N2Growth Blog

NOVEMBER 26, 2018

In 2004 the Corporate Executive Board’s research showed an 87% decrease in the likelihood of departure for highly engaged employees. Some may be engineers, marketers, finance directors, or salespersons. With input from their managers, peers, and teams, leaders know what they need to focus on when it comes to their development.

Leadership Development 259

Leadership Development Development Leadership Self-aware 259

Michael Lee Stallard

AUGUST 5, 2019

Electronic medical records add extra work hours to most physicians’ days due to unfriendly user interfaces and lack of interoperability, putting information management on the list of their responsibilities. His life took a turn in 2004 and he “managed to taper off the drugs.” Photo by Online Marketing on Unsplash.

P&L 150

P&L Stress Self-aware Human Needs 150

Women on Business

JANUARY 8, 2011

Example 1: During the 2004 election season, I connected with a new friend through a grassroots Asian Pacific Islander political group. EVEN MORE: Yet another example: a good friend of mine from the 2004 Dean campaign, who was active in the 2008 Obama campaign as well, put in a request for web developers through his Facebook e-mail.

Press Release 174

Press Release Discount PR Media 174

Kevin Eikenberry

FEBRUARY 6, 2011

Five Reasons to Make Discomfort Your Friend How to Get Lazy People to Work Ten Decisions Leaders Make Everyday Ten Ways to Make a Great First Impression Five Minutes - a Key to Successful Time Management Kevin Eikenberry: Thanks Dave!Kevin I reprise it today for three reasons. Please read this and take the message to heart.

Leadership 195

Leadership Workshop Blog Video 195

Kevin Eikenberry

DECEMBER 29, 2010

Here is the research he cited : A 2004 Yale study found that a highly likeable sales rep will earn 40% more than an equally educated or experienced counterpart. It comes from Tim Sanders and his great blog – in a post a few weeks back. Do You Really Need a Meeting to Make a Decision?

Leadership 205

Leadership Blog Workshop Covey 205

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

Miles Anthony Smith

MAY 2, 2018

Matt Sweetwood, branding expert, defines personal branding as: " Personal branding is the practice of people marketing themselves and their careers as brands -- the ongoing process of establishing a prescribed image or impression in the mind of others about an individual." Your personal brand is the mark you leave on the world.

Brand 68

Brand Examples Career Godin 68

Strategy Driven

MARCH 16, 2016

They prove that the most economically disadvantaged people on the planet create a great market for social entrepreneurs – AND provide a terrific testing ground for innovation and cost control. Perhaps you’ve read the game-shifting books The Fortune at the Bottom of the Pyramid , by C.K. This can be part of your strategy.

Productivity 50

Productivity Products Prahalad Open-book 50

Strategy Driven

NOVEMBER 3, 2010

StrategyDriven effective executives, efficient employees Home About The StrategyDriven Organization Our Company Our Contributors Karen K. of the highest paid executive positions within the same group of companies. Juliano Howard T. Dickens Jr. Ives Sharon Drew Morgen Hank Moore Jamie P.

Diversity 50

Diversity Newsletter Long-term Execution 50

Strategy Driven

NOVEMBER 1, 2010

StrategyDriven effective executives, efficient employees Home About The StrategyDriven Organization Our Company Our Contributors Karen K. While so much expansion can be tough on a brand, Santander is moving quickly to rebrand all of its acquisitions under the Santander name and launched substantial marketing campaigns in the U.K.,

Brand 64

Brand Globalization Banking Long-term 64

Harvard Business Review

DECEMBER 22, 2015

In an ongoing global survey of senior executives , more than half of the respondents said they didn’t think their company had a winning strategy, and two-thirds said they didn’t think their organization had the right capabilities to execute its strategy. First, these companies commit to an identity.

Execution 8

Execution Strategy Fashion Apparel 8

Harvard Business Review

NOVEMBER 24, 2017

After expending considerable effort on formulating a strategy, most executives would like to see their company’s strategic plans fully executed. The gap between strategy and the execution of that strategy is often referred to as “ strategic dissonance.” The Gap Between Strategy and Execution.

Strategy 8

Strategy Strategic Planning Stress Hamel 8

Harvard Business Review

MAY 4, 2018

Companies that can successfully implement Continuous Development throughout their organization will find dramatic strategic benefits, including: Faster time-to-market. And that satisfaction leads to a more attractive work environment in a competitive talent market. Customers enjoy the benefit of new features sooner.

Agility 8

Agility Development Organization Software 8

Harvard Business Review

MARCH 18, 2016

According to her story, a survey by executive-search firm Spencer Stuart found that about four out of five S&P 500 companies that chose a new CEO last year promoted insiders. That’s the highest proportion since the firm began conducting the survey in 2004, and a big increase since 2012.

CEO 8

CEO Automotive Survey Middle Management 8

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

Chief Financial Officer 10

Chief Financial Officer Operations Learning-by-Doing IPO 10

Harvard Business Review

JULY 25, 2014

Murdock purchased the old mill in 2004 and turned it into what journalist Amanda Wilson describes as "a public–private campus that would host research efforts broadly in his areas of interest." Yes, it employs people — but primarily people with advanced degrees from out of town. BONUS BITS Inside Stories Is T.J.

Supply Chain 15

Supply Chain Short-term PR Engineering 15

Harvard Business Review

APRIL 25, 2011

Kearney as "the best-managed company in the world" — not so different from Apple today. By 2000, Motorola's global market share had collapsed from 45% to 15%, while Nokia's had grown to a market-leading 31%. In 2004, three years before the iPhone, it rejected a proposal to develop a Nokia online applications store.

Supply Chain 15

Supply Chain Long-term Brand Early Adopters 15

Harvard Business Review

DECEMBER 22, 2014

But both trade and political alignment lumbered slowly forward until the current quarter and many American executives had become flustered with their India initiatives. At the same time Amway and L’Oreal thrived in the same market and personal care sales boomed across most of India. David Mulford, U.S.

Venture Capitalist 11

Venture Capitalist Price Marketing Learning-by-Doing 11

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. We also shrank the corporate management team by half.

Company 9

Company Compliance Long-term Short-term 9

Harvard Business Review

JULY 1, 2011

Searching for an untapped market? In 2004, the BBC Symphony Orchestra gave a performance of the modern classic 4' 33" by John Cage , a composition famous for its counterintuitive focus on the sounds of music not being played. I sometimes ask the executives and managers I coach to do something similarly counterintuitive.

Public Relations 15

Public Relations Execution System Marketing 15

Harvard Business Review

AUGUST 23, 2011

Incomes are rising quickly in the world's most populous country: The percentage of the Chinese population earning between 10,000 and 24,000 renminbi a year (between US $1,200 and $3,500, in terms of 2010 exchange rates) rose from 11% in 2004 to 58% in 2010. The Chinese are also becoming more aware of fashion.

Apparel 12

Apparel Franchising Retail Fashion 12

Harvard Business Review

SEPTEMBER 21, 2012

If you're among the many multinational CEOs planning to appoint a local executive as your next country head in an emerging market such as Brazil, China, or India, you may want to think again. Knowing the market and possessing networks are important, but that's not all your company needs for success today.

Globalization 8

Globalization CEO Long-term Operations 8

Harvard Business Review

FEBRUARY 9, 2011

Magazine profiles of very successful companies are endeavors of dubious value; they often manage to catch an organization just as it peaks and heads into decline, and the strengths they describe soon start looking more like liabilities. At the time Nokia was riding high, and my charge was to explain why that was so.

Team 14

Team Crisis Globalization Magazine 14

Harvard Business Review

JULY 16, 2013

Most of the executives I meet with, regardless of their industry, now promote UX as key to their product strategy. For a designer like myself, it''s easy to recognize which executives know their products intimately, and which manage from a spreadsheet. UX, as user experience is known, is the new black in business culture.

Leadership 10

Leadership Ries CEO Productivity 10

Harvard Business Review

DECEMBER 22, 2010

No wonder that a 2008 McKinsey survey found that only 20% of senior executives believe that their corporate philanthropy is effective in achieving social goals. As Nike's Senior Portfolio Manager Adam Day says, "The global development sector had overlooked the enormous potential of investing in adolescent girls to reduce global poverty.

Core Competence 15

Core Competence Market Segmentation Globalization Reputation 15

Harvard Business Review

JUNE 9, 2011

What should executives do when their company is caught up in a bubble? mortgage borrowers got into this situation from about 2004 through early 2007. My sense is that any company that finances itself this way is a fraud, so the best advice for executives is probably turn yourselves in. A lot of U.S. The speculative bubble.

Company 13

Company Finance Price IPO 13

Harvard Business Review

OCTOBER 21, 2016

Today’s executives are dealing with a complex and unprecedented brew of social, environmental, market, and technological trends. These require sophisticated, sustainability-based management. ” Improving risk management. billion in mining projects since 2010. Fostering innovation.

Supply Chain 8

Supply Chain Price Loyalty Efficiency 8

Harvard Business Review

OCTOBER 6, 2011

The concern I expressed in the post was that these actions have become the standard by which CEOs are expected to manage. I, along with the rest of my management team and the board, agreed with the recommendation, and the drug was withdrawn. In 2004, the circumstances were different. billion in revenues. Why did they do this?

Restructuring 8

Restructuring Long-term Short-term Leadership 8

Harvard Business Review

AUGUST 15, 2013

And last year, he decided that the answer was to take the company private, to escape the hectoring of the public market. Competitors like IBM and Compaq struggled with the politics of managing their various channel partners and lagged Dell in inventory management. For more background on the potential deal, click here.)

Rivkin 15

Rivkin Succession Short-term Case Study 15

Harvard Business Review

AUGUST 11, 2015

We studied the German mobile-handset market during the feature-phone era of 2004-2008 — a dynamic period in which competition was about equipping devices with new functions such as photography. Samsung, a classic pioneer in the handset market, also had a successful year in 2006. Asking too many questions can slow you down.

Due Diligence 8

Due Diligence Incentives Innovation Follow-up 8

Harvard Business Review

MAY 17, 2012

This was the headline finding of a recent study (PDF) by the American Institute of CPAs and the Chartered Institute of Management Accountants. In short, it is their primary management system. When Charles "Chuck" Schwab returned to the helm to turn around his troubled financial firm in 2004, for example, he installed such a system.

Customer Loyalty 13

Customer Loyalty Loyalty CEO Intellectual Capital 13

Harvard Business Review

OCTOBER 16, 2014

Icahn later reduced his buyback request to $50 billion, and in April 2014 Apple’s board approved a $30 billion program to be carried out by repurchasing its shares on the open market — either by just buying shares outright or doing it indirectly via accelerated share repurchases. trillion on buybacks (51% of net income) and another $2.3

Safe Harbor 9

Safe Harbor Hedge EPS Price 9

Harvard Business Review

JULY 16, 2012

"A general who fears to unsheathe his sword is not a good general," says Mr. Li Jiaxiang , Chairman of Air China from 2004 to 2008 and the #1 performing corporate leader in China according to our new ranking (just published in the Harvard Business Review China and the centerpiece for the magazine's launch events in Beijing and Shanghai).

Long-term 13

Long-term Short-term Globalization Reputation 13

Harvard Business Review

APRIL 12, 2013

The former Apple executive was too Silicon Valley for the Plano, Texas, retailer. He approved marketing campaigns that told loyal Penney''s shoppers that "you deserve to look better," basically telling them that they looked less than glamorous wearing the brand they had trusted and been comfortable with for years. He was arrogant.

Class 8

Class Mass Marketing Retail Merchandising 8

Harvard Business Review

MARCH 17, 2011

If that were the case, you could pick and choose from the various reasons a tax-efficient locality that was an attractive place for senior executives to move their families to. He notes that as recently as 2004, less than one percent of all U.S. He notes that as recently as 2004, less than one percent of all U.S.

Banking 11

Banking Hedge Globalization Operations 11

Harvard Business Review

SEPTEMBER 28, 2011

It was written with Jay Terwilliger and Mark Sebell, managing partners at Creative Realities , a Boston-based innovation management collaborative. From small business to large, executives confront a constant tension between managing what is and creating new growth. This is the time for long-term thinking.

Long-term 13

Long-term Definition Innovation Learning-by-Doing 13

Harvard Business Review

MAY 11, 2015

And building a strong employer brand first became a major focus of activity between 2004 and 2008, when in response to the growing competition for talent, leading companies like Unilever , Shell and P&G began to apply the same focus and consistency to their employer branding as they applied to their corporate and consumer branding.

Brand 8

Brand CEO Reputation Advertising 8