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Real Dysfunction Today, Hidden in Plain Sight

Michael Lee Stallard

Michael Lee Stallard Insights on Leadership and Employee Engagement Home About Hire to Speak Press Kit Real Dysfunction Today, Hidden in Plain Sight Published by Michael Lee Stallard on August 25, 2010 04:42 pm under Uncategorized Many individuals and organizations today are in a funk. What can you do? So what are you waiting for?

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Guest Post: Talk is Cheap!

Lead on Purpose

Now let’s return to the present economic mess we’re in… Concerning the auto industry debacle, do you understand why Congress had the top executives come to Washington to participate in hearings, but didn’t call in the car companies’ union negotiating committees to hear their side of things?

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Cast the Net Wide – Make the Most of Your Promotional Time and.

Women on Business

Evaluate organizations online: their mission, major products/markets, history, and biographies of key participants. If you have more time, contribute to an association committee. Base marketing initiatives on shared values and multiple-agendas. These three are then best assisted by feedback from other professionals.

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Own the Podium: when stretch targets go bad

Roundtable Talk

Going green: start your own grassroots leadership revolution → Own the Podium: when stretch targets go bad Posted on February 23, 2010 by LeaderTalker | Leave a comment There’s lots of hand wringing and apologizing going on from the Own the Podium committee, athletes and the media at large these days. Happy leading!

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The IT Challenge of the London Olympics

Harvard Business Review

I should know: my company, Atos, is the worldwide IT partner of the International Olympic Committee (IOC) and International Paralympic Committee (IPC) and the lead technology integrator for the London Games. Thus, London 2012 is reusing a lot of the IT operational procedures we implemented for the 2008 Summer and 2010 Winter Games.

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China’s Slowdown: The First Stage of the Bullwhip Effect

Harvard Business Review

Ford CEO Alan Mulally tried to mitigate the impending bullwhip during the 2008 financial crisis by imploring the U.S. Senate Banking Committee to save his competitors. It reached a peak on June 12 and then proceeded to lose over 40% of its value by the end of August despite efforts by the Chinese government to prop up the market.

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Three Cases of Better Corporate Philanthropy

Harvard Business Review

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. To do this, Goldman used its competencies in understanding markets, convening needed expertise and business networks. Back pet charities, not those with a strong track record.