Eric Jacobson

SEPTEMBER 18, 2013

The people in the Beaver Valley, Pennsylvania, AES plant learned what many workers and managers know across the country: They learned who is responsible for the way things run. A courageous top manager in this firm, Bob Hemphill -- who is a leader, no doubt about it -- decided to declare war on "they."

Waterman 55

Waterman Follow-up Automotive Learning-by-Doing 55

Harvard Business Review

MAY 2, 2018

The study of mindfulness — often defined as paying attention, nonjudgmentally and on purpose — is a regular part of the creativity and wellness culture at firms around the world. It first influenced business decades ago, through the development of an unmistakably hard skill that senior managers must master: strategic planning.

Scenario Planning 10

Scenario Planning Strategic Planning Kleiner Management 10

Harvard Business Review

MAY 8, 2013

Over the past 20 years, no group has endured greater pain and humiliation within organizations than mid-level managers (MLMs — managers from two levels below the CEO down to the line managers). Authorship creates ownership and commitment, and ultimately leads to creative and impactful solutions.

Middle Management 8

Middle Management Management Automotive Pharmaceuticals 8

Harvard Business Review

DECEMBER 17, 2012

Sometimes, the best management is little or no management at all. ROWE (results-only work environment) has become a popular strategy too, especially in companies with predominantly younger workforces, like automotive web publisher Edmunds.com. Take "shared space" urban design, for example. It's about performance, not presence.

Management 8

Management Automotive Policies Innovation 8

Harvard Business Review

OCTOBER 23, 2012

The epitome of a "loose reins" approach, though, is French automotive parts maker FAVI, a 600-person company led by a CEO, Jean-Francois Zobrist, who describes himself as "a stupid and lazy manager" who has "no idea of what people are doing." This, of course, was his way of explaining that he trusts his employees to do their jobs.

Innovation 15

Innovation Self-aware Automotive Trends 15

Harvard Business Review

OCTOBER 4, 2011

Apple under the leadership of Steve Jobs offers a metaphor for the future role of the CEO as a co-creative engagement orchestrator. Inclusive engagement is central to orchestrating co-creative engagement, involving stakeholders in the process of gaining insights and designing solutions together. for Spain's financial sector.

CEO 10

CEO Creativity Automotive Participative 10

Harvard Business Review

MAY 19, 2011

To overcome these problems, many companies are now using or experimenting with "idea management" software applications. In part 2, employees rated the best-of-the-best ideas and senior management committed to implement the top 35. Power ranks Ford the highest in initial quality among non-luxury automotive brands.

Process 15

Process Press Release Automotive Globalization 15

Harvard Business Review

JULY 1, 2016

While the popular press talks of stress as a negative to be avoided, seasoned managers know better. If you’ve been around the management block a time or two, you’ve probably also seen the other side of stress. It’s exactly the kind of stress you want, because it counteracts the powerful inertia of habit.

Team 10

Team Stress How To Automotive 10

Harvard Business Review

DECEMBER 13, 2016

The team used an outside consultant with experience in automotive product design to train and coach the leader and team members in the new capability. All of the individuals were hand-picked to ensure highly divergent thinking, a desire to disrupt status quo, and comfort with ambiguity, among other core competencies.

Health Care 8

Health Care Innovation Insurance P&L 8