HARVARD BUSINESS SCHOOL COMMUNITY VALUES

HARVARD BUSINESS SCHOOL – COMMUNITY VALUES

The mission of Harvard Business School is to educate leaders who make a difference in the world. Achieving this mission requires an environment of trust and mutual respect, free expression and inquiry, and a commitment to truth, excellence, and lifelong learning.

Students, program participants, faculty, staff, and alumni accept these principles when they join this community. In doing so, they agree to abide by the following Community Values:

RESPECT FOR THE RIGHTS, DIFFERENCES, AND DIGNITY OF OTHERS

HONESTY AND INTEGRITY IN DEALING WITH ALL MEMBERS OF THE COMMUNITY

ACCOUNTABILITY FOR PERSONAL BEHAVIOR

HBS can and should be a living model of these values. To this end, community members have a personal responsibility to integrate these values into every aspect of their experience here. Through our personal commitment to these values, we can create an environment in which all can achieve their full potential.

The Faculty-Led Session was by Professor Jan Hammond in Aldrich Room 107. 

Well, my take-away from the Mercadona’s case:

Juan Roig Alfonso, a Spanish billionaire businessman, President & CEO Mercadona, the Spanish supermarket chain said:

“The best inheritance you can give to future entrepreneurs is that of values”.

CONNECT  .  INFORM  .  INSPIRE

#HBSOnlineConnext #HavardBusinessSchool

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Something outrageous yet relevant, maybe "Jobs to Be Done: When Your Product Strategy is a Hitman"?

Introduction Picture this: you, in your pristine business attire, meticulously assembled to convey an aura of success – pressed slacks, shiny shoes, maybe even a power tie if you're feeling extra daring. Now, visualize that perfectly curated image lighting on fire. Not a raging inferno, mind you, just a persistent, smoldering burn right around the seat of your pants. It's subtle, insidious, and smells vaguely of burnt ambition. Welcome, dear listener, to my world circa, oh... let's say five years ago. I wasn't an executive. Not even a manager, really. I was cog #3542B in the grand corporate machine, churning out spreadsheets, drowning in meetings, and generally being spoken to in a language only vaguely resembling English. Buzzword bingo was the national sport in those hallowed halls. "Jobs to be Done." "Disruptive innovation." "Blue ocean strategy." I'd nod earnestly, scribbling notes like my promotion depended on correctly parsing th...

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