Recent Publications

• RECENT PUBLICATION: Case

  Case | HBS Case Collection | June 2018

  Nicholas Kristof and Sheryl WuDunn: The Power of Writing to Launch and Sustain a Movement

  Julie Battilana, Lakshmi Ramarajan and Michael Norris

  In 2018, New York Times writer Nicholas Kristof, and his wife, former Times writer Sheryl WuDunn (HBS ’86), who worked in finance, were planning for their next book. The couple’s earlier books had given rise to social movements around gender equity and poverty issues. They hoped the next book would be equally powerful. What should the book focus on? What additional content should they create to make sure their writing had an impact?

  Keywords: Social Movement, Gender Equality, Writing;

  Citation:

  Battilana, Julie, Lakshmi Ramarajan, and Michael Norris. "Nicholas Kristof and Sheryl WuDunn: The Power of Writing to Launch and Sustain a Movement." Harvard Business School Case 418-004, June 2018.  View Details

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• RECENT PUBLICATION: Case

  Case | HBS Case Collection | May 2018 (Revised June 2018)

  Cowen Inc.: Leveraging Data

  Boris Groysberg, Sarah Abbott and Annelena Lobb

  Cowen Inc.’s broker-dealer, Cowen and Company, LLC, boasted a number of analysts who had made prescient stock calls on the basis of creative data analysis. Now Cowen Inc. had opened a new subsidiary, Kyber, which would attempt to monetize new data science products. Robert Fagin, head of research, had to consider what Kyber’s risks were, even as the unit uncovered the possibility for new revenue streams. How could Cowen continue to exploit its competitive advantage with data?

  Keywords: data science; equity research; research analysts; Investment; Data and Data Sets; Equity; Research; Analysis; Competitive Strategy;

  Citation:

  Groysberg, Boris, Sarah Abbott, and Annelena Lobb. "Cowen Inc.: Leveraging Data." Harvard Business School Case 418-035, May 2018. (Revised June 2018.)  View Details

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• RECENT PUBLICATION: Article

  Article | Harvard Business Review | May–June 2018

  Structure That's Not Stifling: How to Give Your People Essential Direction—Without Shutting Them Down

  Ranjay Gulati

  Most leaders view employee freedoms and operational controls as antagonists in a tug-of-war. They tend to focus on regulating workers’ behavior, often putting a damper on commitment, innovation, and performance without realizing it. But freedom and control aren’t zero sum, argues the author. By giving people a clear sense of their organization’s purpose, priorities, and principles—that is, by providing freedom within a galvanizing framework—leaders can equip employees to make on-the-ground decisions that are in the company’s best interests. Gulati uses businesses as diverse as Netflix, Alaska Airlines, and Warby Parker to show how freedom can function in different settings. A coherent framework helps employees develop a deeper understanding of the business, which can lead to improved engagement, creativity, efficiency, and customer service.

  Keywords: Organizational Structure; Mission and Purpose; Framework; Employee Relationship Management; Performance Effectiveness;

  Citation:

  Gulati, Ranjay. "Structure That's Not Stifling: How to Give Your People Essential Direction—Without Shutting Them Down." Harvard Business Review 96, no. 3 (May–June 2018): 68–79.  View Details

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