| 1. |
- Antretter, Torben, et al.
(författare)
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Do Algorithms Make Better - and Fairer - Investments Than Angel Investors?
- 2020
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Ingår i: Harvard Business Review. - : Harvard Business Publishing. - 0017-8012.
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Tidskriftsartikel (övrigt vetenskapligt/konstnärligt)abstract
- Can an algorithm outperform the average angel investor? And if it can, does that also mean it will make less biased investments? Researchers put these questions to the test: They built an investing algorithm and put it head to head with 255 angel investors in a simulation, asking it to select the most promising investment opportunities among 623 deals from one of the largest European angel networks. The results? The algorithm significantly outperformed the average novice investor and even experienced investors who fell prey to cognitive biases, but was bested by the top tier of experienced investors, who could control for their own biases. While the algorithm may have made less biased choices when it came to the race and gender of the founders it picked, it also reflected systemic inequalities, and illustrated the limits of how algorithmic investing can be used to address deep social inequalities. Even so, the experiment offers a vision for how — and when — investors might deploy similar algorithmic aids in their investing, and how it might lead to better and fairer decisions.
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| 2. |
- Aoki, Katsuki, et al.
(författare)
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GLOBAL BUSINESS The New, Improved Keiretsu
- 2013
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Ingår i: Harvard Business Review. - 0017-8012. ; 91:9, s. 109-
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Tidskriftsartikel (refereegranskat)abstract
- During the past decade, some of Japan's most dominant companies have been quietly turning their supplier relationships into a tool that helps them innovate faster while radically cutting costs. This is the new keiretsu a modern version of the traditional system in which buyers formed close, collaborative associations with suppliers. Toyota provides a compelling example of how keiretsu, which lost luster during the cost-cutting of the 1990s, is being revived and reinvented. The company today has vendor relationships that are more open, more global, and more cost-conscious than traditional keiretsu ever were and that provide even stronger bonds of trust, cooperation, and educational support. The authors examine the evolution of Toyota's keiretsu and explore the numerous lessons for developed-world and emerging-market companies seeking to improve their supplier relationships for lasting gain. Such companies should think short-term and Longterm; know their suppliers well and develop trust with them; balance implicit and explicit communication; identify the suppliers most worth improving; and involve suppliers in developing new products. Those elements are critical even in a hypercompetitive, cost-obsessed environment, because as they speed production and boost innovation, they reduce the hidden costs of the arm's-length supplier relationships prevalent in the West.
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| 3. |
- Brousseau, KR, et al.
(författare)
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The seasoned executive's decision-making style
- 2006
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Ingår i: Harvard Business Review. - 0017-8012. ; 84:2, s. 110-110
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Tidskriftsartikel (refereegranskat)abstract
- Leaders make decisions every day of their lives, but how they do it changes dramatically over the course of their careers. At lower levels, the job is to get widgets out the door; action is at a premium. At higher levels, the job involves decisions about which widgets to offer and how to develop them. To climb the corporate ladder and be effective in new roles, managers need to change the way they use information and evaluate options. Based on a study of the decision-making profiles of more than 120,000 executives, the authors found that people make decisions very differently in public than they do in private and that the decision styles of successful managers evolve in highly predictable patterns. The most successful managers and executives become increasingly open and interactive in their leadership (or public) styles, and more analytic in their thinking (or private) styles, as they progress in their careers. The research shows that decision-making profiles do a complete flip over the course of a career; that is, the decision profile of a successful CEO is the opposite of a successful first-line supervisor's. When does the major change in focus occur? Somewhere between the manager level and the director level, executives find that formerly effective decision styles no longer work so well. At this point, decision styles fall into a "convergence zone," where managers use all styles more or less equally. From then on, the executives continue to evolve their styles. The most successful managers come to the convergence zone quickly and continue to adjust their styles as their careers progress. Low performers seem to stagnate once they hit the convergence zone; their styles do not evolve in new directions. Clearly, relying on past successes and habits is no guarantee of success-indeed, it may be the road to failure.
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| 4. |
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| 5. |
- Eisenstat, R. A., et al.
(författare)
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The uncompromising leader
- 2008
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Ingår i: Harvard Business Review. - 0017-8012. ; 86:7-8, s. 50-
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Tidskriftsartikel (refereegranskat)abstract
- Managing the tension between performance and people is at the heart of the CEO's job. But CEOs under fierce pressure from capital markets often focus solely on the shareholder, which can lead to employee disenchantment. Others put so much stock in their firms' heritage that they don't notice as their organizations slide into complacency. Some leaders, though, manage to avoid those traps and create high-commitment, high-performance (HCHP) companies. The authors' in-depth research of HCHP CEOs reveals several shared traits: These CEOs earn the trust of their organizations through their openness to the unvarnished truth. They are deeply engaged with their people, and their exchanges are direct and personal. They mobilize employees around a focused agenda, concentrating on only one or two initiatives. And they work to build collective leadership capabilities. These leaders also forge an emotionally resonant shared purpose across their companies. That consists of a three-part promise: The company will help employees build a better world and deliver performance they can be proud of, and will provide an environment in which they can grow. HCHP CEOs approach finding a firm's moral and strategic center in a competitive market as a calling, not an engineering problem. They drive their firms to be strongly market focused while at the same time reinforcing their firms' core values. They are committed to short-term performance while also investing in long-term leadership and organizational capabilities. By refusing to compromise on any of these terms, they build great companies.
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| 6. |
- Engwall, Mats, 1961-, et al.
(författare)
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Cheetah Teams
- 2001
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Ingår i: Harvard Business Review. - 0017-8012. ; 2:9, s. 20-21
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Tidskriftsartikel (refereegranskat)
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| 7. |
- Foote, N., et al.
(författare)
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The Higher Ambition Leader
- 2011
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Ingår i: Harvard Business Review. - 0017-8012. ; 89:9, s. 94-
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Tidskriftsartikel (övrigt vetenskapligt/konstnärligt)abstract
- In 2009, as financial institutions faced plummeting profits and public scorn, the star of Standard Chartered Bank was on the rise. The bank posted its seventh straight year of income growth (with no help from government funding) and increased its Lending by 13%. Why was it thriving in such a difficult time? Because a different approach to leadership had taken hold there, say the authors, a team from the TruePoint consultancy. Mervyn Davies, who took Standard Chartered's reins in 2001, and his successor, Peter Sands, represent a new breed of CEO. Not content with achieving only strong economic returns, these CEOs drive their companies toward high performance on three fronts at once: creating tong-term value, producing benefits for the wider community, and building strong social capital within the organization. Many CEOs do well in one of these areas, but what sets these "higher-ambition leaders" apart is their ability to excel in all three. In pursuing their aggressive agendas, higher-ambition leaders do three things: They draw on a much broader view of their companies' organizational and cultural assets to forge more-powerful strategic visions. They build widespread commitment to achieve those visions by turning their companies into communities of shared purpose. And they demonstrate the grit to commit to their visions over the long term. As each of these activities reinforces the others, the full human and business potential of the organization is unlocked, allowing these CEOs to lead their companies to remarkable success, even in the face of daunting challenges.
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| 8. |
- Fredberg, Tobias, 1974, et al.
(författare)
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What Do Good Global Leaders Do?
- 2012
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Ingår i: Harvard Business Review. - 0017-8012.
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Tidskriftsartikel (övrigt vetenskapligt/konstnärligt)abstract
- Online version of the journal, not peer reviewed
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| 9. |
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| 10. |
- Gaim, Medhanie, Dr, 1983-, et al.
(författare)
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Preparing for Your Company’s First Meeting with a Startup Collaborator
- 2022
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Ingår i: Harvard Business Review. - : University of Exeter. - 0017-8012.
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Tidskriftsartikel (övrigt vetenskapligt/konstnärligt)abstract
- To understand how corporations and startups can better collaborate, researchers studied 150 meetings between 108 deep tech startups and 34 corporations. They found that collaborations that moved past the first meeting shared three characteristics: They had clarity about their current and future needs; they were open-minded to the novel ideas of startups; and they assembled a team of technologists, business developers, and decision-makers who could engage with the current and future opportunities that the startups presented.
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