Harvard Business Review

FEBRUARY 17, 2012

Too many multinational companies — particularly Japanese, Indian, German, and some American ones — still concentrate vital decisions in the hands of a small group of trusted leaders from their home country. In order to adapt to local cultures and market needs, companies must shift to decentralized, collaborative decision-making.

Globalization 14

Globalization Leadership Development Development Emotional Intelligence 14

Harvard Business Review

DECEMBER 25, 2014

Thirty-one years later, I became Chairman and CEO of a global Fortune 300 company. But there is a deeper lesson to my story that I hope will help others build exceptional, and exceptionally diverse, teams. In order for a company to access the best possible talent they must access the broadest possible talent pool.

Team 12

Team Diversity CFO TSR 12

Harvard Business Review

AUGUST 6, 2012

All three companies nurture and energize talent, carving out the necessary resources to invest in recruiting, selecting and growing the people who will become their future leaders. So it's no surprise that GE, P&G and IBM occupy the top three spots in Hay Group's seventh annual Best Companies for Leadership (BCL) ranking.

Innovation 15

Innovation First-mover Advantage Chemicals Agility 15

Harvard Business Review

AUGUST 16, 2017

Many companies, big and small, are examining their own commitments to sustainability in light of America’s shift. Short-term rewards too often take precedence over the longer-term interests and viability of a company. They will help us answer questions like: How does sustainability fit into a company’s strategy?

Project 8

Project Henderson Supply Chain Short-term 8

Harvard Business Review

FEBRUARY 8, 2013

They are finding creative — and in many cases disruptive — ways to tackle some of society's toughest problems and create long-term value for their companies as well. James is using his expertise as a chemical engineer to develop new business models for base-of-the-pyramid consumers. Some are recent graduates.

Real Estate 8

Real Estate Constraint Entrepreneur Restructuring 8

Great Leadership By Dan

MARCH 7, 2016

New DDI research explores leadership differences between men and women and makes the case for gender diversity in the workplace. The research also provides a snapshot view and analysis of gender diversity across countries and industries. The disparity in gender diversity has little to do with competence levels.”

Diversity 120

Diversity Globalization Transportation Industry 120

Harvard Business Review

APRIL 4, 2016

And while two years of shrinking GDP growth , sanctions , and a volatile ruble have led some companies like GM to leave the market, there has not been a large-scale exodus of MNCs from Russia. This means that companies won’t be able to compensate for lacking growth in Russia just by tapping another market.

Depreciation 8

Depreciation B2B Price Crisis 8

Harvard Business Review

JULY 29, 2014

Put the most strategic pieces into the hands of up-and-comers passing through the leadership-development revolving door? What Kunkle is particularly known for is bringing a cross-functional perspective to talent strategy at the consumer products companies she serves. Success demands a far more diverse set of experiences and skills.

CFO 11

CFO Charan Intangible Assets Human Resources 11

Harvard Business Review

JANUARY 18, 2013

Jamming has become a popular way to unearth innovations — bringing together people of many different backgrounds to creatively brainstorm around a company's competitive challenges, expressed as "problem statements." Yet although the process is widely hyped, many companies struggle to make them work. They train, train, train.

Innovation 8

Innovation Blue Ocean Strategy Brainstorming Participative 8

Harvard Business Review

SEPTEMBER 13, 2011

Bill George is best-known as the former CEO of Medtronic, where the company's market cap grew from $1.1 The new book is about how to create a great personal board of directors or tribe, along with all the norms, practices, and feedback mechanisms to support your leadership (and life). billion to $60 billion during his tenure.

Open-book 9

Open-book Chemicals Chief Operating Officer Goleman 9

Harvard Business Review

JULY 21, 2017

A lot of companies are doubling down on efforts to finally “crack” the gender issue. Most companies now have more gender-balanced talent pools, especially at the early-to-mid-career levels, and are looking for ways to make sure progress continues at the mid-to-upper levels. The CEO is convinced that the one feeds the other.

Diversity 8

Diversity CFO Globalization Video 8

Harvard Business Review

MAY 28, 2013

Because "good enough" is not good enough, we were interested to learn what percentage of directors "strongly agreed" their companies were doing an effective job on each of these practices--in other words, a great job. In fact, in two practices in particular — "firing" and "leveraging diversity" — many companies fail dismally.

Talent Management 8

Talent Management Company Telecommunications Management 8

Harvard Business Review

JULY 22, 2015

” Hanguk was a large, fast-growing company with diversified interests spanning electronics, biotechnology, shipping, construction, and chemicals. Hanguk’s leadership would be watching the project closely, because expansion to the Arab world was one of its top strategic objectives. “That’s great news!

Case Study 8

Case Study Career Biotechnology Course 8

Harvard Business Review

DECEMBER 20, 2016

Every year, I find big themes or specific company stories that I feel are impressive, important, or indicative of where the world is going. It’s not yet clear what Trump’s election means for issues that impact companies’ efforts to manage environmental and social issues. Then came 2016. Trump Shocked the World.

Energy 8

Energy Banking Chemicals Globalization 8

Harvard Business Review

AUGUST 23, 2016

That’s one of the questions we asked ourselves as we conducted a survey of directors of public and private companies headquartered in the United States. The disparities in the perceived importance of these issues could affect how directors prioritize and choose to address risks to the company. We also found that industry matters.

Politics 8

Politics Committee Telecommunications Diversity 8