Remove 2001 Remove 2011 Remove Leadership Remove Restructuring
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Relationships and Red Flags - A Learning Experience

Building Personal Strength

When the recession of 2001 hit, I had to restructure my business. The red flag was waving. My friend was bored in retirement and loved dabbling in business. It made him feel young again. But he had no idea what he was doing. That meant deferring some of the plans I had made with my wealthy mentor.

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Steve Jobs, Tim Cook, and Apple's Innovation Premium

Harvard Business Review

When Jobs returned in 1998 he restructured his team with senior managers who possessed a rich mix of strong discovery- and delivery-driven skills, and as a result the company churned out hit after hit, from the iMac and iTunes to the iPad, iPhone, and iPad. Apple's innovative future hinges on these critical senior-leadership skills.

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Innovative Companies Demand Innovative Leaders

Harvard Business Review

When Jobs returned and restructured his senior management team with more discovery-driven capacity, Apple's innovation engine ignited again. But Lafley's focus boosted P&G's innovation capability, and during his tenure from 2001–2009 he delivered on average a 35% innovation premium. Lafley became CEO.

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The Swedish CEO Who Runs His Company Like a CrossFit Gym

Harvard Business Review

In contrast to “transformational” and “authentic” leadership, which has been criticized for being fuzzy and wishy-washy , “fitness leadership,” as we refer to it, offers a more concrete approach.

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