he said, according to another dinner guest.

The president’s question touched upon a central conviction at Apple. It isn’t just that workers are cheaper abroad. Rather, Apple’s executives believe the vast scale of overseas factories as well as the flexibility, diligence and industrial skills of foreign workers have so outpaced their American counterparts that “Made in the U.S.A.” is no longer a viable option for most Apple products.

Apple’s manufacturing decisions exemplify the altered circumstances of high-technology commodity production in the contemporary world. The article describes the situation, but not the solution for regions and nations wishing to insure stable and remunerative work for their people. Note especially the conditions of daily life for product assembly workers sketched out in the article. The industrial revolution appears to be repeating itself yet again with similarities of both triumph and tragedy.

To read the article…

Organizational Culture, Learning, and Knowledge Management

Organizational Culture, Learning, and Knowledge Management an edited collection by Jonathan H. Westover is now available from  The Organization imprint.

We live in an increasingly hyper-competitive global marketplace, where firms are fighting to stay lean and flexible in an effort to satisfy increasingly diverse and specialized consumer demand around the world. Additionally, with the shifting global economy in recent decades and the emergence of the technology and service-oriented knowledge organizations, how do organizations effectively foster a continuous learning and innovation culture? What can organizational leaders do to promote ongoing organizational learning that will have a measurable impact on increased firm effectiveness and employee productivity? How can organizations more successfully manage organizational knowledge to achieve strategic organizational goals and add value to all organizational stakeholders? These are just some of the pressing questions facing the organizations of today.

This edited collection provides a comprehensive introduction to organizational culture, learning, and knowledge management and explores the wide sweeping impacts for the modern workplace, presenting a wide range of cross-disciplinary research in an organized, clear, and accessible manner. It will be informative to management academics and instructors, while also instructing organizational managers, leaders, and human resource development professionals of all types seeking to understand proven practices and methods to create organizational systems and culture to promote ongoing organizational learning and innovation to drive firm effectiveness in an increasingly competitive global economy.

The Business-School World in 2012

From J.L.H.D., The Economist

Assuming you have largely recovered from holiday celebrating, you are now free to contemplate the coming of 2012 by mulling over this newspaper’s predictions. Granted, it does not make for the happiest of reading. “The world won’t end in 2012,” writes our editor. “But at times it will feel as if it is about to.” The fate of the euro is still in doubt; America, France, Russia, and China all face potential changes at the top; business confidence is down; and it may be best not to think too much about climate change, given the potential for collective inaction. As the song goes, we’ll have to muddle through somehow.

Perhaps fortunately, change comes more slowly to academia, and so the business-school world as a whole should see less upheaval. Applications will probably remain down, as potential students see less hope of studying out the recession and worry more about the loans required to take an MBA. Executive-education budgets will also suffer, with only the occasional CEO able to indulge in a high-ticket course. Expect a few curriculum reworkings along the lines of Harvard’s, and, in the wake of the Occupy movement, the incorporation of income inequality and taxation into discussions of corporate social responsibility. On a lighter note, the 2012 Olympics in London will provide the excuse—er, background—for many a discussion of the business of sport. More…

Management Journal, Volume 11, Issue 1 available

management_frontThe first issue of  Volume 11 of  The International Journal of Knowledge, Culture and Change Management has now been published.

Volume 11, Issue 1 contains:

Continue reading ‘Management Journal, Volume 11, Issue 1 available’

Leading the Creative Mind

Leading the Creative Mind by Anthony Lake is now available as part of The Organization series.

Creative Leadership expert Anthony Lake unravels the mystery of the creative employee by using simple yet elegant cases in business and the arts to frame this practical guide for Leading the Creative Mind. Born from his executive work with arts organizations, his consulting, and his leadership research, Lake creates a series of exercises designed to strengthen skills for leading creative individuals. The focus is on four key pillars for success:

  1. Reflecting and Engaging Sensitively with Creative People
  2. Designing Effective Creativity Teams
  3. Developing and Addressing Real Challenges
  4. Fixing Ailing Work Groups

This is a guide for keeping inspired, balancing innovation with effective communication, and collaborating from a position of leadership.

Field of dreams: Harvard Business School reinvents its MBA course

(Credit: Reuters)

From The Economist

Young mums shopping in the Copley Mall in downtown Boston last month found themselves being questioned about their use of soap by students from Harvard Business School. The students were not doing odd jobs to earn beer money. They were preparing to help a firm in Brazil launch an antibacterial cleanser.

Fieldwork—ie, going out and talking to people—is a big change for HBS. Its students used to sit in a classroom and discuss case studies written by professors. Now they may also work in a developing country and launch a start-up. “Learning by doing” will become the norm, if a radical overhaul of the MBA curriculum succeeds.

The 900 students arriving in Boston this summer for their two-year course were told they would be guinea pigs. The new practical addition to HBS’s curriculum is known as “FIELD” (Field Immersion Experiences for Leadership Development). Not all the staff and students are overjoyed to be experimented on. But the man responsible, Nitin Nohria, who became dean of HBS in July 2010, says that “if it works, the FIELD method could become an equal partner to the case method.” More…

Tech Firm Implements Employee ‘Zero Email’ Policy

From Susanna Kiim at ABC News Business blog

You’ve got mail–not. Employees of tech company Atos will be banned from sending emails under the company’s new “zero email” policy.

CEO Thierry Breton of the French information technology company said only 10 percent of the 200 messages employees receive per day are useful and 18 percent is spam.  That’s why he hopes the company can eradicate internal emails in 18 months, forcing the company’s 74,000 employees to communicate with each other via instant messaging and a Facebook-style interface.

Caroline Crouch, a spokeswoman for the company, told ABC News the goal is focused on internal emails rather than external emails with clients and partners. Atos has already reduced the number of internal emails by 20 percent in six months.

When asked how employees have responded to the policy, Crouch told ABC News the overall response “has been positive with strong take up of alternative tools.” More…

Image: Haeel via Wikimedia Commons

Organizational Culture, Learning, and Knowledge Management

Organizational Culture, Learning, and Knowledge Management an edited collection by Jonathan H. Westover is now available from  The Organization imprint.

We live in an increasingly hyper-competitive global marketplace, where firms are fighting to stay lean and flexible in an effort to satisfy increasingly diverse and specialized consumer demand around the world. Additionally, with the shifting global economy in recent decades and the emergence of the technology and service-oriented knowledge organizations, how do organizations effectively foster a continuous learning and innovation culture? What can organizational leaders do to promote ongoing organizational learning that will have a measurable impact on increased firm effectiveness and employee productivity? How can organizations more successfully manage organizational knowledge to achieve strategic organizational goals and add value to all organizational stakeholders? These are just some of the pressing questions facing the organizations of today.

This edited collection provides a comprehensive introduction to organizational culture, learning, and knowledge management and explores the wide sweeping impacts for the modern workplace, presenting a wide range of cross-disciplinary research in an organized, clear, and accessible manner. It will be informative to management academics and instructors, while also instructing organizational managers, leaders, and human resource development professionals of all types seeking to understand proven practices and methods to create organizational systems and culture to promote ongoing organizational learning and innovation to drive firm effectiveness in an increasingly competitive global economy.

Jonathan H. Westover is an assistant professor of management at Utah Valley University, specializing in international human resource management and organizational behavior. His ongoing research examines issues of globalization, labor transformation, work-quality characteristics, and the determinants of job satisfaction cross-nationally.

The Empire Strikes Back: How Xerox and other big corporations are harnessing the force of disruptive innovation

From Scott D. Anthony and Clayton M. Christensen in Technology Review:

It has been a long time since anyone considered Xerox an innovation powerhouse. On the contrary, Xerox typically serves as a cautionary tale of opportunity lost: many obituaries of Steve Jobs described how a fateful visit by Jobs to the Xerox Palo Alto Research Center in 1979 inspired many of the breakthroughs that Apple built into its Macintosh computer. Back then, Xerox dominated the photocopier market and was understandably focused on improving and sustaining its high-margin products. The company’s Connecticut headquarters became the place where inventions in its Silicon Valley lab went to die. Inevitably, simpler and cheaper copiers from Canon and other rivals cut down Xerox in its core market. It is a classic story of the “innovator’s dilemma.” Xerox struggled to defend against threats at the low end of its business, failed to create growth in new markets, and found itself on the brink of irrelevance, if not extinction.

But now Xerox is turning things around. ….

Under [new CEO, Ursula] Burns, Xerox was now redefining its mission. “I kept asking people: What is it that we do?” she said in a recent speech at the Churchill Club. “The answer was always: ‘We’re a copier company, a printer company, a document company.’ ‘No, that’s not what we do,’ I said. ‘We help companies transform very complex and burdensome business processes.’”

Changing a frame of reference or the shape of an idea can bring about transformative change.

For more…