5 Must-See Harvard Business Review Articles
Every month, through our partnership with Harvard Business Review, we update our resource library with five new HBR articles that we think CIOs and IT managers will greatly appreciate. Check out the selected coins below, available to readers until the end of the month.
What do you do if you see that an important task needs to be accomplished but it is not part of your job description? Before you decide to change lanes, consider this research based on the observations and recordings of first responders performing mock incidents with high casualties. Margaret M. Luciano, Virgil Fenters, Semin Park, Amy Bartels and Scott Tannenbaum, authors of this HBR article, note that you have to be aware of the environment, be careful not to exceed the limits of the team and do not don’t forget to update your team and leaders. What is most important is to do any job in a proper way, whether it is in your lane or not. Download this report to learn the essential lessons to consider.
Download: “When to take on tasks that are not part of your job description“
Many organizations are trying to respond to increasing pressures and competitive challenges by asking too much of their employees. But focusing on a few important initiatives can have a bigger impact. By increasing the total value created for their customers, employees and suppliers, IT managers can position their business for lasting financial success. âAn easy-to-use framework called value-based strategy gives leaders a common language for evaluating strategic initiatives and developing a holistic view of the many activities that take place within their organizations. What makes a strategic initiative really worth it? Strategy expert Felix Oberholzer-Gee shares his thoughts in this HBR article.
Download: “Eliminate Strategic Overload”
Artificial intelligence has the potential to completely transform the way you do business. The problem arises when AI is deployed quietly over time, an approach that does not produce significant change. Yet trying to overhaul an entire organization all at once is just too much of a hassle to be practical. What is the solution ? âUsing AI to reinvent an entire end-to-end business process, journey or function,â three McKinsey consultants say in this HBR article. IT managers need to evolve AI quickly and efficiently, so read on to discover four steps that can help.
Download: “Improving AI”
As pandemic restrictions ease, companies are seizing this unique opportunity to maintain the beneficial practices they adopted during the crisis. But which changes have been most effective and how do IT managers identify what will continue to be successful? âLasting organizational change depends not only on discovering new practices and their initial adoption, but also on ensuring that managers and employees do not fall back into old routines when the momentum for change has worn off,â the authors write. HBR authors Vijay Govindarajan, Anup Srivastava. , Thomas Grisold and Adrian Klammer. This article includes a four-step framework that can help CIOs identify, retain, and sustain changes that have been successful over the past year. Find out if these types of changes are sustainable for your organization.
Download: “Resisting old routines when returning to the office”
What does it say? âThings aren’t always what they seemâ¦â Sometimes things look great on the surface despite a serious disharmony below. Most companies sincerely want to create a âgoodâ work culture, believing that this will be a major motivation for employees. But it can have the opposite effect, leading to the loss of open and honest communication and a lack of motivation and responsibility. Leadership expert Timothy R Clark writes for HBR about the âtoxic kindnessâ work culture and offers IT managers four tactics to consider: Clarify performance expectations and standards. Publicly challenge the status quo, even if you helped create it. Provide aerial coverage for speaking people. Address performance issues immediately. To find out how, download this article.
Download: “The vagaries of a” nice “corporate culture”
The next normal has arrived, and CIOs play a central and critical role in whether organizations thrive in this reality. This Harvard Business Review Analytic Services research identifies four focus areas for CIOs and IT organizations, based on interviews with CIOs and CTOs from Abbott, Adobe, Equifax, Johnson & Johnson, Qualcomm, Raytheon, Toyota Financial Services and the University of Alabama at Birmingham. , and other technical frameworks. Download this report to discover the 10 new leadership rules adopted by these leaders.
Download: “IT leadership in the next normal”