Notes on: Ghosn, C. (2002). “Saving the Business Without Losing the Company.” Harvard Business Review, January 2002, p 37-45. Intro Renault Nissan Merger Ghosn natural candidate Cleaned up failed merger with Volvo Nissan unprofitable for 8 yrs “do-or-die situation” (p 38) retain self-esteem of employees Plan involve Nissan’s own managers Cross-functional teams company culture important […]

Notes on   Fischer, B. & Boynton, A. (2005). Harvard Business Review, July-August 2005, p 116-123 Intro p 117 Whiz Kids – saved Ford Seymour Cray – first commercial supercomputer Virtuoso teams – composed of elite experts Unique in ambition, intensity,  esprit, results-driven Risks considered high Default mode = mediocrity V-teams use different rules Examples […]

Notes on: Moving Mountains. (2003). Motivating People. Harvard Business Review, January 2003, p 41-47. Interviews with people about how to motivate others. “Start with the Truth” (p 42) Carly Fiorina, chairman and CEO of HP “Appeal to Greatness” (p 42) Christopher Bangle, BMW global chief of design  “Make them Proud” (p 43) Chauncey Veatch, 2002 […]

Notes on: Kellerman, B. (2007, December). What Every Leader Needs to Know About Followers. Harvard Business Review, December 2007, p 84-91. Modern leadership Stress leaders rather than followers (amorphous) Followers matter! Not obvious who is leader and who is follower New typology for followers Who are followers? “Low in the hierarchy and have less power” […]