Great Leadership By Dan

JUNE 21, 2012

Today, the inverse is true if you want to motivate a team that is increasingly mobile, global and socially driven. But are your resources truly applied as optimally as possible to your market opportunities in a way that best serves the total business?

Incentives 258

Incentives Agility Resources Follow-up 258

Harvard Business Review

AUGUST 17, 2015

But the rules and expectations are different when you’re managing a freelancer who isn’t fully employed by your company. How do you best motivate someone who you don’t have formal authority over? “You shouldn’t have to manage the work product of a contractor. What the Experts Say.

Management 8

Management Tips Performance Review Project 8

Harvard Business Review

JUNE 18, 2018

When Apple CEO Steve Jobs approached AT&T about partnering on a new kind of mobile phone — a touchscreen computer that would fit in your pocket — Apple had no expertise in the mobile market. Daniel Kahneman, the 2002 Nobel prize laureate and psychologist, has said that if he had a magic wand, he’d eliminate it.

Stephenson 10

Stephenson Kahneman CEO Commitment 10

Harvard Business Review

NOVEMBER 24, 2010

Let's take another example: AT&T's acquisition of cable companies TCI, MediaOne and Cablevision (Boston only) for approximately $130 billion in 1999-2000 and its subsequent sale of the resultant AT&T Broadband to Comcast for $44 billion in 2002. It is difficult to destroy that much value in only two years! The logical propositions: 1.

Strategy 15

Strategy Construction Motivation Incentives 15

Harvard Business Review

JANUARY 10, 2012

Attracting, retaining, and motivating employees are all core. But in a world in which bringing managers in every year for a week of offsite training is so 1960s, how do you make the leadership development process relevant to the global economy? Growth market leaders learn from major markets, and equally important, vice versa.".

Globalization 15

Globalization Human Resources Diversity Long-term 15

Harvard Business Review

MAY 20, 2016

This question was at the heart of a recent study we conducted that is forthcoming at the Academy of Management Journal. In an effort to explore executives’ motivations for serving on boards, we looked at how board service is evaluated in the executive labor market. increased by over $300,000. and later that of MBIA Inc.

Execution 9

Execution P&L CEO COO 9

Harvard Business Review

MAY 28, 2018

Notably tech firms acquired an average 250 tech companies annually between 2002 and 2011 and 350 in the years since. When the talent in a target is young, motivated and unencumbered by the drag of legacy IT processes, why not create an offshoot that replicates the same circumstances? And the company had plenty of motivated talent.

Company 8

Company Business Model Price Technology 8

Harvard Business Review

MARCH 11, 2015

” But the only real wins are a victory for the hedge funds, and a Pyrrhic victory for GM in that it managed to keep Wilson off its board and reduced the size of the buyback from the $8 billion the investors had been demanding. billion from 2010 through 2013), it would probably still be bankrupt but for the booming Chinese market.

Hedge 8

Hedge Company Automotive Restructuring 8

Harvard Business Review

JULY 17, 2018

There are many stories highlighting the benefits of rivalry, from how it makes competitors more motivated to how it helps them perform better. ” We then collected nine years of play-by-play data (2002 – 2010), totaling almost half a million unique plays. accounting).

Participative 9

Participative Rogers Influence Survey 9

Harvard Business Review

JULY 28, 2011

Over the past several years, PARC — spun off as an independent, wholly-owned subsidiary of Xerox in 2002 — has reinvented itself as a font of innovation for Xerox and a variety of other organizations worldwide. PARC fell off the innovation radar screen. government, and it does a brisk business in IP licensing.

Innovation 14

Innovation Business Model Wilde Brainstorming 14

Harvard Business Review

SEPTEMBER 27, 2011

When I first read Moneyball: The Art of Winning An Unfair Game (the book that inspired the movie that opened this past weekend), I was struck by the similarities of the challenges that General Manager Billy Beane faced in 2002 to those that business employers face as they try to achieve the best returns on their talent investments.

Competitive Advantage 12

Competitive Advantage Budgeting Construction Open-book 12

Harvard Business Review

MAY 30, 2013

One key reason for shareholders'' positive tone is that the stock market has been doing well. To a large extent, say-on-pay — which was introduced in the UK in 2002 and has spread to several other countries, most recently Switzerland — is a simple exercise in bandwagon-following. That''s up from 69% in 2012 and 2011.

Hedge 8

Hedge Asset Management Incentives Outsourcing 8

Harvard Business Review

MAY 7, 2013

Whereas her Nigerian parents tended to give indiscriminately to poor people, with religion as the driving motivator, Saraki has embraced a more structured, purpose-driven approach to giving. "I Between 2002-2013, emerging market and developing economies averaged a 6.5% I took it up from data. growth in GDP.

Globalization 8

Globalization Venture Capitalist Class GDP 8

Harvard Business Review

APRIL 12, 2011

Despite the bitter disappointment of failing to get tenure, I landed a great job and went on to spend six exhilarating years as executive director of the Economic Policy Council, managing a debate across the political divide and testifying on the Hill on issues from immigration reform to LDC debt. It was a market thing.

Career 13

Career Policies Commitment Committee 13

Harvard Business Review

JANUARY 4, 2013

"By almost any market test, economics is the premier social science," Stanford University economist Edward Lazear wrote just over a decade ago. Two years later, in 2002, the co-leader of that invasion, Princeton psychology professor Daniel Kahneman, won an economics Nobel (the other co-leader, Amos Tversky, had died in 1996).

Tversky 11

Tversky Crisis Levitt Consensus 11

Harvard Business Review

SEPTEMBER 13, 2011

Bill George is best-known as the former CEO of Medtronic, where the company's market cap grew from $1.1 Upon his retirement in 2002, Bill invented a new life and purpose (by making little bets, I might add shamelessly) to write and to teach. billion to $60 billion during his tenure.

Open-book 9

Open-book Chemicals Chief Operating Officer Goleman 9

Strategy Driven

FEBRUARY 4, 2011

Yet, most CEOs were never trained on how to be CEOs, with all the responsibility, people skills, leadership and ethical management that must go along with the job. This book states the case for more of a macro-focused approach to management. billion as the stock market plummeted, amid a crisis of investor confidence.

Ethics 59

Ethics Cost Crisis Learning-by-Doing 59