Rio Leslie Sartorio

HARVARD BUSINESS REVIEW Mark Angelo Duana

Joseph Benneth Guab
THE GOOD BOSS
HARVARD BUSINESS REVIEW, EXECUTIVE EDITION
MAY 2006

Summary: What makes a manager a good boss? To create a climate in which

employees volunteer their creativity and expertise, managers need to look beyond
the traditional tools at their disposal. They need to build trust. The authors studied the
links among trust, idea sharing, and corporate performance for more than a decade.
They explored why managers of local subsidiaries often fail to share information with
executives at headquarters, and they studied the dynamics of idea sharing in product
development teams, joint ventures, supplier partnerships, and corporate
transformations. They offer an explanation for why people resist change even when it
would benefit them directly. In every case, the decisive factor is what the authors call
fair process –fairness in the way that a company makes and executes decisions. The
elements of fair process are simple: Engage people in decisions that directly affect
them, explain why decisions are made the way they are, and clarify what will be
expected of them after the changes are made.
WINNING YOUR EMPLOYEES’ TRUST
HARVARD BUSINESS REVIEW, EXECUTIVE EDITION
SEPTEMBER 2006

Summary: Most employees don’t trust their leaders, and when they don’t, stress and
divisiveness prevail. Performance erodes, and talented workers head for more
motivating environments. To avoid this scenario, win your employees’ trust through
these practices: cultivate the qualities that lead employees to trust you. For instance,
when people believe you’ll put yourself at risk for them, their trust grows. The lesson?
Demonstrate genuine concern for employees and make appropriate sacrifices for
them. Combat trust’s enemies. For example, consider the trust-destroying rumors that
circulate when managers withhold information during change initiatives. To battle this
trust enemy, be forthright–even if that means saying you don’t know what will
happen. Make decisions fairly. When you make choices in ways people perceive as
fair (for instance, you invite their input and explain your reasoning), they trust you.
Building and maintaining trust are among your most crucial tasks.
CREATE – THEN DOMINATE – NEW MARKETS
HARVARD BUSINESS REVIEW, EXECUTIVE EDITION
JULY 2004
Summary: How do you leave rivals behind while sustaining
spectacular growth for your company? Invent entirely new markets
where no competitor has yet ventured. Consider Sony, which
conceived the personal portable stereo market with its Walkman.
The Walkman gave consumers the pulse-pounding acoustics and
“cool” image of boom boxes, plus the low prices and handy
proportions of transistor radios. Sony grabbed market share from
the boom box and transistor radio markets – and attracted joggers
and commuters into the new market. To create new markets, shift
your focus from building and selling products to satisfying consumer
needs in radical ways. Ask, “What if we forgot everything we know
about our industry’s existing traditions? How might we combine the
advantages of several industries’ offerings to provide quantum
leaps in value? How can we better serve customers our industry has
neglected?
VALUE INNOVATION: THE STRATEGIC LOGIC
OF HIGH GROWTH
HARVARD BUSINESS REVIEW,
JANUARY – FEBRUARY, 1997
(LISTED AS AN HBR WORLD’S BEST SELLER)

Summary: Why is it that some companies succeed in achieving sustained high

growth in both revenues and profits? The authors studied high growth
companies – and their less successful competitors – and found a fundamental
difference in the way each group approached strategy. The slow growth
companies took a conventional approach in the sense that they did what most
companies do: building competitive advantages dominated their strategy
thinking. In contrast, the high growth companies paid little attention to matching
or beating the competition. Instead they sought to make their competition
irrelevant through a strategic logic the authors have come to call value
innovation.
LEADERSHIP AND THE FUTURE: THE ART OF
CHANGE MANAGEMENT
HARVARD BUSINESS REVIEW, EXECUTIVE EDITION
OCTOBER 2005
Summary: How can leaders generate a leap in performance when the odds
are stacked against them? For leaders with limited resources, a demoralized
staff, and an overly politicized organization and wedded to the status quo, it
may be time to apply Tipping Point Leadership and Fair Process. Tipping Point
Leadership builds on the reality that in any organization, there are factors that
exercise a disproportionate influence on performance. Hence, achieving a
leap in performance is not about investing steep resources or allocating long
timeframes for change. Rather it is about identifying and leveraging the
factors that exercise a disproportionate influence on breaking the status quo,
multiplying the value of existing resources, motivating employees to
aggressively move forward with change, and knocking down political
roadblocks. By focusing on points of disproportionate influence, tipping point
leaders are able to create a sustainable performance leap fast at low cost.
ON BREAKTHROUGH STRATEGY
DIAMOND HARVARD BUSINESS REVIEW’S 30TH ANNIVERSARY, HARVARD
BUSINESS SCHOOL PUBLISHING CORPORATION, JAPAN
OCTOBER 2006 (IN JAPANESE)
Summary: How can companies create breakthroughs in value and performance?
Most companies focus on matching and beating their rivals. As a result, their
strategies tend to take on similar dimensions. What ensues is head-to-head
competition based largely on incremental improvements in cost, quality, or both. The
authors have studied how innovative companies break free from the competitive pack
by staking out fundamentally new market space. Instead of looking within the
conventional boundaries that define how an industry competes, managers can look
methodically across them. By doing so, they can unlock latent demand and create
blue oceans of new market space. The authors delineate six paths to look across in
order to break out of the conventional boundaries of competition – look across
alternative industries, across strategic groups within an industry, across buyer groups,
across complementary product and service offerings, across the functional-emotional
orientation of an industry, and even across time.
HOW STRATEGY SHAPES STRUCTURE
HARVARD BUSINESS REVIEW
SEPTEMBER 2009

Summary: This article argues that there are two types of strategy: structuralist
strategies that assume that the operating environment is given, and reconstructionist
strategies that seek to shape the environment. In choosing which of the two is most
appropriate for your organization, managers must consider environmental
attractiveness, the capabilities and resources they can call on, and whether the
organization has a strategic orientation for competing or for innovating. Whichever
type of strategy is chosen, success will depend on creating an aligned set of strategy
propositions targeted at three different sets of stakeholders: buyers, shareholders,
and the people working for or with the organization. Where the approaches diverge
is in the nature of their proper alignment. Structuralist strategies require that the
three propositions — the value, the profit, and the people propositions — focus on
delivering either low cost or differentiation. Reconstructionist strategy propositions
align around delivering both.
ON BREAKTHROUGH STRATEGY
DIAMOND HARVARD BUSINESS REVIEW’S 30TH ANNIVERSARY, HARVARD
BUSINESS SCHOOL PUBLISHING CORPORATION, JAPAN
OCTOBER 2006 (IN JAPANESE)
Summary: How can companies create breakthroughs in value and performance?
Most companies focus on matching and beating their rivals. As a result, their
strategies tend to take on similar dimensions. What ensues is head-to-head
competition based largely on incremental improvements in cost, quality, or both. The
authors have studied how innovative companies break free from the competitive pack
by staking out fundamentally new market space. Instead of looking within the
conventional boundaries that define how an industry competes, managers can look
methodically across them. By doing so, they can unlock latent demand and create
blue oceans of new market space. The authors delineate six paths to look across in
order to break out of the conventional boundaries of competition – look across
alternative industries, across strategic groups within an industry, across buyer groups,
across complementary product and service offerings, across the functional-emotional
orientation of an industry, and even across time.
MARKET-LED INNOVATION
HARVARD BUSINESS REVIEW, EXECUTIVE EDITION
FEBRUARY 2006
Summary: Successful innovation often starts in the field with customers, not in the
laboratory with researchers. More than ever before, companies need to collaborate
with customers in developing new products and services. Market-led innovation has
become important for several reasons. For one thing, customers are more powerful
these days. For another, as products and services become increasingly complex and
R&D costs rise correspondingly, companies have to be more creative about financing
innovation. Also, when a company sells services or something that combines a product
with a service–technology systems, for example–its customers may have radically
different needs, which means that much of the innovation’s value can be created only
through one-on-one attention to customers. Market-led innovation is easy to preach
but very difficult to practice. It involves changes in mind-set, organization, and
behavior for sales and service people, marketers, channel partners and distributors,
production and other operations, R&D, suppliers–in short, it affects a company’s value
chain from end to end.