Women on Business

DECEMBER 24, 2010

These estates were set to owe no taxes because tax law passed by the Bush Administration in 2001 and 2003 gradually increased the estate tax exemption over ten years while lowering the estate tax rate, and allowed for the estate tax to disappear completely in 2010. billion estate. The Bush law did allow a $1.3

Press Release 202

Press Release Discount PR Magazine 202

The Practical Leader

FEBRUARY 13, 2012

They’ll often use another L-word — leadership — in complete ignorance of how their loveless “bottom line” orientation is rooted in pessimism and fear. It’s at the heart of leadership. The L-word makes hard-nosed managers squirm. ” Ya gotta love it!

Airlines 53

Airlines P&L Collins Leadership 53

Strategy Driven

APRIL 24, 2014

As a leader, your duty is to execute, and executing your duties will bring credibility and build trust among your team. This is leadership! The trust you’ve developed through an established sense of loyalty and being faithful in executing your duties can unravel, though, if respect is not always shown.

Development 59

Development Team Loyalty Due Diligence 59

Harvard Business Review

MAY 20, 2016

So why would a busy executive agree to sit on a board? Why is there is a cottage industry of executive search firms focusing on “reverse board searches,” where they proactively work to place executives on outside corporate boards? What do executives gain from serving on boards? increased by over $300,000.

Execution 9

Execution P&L CEO COO 9

Strategy Driven

DECEMBER 27, 2010

StrategyDriven effective executives, efficient employees Home About The StrategyDriven Organization Our Company Our Contributors Karen K. Deborah joined MyCorporation in 2003 after serving as outside general counsel for 5 years. Juliano Howard T. Dickens Jr. Ives Sharon Drew Morgen Hank Moore Jamie P.

Uncertainty 57

Uncertainty Insurance Newsletter Incentives 57

Harvard Business Review

FEBRUARY 17, 2012

The realities of globalization, with increasing emphasis on emerging markets, present corporate leaders with enormous challenges in developing the leaders required to run global organizations. They hire technical specialists, local experts, and country managers from emerging markets but rarely promote them to corporate positions.

Globalization 15

Globalization Leadership Development Development Emotional Intelligence 15

Strategy Driven

JANUARY 26, 2011

StrategyDriven effective executives, efficient employees Home About The StrategyDriven Organization Our Company Our Contributors Karen K. This emerging social era is about engaging everyone around you to redefine what you do and how you do it – including sales, marketing, R&D, customer support, and product development.

Media 67

Media Learning-by-Doing Open-book Company 67

N2Growth Blog

JUNE 17, 2010

In further pondering this dichotomy an interesting thought came to mind – If I could genetically engineer the perfect leadership gene what qualities and characteristics would constitute the architecture of leadership DNA?

Definition 370

Definition Blog Leadership Covey 370

Strategy Driven

OCTOBER 25, 2010

StrategyDriven effective executives, efficient employees Home About The StrategyDriven Organization Our Company Our Contributors Karen K. In 2003 van Stolk had the idea to create a “Turkey & Gravy”-flavored soda to be released around Thanksgiving. Juliano Howard T. Dickens Jr. Ives Sharon Drew Morgen Hank Moore Jamie P.

Creativity 50

Creativity Bottom-up Newsletter Open-book 50

Harvard Business Review

JUNE 17, 2013

In both C suites and boardrooms, discussions about business performance usually center on topics like market momentum, M&A opportunities, capital management, and productivity enhancements. Yet many executives don''t make culture a priority. Trust in the senior leadership team is an important indicator of organizational health.

Company 9

Company Compliance Long-term Short-term 9

Harvard Business Review

JUNE 26, 2012

Templates needed to be completed, customer and competitor profiling refreshed, current performance figures confirmed, markets segmented, etc. Innovation blackouts are especially common in a down market, as companies ask their most skilled employees to apply themselves to a wider and wider scope of work.

Innovation 12

Innovation Budgeting Market Segmentation Bottom-up 12

Harvard Business Review

JANUARY 18, 2012

When Palmisano retired this month, the media chronicled his success by focusing on IBM's 21% annual growth in earnings per share and its increase in market capitalization to $218 billion. Executing this strategy required seamless integration of IBM's product capabilities with its geographic reach. They listen as well as they speak.

Globalization 15

Globalization Golden Parachute Short-term Long-term 15

Harvard Business Review

AUGUST 6, 2014

In May of 2005, Yahoo CEO Terry Semel, cofounder Jerry Yang, corporate development executive Toby Coppel, and I — I was then chief financial officer of the Silicon Valley internet company — went on what would turn out to be a fateful trip to China. Things hadn’t gone well up until that point. search engine company Inktomi in 2002.

Chief Financial Officer 10

Chief Financial Officer Operations Learning-by-Doing IPO 10

Harvard Business Review

APRIL 4, 2014

for 10+ years; deployment of design as an integrated function across the entire enterprise; evidence that design investments and influence are increasing; clear reporting structure and operating model for design; experienced design executives at the helm directing design activities; and tangible senior leadership-level commitment for design.

Venture Capitalist 8

Venture Capitalist Fashion B2B Hedge 8

Harvard Business Review

AUGUST 15, 2013

This argument was derided by IT supply-side executives such as Steve Ballmer, Carly Fiorina, and Scott McNealy, but CEOs quietly applauded it. These and other IT-related problems aren''t rooted in technology but in leadership failings. The senior leadership needs to become literate in technology. Accountability.

CEO 8

CEO CIO Technology CFO 8

Harvard Business Review

JUNE 25, 2014

In 2003, for instance, in “In Defense of the CEO Chair,” Harvard Law’s William Allen and William Berkeley (who was chairman and CEO of the eponymous insurance holding company) argued that doing so would create two armed camps that would interfere with productivity. Boards Compensation Leadership' And differences there were.

CEO 8

CEO Cost Long-term Short-term 8

Strategy Driven

OCTOBER 4, 2013

For many years, we will be measuring how loss of corporate credibility has tainted all facets of business, in terms of remediation, replacement, litigation, make-good, rework, damage control, recovery process, settlements to victims, decreased stock market value and sagging retail sales. Rebuilding the community image.

Crisis 57

Crisis Airlines Transportation Crisis Management 57

Anese Cavanaugh

APRIL 16, 2009

Here’s the thing, I’m happy to share, (after all, I had the song “Express Yourself” dedicated to me in 2003 by my leadership group), for these articles though, I’ve just been more prone to making it about the content and you. You can learn more about this and the publication on my blog later this month.

Self-aware 70

Self-aware Learning-by-Doing Commitment Magazine 70

Leading Blog

JANUARY 22, 2020

When Robert Greifeld was asked to take the helm of Nasdaq in 2003 to execute a turnaround, he came with a new story. As he relates in Market Mover , the story had five parts: 1. He also encouraged debates among his executive team. T URNING AROUND an organization requires a new story. A very clear and well-told story.

Organization 255

Organization Bureaucracy Competitive Advantage Technology 255

Harvard Business Review

MARCH 28, 2011

In 2000-2003, the emphasis switches to employees and the struggle to get employees to buy into a new corporate culture. Our research also indicated that 2000-2003 seems to be a time when failure fatigue had set in. It is much more dominated by the CEO, the board, the senior executives.

Analysis 14

Analysis Sample Globalization Sports 14

Harvard Business Review

NOVEMBER 20, 2013

China leads all emerging markets with 89 companies on the latest Fortune Global 500 list of the world’s largest. To many skeptical consumers in developed markets, Brand China still means lower quality. Western brands also want access to China and recent global market turmoil has exposed many targets for astute Chinese brands.

Brand 8

Brand Globalization Company Development 8

Harvard Business Review

JUNE 24, 2015

The practical tool offered here helps executives answer such questions as: What replaces planning when the annual cycle is obsolete? Executives are bombarded with bestselling ideas and best practices for achieving competitive advantage, but many of these ideas and practices contradict each other.

Strategy 8

Strategy Competitive Advantage Environment Execution 8

Harvard Business Review

DECEMBER 4, 2017

Founded in 2003 with $40 million in venture capital funding, Splunk was among the first companies to target the “big data” space. ” That’s a process which requires leadership time and resources, not just a speech about talent at an off-site. There are ways to avoid these blind spots, however.

Long-term 8

Long-term Short-term Team Succession 8

Harvard Business Review

DECEMBER 4, 2017

Founded in 2003 with $40 million in venture capital funding, Splunk was among the first companies to target the “big data” space. ” That’s a process which requires leadership time and resources, not just a speech about talent at an off-site. There are ways to avoid these blind spots, however.

Long-term 8

Long-term Short-term Team Succession 8

Strategy Driven

OCTOBER 31, 2019

New technologies and new leadership styles are needed to succeed and win. Dan Cooper co-founded ej4, a video-based online training company, in 2003, and was its CEO until selling in 2012. Dan is also a certified Executive Coach credentialed through the International Coaching Federation.

Cooper 50

Cooper Groupthink Leadership Styles Servant Leader 50

Harvard Business Review

JANUARY 7, 2011

Monitoring process key performance indicators (KPIs) and keeping top executives apprised of how processes are performing. Air Products, for example, tripled corporate productivity (hard profit-and-loss benefits) from 2003 to 2006, and boosted operating return on net assets from 9.5% And they succeeded wildly. from 2004 to 2007.

Process 15

Process Champy Competitive Advantage Hammer 15