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Leading Through
Generative AI and the remote-work revolution show us every day that we're in a new era. The rules and norms have changed—and so must leadership. And yet, coercive bureaucracy, hierarchy, and control—old ways of thinking and working—are still with us, a deep-seated and powerful legacy. We are living through a profound transition from an old, industrial era to a new one that is digital, transparent, and complex. In this important new book by former dean of Harvard Business School Kim Clark, written with his business school professor son, Jonathan, and management consultant daughter, Erin, the dynamic struggle between two competing paradigms of leadership is compellingly illustrated: an o...
Managing New Product and Process Development
Argues that a company's capability to conceive and design quality prototypes and bring a variety of products to market more quickly than its competitors is increasingly the focal point of competition. The authors present principles for developing speed and efficiency.
Armor
None
Dynamic Manufacturing
Writing for general managers, the authors go beyond manufacturing structural decisions to actually changing the infrastructure of a manufacturing company--the leadership and vision, the policies and practices that are vital to creating superior factories and a dynamic learning continuum.
From Manufacturing to Design
Kim Clark occupies a unique place in management scholarship. As a member of the Technology and Operations Management unit of Harvard Business School, he participated in several major research initiatives during the 1980s and early 1990s, before becoming Dean of the School in 1995. And even as Dean, he continued to pursue research until 2005, when he left Harvard to become President of Brigham Young University - Idaho. In this paper, we describe Clark's research and discuss his contributions to management and economics. We look at three distinct bodies of work. In the first, Clark (in conjunction with Robert Hayes and Steven Wheelwright) argued that the abandonment by U.S. managers of manufac...
Product Development Performance
This book is the culmination of six years of research conducted at the Harvard Business School on how different manufacturing firms around the world approach the development of new products. Its principal focus is the impact of strategy, organization, and management on this critical component of business strategy.
Design Rules, Volume 1
We live in a dynamic economic and commerical world, surrounded by objects of remarkable complexity and power. In many industries, changes in products and technologies have brought with them new kinds of firms and forms of organization. We are discovering news ways of structuring work, of bringing buyers and sellers together, and of creating and using market information. Although our fast-moving economy often seems to be outside of our influence or control, human beings create the things that create the market forces. Devices, software programs, production processes, contracts, firms, and markets are all the fruit of purposeful action: they are designed. Using the computer industry as an exam...
Leading Product Development
Covers pre-project planning, choosing projects that match the strategic objectives of the company, and determining project sequence, measurement, and incentives.
Revolutionizing Product Development
Today, a company's capability to conceive and design quality prototypes and bring a variety of superior products to market quicker than its competitors is increasingly the focal point of competition, contend leading product development experts Steven Wheelwright and Kim Clark. Drawing on six years of in-depth, systematic, worldwide research, they present proven principles for developing the critical capabilities for speed, efficiency, and quality that have worked again and again in scores of successful Japanese, American, and European fast-cycle firms. The authors argue that to survive, let alone succeed, today's companies must construct a new "platform" -- with new methodologies -- on which...
Red Shirt Kids
Mike and Amy Smith are nervous about moving from their nice house in Boston to a dilapidated old mansion in Falton, New Hampshire. They know they’ll have to start the sixth and seventh grade not knowing anyone, and their new house is just plain creepy. While searching their dusty attic, Mike and Amy uncover an old wooden chest with a mysterious lock. Inside, they find magical red shirts that give them special powers. Together with a new friend, Sam, Mike and Amy must figure out how to harness their newfound gifts while keeping them secret from their parents. As their powers grow, they begin a search for two kids who had gone missing in the summer, pitting them against a powerful adversary ...
