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How to Motivate the Team? How can I Stay Motivated?

Mike Cardus

Hjørland & Sejer Christensen, 2002). You need a tool that finds what is relevant and how people value the work they do; Then apply that information to the tasks and goals to be completed. 1 = What is relevant to people on the team. 1: Explain & explore the skill sets and why each person was chosen to be on this team.

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Africa’s Companies Need to Become More Like Training Schools

Harvard Business Review

Though data unavailability and informal economic activity make estimates difficult, youth unemployment rates in sub-Saharan Africa are believed to hover around 30-50% (and even higher in parts of North Africa). A ‘Training-Heavy’ Strategy. Today many African companies employ a ‘ Training-Light ’ approach.

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Become a Company That Questions Everything

Harvard Business Review

Questioning is also seen by many business leaders as “inefficient,” according to the author and Harvard Business School professor Clayton Christensen. This requires a leadership team and work force that is always trying to ask the questions that can light up the big honking issues.”.

Company 11
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Blogging on Business Update from Bob Morris (Week of 11/26/12)

First Friday Book Synopsis

I hope that at least a few of these recent posts will be of interest to you: BOOK REVIEWS The Complete Executive Karen Wright Harder Than I Thought Robert D. Austin, Richard L. Nolan, and Shannon O’Donnell HR Strategic Project Management SPOMP Leon M. Hielkema INTERVIEWS Matthew E. May: Second Interview, Part 1, by Bob [.].

Blog 89
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How to Innovate with an Executive Sponsor

Harvard Business Review

Without the foresight and intervention of senior leadership, the firm will simply concentrate on the opportunities that it was destined to concentrate on. It's why Christensen's Innovator's Dilemma is so difficult to overcome. Small victories are important in informing innovators how to move forward.

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Reflecting on David Garvin’s Imprint on Management

Harvard Business Review

Kaplan’s balanced scorecard or Clayton Christensen’s disruptive innovation. A follow-up article, coauthored with Amy Edmondson and Francesca Gino, delved more deeply into such issues as psychological safety, openness to new ideas, and leadership attention. Great leadership is extraordinarily difficult.