Bill Fischer, Harvard Biz Review

Bill Fischer

Harvard Biz Review

Lausanne, VD, Switzerland

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  • Harvard Biz Review
  • Forbes

Past articles by Bill:

What’s Stopping You from Reinventing Your Career?

In the authors’ work teaching and coaching thousands of managers, they have identified four traps – self-sufficiency, overthinking, procrastination and searching for the answer – that prevent leaders from taking the first steps necessary for considering and exploring possible new versions of themselves for the future. The authors have found ways to help leaders recognize which traps they are… → Read More

No Managers, More Leaders: The Leadership Legacy Of Zhang Ruimin

Early in the twenty-first century, Mr. Zhang recognized that the pace of change, and the growing complexity of the customer experience, required more leadership, not less; but that that leadership needed to be redistributed lower and broader throughout the Haier community. → Read More

Taking Teams Seriously

What an amazing few weeks this has been for teams, both dysfunctional and exceptionally successful, yet what are the lessons regarding team performance? Here are a few conclusions to ponder when considering what makes for a high-performing team. → Read More

Why We Can't Innovate

In the face of disruptive innovation, most firms that we see recognize the threat fairly early, but fail to change the way that they go about innovating. They falsely believe that they "know" the customer, they champion the future, but invest in the present and they lack urgency. → Read More

Reinventing Me: The Final Frontier Of Disruptive Innovation

We all live in a continually unpredictable world where personal reinvention is an ever-present possibility (if not necessity). Innovation should be a lifestyle more than a discipline, and innovating the very essence of your persona is the new, next frontier. → Read More

How Chinese Companies Disrupt Through Business Model Innovation

They don’t rely on technological breakthroughs. → Read More

The End of Expertise

How to build trust in a new era. → Read More

The End of Expertise

How to build trust in a new era. → Read More

The End of Expertise

How to build trust in a new era. → Read More

The End of Expertise

How to build trust in a new era. → Read More

The End of Expertise

How to build trust in a new era. → Read More

The End of Expertise

How to build trust in a new era. → Read More

Are Purpose-driven Leaders the Engine of China's New Innovation?

Bill Fischer & Tomas Casas Thirty-five years of Reform, and no Apple to show for it! No Steve Jobs as well, for that matter. No wonder that skepticism over the ability of China’s industrial enterprises to make the transition from cost-led competitive strategies to more innovative approaches is so widespread. While [...] → Read More

Apple's Watch: another great Team Story

Apple has always loaded the odds in its favor. Every big, audacious project that it has pursued -- the Macintosh, Lisa, Newton, iPod, and the iPhone – have had one thing in common: all have had a great team behind them. A recent article in Wired, by David Pierce suggests [...] → Read More

Are You An Analog or Digital Leader?

By Abhijit Bhaduri & Bill Fischer Changing mindsets begins with you! The only mind you can be sure of changing is your own, and the only way that you can demonstrate this mindset change is through your behaviors. If you aspire for your organization to be faster, more innovative, less afraid [...] → Read More

Becoming More Innovative in 2015: Innovation Resolutions

What are you going to do this coming year to be more innovative? Innovative organizations deserve innovative leaders and members and if you’re not consciously thinking about how you might improve your own personal innovativeness, you’re abdicating on an important managerial responsibility. Since this is the time for New Year’s resolutions, [...] → Read More

Good teamwork, not good luck

"Good Night, and Good Luck" were words made famous by radio news pioneer Edward R. Murrow as he closed-out his evening broadcasts from London during the terrible early days of the Second World War. But, there was no "luck" involved in Murrow's work. He was consciously and deliberately part of [...] → Read More

Three Things They Don't Teach You About Change Leadership

Somewhere between reading John Kotter's Leading Change and Michael Watkin's First Ninety Days, most change projects are tested by currents of resistance and indecision that are often quite subtle, but need to be played right if the change initiative is to gain traction and maintain its momentum. Overlooked, or played [...] → Read More

Making Disuption Personal

By Abhijit Bhaduri & Bill Fischer In the nineteen-eighties, Michael Porter argued that more thoughtful approaches to strategies could help make organizations succeed. Two decades later, Porter’s Five Forces was disrupted by Clayton Christensen’s argument that what makes companies fail is often a reluctance to give-up the choices made in [...] → Read More

There Are No 'Kodak Moments'

Hang around with executives in industries as diverse as: automobiles, book publishing, telecom networks, wrist-watches, personal computers, digital cameras, postal services, cigarettes, credit cards, smartphones, steam-irons, oil & gas and even laundromats (among many others) and you'll undoubtedly hear reference to their determination to avoid what has come to be [...] → Read More