More from these Authors

• Working Paper | HBS Working Paper Series | 2019

  Intelligent Artificiality: Algorithmic Microfoundations for Strategic Problem Solving

  Mihnea Moldoveanu

  This paper introduces algorithmic micro-foundations for formulating and solving strategic problems. It shows how the languages and disciplines of theoretical computer science, ‘artificial intelligence’ and computational complexity theory can be used to devise a set of heuristics, blueprints and procedures that can help strategic managers formulate problems, evaluate their difficulty, define ‘good enough solutions’ and optimize the ways in which they will solve them in advance of attempting to solve them. The paper introduces both a framework for the analysis of strategic problems in computational terms, and a set of prescriptions for strategic problem formulation and problem solving relative to which deviations and counterproductive moves can be specified and measured.

  Keywords: Problems and Challenges; Analysis; Strategy; Framework; Management Analysis, Tools, and Techniques; Mathematical Methods;

  Citation:

  Moldoveanu, Mihnea. "Intelligent Artificiality: Algorithmic Microfoundations for Strategic Problem Solving." Harvard Business School Working Paper, No. 19-072, January 2019.  View Details

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• Article | Harvard Business Review | July–August 2018

  How CEOs Manage Time

  Michael E. Porter and Nitin Nohria

  In 2006 Harvard Business School’s Michael E. Porter and Nitin Nohria launched a study tracking how large companies’ CEOs spent their time, 24/7, for 13 weeks: where they were, with whom, what they did, and what they were focusing on. To date, Porter and Nohria have gathered 60,000 hours' worth of data on 27 executives, interviewing them—and hundreds of other CEOs—about their schedules. This article presents the findings, offering insights not only into best time-management practices but into the CEO’s role itself. CEOs need to learn to simultaneously manage the seemingly contradictory dualities of the job: integrating direct decision-making with indirect levers like strategy and culture, balancing internal and external constituencies, proactively pursuing an agenda while reacting to unfolding events, exercising leverage while being mindful of constraints, focusing on the tangible impact of actions while recognizing their symbolic significance and combining formal power with legitimacy.

  Keywords: CEOs; Executives; Time Management; Attitudes; Managerial Roles; Leadership; Performance Effectiveness; Strategy; Decision Making; Organizational Culture;

  Citation:

  Porter, Michael E., and Nitin Nohria. "How CEOs Manage Time." Harvard Business Review 96, no. 4 (July–August 2018): 42–51.  View Details

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• Editorial | Washington Post | May 19, 2017

  We've Gotten Better at Diversity. Now the Challenge Is Inclusion.

  Nitin Nohria

  Citation:

  Nohria, Nitin. "We've Gotten Better at Diversity. Now the Challenge Is Inclusion." Washington Post (May 19, 2017).  View Details

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