LDRLB

JANUARY 26, 2011

Timothy Stagich (2001) writes that personnel (HR) departments are “blackholes of human potential, buried under piles of resumes and red tape, while relying on hierarchies and cumbersome procedures to justify their existence in hierarchies (p.114). Collaborative leadership and global transformation. Is HR ready for that?

Strategy 100

Strategy Human Resources Resources Globalization 100

LDRLB

APRIL 7, 2011

Hall et al (2001) describe the paradox of commitment where “people are most able to develop internal commitments and attachments when they have the free choice to leave and choose to stay. She will not operate out of fear of losing her job and may actually tell her boss he is wrong when he is wrong. Advances in global leadership.

Commitment 102

Commitment Human Resources Talent Management Globalization 102

Chart Your Course

JUNE 30, 2016

It is hands-down the most popular leadership book of all time. He demonstrates that the ability to build trust is THE key leadership competency of the new global economy. Good to Great: Why Some Companies Make the Leap … and Others Don’t (2001). The Five Dysfunctions of a Team: A Leadership Fable (2002). By Stephen R.

Human Resources 100

Human Resources Talent Management Resources Ulrich 100

First Friday Book Synopsis

MARCH 14, 2011

Here is an excerpt from an article written by Adam Bryant for The New York Times (March 12, 2001) in which he focuses on a plan that Google code-named Project Oxygen in early 2009. To read the complete article, please click here. * * * Laszlo Bock of Google says its study found [.].

Project 75

Project Article Planning Human Resources 75

Harvard Business Review

MAY 26, 2014

But building a consistently strong top leadership team is difficult for at least three reasons: the tendency to be loyal to existing members, the lack of management depth to promote from, and many CEOs’ lack of experience in many functional areas. Back in 2001, it was growing rapidly. Leadership Small/medium business'

Leadership 10

Leadership Leadership Pipeline Loyalty CEO 10

Harvard Business Review

AUGUST 27, 2018

Emerging digital firms compete with knowledge, strategy, and expert human capital, attacking even the largest established firms. They operate as lean organizations, using cloud and internet-based infrastructure, and launch and distribute products more quickly than did firms that competed with factories, warehouses, inventories, and suppliers.

IPO 14

IPO Company First-mover Advantage Intangible Assets 14