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Licensing is a strategy for technology transfer; and an approach to internationalization that requires less time or depth of involvement in foreign markets, compared to exports, joint ventures, and foreign direct investment. This note examines when licensing is employed, risks associated with it, intellectual property rights, costs of licensing, unattractive markets for licensing, and the major elements of the license agreement.

Licensing is a strategy for technology transfer; and an approach to internationalization that requires less time or depth of involvement in foreign markets, compared to exports, joint ventures, and foreign direct investment. This note examines when licensing is employed, risks associated with it, intellectual property rights, costs of licensing, unattractive markets for licensing, and the major elements of the license agreement.

This background note explains the structure of incentive-based sales compensation systems.

Forward-thinking established companies utilize new routes for external innovation with start-ups and crowds. The reading reviews strategic partnerships, strategic investments, strategic acquisitions, and crowd-based collaborations. Case examples include Google, SK Telecom, DaVita, UPS, and GSK. The note can be paired with Core Reading: Leading Breakthrough Innovation in Established Companies (#5272).

Entrepreneurs looking to launch start-ups in developing economies must confront numerous challenges that their peers in more developed countries may be less likely to encounter. Depending on the country in which they are operating, entrepreneurs in developing economies oftentimes lack access to human capital and professional services, sufficient sources of funding, large markets for their products, adequate infrastructure, and predictable legal and regulatory processes, among myriad other challenges. This note aims to explore these challenges in more depth-while simultaneously examining some representative countries and regions in which entrepreneurship is thriving. The note also serves as a complement (and informal update) to the 2013 World Economic Forum Report: "Entrepreneurial Ecosystems around the Globe and Company Growth Dynamics." This note is intended primarily for current or budding entrepreneurs interested in starting a new venture in a developing economy, as well as investors seeking to fund start-ups in these countries. The note is also relevant for policy makers looking to encourage entrepreneurship in their cities or countries, universities wanting to support entrepreneurship, and corporations seeking a better understanding of their role in the entrepreneurial ecosystem of a developing economy.

Entrepreneurs looking to launch start-ups in developing economies must confront numerous challenges that their peers in more developed countries may be less likely to encounter. Depending on the country in which they are operating, entrepreneurs in developing economies oftentimes lack access to human capital and professional services, sufficient sources of funding, large markets for their products, adequate infrastructure, and predictable legal and regulatory processes, among myriad other challenges. This note aims to explore these challenges in more depth-while simultaneously examining some representative countries and regions in which entrepreneurship is thriving. The note also serves as a complement (and informal update) to the 2013 World Economic Forum Report: "Entrepreneurial Ecosystems around the Globe and Company Growth Dynamics," as well as an update to our 2016 Teaching Note to include recent developments in select Asian, African, and Latin American entrepreneurial ecosystems. This note is intended primarily for current or budding entrepreneurs interested in starting a new venture in a developing economy, as well as investors seeking to fund start-ups in these countries. The note is also relevant for policy makers looking to encourage entrepreneurship in their cities or countries, universities wanting to support entrepreneurship, and corporations seeking a better understanding of their role in the entrepreneurial ecosystem of a developing economy.

In cities and towns across America, leaders in local governments, businesses, nonprofits, educational institutions, faith-based organizations, labor unions, and other organizations are coming together in new ways to help their communities prosper. Why are such cross-sector collaborations arising now? What purpose do they serve? What key decisions must their leaders make? What principles might guide those decisions? This note suggests a way to think about such questions.

With Brazil's crisis as the backdrop, the 2016 ALI Fellows, Partners, and guests, traveled throughout São Paulo in June of 2016 and were exposed to social innovations in Heliopolis (the largest favela), the transformation of Vila Madalena (neighborhood), cultural inclusion efforts in Sala São Paulo and Pinacoteca (downtown), and highly respected social change leaders and thinkers throughout the trip. The participants were able to engage with a wide array of projects and understand the challenges on the ground more clearly.

This industry note details the state of the healthcare and pharmaceutical industries in China in 2012. It has details on the size of the respective industries, their growth, their regulation and key political actors, as well as information and analysis on other important stakeholders in the pharmaceutical and health care sectors in China in the 2010s. The level of detail is high, as is the complexity of information presented. The note can be used independently, however, it was written primarily to serve as a companion to W16865.

This industry note details the state of the healthcare and pharmaceutical industries in China in 2012. It has details on the size of the respective industries, their growth, their regulation and key political actors, as well as information and analysis on other important stakeholders in the pharmaceutical and health care sectors in China in the 2010s. The level of detail is high, as is the complexity of information presented. The note can be used independently, however, it was written primarily to serve as a companion to 9B16M225.

This tool can be used to design, or test the design, of any job in any organization. The module introduces four concepts: span of control, span of accountability, span of influence, and span of support and explains how these variable affect job design. JDOT includes four sequential steps to test whether the resources provided to the job being analyzed are sufficient to meet the demands imposed by that job. After determining whether a job is designed for success (or failure), JDOT provides a menu of items that can be changed to improve the effectiveness of the job. While this module is designed to be used alone, it is part of the Strategy Execution series. Taken together, the series forms a complete course that teaches the latest techniques for using performance measurement and control systems to implement strategy. Modules 1 - 4 set out the foundations for strategy implementation. Modules 5 - 10 teach quantitative tools for performance measurement and control. Modules 11 - 15 illustrate the use of these techniques by managers to achieve profit goals and strategies. View the full Strategy Execution series at: hbsp.harvard.edu/strategy-execution.

This is a technical note that describes the history of Lean and explains why it is not just a manufacturing tool. It is used in Darden's "Management of Service Operations" course elective.

This note serves as an overview of the Entrepreneurial Management Unit's required curriculum course, "The Entrepreneurial Manager (TEM)." General management has been a core educational organizing framework at the Harvard Business School since its inception. Today TEM provides a powerful context in which to learn about general management. TEM seeks to build the knowledge, skills, tools, frameworks, and attitudes required to succeed as a manager. These tools and frameworks are built upon the foundation of other RC courses at HBS, including TOM, LEAD, LCA, FRC, MKTG, STRAT, and FIN. With an aim to "educate leaders who make a difference in the world," TEM integrates the lessons of your RC year into an overall framework to help general managers at all types of organizations (e.g., small companies, large companies, non-profits, and public servants) become more effective at enhancing the value of those organizations.

This note introduces the concept of a marketing technology blueprint (MarTech Blueprint), instructs students how to create one, and gives real-world examples of how a MarTech Blueprint might be used.

This module reading pulls together key concepts and techniques from the Strategy Execution series into an integrated model - the levers of control. The four levers are: (1) belief systems, (2) boundary systems, (3) diagnostic control systems, and (4) interactive control systems. The module discusses how top managers use the levers of control to inspire commitment to the organization's purpose; stake out the territory for experimentation and competition; coordinate and monitor the execution of today's strategies; and stimulate and guide the search for strategies of the future. The power of this integrated approach to strategy implementation is illustrated in two contexts: the introduction of performance measurement and control systems over the life cycle of a growing business and the use of the levers by managers taking charge of a new business. While this module is designed to be used alone, it is part of the Strategy Execution series. Taken together, the series forms a complete course that teaches the latest techniques for using performance measurement and control systems to implement strategy. Modules 1 - 4 set out the foundations for strategy implementation. Modules 5 - 10 teach quantitative tools for performance measurement and control. Modules 11 - 15 illustrate the use of these techniques by managers to achieve profit goals and strategies. View the full Strategy Execution series at: hbsp.harvard.edu/strategy-execution.

This module reading provides an overview of the business conduct boundaries, strategic boundaries, and internal control systems used to manage risk. Boundary systems - linked to clear, enforceable sanctions - are essential whenever demanding performance goals are set and rewards are linked to performance outcomes. A framework is introduced for designing internal control systems to safeguard information and assets. These internal controls provide the checks and balances to ensure that errors of omission and commission cannot slip undetected into the transaction processing stream. The behavioral and motivational assumptions that underlie these systems is analyzed. Finally, the module describes how managers can impose strategic boundaries to limit where employees look for opportunities and commit scarce resources. While this module is designed to be used alone, it is part of the Strategy Execution series. Taken together, the series forms a complete course that teaches the latest techniques for using performance measurement and control systems to implement strategy. Modules 1 - 4 set out the foundations for strategy implementation. Modules 5 - 10 teach quantitative tools for performance measurement and control. Modules 11 - 15 illustrate the use of these techniques by managers to achieve profit goals and strategies. View the full Strategy Execution series at: hbsp.harvard.edu/strategy-execution.