Marshall Goldsmith

DECEMBER 16, 2013

To retain top talent in the future, executives will need to clearly identify, develop, involve, and recognize key people. The CEO of a leading telecommunications company recently embarked on an innovative approach. This process not only helps to retain key talent but also yields great feedback for continuous improvement.

Bureaucracy 151

Bureaucracy Intellectual Capital Kotter Telecommunications 151

Mills Scofield

JANUARY 16, 2013

Having lived in and with off-the-grid communities in Latin America, in Nicaragua and Colombia, I had seen and felt the impact of low Internet and basic telecommunications access, especially when it comes to communicating with potential employers. This customer discovery process let me identify the forces acting on a worker.

Short-term 187

Short-term Innovation Entrepreneur Learning-by-Doing 187

Harvard Business Review

APRIL 12, 2013

According to Selling Power magazine, the largest companies in America selling products such as computer and office equipment, consumable goods, insurance, telecommunications, and financial services, each employ tens of thousands of salespeople. billion spent on all media advertising in 2012 and more than 20 times the estimated $39.5

Short-term 8

Short-term Telecommunications Advertising Long-term 8

Harvard Business Review

JANUARY 18, 2013

2012 was a big year for payments leader Square, founded by Twitter co-founder Jack Dorsey. In 2012 Square received a significant round of funding , and formed an innovative deal with Starbucks (which included an investment of $25 million). Disruption has been swirling around the telecommunications industry for years.

Disruptive Innovation 8

Disruptive Innovation Telecommunications Innovation Fashion 8

Marshall Goldsmith

OCTOBER 14, 2013

This trend means that leaders of successful organizations will need to develop different organizational structures, systems, and skills in order to meet these new customer requirements. Skills in developing partnerships that cross boundaries are critical. Several factors have helped accelerate the move to integrated solutions.

Telecommunications 111

Telecommunications Franchising Consultative Diversity 111

Harvard Business Review

APRIL 6, 2016

This is the virtual network operator (VNO) model used by the telecommunications sector. For example, in 2012, Intel, TSMC, and Samsung — three large semiconductor manufacturers based in the U.S., The virtual operator purchases bulk network capacity from an integrated telecom carrier while retaining a separate commercial identity.

Co-Opetition 8

Co-Opetition Operations Cost Technology 8

Harvard Business Review

JULY 12, 2013

To cap off a small sliver of dismal data points, research firm Gallup found that over a twelve-year period between 2000 and 2012, the percentage of engaged employees in the workforce has shifted between 26% and 30%. Leadership Leadership development Organizational culture' Over 1,000 different examples surfaced over a two-month period.

CIO 8

CIO Leadership Drucker Telecommunications 8