Chronicles M. Douglas Ivester's 26-month term as chairman and CEO of The Coca-Cola Co., and how he navigated the company through a series of what some considered "small crises."
Describes Douglas Daft's first quarter as chairman and CEO of The Coca-Cola Co. Highlights actions taken to resolve issues that arose under M. Douglas Ivester's 26-month term.
This is a shortened version of The Coca-Cola Company (A): The Rise and Fall of M. Douglas Ivester, HBS case #9-800-355. It eliminates some background detail and the financial data and exhibits. As with the original case, it chronicles the appointment of Douglas Ivester as CEO of Coca-Cola and the missteps that led to his dismissal.
Many leaders are used to wielding authority and making executive decisions with their place in the hierarchy in mind. But what happens when leaders move into positions where getting things done suddenly depends more on influence and the ability to build coalitions of support than on authority? Whether your new role involves navigating within a "matrix" organization, negotiating with powerful external partners, such as government agencies, or leading a critical support function, such as HR or IT, without control over critical budgets, you need to learn how to practice corporate diplomacy--effectively leveraging organizational alliances, networks, and other business relationships to get things done. In this chapter, transition acceleration expert Michael Watkins shows you how. This chapter was originally published as Chapter 3 of "Your Next Move: The Leader's Guide to Navigating Major Career Transitions."
While there are many different types of transitions leaders will go through in their careers, there are certain underlying imperatives that are fundamental to all of them: to diagnose the situation rapidly and well, to crystallize the organizational-change and personal development challenges, to craft a plan that creates momentum, and to manage them for personal excellence. What are the implications for how companies should accelerate key transitions? In this chapter, transition acceleration expert Michael Watkins briefly outlines principles developed over years of working with leading companies that can be applied to build a transition-acceleration solution that's right for your company. This chapter was originally published as the Conclusion of "Your Next Move: The Leader's Guide to Navigating Major Career Transitions."
Challenges conventionally held views of negotiations, arguing that they are simplistic, static, and sterile. Develops seven propositions about real-world negotiations emphasizing the impact of complexity and the need for learning and adaption.
This Harvard Business Review collection, featuring the work of celebrated author and advisor Michael D. Watkins on leadership transitions, includes the international bestseller The First 90 Days, Updated and Expanded as well as the 2012 Harvard Business Review article, "How Managers Become Leaders."
The Harvard Business Review Leadership Library offers the most important leadership ideas from authors such as Michael D. Watkins, Clayton M. Christensen, Michael E. Porter, and John P. Kotter, to name just a few. This must-have digital collection includes The First 90 Days (Updated and Expanded), Blue Ocean Strategy (Expanded Edition), The Innovator's Dilemma, Leading Change (With a New Preface by the Author), On Competition, Playing to Win, Remember Who You Are, HBR's 10 Must Reads on Leadership, HBR's 10 Must Reads on Strategy, HBR's 10 Must Reads on Managing Yourself, HBR's 10 Must Reads on Managing People, and HBR's 10 Must Reads on Emotional Intelligence.
As more companies go global, more and more executives are leaving the comforts of their native customs and cultures to pursue leadership opportunities abroad. The stakes are high, as many companies face mature domestic markets and are counting on international markets to drive growth. Executives taking on international assignments face both the usual challenges of transitioning into new roles and the added pressures of settling their families into new and perhaps exotic locales and communicating effectively with colleagues and subordinates in different cultural contexts. Leaders who lack experience in making international moves can fall into common traps that can severely stress their family bonds, negatively affect their performance at work, damage their businesses, and even lead to outright career derailment. But in this chapter, transition acceleration expert Michael Watkins identifies six fundamental principles that can make the difference between a successful international transition and a failed one. This chapter was originally published as Chapter 5 of "Your Next Move: The Leader's Guide to Navigating Major Career Transitions."
The Leadership Transitions and Team Building Collection includes two important books: The First 90 Days, Updated and Expanded, by Michael D. Watkins, and The Alliance, by Reid Hoffman, Ben Casnocha, and Chris Yeh. Transitions are a critical time for leaders. In fact, most agree that moving into a new role is the biggest challenge a manager will face. While transitions offer a chance to start fresh and make needed changes in an organization, they also place leaders in a position of acute vulnerability. Missteps made during the crucial first three months in a new role can jeopardize or even derail your success. In The First 90 Days, Watkins offers proven strategies for conquering the challenges of transitions-no matter where you are in your career. The Alliance, coauthored by the founder of LinkedIn, introduces a new, realistic loyalty pact between employer and employee. The employer-employee relationship is broken, and managers face a seemingly impossible dilemma: the old model of guaranteed long-term employment no longer works in a business environment defined by continuous change, but neither does a system in which every employee acts like a free agent. The solution? Stop thinking of employees as either family or as free agents. Think of them instead as allies. This bold but practical guide for managers and executives will give you the tools you need to recruit, manage, and retain the kind of employees who will make your company thrive in today's world of constant innovation and fast-paced change.
This Harvard Business Review collection features the best in leadership transitions from celebrated author and advisor Michael D. Watkins. Watkins, who has worked for decades guiding senior leaders into new roles to help them and their organizations succeed, is the author of the international bestseller The First 90 Days. With more than 400,000 copies sold worldwide and published in more than 25 languages, the book has become the standard reference for leaders in transition.In addition to the full digital edition (ebook) of The First 90 Days, this collection includes digital editions of Watkins' other popular works: Your Next Move, which guides professionals through the most common career transitions; Shaping the Game, on how to lead effective negotiations; and his 2012 Harvard Business Review article, "How Managers Become Leaders."Watkins, whose ideas have guided some of the world's best leaders through successful transitions, is the chairman of leadership development consultancy Genesis Advisers. Drawing on the perfect combination of research and hands-on experience, he has spent the last two decades working with leaders-both corporate and public-as they transition to new roles, negotiate the future of their organizations, and craft their legacy as leaders. He was previously a professor at the Kennedy School of Government at Harvard, Harvard Business School, INSEAD in France, and IMD in Switzerland.
If it hasn't happened already, it is very likely that you will experience the challenge of leading former peers at some point in your career. Many go through it multiple times as they climb the corporate ladder. But too many learn to make this challenging transition through trial and error. They make predictable mistakes, like not establishing sufficient authority with new teams or not understanding that their relationship with their boss must change. This is an inefficient process for tackling one of the toughest transitions you will make in your career. You will need to redefine the relationships that you've built over years--with your boss, your former peers, and your new peers. In this chapter, Michael Watkins shows you how. This chapter was originally published as Chapter 2 of "Your Next Move: The Leader's Guide to Navigating Major Career Transitions."
AT&T's Universal Card Services (UCS) has been extremely successful during its short lifetime. Dedicated to improving service quality and customer satisfaction, chief quality officer Rob Davis and his quality team have designed and put into place an unusual measurement and compensation system based on more than 100 performance measures monitored and communicated daily.
This case lays out a framework for how smaller companies should approach building strategic alliances with larger partners.
Joining an established business from the outside is never easy. The new leadership role is often ill-defined, the organizational architecture will most likely be unfamiliar, and the politics are even more complex than usual. To increase the odds of success in their new roles, onboarding executives need to recognize that each company has its own distinct "immune system" comprising the organization's culture and political networks. As in the human body, immune systems can work to protect the business from outside threats. But the danger is that these systems can also destroy good things coming from the outside and deter agents for change. In this chapter, transition acceleration expert Michael Watkins outlines the steps onboarding leaders must take in order to adapt to the culture, make political connections, and align expectations in their new organization. This chapter was originally published as Chapter 4 of "Your Next Move: The Leader's Guide to Navigating Major Career Transitions."
Anatolia National Telekom is a multiparty negotiation simulation patterned after the Turkish government's aborted attempt to privatize its state-owned telecommunications monopoly, Turk Telekom, in late 1997. Provides participants with an opportunity to identify and negotiate complex issues related to the valuation and sale of a state-owned enterprise in an emerging market. Members of each negotiating team are valuing a 20% equity stake being offered by three "selling" teams to three prospective "buying" teams representing different types of foreign investors.
A promotion marks the end of years of hard work to persuade influential people in the organization that you're willing and able to move to the next level. But it also marks the beginning of a new journey in which you must figure out what it takes to excel in that new role, how to exceed the expectations of those who promoted you, and how to position yourself for still-greater things. This is the promotion challenge, and in this chapter, transition acceleration expert Michael Watkins helps you understand the core promotion challenges and the competency gaps you face in your new position and shows you how to deal with them effectively. This chapter was originally published as Chapter 1 of "Your Next Move: The Leader's Guide to Navigating Major Career Transitions."
On the surface, turnaround and realignment scenarios can look remarkably similar. But there are important differences between them--differences that have a significant impact on the strategy a new leader will adopt to address the transition challenge at hand. In realignments, the first order of business is education: as the new leader you must create a sense of urgency among people, many of whom won't even recognize that a problem exists. In this chapter, transition acceleration expert Michael Watkins describes the fundamental differences between turnaround and realignment challenges and outlines a process for creating a realignment strategy that focuses on raising awareness of problems and changing the attitudes and behaviors of a critical mass of people in the organization. This chapter was originally published as Chapter 7 of "Your Next Move: The Leader's Guide to Navigating Major Career Transitions."
Provides guidelines for how to successfully enter a new senior management position. Identifies key traps into which new leaders fall and provides a framework for organizing to succeed in the first few months on the job.
It's possible that as a new leader in an organization, you'll encounter one of the following transition scenarios: start-up, turnaround, accelerated growth, realignment, or sustaining success. The reality, however, is that you'll rarely encounter a pure situation that fits neatly into one category. Instead, it's likely that you will inherit a complex mix of all of them--a STARS portfolio, with different parts of your organization immersed in their own unique business situations. In this chapter, transition acceleration expert Michael Watkins describes a process for conducting a STARS portfolio analysis that will help you pinpoint the different situations reflected in your organization, and shows you how to use the results to determine the right approach to creating momentum for change. This chapter was originally published as Chapter 8 of "Your Next Move: The Leader's Guide to Navigating Major Career Transitions."
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