The PRE-mortem: Learn Before You Have To!

Thanks to Harvard for reminding me of the power of the premortem--read the post here.

Projects fail all the time, and most experts will tell you that to prevent future failures you need to look at what went wrong. Instead of giving your next big project an autopsy, do a premortem: look at what could go wrong before it does. After your team is briefed on the project plan, gather them together. Explain that (hypothetically) the project has "failed" and ask them to write down all the reasons why it could have. Then alter your original plan based on what you learn. This exercise helps the team identify how you might get off track, and prepares members to pick up early signs of trouble during execution. If you would like a two-page summary with specific action steps for a Pre-Mortem, email jwarren@ipslearning.com Full details can be found HBR Reference: Gary Klein. 2007. “Performing a Project Premortem”. HarvardBusiness Review

Best of HBS Working Knowledge in 2009

Best of HBS Working Knowledge 2009 — HBS Working Knowledge. This is an excellent overview of top 10 articles and working papers from the Harvard Business Review.

TOP 10 ARTICLES OF 2009

1. Understanding Users of Social Networks
   Many business leaders are mystified about how to reach potential customers on social networks such as Facebook. HBS professor Mikolaj Jan Piskorski provides a fresh look into the interpersonal dynamics of these sites and offers guidance for approaching these tantalizing markets.
2. Social Network Marketing: What Works?
   Purchase decisions are influenced differently in social networks than in the brick-and-mortar world, says Harvard Business School professor Sunil Gupta. The key: Marketers should tap into the networking aspect of sites such as Facebook.
3. Uncompromising Leadership in Tough Times
   As companies batten down the hatches, we need leaders who don't compromise on standards and values that are essential in flush times. Fortunately, such leaders do exist. Their insights can help other organizations weather the current crisis, says HBS professor emeritus Michael Beer. Q&A.
4. Sharpening Your Skills: Managing Teams
   The ability to lead teams is fast becoming a critical skill for all managers in the 21st century. Here are four HBS Working Knowledge stories from the archives that address everything from how teams learn to turning individual performers into team players. Questions asked include: How does a team leader win the confidence of the group? What's the best method for developing team goals? How can individual performers be developed into team players? How do teams learn?