Harvard Business Schools Boris Groysberg Presents:
Aligning strategy and leadership development to drive organisational performance
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Day 1 - Friday 26th July, 2019

Registration, coffee & networking
Opening remarks & introduction
Session 1: Managing individual performance
CASE STUDY: Rob Parson at Morgan Stanley

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
Morning tea & networking
Session 2: Building great managers
CASE STUDY: Google’s Project Oxygen: Do managers matter?

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
Networking lunch
Session 3: Building a great company
Interactive Lecture

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.

Afternoon tea & networking
Session 4: Peer-to-peer networking & coaching
Peer-to-peer coaching & exploration

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.

Closing remarks
Networking Cocktail Reception
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Key Speakers

Boris Groysberg
Professor of Business Administration
Harvard Business School