Leading Blog

APRIL 16, 2021

But I’ve seen the pursuit of business opportunities cause irreparable harm to marriages, families, health—and those are some of the successful businesses! Others might find that the successful resolution of these conflicts opens them up to new ways of relating to their families and careers. Family Questions.

Learning-by-Doing 255

Learning-by-Doing Long-term Automotive Open-book 255

Harvard Business Review

OCTOBER 28, 2014

One of the most important of those issues is, of course, globalization. Neither Utilities nor Telecommunications are represented in the chart below because all but a few companies in those sectors have no non-domestic revenue. since the index was first developed in 2008.

Globalization 14

Globalization Committee Telecommunications Consensus 14

Harvard Business Review

DECEMBER 26, 2014

We have reviewed hundreds of corporate announcements and websites, interviewed numerous leadership experts, and conducted an analysis of CEO changes and successions over the past five years at S&P 500 and Global 100 companies. The board can also continue to ensure the success of leapfrog leaders after their ascension to the CEO role.

CEO 13

CEO Contingency Plans Telecommunications Planning 13

You're Not the Boss of Me

OCTOBER 20, 2009

But of course, it’s not. While there were lessons to be learned about executing business disaster recovery plans and the positioning of Data Centres and telecommunications systems, Mr. Greenberg’s primary observations were less about that and more about the people, their courage, resilience and determination to pick up the pieces and move on.

Performance Review 43

Performance Review Blog Learning-by-Doing Contingency Plans 43

Harvard Business Review

NOVEMBER 27, 2012

Ellen Kullman (DuPont), Maria das Graças Silva Foster (Petrobras), and Chua Sock Koong (Singapore Telecommunications) lead three of the most powerful companies in the world. This is far from a perfect solution, of course. In sum, the challenge of empowering women is sufficiently broad that success will require pursuit of all avenues.

Microfinance 8

Microfinance Flextime Globalization Telecommunications 8

Harvard Business Review

SEPTEMBER 29, 2014

Although many business executives sat through one, or perhaps several, courses in economics while in school, most probably took away little more than the supply and demand graphs to which they were introduced early in their first course. Many economists since have been hired by the U.S.

Strategy 12

Strategy Black-Scholes Airlines Price 12

Harvard Business Review

NOVEMBER 23, 2010

Typically, these executives focus on the "what" and the "what if" and not the "how," which of course is the realm of process people. Boards need to ensure that an operations orientation is a key criterion for succession planning in organizations where process improvement is a strategic imperative. Because it isnt their sport.

Process 15

Process CEO Insurance Banking 15