Michael Lee Stallard
JUNE 1, 2014
Nurture your network by sending articles, books and emails to people to show you’re thinking about them. Have a point of view before you start a book or article and see if what you think is confirmed or refuted by the author. In 2006, Mr. Wien was named by New York Magazine as one of the sixteen most influential people in Wall Street.
N2Growth Blog
SEPTEMBER 28, 2020
Donna Morris, Executive Vice President, Chief People Officer at Walmart (NYSE WMT) : Also a member of the executive committee, Morris is responsible for attracting, retaining, and developing talent for one of the world’s largest private employers with more than 2.2 million employees worldwide.
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Terry Starbucker
MAY 21, 2017
It’s one of my favorite chapters from my “More Human” book manuscript, a project that has yet to fully see the light of day (and that’s another blog post in and of itself, but I’ll save it for another time). By early 2006, I had begun to feel a sense of assertiveness and increased confidence in my leadership.
Rajesh Setty
DECEMBER 18, 2008
Classic : Books, which people praise, but do not read. Committee : Individuals who can do nothing individually and sit to decide that nothing can be done together. Doctor : A person who kills your ills by pills, and kills you by bills. Smile : A curve that can set a lot of things straight.
Harvard Business Review
APRIL 24, 2017
You may have had stellar experience in marketing, for instance, but if you left your job in 2006, you’ve missed the entirety of the social media era, and an employer might be justified in wondering if you’ve kept up. Depending how long you were out of the workforce, potential employers might worry that you’re out of touch.
Strategy Driven
MARCH 18, 2011
This book helps you identify your firm’s distinctive blend of strategic direction and differentiated capabilities that give you the ‘right to win’ in your chosen markets. In 2006, Pfizer directly redeemed the value built by PCH by selling the business to Johnson & Johnson for an unprecedented US$16.6
Harvard Business Review
FEBRUARY 2, 2016
In this excerpt from their new book, Strategy That Works , Paul Leinwand and Cesare Mainardi explain why distinctive capabilities are vital to success, and address a fundamental question that many companies overlook: How to bring these capabilities to scale, so that every part of the enterprise can call on them. Adapted from. Add to Cart.
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