Harvard Business School is among the world’s most trusted sources of management education and thought leadership. It is a dynamic ecosystem of research, learning, and entrepreneurship that reinforces itself as the School and our faculty interact with new organizations, practitioners, scholars, and global leaders.

74 75 Executive Summary 1. We estimate a positive correlation between employee well-being and productivity, and there is a growing evidence base documenting

May 24, 2017 · This presentation draws on ideas from Professor Porter’s books and articles, in particular, Competitive Strategy (The Free Press, 1980); CompetitiveAdvantage (The Free Press, 1985); “What is Strategy?”(Harvard Business Review, Nov/Dec 1996); On Competition (Harvard Business Review, 2008);and “Creating Shared Value” (Harvard Business Review, Jan 2011).

The start of your PhD program launches your journey to a career in business academia. Students in our PhD programs are encouraged from day one to think of this experience as their first job in business academia—a training ground for a challenging and rewarding career generating rigorous, relevant ...

Increase your effectiveness as a leader and earn the trust of colleagues by leading from your own core vision and most deeply held values.

Harvard Business School (HBS) offers a two-year, full-time MBA Program with a general management curriculum focused on real-world practice. Becoming a student at HBS means joining a global community that propels lifelong learning alongside students, faculty, and staff who will both challenge you and cheer you on as you find and accelerate your path.

Michael Porter is an economist, researcher, author, advisor, speaker and teacher. Throughout his career at Harvard Business School, he has brought economic theory and strategy concepts to bear on many of the most challenging problems facing corporations, economies and societies, including market competition and company strategy, economic development, the environment, and health care.

3 “Conceptual Foundations of the Balanced Scorecard” Robert S. Kaplan David Norton and I introduced the Balanced Scorecard in a 1992 Harvard Business Review article.1 The article was based on a 1990 Nolan, Norton multi-company research project that studied performance measurement in companies whose intangible

Today's dynamic markets and technologies have called into question the sustainability of competitive advantage. Under pressure to improve productivity, quality, and speed, managers have embraced tools such as TQM, benchmarking, and reengineering.

Bold ideas developed by world-class researchers working with real-world practitioners, and a powerful pedagogy built around participant-centered learning in highly structured, interactive engagements.