Harvard Business Review

NOVEMBER 23, 2010

Its the managers responsibility to lead their employees, manage performance, and provide guidance. Yes, managers often interview job candidates or identify the most talented employees as part of a talent management program. Moreover, almost everybody in a company has certain opinions about how to do HR.

CIO 15

CIO Guidelines Telecommunications Emotional Intelligence 15

Harvard Business Review

NOVEMBER 23, 2010

Is this a time to mount a campaign for Plan B, that other job or career youve been putting off looking into? Is this a time to mount a campaign for Plan B, that other job or career youve been putting off looking into? Instead, I literally mean, consider the alternative. Instead, I literally mean, consider the alternative.

Guidelines 14

Guidelines Telecommunications Emotional Intelligence Balanced Scorecard 14

Harvard Business Review

DECEMBER 31, 2015

The CEO sitting across from me is explaining how he and the other executives of a telecommunications firm were caught off guard by a new technology that disrupted the firm’s business. He believes this is vital not only for better performance now, but also for the continued success of his career. Ask for feedback.

Agility 8

Agility Learning-by-Doing Executive Coaching Telecommunications 8

Harvard Business Review

NOVEMBER 30, 2010

If we hope for better management of large-scale endeavors, our models will have to look beyond what it takes to inform individual, or even organizational, moves. If we hope for better management of large-scale endeavors, our models will have to look beyond what it takes to inform individual, or even organizational, moves.

Guidelines 14

Guidelines Education Telecommunications Emotional Intelligence 14

Harvard Business Review

NOVEMBER 30, 2010

In my own work , I found that this might be particularly prevalent for utilities (gas, electricity and telecommunications). His work has shown how firms can use "frames" (the way in which prices are presented) to soften competition. Ran Spiegler (with co-authors) has studied such strategies.

Retail 14

Retail Price Comparison Nalebuff 14

Harvard Business Review

NOVEMBER 23, 2010

He wasnt a process manager. How can a company avoid Citigroups misstep and establish beforehand whether the CEO has the aptitude to lead process improvement? But they have very little interest in how to get the ideas put into operation. He wasnt a process manager. He ran the place by people and personalities.

Process 15

Process CEO Insurance Banking 15

Harvard Business Review

SEPTEMBER 29, 2014

Ask them if they apply much else from else from economics in their actual business careers, and you’re likely to hear “not much.”. They might be surprised at how certain economic notions have been directly applied in business, with largely positive results. Here a few notable examples. Many economists since have been hired by the U.S.

Strategy 12

Strategy Black-Scholes Airlines Price 12

Harvard Business Review

NOVEMBER 25, 2015

Business leaders believe a strong organizational culture is critical to success, yet culture tends to feel like some magic force that few know how to control. So most executives manage it according to their intuition. How to Be a Company That Employees Love. It takes a careful mix of mission, management, and culture.

Motivation 8

Motivation Company Airlines Learning-by-Doing 8

Harvard Business Review

NOVEMBER 30, 2016

Divani (not her real name) is a senior analyst at a large telecommunications firm. And they are by no means confined to management roles. Do you spend time behind the scenes, managing politics and influencing decisions so others are protected? His manager was a star with a great track record. Learn to say no.

Stress 8

Stress Emotional Intelligence Learning-by-Doing Politics 8

Harvard Business Review

AUGUST 4, 2014

Many senior managers desire — and are qualified — to join a board. So how can you, a promising potential new director, realize your aspiration? What are your special skills — digital marketing know-how you learned in fast-moving consumer goods? Or perhaps expertise in managing clinical trials you learned in biopharma?

Telecommunications 8

Telecommunications Emotional Intelligence CEO Health Care 8

Harvard Business Review

NOVEMBER 24, 2010

The catch is that most companies dont know how to reflect. So heres how to craft your own reflection items. On the odd occasion most boardrooms reflect, reflection often starts with "how." If thats what to reflect on, here are a few tips for how to reflect better. The catch is that most companies dont know how to reflect.

Short-term 15

Short-term Guidelines Mass Marketing Telecommunications 15