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Leadership Infrastructure – A Prerequisite To Mightiness

Tanveer Naseer

In business, leadership infrastructure is the sum total of all the management systems, processes, leadership teams, skill sets, and disciplines that enable companies to grow from small operations into midsized or large firms. Leadership infrastructure is every bit as real as roads and bridges, electrical grids, and the Internet.

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Byron Wien’s 20 Lessons Learned

Michael Lee Stallard

Try developing concepts later on. Mr. Wien was named to the 2004 Smart Money Power 30 list of Wall Street’s most influential investors, thinkers, enforcers, policy makers, players and market movers. In 2006, Mr. Wien was named by New York Magazine as one of the sixteen most influential people in Wall Street. Travel extensively.

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Leadership Teams: Why Two Are Better Than One

Harvard Business Review

The concept of "two-in-a-box" leadership has been examined extensively over the past few years. One of the most thorough discussions is in the HBR article The Leadership Team: Complementary Strengths or Conflicting Agendas. We create leadership teams not only for our top jobs, but for every management position in the company.

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Serving on Boards Helps Executives Get Promoted

Harvard Business Review

When Warren Buffett retired from Coca-Cola’s board in 2006, he said he no longer had the time necessary. Second, board service is an avenue for an executive to gain access to unique knowledge, skills, and connections, so firms actively use external board appointments as a way to groom and develop executives.

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Building a Culture of Transparency in Health Care

Harvard Business Review

I believe it is impossible to have complete transparency with patients without first developing a strong culture of internal transparency — among all team members, at all levels, on all issues — throughout the health care organization itself. Leaders must create a no-blame culture. Leaders must lead by example.

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New Ways to Collaborate for Process Improvement

Harvard Business Review

In a two-part event, employees in WorldJam 2004 first brainstormed solutions to increase growth and innovation, resulting in 191 pragmatic ideas. In IBM's 2006 jam, the company assembled 150,000 people from 104 countries and 67 client companies. Strong support from company leadership drove membership to over 1,000 by the end of 2010.

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Frugal Innovation: Lessons from Carlos Ghosn, CEO, Renault-Nissan

Harvard Business Review

Carlos Ghosn, Chairman and CEO of the Renault-Nissan Alliance, famously coined the term "frugal engineering" in 2006. Rather, Western firms need to make simplicity a key tenet of their innovation process by developing "good enough" offerings that deliver significant value for money to cost-conscious consumers. And they did it.

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