General Management

- October 3, 2024
- Article
How to Build a Life: Enhance Your Mood With Schopenhauer’s Playlist

By: Arthur C. Brooks
- October 3, 2024
- Article
How to Build a Life: Enhance Your Mood With Schopenhauer’s Playlist

By: Arthur C. Brooks
- September 2024
- Case
Open Door Legal: Universal Legal Access

By: Brian Trelstad, Taylor Greenthal and Sarah Mehta

This case is about Open Door Legal (ODL), a San Francisco-based civil legal aid nonprofit. CEO Adrian Tirtanadi founded the organization in 2012 with a mission to achieve universal access to legal representation for all city residents. By 2024, ODL had opened four offices across San Francico. An additional two would realize the nonprofit’s goal in the city. In 2023, Kevin Haah, a lawyer-turned-pastor, reached out to Tirtanadi about the possibility of expanding ODL to his home city of Los Angeles. Tirtanadi worried that scaling would absorb too much of ODL’s finite energy, time, and resources, and divert attention away from San Francisco. Was now the right time to scale? Was Haah the right partner? Would ODL’s model generalize to Los Angeles? And if so, how should Tirtanadi structure the relationship between the two offices to maximize efficiency and impact?
- September 2024
- Case
Open Door Legal: Universal Legal Access

By: Brian Trelstad, Taylor Greenthal and Sarah Mehta

This case is about Open Door Legal (ODL), a San Francisco-based civil legal aid nonprofit. CEO Adrian Tirtanadi founded the organization in 2012 with a mission to achieve universal access to legal representation for all city residents. By 2024, ODL had opened four offices across San Francico. An additional two would realize the nonprofit’s goal in...
- September 2024
- Case
Epic: The Future of Health Information Technology

By: Regina E. Herzlinger and Brian L. Walker
- September 2024
- Case
Epic: The Future of Health Information Technology

By: Regina E. Herzlinger and Brian L. Walker

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

Vineyard Wind Starts Spinning (C): Recovery and Progress

By: Rosabeth Moss Kanter and Jacob A. Small

October 2024 |
Supplement |
Faculty Research

Citation

Vineyard Wind Starts Spinning (B): Breakdown

By: Rosabeth Moss Kanter and Jacob A. Small

October 2024 |
Supplement |
Faculty Research

Citation

How to Build a Life: Enhance Your Mood With Schopenhauer’s Playlist

By: Arthur C. Brooks

October 3, 2024 |
Article |
The Atlantic

Citation

How to Build a Life: How to Stop Self-Obsessing and Be Happier

By: Arthur C. Brooks

September 26, 2024 |
Article |
The Atlantic

Citation

Open Door Legal: Universal Legal Access

By: Brian Trelstad, Taylor Greenthal and Sarah Mehta

September 2024 |
Case |
Faculty Research

This case is about Open Door Legal (ODL), a San Francisco-based civil legal aid nonprofit. CEO Adrian Tirtanadi founded the organization in 2012 with a mission to achieve universal access to legal representation for all city residents. By 2024, ODL had opened four offices across San Francico. An additional two would realize the nonprofit’s goal in the city. In 2023, Kevin Haah, a lawyer-turned-pastor, reached out to Tirtanadi about the possibility of expanding ODL to his home city of Los Angeles. Tirtanadi worried that scaling would absorb too much of ODL’s finite energy, time, and resources, and divert attention away from San Francisco. Was now the right time to scale? Was Haah the right partner? Would ODL’s model generalize to Los Angeles? And if so, how should Tirtanadi structure the relationship between the two offices to maximize efficiency and impact?