DOCSLIB.ORG

Cracking the Code of Change

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Cracking the Code of Change www.hbr.org Until now, change in business has been an either-or Cracking the Code of proposition: either quickly create economic value for Change shareholders or patiently develop an open, trusting corporate culture long term. by Michael Beer and Nitin Nohria But new research indicates that combining these “hard” and “soft” approaches can radically transform the way businesses change. Included with this full-text Harvard Business Review article: 1 Article Summary The Idea in Brief—the core idea The Idea in Practice—putting the idea to work 2 Cracking the Code of Change 10 Further Reading A list of related materials, with annotations to guide further exploration of the article’s ideas and applications Reprint R00301 Purchased by: Tanya Perry [email protected] on June 10, 2014 Cracking the Code of Change The Idea in Brief The Idea in Practice Here’s the brutal fact: 70% of all change The UK grocery chain, ASDA, teetered on bankruptcy in 1991. Here’s how CEO Archie Norman initiatives fail. Why? Managers flounder in combined change Theories E and O with spectacular results: a culture of trust and openness— an alphabet soup of change methods, and an eightfold increase in shareholder value. drowning in conflicting advice. Change Change How to Combine Examples from ASDA efforts exact a heavy toll—human and Dimension Theories E and O economic—as companies flail from one Goals Embrace the paradox Norman started his tenure by stating, “Our number change method to another. between economic one objective is to secure value for our shareholders” To effect successful change, first grasp the value and organiza- and “We need a culture built around common two basic theories of change: tional capability ideas...and listening, learning, and speed of response, from the stores upwards.” 1) Theory E change emphasizes economic value—as measured only by shareholder Leadership Set direction from the Norman unilaterally set a new pricing strategy and returns. This “hard” approach boosts returns top and engage peo- shifted power from headquarters to stores. His forth- through economic incentives, drastic lay- ple from below right “Tell Archie” program encouraged dialogue with offs, and restructuring. “Chainsaw Al” Dun- all employees. He hired warm, accessible Allan Leigh- lop’s firing 11,000 Scott Paper employees ton to complement his own Theory O leadership style and selling several businesses—tripling and strengthened emotional commitment to the shareholder value to $9 billion—is a stun- new ASDA. ning example. Focus Focus on both hard Norman set out to win both hearts and minds. He and soft sides of the boosted economic value through hard, structural 2) Theory O change—a “softer” ap- organization changes, e.g., removing top layers of hierarchy and proach—focuses on developing corporate freezing all wages. He paid equal attention to the soft culture and human capability, patiently side by spending 75% of his early months as HR direc- building trust and emotional commitment tor creating a more egalitarian and transparent orga- to the company through teamwork and nization—“a great place for everyone to work.” communication. Process Plan for spontaneity Norman encouraged experimentation, setting up Then, carefully and simultaneously balance three “risk-free” stores where employees could fail these very different approaches. It’s not without penalty. Managers experimented with store easy. Employees distrust leaders who alter- layout, product range, employee roles. A cross- nate between nurturing and cutthroat be- functional team redesigned ASDA’s entire retail orga- havior. But, done well, you’ll boost profits nization—and produced significant innovations. and productivity, and achieve sustainable Reward Use incentives to rein- ASDA applied Theory E incentives in an O-like way. It competitive advantage. System force rather than drive encouraged all employees to participate actively in change changing ASDA. And it rewarded their commitment with stock ownership and variable pay based on cor- porate and store performance. OPYRIGHT © 2001 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. OPYRIGHT © 2001 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. C page 1 Purchased by: Tanya Perry [email protected] on June 10, 2014 Until now, change in business has been an either-or proposition: either quickly create economic value for shareholders or patiently develop an open, trusting corporate culture long term. But new research indicates that combining these “hard” and “soft” approaches can radically transform the way businesses change. Cracking the Code of Change by Michael Beer and Nitin Nohria The new economy has ushered in great busi- about why companies should change, what ness opportunities—and great turmoil. Not they should try to accomplish, and how they since the Industrial Revolution have the stakes should do it. This proliferation of recommen- of dealing with change been so high. Most tra- dations often leads to muddle when change is ditional organizations have accepted, in the- attempted. The result is that most change ef- ory at least, that they must either change or forts exert a heavy toll, both human and eco- die. And even Internet companies such as nomic. To improve the odds of success, and to eBay, Amazon.com, and America Online rec- reduce the human carnage, it is imperative ognize that they need to manage the changes that executives understand the nature and pro- associated with rapid entrepreneurial growth. cess of corporate change much better. But Despite some individual successes, however, even that is not enough. Leaders need to crack change remains difficult to pull off, and few the code of change. companies manage the process as well as they For more than 40 years now, we’ve been would like. Most of their initiatives—install- studying the nature of corporate change. And ing new technology, downsizing, restructur- although every business’s change initiative is ing, or trying to change corporate culture— unique, our research suggests there are two ar- have had low success rates. The brutal fact is chetypes, or theories, of change. These arche- that about 70% of all change initiatives fail. types are based on very different and often un- In our experience, the reason for most of conscious assumptions by senior executives— those failures is that in their rush to change and the consultants and academics who advise their organizations, managers end up immers- them—about why and how changes should be ing themselves in an alphabet soup of initia- made. Theory E is change based on economic tives. They lose focus and become mesmerized value. Theory O is change based on organiza- by all the advice available in print and on-line tional capability. Both are valid models; each OPYRIGHT © 2000 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. OPYRIGHT © 2000 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. C harvard business review • may–june 2000 page 2 Purchased by: Tanya Perry [email protected] on June 10, 2014 Cracking the Code of Change theory of change achieves some of manage- however, that there is a way to resolve the ten- ment’s goals, either explicitly or implicitly. But sion so that businesses can satisfy their share- each theory also has its costs—often unex- holders while building viable institutions. pected ones. Companies that effectively combine hard and Theory E change strategies are the ones that soft approaches to change can reap big payoffs make all the headlines. In this “hard” approach in profitability and productivity. Those compa- to change, shareholder value is the only legiti- nies are more likely to achieve a sustainable mate measure of corporate success. Change competitive advantage. They can also reduce usually involves heavy use of economic incen- the anxiety that grips whole societies in the tives, drastic layoffs, downsizing, and restruc- face of corporate restructuring. turing. E change strategies are more common In this article, we will explore how one com- than O change strategies among companies in pany successfully resolved the tensions be- the United States, where financial markets tween E and O strategies. But before we do push corporate boards for rapid turnarounds. that, we need to look at just how different the For instance, when William A. Anders was two theories are. brought in as CEO of General Dynamics in 1991, his goal was to maximize economic A Tale of Two Theories value—however painful the remedies might To understand how sharply theories E and O be. Over the next three years, Anders reduced differ, we can compare them along several the workforce by 71,000 people—44,000 key dimensions of corporate change: goals, through the divestiture of seven businesses and leadership, focus, process, reward system, 27,000 through layoffs and attrition. Anders and use of consultants. (For a side-by-side employed common E strategies. comparison, see the exhibit “Comparing The- Managers who subscribe to Theory O be- ories of Change.”) We’ll look at two compa- lieve that if they were to focus exclusively on nies in similar businesses that adopted al- the price of their stock, they might harm most pure forms of each archetype. Scott their organizations. In this “soft” approach Paper successfully used Theory E to enhance to change, the goal is to develop corporate shareholder value, while Champion Interna- culture and human capability through indi- tional used Theory O to achieve a complete vidual and organizational learning—the pro- cultural transformation that increased its cess of changing, obtaining feedback, reflect- productivity and employee commitment. But ing, and making further changes. U.S. as we will soon observe, both paper produc- companies that adopt O strategies, as ers also discovered the limitations of sticking Hewlett-Packard did when its performance with only one theory of change. Let’s com- flagged in the 1980s, typically have strong, pare the two companies’ initiatives.
Load more

Recommended publications
  • Understanding Our Social Impact: 25 Years of Social Enterprise At
    UNDERSTANDING OUR SOCIAL IMPACT 25 YEARS OF SOCIAL ENTERPRISE AT HBS INSPIRING LEADERSHIP FOR GOOD CHANGE IS OUR BUSINESS IDEAS THAT HAVE SHAPED THE FIELD PAGE 2 NETWORKS THAT CHANGE THE WORLD PAGE 22 OUR FOUNDATION AND THE FUTURE PAGE 38 INDEXING AT 25 PAGE 52 THE IDEAS SEEMED RADICAL. The Social Enterprise Initiative started as an experiment at HBS. The dean told a donor to wait two years before he would accept a $10 million gift. As a reflection of the norms at that time, junior faculty members were advised that their research interests might amount to “career suicide.” HBS stepped into the void. Today, we see how those actions helped shape the practice of managers seeking change for good across the globe. It is the courage and vision of these pioneers that helps us navigate our own path forward in a world in need of leadership. OUR JOURNEY 25 YEARS OF SEI 1991 1993 1995 2000 2003 2006 2011 2014 2015 2018 John C. Whitehead (MBA The Social Enterprise Initiative The Strategic Perspectives Student leaders hold the HBS commences the MBA The Business at the Base of The Forum on Social Impact The Business for Social The new Public Developed out of SEI’s 1947) writes to Dean John H. (SEI) launches under the in Nonprofit Management first annual Social Enterprise elective on Entrepreneurship the Pyramid MBA elective Investing pursues an action Impact Forum convenes Entrepreneurship MBA Impact CoLab research McArthur encouraging HBS to leadership of faculty cochairs (SPNM) executive education Conference (SECON). in Education Reform and launches as does a custom research agenda, hosting 100+ practitioners and elective addresses issues project, the Investing start a nonprofit management James E.
    [Show full text]
  • Leading Change: Leadership, Organization and Social Movements
    Leading Change Leadership, Organization, and Social Movements BY Marshall Ganz EXCERPTED FROM Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium Edited by Nitin Nohria and Rakesh Khurana Buy the book: Amazon Barnes & Noble HBR.org Harvard Business Press Boston, Massachusetts ISBN-13: 978-1-4221-6158-6 6154BC Copyright 2010 Harvard Business School Publishing Corporation All rights reserved Printed in the United States of America This chapter was originally published as chapter 19 of Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium, copyright 2010 Harvard Business School Publishing Corporation. No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher. Requests for permission should be directed to [email protected], or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163. You can purchase Harvard Business Press books at booksellers worldwide. You can order Harvard Business Press books and book chapters online at www.harvardbusiness.org/press, or by calling 888-500-1016 or, outside the U.S. and Canada, 617-783-7410. 19 Leading Change Leadership, Organization, and Social Movements Marshall Ganz Introduction Social movements emerge as a result of the efforts of purposeful actors (individuals, organizations) to assert new public values, form new rela- tionships rooted in those values, and mobilize the political, economic, and cultural power to translate these values into action. 1 They differ from fashions, styles, or fads (viral or otherwise) in that they are collec- tive, strategic, and organized.
    [Show full text]
  • THE GIGATONNE STRATEGY How Can We Reduce Global Emissions by One Billion Tonnes of Co2e a Year?
    10 in 10 THE GIGATONNE STRATEGY How can we reduce global emissions by one billion tonnes of CO2e a year? OPERATIONAL SPECIFICATIONS VERSION 2 contents ExEcutivE Summary i 1. thE challEngE 1 1.1 The STaTe Of The ClimaTe CriSiS 1 1.2 The NaTure Of The ChalleNge 2 1.2.1 The ChOiCe Of a CarbON framiNg 3 1.2.2 The Three elemeNTS Of The ChalleNge 4 1.3 WhaT iS a gigatonne Of CO2e emiSSiONS? 6 2. thE gigatonnE StratEgy 7 2.1 The gigatonne TeamS 7 2.1.1 WhO are The gigatonne TeamS? 8 2.1.2 how Will The gigatonne TeamS work? 8 2.2 The gigatonne iNfrastruCTure 9 3. opErationalizing thE gigatonnE StratEgy 10 3.1 COre aSSumpTiONS Of The gigatonne STraTegy 10 3.2 reaChiNg peak perfOrmaNCe 10 3.2.1 phaSe 1 - gigatonne STarT-up 11 3.2.2 phaSe 2 - gigatonne Take-Off 11 3.2.3 phaSe 3 - gigatonne eNd-STaTe 12 3.2.4. requiremeNTS to mOve frOm ONe phaSe to The NexT 13 3.3 buildiNg a Network Of distribuTed gigatonne TeamS 13 3.3.1 SuCCeSS SCeNariOS fOr differeNT NumberS Of TeamS 13 3.3.2 growth paThWayS to a SCale-free Network 15 3.4 The gigatonne OperaTiONal equaTiON 17 3.4.1 preCONdiTiONS fOr ActiON 17 3.4.1.1 ChalleNge 18 3.4.1.2 reSOurCeS 19 3.4.1.3 peOple 19 3.4.1.4 STraTegiC direCTiON 20 3.4.2 OperaTiONal elemeNTS 21 3.4.2.1 gigatonne TeamS 21 3.4.2.2 prOCeSS: OperaTiONal CyCleS 22 3.4.2.3 arChiTeCTure 23 3.4.2.3.1 iNNOvaTiON 23 3.4.2.3.2 CapaCiTy 24 3.4.2.3.3 iNfOrmaTiON 24 3.4.2.3.4 gOverNaNCe 24 3.4.3 reSulTS 24 3.4.3.1 prototypeS (NaTural CapiTal + phySiCal CapiTal) 24 3.4.3.1.1 prototype requiremeNTS 25 3.4.3.1.2 OpeN iNNOvaTiON pipeliNe 26 3.4.3.2 Warm daTa (iNTelleCTual CapiTal) 27 3.4.3.3 gigatonne TeamS aS OuTpuT (humaN + SOCial CapiTal) 28 3.5 reSOurCeS 28 3.5.1 SOurCeS Of CapiTal 29 3.5.1.1 gigatonne Seed fuNdS 29 3.5.1.2 gigatonne markeTplaCe 29 3.5.1.3 STakehOlder CO-iNvestmeNT 31 3.5.2 iNvestmeNT requiremeNTS 31 3.5.2.1 STarT-up requiremeNTS – per CyCle 32 3.5.2.2 Take-Off requiremeNTS – per CyCle 33 3.5.2.3 eNd-STaTe requiremeNTS – per CyCle 33 3.5.2.4 estimaTe Of requiremeNTS – year 1 to year 5 34 4.
    [Show full text]
  • Moving Higher Education to Its Next Stage
    MOVING HIGHER EDUCATION TO ITS NEXT STAGE: A New Set of Societal Challenges, a New Stage of Life, and a Call to Action for Universities Rosabeth Moss Kanter Ernest L. Arbuckle Professor Rakesh Khurana Associate Professor Nitin Nohria Richard P. Chapman Professor Harvard Business School October 25, 2005 Acknowledgements: David Gergen has been an insightful participant in the development of these ideas. Valuable comments and criticisms were provided by colleagues in many Schools across Harvard University, including Mary Jo Bane, Barry Bloom, Derek Bok, David Ellwood, Allen Grossman, Ronald Heifetz, Howard Koh, Dutch Leonard, Kathleen McCartney, Robert Mnookin, Joseph Nye, and Howard Stevenson. Helpful contributions were also made by Tom Tierney and Jeff Bradach of Bridgespan Group and Harvard research associates Robert Tichio, Mike Kernish, Noah Kindler, Ryan Raffaelli and Daniel Penrice, along with faculty assistants Cheryl Daigle, Emily Hall and Alison Comings. Working Paper © 2005 by R.M. Kanter, R. Khurana, & N. Nohria. All rights reserved Executive Summary This paper describes a new model for universities: a third stage of education (beyond undergraduate and graduate/professional schools) to prepare experienced leaders, in the period of their lives once called “retirement,” for service activities addressing societal problems. This white paper is a proposal for universities to develop what could be the next great innovation in American (and global) higher education, on par with the creation of the modern graduate and professional school in the last quarter of the nineteenth century. It is a vision rooted in the notion that the purpose of the university is to serve society, and societal change demands innovation.
    [Show full text]
  • IIT Taught Him to Think out of Box He Is an Exceptional Human Being
    THE TIMES OF INDIA, NEW DELHI 22 TIMES BUSINESS | DESI DEAN THURSDAY, MAY 6, 2010 FAMOUS HBS ALUMNI INDIAN CONTINGENT B-School Megabrand George W Bush Meg Whitman James Wolfensohn Ajit Jain C K Prahalad P Chidambaram ounded in 1908, Harvard Business School (MBA-1973) (MBA-1979) (MBA -1959) (MBA -1978) (DBA-1975) (MBA-1968) Finnovated the case study method of research and President of United President and CEO of President of World Currently heads several Globally known Union cabinet minister teaching - now widely used by B-schools — in 1920. States (2000-2008) eBay (March 1998 to Bank (July 1995 to reinsurance businesses management for home affairs & former It's routinely ranked among the top 10 business March 2008), Republican June 2005) for Berkshire Hathaway guru, author of finance minister. Lok schools globally, but ratings don't really candidate for Governor and is likely to be bestseller “The Sabha MP for 7 terms of California in Jamie Dimon Jeffrey Immelt as Warren Fortune at the do justice to its Rahul Bajaj Ratan Tata November 2010 polls (MBA-1982) (MBA-1982) Buffet’s Bottom of the impressive brand (MBA-1964) (ADVANCED CEO and chair- Chairman and CEO of possible Pyramid: Rick Wagoner Robert S McNamara MANAGEMENT equity, which man of JPMorgan General Electric. The man successor Eradicating Chairman of (MBA-1977) (MBA-39) PROGRAMME - ensures its Chase & Co who replaced the legendary Poverty Bajaj Auto graduates get a Chairman & CEO First Jack Welch Through 1971) ‘Harvard premium’ of General president Profit Chairman, on salaries — and Motors of Ford from Lewis Paul Bremer Sir Martin Sorrell Henry M Paulson Jr (’04)” Tata Group Michael from outside the (MBA-1966) (MBA-1968) (MBA-1970) to which indirect Bloomberg 1998 family of United States’ treasury tribute was paid (MBA-1966) to 2009 Henry Ford US Administrator of CEO of WPP secretary from Anand Mahindra by the bestseller, Current Mayor (1960).
    [Show full text]
  • From Dean Nohria January 2019
    JAN 2019 FROM DEAN NITIN NOHRI A The year 2018–2019 marks a number of significant milestones for Harvard Business School: 50 years since the African American Student Union was launched, 25 years since the Social Enterprise Initiative was founded, and 20 years since we opened a global research center for the Asia Pacific region in Hong Kong. It’s also 10 years since we celebrated our Centennial, a time characterized by thoughtful discussions that engaged our entire community about the future of management education and of business itself—an exercise made all the more urgent and relevant following the collapse of Lehman Brothers and the global financial crisis that ensued. Beyond these anniversaries, this summer we completed the Harvard Business School Campaign, an ambitious, multiyear effort that ultimately raised $1.4 billion for student fellowships, the faculty, and campus growth and renewal, among other priorities, as well as new initiatives like Harvard Business School Online and the Harvard i-lab ecosystem. Equally important, the Campaign proved an opportunity to broaden and deepen alumni engagement, both with one another and with the School, and to build the next generation of leadership. These milestones provide an impetus for reflection and an opportunity to look ahead and consider the School’s most exciting opportunities and significant challenges. LET’S START WITH THE FIRST OF OUR Educating leaders for knowing, doing, “FIVE I” STRATEGIC PRIORITIES, INNOVA - and being was the direction we set TION IN OUR EDUCATIONAL PROGRAMS. coming out of our Centennial. A decade ago, we took stock of our curriculum and that of our peer schools as well.
    [Show full text]
  • Applications for Non-Cash Rewards
    Table of Contents Foreword to 2nd Edition ....................................................................................................... 6 Key to Success: Effective Design and Implementation ......................................................... 7 Executive Summary .............................................................................................................. 8 Introduction ............................................................................................................................ 9 Chapter 1: The Emergence of Engagement and Its Impact on Rewards .............. 10 The Power of Engagement ......................................................................................................... 12 Chapter 2: Incentives, Rewards and Recognition ...................................................... 17 Definitions ...................................................................................................................................... 17 Distinctions Between Incentives, Rewards, Recognition and Compensation ............. 18 The Research Basis for Use of Non-Cash Rewards Versus Cash ...................................... 18 Some Incentives Distract .................................................................................................................................. 21 Cash vs. Non-Cash ................................................................................................................................................ 22 Why Non-Cash Rewards Usually Work Better.....................................................................
    [Show full text]
  • An Exploration of the Institutions, Characteristics and Drivers of Elite Philanthropy in India
    Swinburne University of Technology Faculty of Business & Law DRAFT An exploration of the institutions, characteristics and drivers of elite philanthropy in India John Godfrey BA, MSc, Grad. Dip Arts Admin Student ID 1700367 Submitted in fulfilment of the requirements for the degree of Doctor of Philosophy. Swinburne University of Technology, Faculty of Business & Law. Year of approval for award 2020. Abstract This thesis fills a gap in the empirical study of elite philanthropy which to date has been confined to mostly Western philanthropy, informed by Christian and Jewish norms and traditions. This research explores a tradition and practice of philanthropy which has its early roots in dharmic and Islamic tradition yet, as is shown, has been influenced by Western rules and norms. Twenty-eight philanthropists were interviewed. The two religions these respondents most identified with were Hindu or Parsi, though some identified as Jain, Muslim, Christian or Buddhist. The research applies a theoretical framework described as a moral citizenship. This framework brings together two theoretical models developed by Schervish - identification theory and moral biography (Schervish et al. 1998; Schervish and Havens 1997; Schervish and Havens 2001b, 2002; Schervish and Herman 1988; Schervish et al. 2001). These models, they argue, provide the most fruitful way to identify the social and psychological frameworks that mobilise the agency of philanthropists. The methodology used to apply this theoretical framework used long interviews in which respondents were given free rein to talk about their philanthropic activity in their own terms. This methodology follows in the steps of others such as Breeze and Lloyd (2013), Lloyd (2004), Odendahl (1990), Ostrower (1995), Panas (1984, 2019 [1984]), Scaife et al.
    [Show full text]
  • Heather Mcrae-Woolf
    SUBMISSION INSTRUCTIONS SUBMISSION INSTRUCTIONS Applicants must respond to each question/item in each section of the application. Incomplete applications will not be considered. Electronic Application Process Applicants are required to complete and submit the application, including all required attachments to: [email protected] Applications will be received on an ongoing basis and will be reviewed in the order in which they are submitted. Applicants must respond to each question/item in each section of the application. Incomplete applications will not be considered. Technical support will be available Monday – Friday, from 9:00 a.m. – 4:00 p.m. All information included in the application package must be accurate. All information that is submitted is subject to verification. All applications are subject to public inspection and/or photocopying. Contact Information All questions related to the preferred provider application process should be directed to: Anne Hansen Consultant Office of Education Improvement & Innovation OR Tammy Hatfield Consultant Office of Education Improvement & Innovation Telephone: (517) 373-8480 or (517) 335-4733 Email: [email protected] Michigan Department of Education 2010-11 Section 1003(g) School Improvement Grants Preferred External Educational Services Provider Application 1 EXTERNAL PROVIDERS: BACKGROUND & APPROVAL PROCESS Under the Final Requirements for School Improvements Grants, as defined under the Elementary and Secondary Education Act of 1965, as amended, Title I, Part A. Section 1003(g) and the American Recovery and Reinvestment Act as amended in January 2010, one of the criteria that the MDE (SEA) must consider when an LEA applies for a SIG grant is the extent to which the LEA has taken action to “recruit, screen, and select external providers…”.
    [Show full text]
  • Aspirelooking Forward to the Journey Ahead, We Are Poised to Walk the Road to a Promising Future
    Learning from the years of experience and Aspirelooking forward to the journey ahead, we are poised to walk the road to a promising future. Our approach is defined by a mission set for seasons. We are looking at every nook and corner to draft and craft an array of initiatives to bring holistic development in a child’s life. ASPIRE ANNUAL REPORT 2017-18 His Divine Grace A.C. Bhaktivedanta Swami Prabhupada Story of COMPASSION One day, while looking out of a window in Mayapur, a small hamlet near Calcutta, Srila Prabhupada saw a group of children fighting with stray dogs over scraps of food. Deeply moved by the incident, he resolved to ensure that no one within a ten-mile radius of his centre would go hungry. This direction to his followers inspired the genesis of The Akshaya Patra Foundation. It also became the driving force behind all the milestones that the Foundation has achieved. ASPIRE ANNUAL REPORT 2017-18 CHAIRMAN’S MESSAGE We are at the threshold of a paradigm shift where we will “dedicate our ideas, innovation, will and spirit to the pursuit of excellence in our service towards children. I feel blessed to have witnessed countless stories of hope and transformation over the past eighteen years. Our journey began with the feeding of 1,500 children and we now provide mid-day meals to over 1.75 million children every school day. As we continue to work on our commitment of ‘unlimited food for education’, we acknowledge the enormity and scope of work ahead of us.
    [Show full text]
  • Male Allyship in the Future of Work Advancing Inclusive Leadership TABLE of CONTENTS
    SPRING 2020 Male Allyship in the Future of Work Advancing Inclusive Leadership TABLE OF CONTENTS INTRODUCTION ..................................................................................................................................... 1-4 STUDENT RESEARCH TEAM ................................................................................................................. 5 MALE ALLY ADVISORS ....................................................................................................................... 6-7 QUESTIONNAIRE PROTOCOL ......................................................................................................... 9-14 QUALTRICS DATA ............................................................................................................................. 15-35 CURATED DATA ................................................................................................................................. 36-37 TRANSCRIBED INTERVIEWS ....................................................................................................... 38-247 Male Allyship in the Future of Work Case Studies from the University of Pennsylvania Law School “Time present and time past Are both perhaps present in time future, And time future contained in time past.” T.S. Eliot, Four Quartets In the early months of 2014, Nitin Nohria, the dean of Harvard Business School, showcased moral courage. Speaking to an audience of 600 alumni in San Francisco, he apologized to the women at Harvard Business School. He publicly acknowledged
    [Show full text]
  • Nitin Nohria Became the Tenth Dean of Harvard Business School on 1 July 2010
    Topical Display of the Week Contribution of “NitinMaga Nohria ” to Literature Born: 10 December Nohar, Rajasthan, India Occupation: Professor, Administrator Nitin Nohria became the tenth dean of Harvard Business School on 1 July 2010. He previously served as co-chair of the Leadership Initiative, Senior Associate Dean of Faculty Development, and Head of the Organizational Behavior unit. As Dean, building on input from faculty, students, staff, and alumni, he has identified five priorities for Harvard Business School: innovation in the School's educational programs; intellectual ambition that advances ideas with impact in practice; continued internationalization, through building a global intellectual footprint; creating a culture of inclusion, where every member of the community can do their best work in support of the School's mission; and fostering a culture of integration within HBS and across Harvard University. Recent examples of activities in support of these priorities include: • A year-long course in the Required Curriculum of the MBA Program, Field Immersion Experiences for Leadership Development (FIELD), that provides students with intensive, immersive, small-group opportunities to develop the knowing, doing, and being of leadership. • The U.S. Competitiveness Project, a multi-faculty research-led effort to understand and improve the competitiveness of the United States—that is, the ability of firms operating in the U.S. to compete successfully in the global economy while supporting high and rising living standards for Americans. • The launch of the Harvard Innovation Lab, an initiative to foster team-based and entrepreneurial activities and deepen interactions among Harvard students, faculty, entrepreneurs, and members of the Allston and Greater Boston community; the i-lab ecosystem now includes the alumni Launch Lab and the Pagliuca Harvard Life Lab.
    [Show full text]