CupAd Elevator Pitch by Josh Light.

The truly entrepreneurial story of how Airbnb founders Brian Chesky & Joe Gebbia made over $30,000 dollars from politically themed cereal in the companies start up phase

Strategic management involves the formulation and implementation of the major goals and initiatives taken by an organization's top management on behalf of owners, based on consideration of resources and an assessment of the internal and external environments in which the organization operates. A full set of strategy animations accompany the textbook: “Strategic Management: Concepts and Tools for Creating Real World Strategy” published by Wiley. For information on how to utilize these animations for academic use please reach out to Lise Johnson at Lise.Johnson@wiley.com. For information on how to utilize these animations for non-academic use please send an email to ols_dept@byu.edu

As a Stanford Biodesign Innovation Fellow, Kate Rosenbluth was captivated by the unmet need to treat hand tremors. She discovered that the site of deep brain stimulation was accessible through the peripheral nerves in the wrist, and teamed up with Scott Delp, director of the Stanford Neuromuscular Biomechanics Lab, to found Cala Health, where she is now the chief scientific officer. The company’s wearable neuromodulation therapies merge neuroscience research with cutting-edge technology to deliver individualized peripheral nerve stimulation. Here, she presents a framework for “needs-based innovation,” and explores how she emphasized a needs-based approach in the context of Cala Health.

Seth Godin is a bestselling author, teacher and speaker. His new book, This is Marketing is probably the first and last book you'll ever need to buy on marketing. Hope you enjoy this Behind the Brand look with Seth.

Alvin's Guide to Good Business is the Skoll Foundation's first foray into global commercial television, this series follows finance guru Alvin Hall as he visits eight different social entrepreneurs around the world, probing their business models, examining the potential impact of their work and exploring the challenges to scaling their innovations. Produced and directed by RockhopperTV. Jeff Skoll created The Skoll Foundation in 1999 to pursue his vision of a sustainable world of peace and prosperity. Led by CEO Sally Osberg since 2001, our mission is to drive large scale change by investing in, connecting and celebrating social entrepreneurs and the innovators who help them solve the world's most pressing problems. Social entrepreneurs are society's change agents, creators of innovations that disrupt the status quo and transform our world for the better. By identifying the people and programs already bringing positive change around the world, we empower them to extend their reach, deepen their impact and fundamentally improve society. http://www.skollfoundation.org

It’s both difficult and crucial to hit the right tone. As Covid-19 spreads across the world, more and more of us are starting to work from home. In light of this global shift (and all of our heightened stress levels), it’s crucial to take steps to avoid miscommunication when working as part of a virtual team. Researchers who spent the last four years studying the science of emotions and their intersection with our lives at work share how to best communicate in the digital age. How do you avoid sending a passive aggressive Slack (“let’s chat.”) or email (“just bumping this up in your inbox!”)? How do you hit the right tone over text? Did you go too far by adding that exclamation point? Based on the following HBR article: 10 Digital Miscommunications — and How to Avoid Them by Liz Fosslien and Mollie West Duffy https://hbr.org/2020/03/10-digital-miscommunications-and-how-to-avoid-them --------------------------------------------------------------------- At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: https://hbr.org/email-newsletters Follow us: https://hbr.org/ https://www.linkedin.com/company/harvard-business-review/ https://www.facebook.com/HBR/ https://twitter.com/HarvardBiz https://www.instagram.com/harvard_business_review

Instructional training videos from the UC Berkeley Haas Business School's Lean Launchpad class. Features faculty guidance in response to student examples.

Go to a good college. Be in the Olympics. Work in TV and become a pilot. These were the goals of a 14-year-old girl who grew up in a town tucked into the mountains just east of Los Angeles. That girl went on to compete in three Olympics, become a sports commentator, an airplane pilot and three-time Stanford graduate. Here’s how Bonny Simi, now the president of JetBlue Technology Ventures, did it all. View more clips and share your comments at http://ecorner.stanford.edu/authorMaterialInfo.html?mid=4663

Opportunities in the cryptocurrency sector extend well beyond simply investing in Bitcoin or Ethereum, says Coinbase CTO Balaji Srinivasan. He compares the digital currency landscape to the early days of mobile—a space poised to create an entirely new set of innovations and business models. For entrepreneurs looking to make a play in everything from social networking and banking to collectibles markets and real estate, he suggests, crypto’s underlying blockchain technology is worth investigating.

At Startupfest 2017, Party on Demand CEO Willie Green had to make a 3-minute pitch. He nailed it. https://www.partyondemandapp.com/

Cleveland Clinic Abu Dhabi CEO, Dr. Rakesh Suri, says the first step in leading his team was to slow down, take a deep breath, and align his team with a shared vision for action. The UAE – of which Abu Dhabi is the capital – was the first country in the Middle East to report a case of the virus in January. As of April 14, the UAE had reported 4,521 cases and 25 deaths. Though the situation is fast-evolving, Abu Dhabi has brought together a range of private and public healthcare facilities to test the population and treat the sick. Dr. Suri has led Cleveland Clinic Abu Dhabi’s response, at one point leading remotely from quarantine. He says that now more than ever, leaders must not neglect self-care, know when to delegate, and identify nascent leaders on their teams. --------------------------------------------------------------------- At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: https://hbr.org/email-newsletters Follow us: https://hbr.org/ https://www.linkedin.com/company/harvard-business-review/ https://www.facebook.com/HBR/ https://twitter.com/HarvardBiz https://www.instagram.com/harvard_business_review

One way to encourage people to value time over money is to assign a dollar value to it. New research is doing just that: https://hbr.org/2019/01/accounting-for-time

Talking meetings have much merit, but can also be subject to a host of problems. There are approximately 55 million meetings a day in the United States. Although they often have many different purposes and goals, these meetings are typically conducted in the same way, time and time again. Namely, individuals gather together, virtually or face-to-face, to talk about a topic. We often don’t realize it, but talk is actually a choice; simply one of many different meeting styles or communication methods a leader can select. While talking meetings have much merit — when planned well they can be efficient and offer a level of comfort in speaking in person — they can also be subject to a host of problems: one person dominating, others checking out and multitasking, side conversations, straying off course, and pressures to conform to the boss’s ideas. The good news is that alternative approaches do exist and, depending on your task at hand, can work incredibly well. One such approach embraces silence. This technique may seem odd, but current research supports the benefits of holding a “silent meeting” as one way of better leveraging the ideas, perspectives, and insights of organizational talent. Leaders should add it to their toolbox in order to select the right meeting style for the job at hand. At the very least, trying new approaches will serve to keep meetings fresh, engaging, and interesting. --------------------------------------------------------------------- At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: https://hbr.org/email-newsletters Follow us: https://hbr.org/ https://www.linkedin.com/company/harvard-business-review https://www.facebook.com/HBR/ https://twitter.com/HarvardBiz https://www.instagram.com/harvard_business_review

Instructional training videos from the UC Berkeley Haas Business School's Lean Launchpad class. Features faculty guidance in response to student examples

Instructional training videos from the UC Berkeley Haas Business School's Lean Launchpad class. Features faculty guidance in response to student examples

Four tips for unifying and strengthening globally dispersed teams. (Originally published July 14, 2015) Teams can’t function well when co-workers don’t trust one another. Building and maintaining trust in the traditional, physical workplace is difficult enough, but the process is even tougher in a virtual environment. * Originally published July 14, 2015 --------------------------------------------------------------------- At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: https://hbr.org/email-newsletters Follow us: https://hbr.org/ https://www.linkedin.com/company/harvard-business-review/ https://www.facebook.com/HBR/ https://twitter.com/HarvardBiz https://www.instagram.com/harvard_business_review

Being present with co-workers virtually is difficult and requires different strategies for each person. (Originally published July 14, 2017) Mark Kaestner, former global director of executive development for The Coca Cola Company, says you need to ask lots of questions. And embrace the uncomfortable pauses: they create the space for colleagues to reflect and connect. --------------------------------------------------------------------- At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: https://hbr.org/email-newsletters Follow us: https://hbr.org/ https://www.linkedin.com/company/harvard-business-review/ https://www.facebook.com/HBR/ https://twitter.com/HarvardBiz https://www.instagram.com/harvard_business_review

MIT Professor Jonathan Gruber talks about economic externalities, and how they are illustrated in an episode of the Simpsons.

It’s about training yourself to pause. Here's how. Amy Jen Su, author of "The Leader You Want to Be: Five Essential Principles for Bringing Out Your Best Self—Every Day", says that recognizing when you’re about to engage in a bad habit--and being able to find a “magic pause”--is the key. If you’re about to snap at a co-worker, reach for that sugary snack, or micromanage a direct report, there are ways to short circuit these behaviors before they begin. She describes three techniques in detail: having a mantra or “swing thought”, breathing with intentionality, and practicing something she calls the “washing the dishes meditation.” --------------------------------------------------------------------- At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: https://hbr.org/email-newsletters Follow us: https://hbr.org/ https://www.linkedin.com/company/harvard-business-review https://www.facebook.com/HBR/ https://twitter.com/HarvardBiz https://www.instagram.com/harvard_business_review

This is a Short Edited version of one of the most famous TED Talks by Simon Sinek.

Social Entrepreneurship Experts Speaker Series @ Rotman Topic: Getting Beyond Better: How Social Entrepreneurship Works (HBR Press, 2015) 2 Speakers: Prof. Roger Martin, Academic Director - Michael Lee-Chin Family Institute for Corporate Citizenship, Rotman School of Management, U of Toronto; Co-Author Sally Osberg, President and CEO, Skoll Foundation; Co-Author In Conversation With: Amanda Lang, Host, Bloomberg TV Canada; Author December 2, 2015 Located in downtown Toronto and part of the University of Toronto, the Rotman School of Management (http://www.rotman.utoronto.ca) is the top business school in Canada. Rotman offers a Full-Time MBA program, and several programs for working professionals, including the Morning and Evening MBA, Master of Finance, One-Year Executive MBA and Omnium Global Executive MBA. Whichever degree or program you choose, Rotman will give an edge in your career and help you make the most of your potential. #anewwaytothink #newwaytothink #Rotman #RotmanSchool

Are there fewer women in management because we can’t discern between confidence and competence? The popular explanations range from women just aren’t capable of being leaders to women just don’t want to be leaders. According to author Tomas Chamorro-Premuzic however, the absence of women in leadership roles has less to do with women themselves and more to do with how we interpret leadership traits. Confidence – a trait more associated with men – is often misinterpreted as competence. As a result, charismatic, but incompetent men have fewer barriers to reach the top than women. Individuals in positions to promote and hire managers should think more critically about what seems like a leadership trait versus what is an actual leadership trait. They will find that arrogance and overconfidence – the characteristics that get men into management positions – are also the characteristics that cause poor performance. --------------------------------------------------------------------- At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: https://hbr.org/email-newsletters Follow us: https://hbr.org/ https://www.linkedin.com/company/harvard-business-review/ https://www.facebook.com/HBR/ https://twitter.com/HarvardBiz https://www.instagram.com/harvard_business_review

An interview with Daniel Goleman, Psychologist. See how you can use emotional and social intelligence to improve your own and your organization's performance.

An Interview with Michael E. Porter, Professor, Harvard University. Porter's five competitive forces is the basis for much of modern business strategy. Understand the framework and how to put it into practice.

#HBRLive: Where Do Women Stand Today as Leaders?

Alvin's Guide to Good Business is the Skoll Foundation's first foray into global commercial television, this series follows finance guru Alvin Hall as he visits eight different social entrepreneurs around the world, probing their business models, examining the potential impact of their work and exploring the challenges to scaling their innovations. Produced and directed by RockhopperTV. Jeff Skoll created The Skoll Foundation in 1999 to pursue his vision of a sustainable world of peace and prosperity. Led by CEO Sally Osberg since 2001, our mission is to drive large scale change by investing in, connecting and celebrating social entrepreneurs and the innovators who help them solve the world's most pressing problems. Social entrepreneurs are society's change agents, creators of innovations that disrupt the status quo and transform our world for the better. By identifying the people and programs already bringing positive change around the world, we empower them to extend their reach, deepen their impact and fundamentally improve society. http://www.skollfoundation.org

Linda A. Hill and Kent Lineback, authors of "Being the Boss: The 3 Imperatives for Becoming a Great Leader," describe the three types of networks you need to succeed.

The standard work/family narrative is an outdated excuse for what holds women back. Ask people to explain why women remain so dramatically underrepresented in the senior ranks of most companies, and you will hear from the vast majority a lament that goes something like this: High-level jobs require extremely long hours, women’s devotion to family makes it impossible to put in those hours, and so their careers inevitably suffer. Not so, say the authors, who spent 18 months working with a global consulting firm that wanted to know why it had so few women in positions of power. Although virtually every employee the authors interviewed related a form of the standard explanation, the firm’s data told a different story. Women weren’t being held back because of trouble balancing work and family; men, too, suffered from that problem and nevertheless advanced. Women were held back because they were encouraged to take accommodations, such as going part-time and shifting to internally facing roles, which derailed their careers. The real culprit in women’s stalled advancement, the authors conclude, is a general culture of overwork that hurts both sexes and locks gender equality in place. To solve this problem, they argue, we must reconsider what we’re willing to allow the workplace to demand of all employees. --------------------------------------------------------------------- At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: https://hbr.org/email-newsletters Follow us: https://hbr.org/ https://www.linkedin.com/company/harvard-business-review/ https://www.facebook.com/HBR/ https://twitter.com/HarvardBiz https://www.instagram.com/harvard_business_review

Acting on emotion leads to bad decisions, so you need to slow down. Here’s how. With the news around the COVID-19 pandemic developing quickly, people are making decisions — often quickly — on everything from whether to cancel meetings to how to best project their family and colleagues. In a time of crisis and uncertainty, there are several psychological factors that impact our ability to make decisions. Our brains are responding to a sense of threat, a deep feeling of uncertainty, and a lack of control and information, all of which leads us to make short-sighted decisions that may fill immediate psychological needs but aren’t necessary in the long term. To make better choices, we need to slow down and access the deliberative reasoning part of our brain. Any decision to act should be based on deliberation, sober reflection on data, and discussion with experts — not in reaction to a headline or a tweet. Based on the following HBR articles: "Managing the Stress and Uncertainty of Coronavirus" by Morra Aarons-Mele https://hbr.org/podcast/2020/03/managing-the-stress-and-uncertainty-of-coronavirus "Slow Down to Make Better Decisions in a Crisis by Art" Markman https://hbr.org/2020/03/slow-down-to-make-better-decisions-in-a-crisis "A Simple Way to Stay Grounded in Stressful Moments" by Leah Weiss https://hbr.org/2016/11/a-simple-way-to-stay-grounded-in-stressful-moments --------------------------------------------------------------------- At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: https://hbr.org/email-newsletters Follow us: https://hbr.org/ https://www.linkedin.com/company/harvard-business-review/ https://www.facebook.com/HBR/ https://twitter.com/HarvardBiz https://www.instagram.com/harvard_business_review

Profit, money, shareholders: these are the priorities of most companies today. But at what cost? In an appeal to corporate leaders worldwide, Chobani founder Hamdi Ulukaya calls for an end to the business playbook of the past -- and shares his vision for a new, "anti-CEO playbook" that prioritizes people over profits. "This is the difference between profit and true wealth," he says.

It’s about collaborating in small groups, embracing each other’s humanity, and designating a “Yoda.” The Covid-19 crisis is forcing leaders to discover new ways of fostering connectivity among team members. But in virtual meetings, teams need to create psychological safety and space for open communication in order to succeed. Working remotely doesn’t have to feel remote. --------------------------------------------------------------------- At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: https://hbr.org/email-newsletters Follow us: https://hbr.org/ https://www.linkedin.com/company/harvard-business-review/ https://www.facebook.com/HBR/ https://twitter.com/HarvardBiz https://www.instagram.com/harvard_business_review

Emotions are running raw during the pandemic. How should we manage our difficult feelings, especially at work? Weeks of social distancing have fueled a collective emotional rollercoaster of anxiety, stress, frustration, and fear. How can we better manage our emotions as individuals? How emotionally vulnerable can—or should—we be at work? Especially during this crisis, resilient and compassionate emotional intelligence with our colleagues is more essential than ever. Susan David, a Harvard Medical School psychologist and author of “Emotional Agility”, offers a helpful approach on how to manage difficult emotions—in life and at work—during this challenging time. Tips for managing difficult emotions: 1. Permit yourself to experience the emotion—it’s a normal response. Openly recognize what you’re feeling, practice “gentle acceptance” that it’s happening, and then respond to that emotion with an open attitude. Let go of what you cannot control. 2. Extend compassion to yourself and to others. Be patient and try to understand the full reality of the situation. Be kind, loving, and courageous. 3. Recognize that difficult emotions are clear signposts to your beliefs and values. Interpret your feelings, even if it’s uncomfortable, to pinpoint what’s most important for you at this time. Learn more about Susan David: http://susandavid.com --------------------------------------------------------------------- At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: https://hbr.org/email-newsletters Follow us: https://hbr.org/ https://www.linkedin.com/company/harvard-business-review/ https://www.facebook.com/HBR/ https://twitter.com/HarvardBiz https://www.instagram.com/harvard_business_review

Building an enduring startup, observes Zūm founder and CEO Ritu Narayan, requires years of unwavering commitment. So how do you find the passion to push through obstacles and fundraising droughts? One powerful starting point, she observes, is to solve a problem that directly impacts you and those around you.

In this video, I share a popular concept generation technique - called SCAMPER - to help you come up with innovative ideas.

Gain a fresh perspective by seeking ideas from the crowd. Focus on surprising ideas to spur innovation in your organization.