Harvard Business

AUGUST 22, 2018

Editor's Note This fictionalized case study will appear in a forthcoming issue of Harvard Business Review, along with commentary from experts and readers. But culturally, it might be time for a purge,” Cam continued. ” “It’s not the people who are toxic,” Joss said, “it’s the culture.

Case Study 34

Case Study Case Studies Study Culture 34

Harvard Business

AUGUST 16, 2018

When promoted to his new role, he inherited a group of district sales managers responsible for selling to hospital systems in their respective geographies. Catherine, a senior marketing director leading a cross-functional product development team at the same company, provides a contrasting case study.

Turnaround 30

Turnaround Talent Groups Meeting 30

Harvard Business

AUGUST 4, 2017

The idea of boomerang employees — workers who voluntarily leave a job at an organization and then rejoin that same organization at a later date — is gaining more and more acceptance from hiring managers and in the labor force. You might have “realized the culture was wonderful and you miss it.” ” Onboard.

Company 34

Company Case Study Case Studies B2C 34

Harvard Business

MAY 20, 2016

An office environment reflects and reinforces a business’s core values, through the placement of different teams and functions and design elements that reflect culture, brand, and values. To illustrate how this all plays out on a larger scale in real companies, here are two mini case studies from businesses we’ve worked with.

Exercises 30

Exercises Meeting Real Estate Survey 30

Harvard Business

JULY 18, 2016

Contrary to popular belief, cultivating a high-trust culture is not a “soft” skill — it’s a hard necessity. This clear manifestation of respect powers huge inflections in organizational culture. Put another way, it’s the foundational element of high-performing organizations. Delivering results.

Financial 28

Financial Culture Leadership Report 28

Harvard Business

DECEMBER 22, 2016

In the end, a combination of unattainable objectives, an environment that lacked transparency, and a culture where failure was not perceived to be a viable option, led some VA administrators and clinic staff to manipulate data to make it appear as though the wait time goal was being achieved. The stakes, in other words, were high.

Culture 28

Culture Leadership Resources Healthcare 28