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Learn or Die

Leading Blog

Our ability (and willingness) to learn impacts our personal and business growth, operational excellence, and our capacity to innovate. A particularly fascinating and eye-opening chapter is on Ray Dalio’s Bridgewater Associates, the largest hedge fund in the world. More than ever, it truly is learn or die. We learn from each other.

Open-book 281
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Great Leaders Make Decisions | N2Growth Blog

N2Growth Blog

It was Andy Grove the former Chairman and CEO of Intel and Time Magazine’s 1997 Man of the Year who said “You have to take action; you can’t hesitate or hedge your bets. A critical part of the talent management life-cycle is leadership development. When an organization stops learning they begin dying.

Blog 387
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Why Consensus Kills Team Building | N2Growth Blog

N2Growth Blog

Team building, group dynamics, talent management, leadership development, and any number of other functional areas are much more about clarity, focus, aligning expectations, and defining roles than creating equality. Copyright/Legal Privacy Resources Sitemap N2Growth Blog © Copyright 2010 N2Growth. Our Freedom.

Consensus 388
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The Internet Shouldn’t Run on Dirty Energy

Harvard Business Review

In 2010, data centers represented 2% of all electricity use in the United States. Clean energy can provide a hedge against rising and more volatile electricity prices. These commitments send a powerful demand signal to utilities, developers, and corporate buyers. Certain states and countries are offering good deals.

Energy 8
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Can JP Morgan Transparently Police Itself?

Harvard Business Review

(For a discussion of the importance of deferred compensation to sound risk management and the proper purpose, scope and implementation of discretionary corporate "recovery" policies see my 2010 piece here.). There can be little doubt that the trading fiasco has harmed JP Morgan.

CIO 8
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4 Ways CEOs Can Conquer Short-Termism

Harvard Business Review

Great stories are credible, simple, consistent, and use both financial and nonfinancial metrics to link a long-term vision and firm values with a distinctive business strategy and focused operational priorities. Mark Bertolini, CEO of Aetna, began his tenure, in 2010, by lowering targets by over one-third, in a single bold move.

CEO 9
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Clinton’s Proposals on Stock Buybacks Don’t Go Far Enough

Harvard Business Review

But that will not in any way deter hedge-fund activists from demanding that companies do stock buybacks so that they can time their stock sales to take advantage of short-term, buyback-induced, stock-price boosts. They — and not parasitic hedge-fund managers like Carl Icahn — are the value creators.