Harvard Business School
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Mobile Banking for the Unbanked
Banks find it an unprofitable proposition to serve people who make less than three dollars per day
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The Profit Power of Corporate Culture
Organization culture is not a soft concept, its impact on profit can be measured and quantified
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The Seven Things That Surprise New CEOs
The CEO must learn to manage organizational context rather than focus on daily operations
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Creating a Positive Professional Image
In today’s diverse workplace, your actions and motives are constantly under scrutiny. Time to manage your own professional image before others do it for you. An interview with professor Laura Morgan Roberts
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Protecting Against The Pirates of Bollywood
A potential link between the disappointing box-office receipts and intellectual property (IP) law
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A New Model for Business: The Museum
In general we understand the role and appreciate that an expert who functions as our decision-making proxy makes for a much better museum-going experience
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Five Discovery Skills that Distinguish Great Innovators
In The Innovator's DNA, authors Jeff Dyer , Hal Gergersen, and Clayton M. Christensen build on the idea of disruptive innovation to outline the five discovery skills that distinguish the Steve Jobses and Jeff Bezoses of the world from the run-of-the-mill corporate managers
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How Dangerous Is Common Sense to Managers?
In predicting outcomes and acting accordingly, we give far too much credence to such things as our own experiences, our ability to determine what is important, and history itself
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Looking In The Mirror: Questions Every Leader Must Ask
In his new book, What to Ask the Person in the Mirror , Kaplan argues against the notion that great leadership is about having all the answers
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Rupert Murdoch and the Seeds of Moral Hazard
Journalists are not supposed to act illegally
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Are You a Level-Six Leader?
Asking the question whom do you serve? is a powerful vector on which to build a useful typology of leadership