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28 March 2014
What makes a company consistently perform at the top of its game? It's not just a good strategy and a few star employees. It's the less quantifiable culture permeating the organization that really makes a difference--a culture that continually strives for excellence and does not tolerate toxic behavior. This issue of "Harvard Business Review OnPoint" examines the key ingredients to building a high-performance culture, from a well-designed organizational structure with clear decision rights to strong leadership and healthy, communicative teams. Careful management of both top talent and the solid performers that support daily operations also makes a difference. Everyone wants to work for a winner. Build the right culture, and you will create the kind of atmosphere and workforce that not only leads to big wins but that you will also be proud to be part of.
Articles include: "Leadership That Gets Results," by Daniel Goleman; "Are You a Good Boss--or a Great One?" by Linda A. Hill & Kent Lineback; "What Really Works," by Nitin Nohria, William Joyce, & Bruce Roberson; "How Great Companies Think Differently," by Rosabeth Moss Kanter; "Do You Have a Well-Designed Organization?" by Michael Goold & Andrew Campbell; "Virtuoso Teams," by Bill Fischer & Andy Boynton; and "How to Hang On to Your High Potentials," by Claudio Fernandez-Araoz, Boris Groysberg, & Nitin Nohria. You'll also find selected content from our website.
"Harvard Business Review OnPoints" are single-theme collections of both classic and recent articles and blog posts written by some of the world's leading management scholars and practitioners. The editors of HBR handpick each article for its relevance and insight. To help busy managers quickly absorb and apply the concepts, these collections also include short summaries ("Article at a Glance"), plus suggestions for further reading. This issue focuses on creating a culture of excellence.