|Add to calendar||
Day 1 - Friday 26th July, 2019
Rob Parson was a star producer in Morgan Stanley’s Capital Markets division. He had been recruited from a competitor the prior year and had generated substantial revenues since joining the firm. Unfortunately, Parson’s reviews from the 360-degree performance evaluation process revealed that he was having difficulty adapting to the firm’s culture. His manager, Paul Nasr, faces the difficult decision of whether to promote Parson to managing director. Nasr must also complete Parson’s performance evaluation summary and conduct Parson’s performance review.
- Assess Parson’s performance and debate whether he should be promoted
- Discuss how you would conduct yourself in the performance evaluation meeting. What would your goals be? What issues would you raise and why, and how would you raise them?
- Learn from Professor Groyerbgs experience on how to best navigate performance evaluations
- Relate the case to how you can better manage performance within your team
Google’s Project Oxygen started with a fundamental question raised by executives in the early 2000s: do managers matter? The topic generated a multi-year research project that ultimately led to a comprehensive program, built around eight key management attributes, designed to help Google employees become better managers. By November 2012, the program had been in place for several years, and the company could point to statistically significant improvements in managerial effectiveness and performance. Now executives were wondering: how could Google build on the success of this project, extending it to senior leaders, teams, and other constituencies while striving to create truly amazing managers?
- Critique Google’s culture and the perception of managers prior to Project Oxygen
- Discuss your opinion on what the role of managers should be
- Evaluate the steps Google took to roll out and implement Project Oxygen
- Assess the value of the program and identify priorities going forward
- Relate the learnings from Project Oxygen to how you can build great managers in your organisation
What drives firm performance? Some factors are impactful and others are irrelevant. There are a lot of myths about what drives the performance of companies, and in this session we will separate myth from reality. How much does the company leadership matter? What about the industry and the economy? What about the company itself? Is strategy more important than high performing culture? Do the best companies really need to be great innovators?
This session draws on the latest research on the drivers of organisational performance and shows how leaders who take a more strategic approach can create more successful organisations.
Participants will leave this session with a deeper understanding of what is required for organisational success, as well as practical, implementable strategies that they can leverage to build a great company.
Guided by Professor Groysberg, in this interactive session, delegates will write down a short list of current challenges and opportunities that they face. Delegates will then ask 2-3 people at their table to share advice on those things. Delegates will then rotate so they end up talking to a number of people in the room to gain invaluable advice and lessons.
Harvard Business School
Boris Groysberg is tenured to the Organizational Behavior unit at the Harvard Business School. He has taught extensively in the MBA and Executive Education programs, such as the “Owner/President Management” program. He also taught for years in the “Leading Professional Services Firms” program. Professor Groysberg’s research investigates how a firm can be systematic in achieving a sustainable competitive advantage by leveraging its talent and how individuals can achieve stardom.
Professor Groysberg is the author of Chasing Stars: The Myth of Talent and the Portability of Performance (Strategy + Business magazine’s top book pick in the Human Capital category for 2010), and co-author of Talk, Inc.: How Trusted Leaders Use Conversation to Power Their Organizations and Wall Street Research: Past, Present, and Future. Professor Groysberg has also published more than fifty articles, notes, and case studies on how firms develop, hire, retain, and utilize their talent in professional service industries.
In addition, he has worked with about one hundred companies globally to find innovative solutions to the challenges and opportunities facing their organizations. The companies that Professor Groysberg has studied and taught represent a wide range of industries, including many firms in professional service industries. Professor Groysberg has won numerous awards for his research on managing human capital and was inducted as a fellow into the National Academy of Human Resources in 2016.