General Management
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- March 13, 2025
- Article
How to Build a Life: How to Avoid the Creative-Narcissist Trap
By: Arthur C. Brooks- March 13, 2025
- Article
How to Build a Life: How to Avoid the Creative-Narcissist Trap
By: Arthur C. Brooks -
- March 2025 (Revised March 2025)
- Case
Good for the Seller, Good for the Buyer and Good for Society: Sampo-yoshi, Sustainability and Trust at ITOCHU
By: Sandra J. Sucher and Bethelehem Y Araya- March 2025 (Revised March 2025)
- Case
Good for the Seller, Good for the Buyer and Good for Society: Sampo-yoshi, Sustainability and Trust at ITOCHU
By: Sandra J. Sucher and Bethelehem Y Araya -
- March 2025
- Case
No One Left Behind (D)
By: Lynn S. Paine, Herman B. "Dutch" Leonard, Max Hancock and David LaneIn September 2021, the board of directors for the nonprofit No One Left Behind (NOLB) faced a crucial decision. Since its 2013 founding, NOLB had helped resettle in the United States thousands of Afghans and Iraqis who had assisted U.S. forces as combat translators; its directors also had forged strong relationships with key members of Congress and government officials through advocacy for the U.S. Special Immigrant Visa (SIV) program. As the organization expanded, the board had sought to professionalize NOLB’s governance, systematize its fundraising, and strengthen the accountability and reporting mechanisms that many donors expected. That effort was interrupted in August 2021 when the withdrawal of U.S. forces from Afghanistan led to a surge in donations to—and requests for assistance from—NOLB. The heightened pressures created tensions and disagreements among NOLB board members over the scope of the organization’s mission and uses of funds. The result: a schism in the board and efforts to unseat five of its 13 members. This four-part case series examines how NOLB addressed this crisis, secured its future, and matured as a professionalized nonprofit.
- March 2025
- Case
No One Left Behind (D)
By: Lynn S. Paine, Herman B. "Dutch" Leonard, Max Hancock and David LaneIn September 2021, the board of directors for the nonprofit No One Left Behind (NOLB) faced a crucial decision. Since its 2013 founding, NOLB had helped resettle in the United States thousands of Afghans and Iraqis who had assisted U.S. forces as combat translators; its directors also had forged strong relationships with key members of Congress...
About the Unit
The General Management Unit is concerned with the leadership and management of the enterprise as a whole. This concern encompasses:
- the personal values and qualities of effective general managers and enterprise leaders;
- the philosophies, values, and strategies that inform successful enterprises; and
- the relation of enterprise to the broader community and other external constituencies.
The Unit's work is conceived and carried out principally in four interest groups, each of which has its own leadership, research agenda, and teaching programs:
- Management Policy and Process
- Management Information Systems
- Society and Enterprise
- Leadership, Values, and Corporate Responsibility
Recent Publications
How to Build a Life: How to Avoid the Creative-Narcissist Trap
By: Arthur C. Brooks
- March 13, 2025 |
- Article |
- The Atlantic
Kering Eyewear
By: Rohit Deshpandé and Nicole Zelazko
- March 2025 |
- Teaching Note |
- Faculty Research
This teaching note provides comprehensive documentation of how to use the Kering Eyewear case.
Keywords: Mergers and Acquisitions; Business Conglomerates; Business Subsidiaries; Global Strategy; Growth and Development Strategy; Brands and Branding; Marketing Strategy; Product Marketing; Product Positioning; Distribution; Product; Luxury; Apparel and Accessories Industry; Fashion Industry; Retail Industry; United States
How to Build a Life: The Ultimate German Philosophy for a Happier Life
By: Arthur C. Brooks
- March 6, 2025 |
- Article |
- The Atlantic
Good for the Seller, Good for the Buyer and Good for Society: Sampo-yoshi, Sustainability and Trust at ITOCHU
By: Sandra J. Sucher and Bethelehem Y Araya
- March 2025 (Revised March 2025) |
- Case |
- Faculty Research
Keywords: Japan
No One Left Behind (D)
By: Lynn S. Paine, Herman B. "Dutch" Leonard, Max Hancock and David Lane
- March 2025 |
- Case |
- Faculty Research
In September 2021, the board of directors for the nonprofit No One Left Behind (NOLB) faced a crucial decision. Since its 2013 founding, NOLB had helped resettle in the United States thousands of Afghans and Iraqis who had assisted U.S. forces as combat translators; its directors also had forged strong relationships with key members of Congress and government officials through advocacy for the U.S. Special Immigrant Visa (SIV) program. As the organization expanded, the board had sought to professionalize NOLB’s governance, systematize its fundraising, and strengthen the accountability and reporting mechanisms that many donors expected. That effort was interrupted in August 2021 when the withdrawal of U.S. forces from Afghanistan led to a surge in donations to—and requests for assistance from—NOLB. The heightened pressures created tensions and disagreements among NOLB board members over the scope of the organization’s mission and uses of funds. The result: a schism in the board and efforts to unseat five of its 13 members. This four-part case series examines how NOLB addressed this crisis, secured its future, and matured as a professionalized nonprofit.
No One Left Behind (C)
By: Lynn S. Paine, Herman B. "Dutch" Leonard, Max Hancock and David Lane
- March 2025 |
- Case |
- Faculty Research
In September 2021, the board of directors for the nonprofit No One Left Behind (NOLB) faced a crucial decision. Since its 2013 founding, NOLB had helped resettle in the United States thousands of Afghans and Iraqis who had assisted U.S. forces as combat translators; its directors also had forged strong relationships with key members of Congress and government officials through advocacy for the U.S. Special Immigrant Visa (SIV) program. As the organization expanded, the board had sought to professionalize NOLB’s governance, systematize its fundraising, and strengthen the accountability and reporting mechanisms that many donors expected. That effort was interrupted in August 2021 when the withdrawal of U.S. forces from Afghanistan led to a surge in donations to—and requests for assistance from—NOLB. The heightened pressures created tensions and disagreements among NOLB board members over the scope of the organization’s mission and uses of funds. The result: a schism in the board and efforts to unseat five of its 13 members. This four-part case series examines how NOLB addressed this crisis, secured its future, and matured as a professionalized nonprofit.
No One Left Behind (B)
By: Lynn S. Paine, Herman B. "Dutch" Leonard, Max Hancock and David Lane
- March 2025 |
- Case |
- Faculty Research
In September 2021, the board of directors for the nonprofit No One Left Behind (NOLB) faced a crucial decision. Since its 2013 founding, NOLB had helped resettle in the United States thousands of Afghans and Iraqis who had assisted U.S. forces as combat translators; its directors also had forged strong relationships with key members of Congress and government officials through advocacy for the U.S. Special Immigrant Visa (SIV) program. As the organization expanded, the board had sought to professionalize NOLB’s governance, systematize its fundraising, and strengthen the accountability and reporting mechanisms that many donors expected. That effort was interrupted in August 2021 when the withdrawal of U.S. forces from Afghanistan led to a surge in donations to—and requests for assistance from—NOLB. The heightened pressures created tensions and disagreements among NOLB board members over the scope of the organization’s mission and uses of funds. The result: a schism in the board and efforts to unseat five of its 13 members. This four-part case series examines how NOLB addressed this crisis, secured its future, and matured as a professionalized nonprofit.
No One Left Behind (A)
By: Lynn S. Paine, Herman B. "Dutch" Leonard, Max Hancock and David Lane
- March 2025 |
- Case |
- Faculty Research
In September 2021, the board of directors for the nonprofit No One Left Behind (NOLB) faced a crucial decision. Since its 2013 founding, NOLB had helped resettle in the United States thousands of Afghans and Iraqis who had assisted U.S. forces as combat translators; its directors also had forged strong relationships with key members of Congress and government officials through advocacy for the U.S. Special Immigrant Visa (SIV) program. As the organization expanded, the board had sought to professionalize NOLB’s governance, systematize its fundraising, and strengthen the accountability and reporting mechanisms that many donors expected. That effort was interrupted in August 2021 when the withdrawal of U.S. forces from Afghanistan led to a surge in donations to—and requests for assistance from—NOLB. The heightened pressures created tensions and disagreements among NOLB board members over the scope of the organization’s mission and uses of funds. The result: a schism in the board and efforts to unseat five of its 13 members. This four-part case series examines how NOLB addressed this crisis, secured its future, and matured as a professionalized nonprofit.
Harvard Business Publishing
Seminars & Conferences
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