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Is Leadership Development the Answer to Low Employee Engagement? (Yes.)

N2Growth Blog

In 2004 the Corporate Executive Board’s research showed an 87% decrease in the likelihood of departure for highly engaged employees. A 2012 Custom Insight survey revealed that 49% of workers cited problems with their direct supervisor as their reason for disengagement. A 2001 study by the Hay Group indicated a 2.5x Next Practices.

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Lead Change like a Slinky®

Lead Change Blog

Several years ago I led a professional development workshop for the alumni association of my alma mater. Change is Like a Slinky: 30 Strategies for Promoting and Surviving Change in Your Organization (2004) by Hans Finzel. The Top Ten Leadership Commandments (2012) by Hans Finzel.

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Insiders

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More Insiders Are Becoming CEOs, and That’s a Good Thing

Harvard Business Review

That’s the highest proportion since the firm began conducting the survey in 2004, and a big increase since 2012. ” They had developed inside the company and therefore knew the organization and its norms as well as the people and their capabilities — but they had also retained a strong streak of objectivity.

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A Presidential Campaign Should Be a Conversation

Harvard Business Review

It's a bid to develop a rapport with current and would-be supporters. In 2008, then-Senator Barack Obama developed and led a campaign for the presidency that not only achieved its main goal — sending Obama to the White House — but also set a new standard for innovation and execution.

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An Insider’s Account of the Yahoo-Alibaba Deal

Harvard Business Review

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. We were optimistic about Yahoo’s future in China as the deal closed in January 2004.

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Conquering The Enemies of Innovation: Silence and Fear

Harvard Business Review

As early as 2004, research from Elizabeth Wolf Morrison and Frances J. Milliken for the Academy of Management Review and Stern Business pegged fear — and the resulting silence when employees operate within a culture of fear — as the biggest roadblock to innovation. We suggest the following three steps: 1.

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Nokia's Voyage From Tight-Knit Team to 'Burning Platform'

Harvard Business Review

In the midst of a serious economic crisis in Finland in the early 1990s the company almost ceased to exist, but the mobile-phone arm helped pull Nokia out of trouble and then effectively became Nokia as the company divested its other operations. It's almost always Matti and Sari and Pekka and Olli-Pekka and Jorma, or some combination.

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