Eric Jacobson

JANUARY 30, 2021

Fast Times is written by four authors, reflecting on their personal experiences leading dozens of top global digital companies across all sectors. This book is for leaders at companies where digital transformation is a top-three priority,” explain authors Arun Arora , Peter Dahlstrom , Klemens Hjartar , and Florian Wunderlich.

McKinsey 65

McKinsey B2C Telecommunications Globalization 65

Eric Jacobson

MAY 25, 2016

In order to survive over the long term and gain competitive advantage, companies must learn how to connect profoundly with the world around them -- not only with customers and stakeholders, but also with employees, local communities, politicians, and the environment itself." The life expectancy of a leading U.S.

Company 50

Company Competitive Advantage Open-book Long-term 50

Experience to Lead

OCTOBER 22, 2021

Alex brings over 20 years of operations experience with an unwavering focus on exceeding client expectations. Virtual programs with a major telecommunications firm in Malaysia. Soon to deliver 35 additional virtual sessions with the Asia-Pacific offices of a Fortune Global 500 Beauty Tech Company.

Telecommunications 52

Telecommunications Globalization Participative Learning-by-Doing 52

Marshall Goldsmith

DECEMBER 16, 2013

Leaders are debating the changing nature of work and the perceived decline in job security (the lifelong career at a benevolent company is a fading memory) and the erosion of corporate loyalty. Employees are wondering, “If the company is willing to dump me at its convenience, why shouldn’t I dump the company at my convenience?”

Bureaucracy 151

Bureaucracy Intellectual Capital Kotter Telecommunications 151

Marshall Goldsmith

NOVEMBER 4, 2013

The changing role of leadership will mean that the relationship between managers and direct reports will have to change in both directions. Many leaders will be operating more like the managing director of a consulting firm. The same trend is occurring in pharmaceuticals and telecommunications. Employee Engagement Leadership'

Short-term 107

Short-term Long-term Trends Telecommunications 107

Persuasive Powerhouse

OCTOBER 18, 2010

I work for a telecommunications company and occasionally I’m in the field dressing fiber optic cable in cabinet. Mary Jo Asmus A former executive in a Fortune 100 company, I own and operate a leadership solutions firm called Aspire Collaborative Services. It comes from the work my clients do.

Greenleaf 145

Greenleaf Maslow Telecommunications Blog 145

Harvard Business Review

JANUARY 17, 2012

As new technologies in social media, transportation, and telecommunications bring us closer together, it's more critical than ever for organizations to recruit, develop, and retain multicultural leaders who can skillfully navigate both the opportunities and challenges of a more connected world.

Competitive Advantage 15

Competitive Advantage Leadership Telecommunications Talent Management 15

Harvard Business Review

APRIL 16, 2015

Nokia, today’s telecommunications networking company, has made corporate transformation into an art form. Established originally in 1865, as a paper mill, it became a public company in 1868. Over ensuing decades, the company expanded into an ever-more-bewildering array of product categories.

Telecommunications 8

Telecommunications Crisis Committee Marketing 8

Harvard Business Review

NOVEMBER 25, 2015

In a recent strategy meeting we attended with the leaders of a Fortune-500 company, the word “culture” came up 27 times in 90 minutes. How to Be a Company That Employees Love. We saw this play out in retail, banking, telecommunications, and the fast food industry as well. DAVE WHEELER FOR HBR. Insight Center.

Motivation 8

Motivation Company Airlines Learning-by-Doing 8

Leading Blog

APRIL 16, 2021

There are many ways that even a good business with good leadership can be damaged or bankrupted. For example, starting a lawn service with a mower and a truck will demand far less investment and risk than borrowing a lot of money to buy an existing landscaping company. Some things in business and life are simply out of our control.

Learning-by-Doing 257

Learning-by-Doing Long-term Automotive Open-book 257

Harvard Business Review

NOVEMBER 9, 2011

Does your company have a COO today? That's what we found when we studied the top management teams of companies in Europe over the past three years. Few European companies have COOs, although their numbers appear to be growing. Few European companies have COOs, although their numbers appear to be growing.

COO 12

COO Sample Telecommunications Automotive 12

Harvard Business Review

APRIL 2, 2014

The art of endurance can be studied in some of the world’s oldest companies. The company has been around for over 250 years. It started life as an ironworks company, pursued vertical integration by entering coal, eventually moved into pressed steel wheels before diversifying into front wheel drive technology and beyond.

Competitive Advantage 8

Competitive Advantage Airlines Telecommunications Long-term 8

Harvard Business Review

NOVEMBER 23, 2010

I also argued in my last post that the CEO has a critical and unique role to play in process improvement, enabling a companys activities to be redesigned across functions and divisions. But if board members conclude that their companys vitality depends on process improvement, what kind of CEO should they choose?

Process 15

Process CEO Insurance Banking 15

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. Through this effort, we have observed certain characteristics of this emerging trend.

CEO 12

CEO Contingency Plans Telecommunications Planning 12

Harvard Business Review

DECEMBER 2, 2011

Many companies extol the value of work-life balance for their employees, but the reality for senior executives? What they don't understand is that modern-day telecommunications, the hair-trigger requirements of financial markets, and the pace of global organizations create 24 x 7 work lives for most executives. There isn't any.

Stress 15

Stress Telecommunications Goleman Emotional Intelligence 15

Harvard Business Review

MARCH 16, 2015

Their concerns fell into three broad categories: talent, operating in a global marketplace, and regulation and legislation. This was especially daunting during periods of change or growth in which companies needed to hire in large numbers. Operating in a Global Marketplace. Ken Powell of U.S.

CEO 8

CEO Stephenson Pharmaceuticals Globalization 8

Harvard Business Review

JULY 31, 2012

While B2C companies have become adept at mining the petabytes of transactional and other purchasing data that consumers generate as they interact online, B2B sales organizations have only recently begun to use big data to inform overall strategy and tailor sales pitches for specific customers in real time.

B2B 14

B2B Chemicals Analysis B2C 14

Harvard Business Review

APRIL 29, 2013

In our experience working with hundreds of companies, this is a very common approach but it is essentially a tactical one. Big data managed this way may well improve your retention numbers but not transform your company. We recently participated in a data-dive type process at a major telecommunications company.

Analysis 8

Analysis Storytelling Brainstorming Telecommunications 8

Harvard Business Review

OCTOBER 28, 2013

Many large, successful companies are creating offices in California’s Silicon Valley to spot big new trends and learn how they can transform their organization in ways they couldn’t otherwise imagine. Swisscom AG is the major telecommunications provider in Switzerland. Idea Scouting. Idea Scouting. Product Research and Development.

Innovation 8

Innovation Telecommunications Technology Entrepreneur 8

Harvard Business Review

JANUARY 19, 2015

Khazanah recognized that Malaysia needed future national leaders with a wide variety of experiences that were far more varied than any of the individual companies in their portfolio could offer alone. Khazanah convinced their portfolio companies to trade their leaders. The main driver for me was to be CFO of a quoted company.

CFO 8

CFO Leadership Development Telecommunications Cost 8

Harvard Business Review

DECEMBER 28, 2017

Zimbabwe’s new leadership faces a challenging task. One was an “ indigenization ” program requiring companies such as Nestle, British American Tobacco, Anglo American Platininum, and Barclays, to hand majority stakes to black Zimbabweans. Years of economic mismanagement.

Banking 8

Banking First-mover Advantage Politics Finance 8

Harvard Business Review

APRIL 1, 2016

All companies that operate internationally face a striking dual challenge in dealing with public policy: Nations across the globe enact an ever-changing, ever-expanding array of detailed legislation and regulation to protect workers, consumers, investors, and the public welfare, and these diverse rules shape what companies can and cannot do.

Policies 8

Policies Politics Short-term Globalization 8

Harvard Business Review

SEPTEMBER 29, 2011

Not long ago, the chief executive of a global telecommunications firm shared with me his frustration that "even in a meeting with the CEO, most institutional investors seek only granular data points to plug into their models. Berkshire Hathaway is renowned for its low portfolio turnover, in some cases owning a company for decades.

Long-term 12

Long-term CEO Short-term Asset Management 12

Harvard Business Review

NOVEMBER 30, 2010

As Tom Davenport, Larry Prusak, and I talk to people about our current research, we hear broad support for its central thesis: that good judgment is not only something required of individuals in leadership positions; it is something that must be embedded in organizations as a whole.

Guidelines 14

Guidelines Education Telecommunications Emotional Intelligence 14

Harvard Business Review

DECEMBER 5, 2013

I’ve seen this mistake numerous times in other industries — from a customer service fiasco by a major telecommunications company that launched DSL at too large a scale to NASA’s failure to recognize the implications of a foam strike in the Columbia shuttle tragedy. Let people know to expect them.

Company 8

Company Telecommunications CIO Learning-by-Doing 8

Harvard Business Review

SEPTEMBER 15, 2016

Senators Richard Burr and Dianne Feinstein have introduced a bipartisan bill that would require all tech companies to decrypt customer data at a court’s request. based technology company that securely backs up and protects data for more than 1.5 At my company, we promise to keep valuable data private and secure.

Technology 8

Technology Globalization Software Telecommunications 8

In the CEO Afterlife

APRIL 10, 2011

Leadership. Pursuing Entrepreneurial Companies: Grad Advice. When a company has clout, there isn’t much incentive to re-invent. Sixty-five innovative operations - four in the state of California alone. So why don’t they reduce the number of operations? Read the company’s mission/vision statement.

CEO 170

CEO Advice Company Competitive Advantage 170

HR Digest

JULY 22, 2019

Robotic loaders and remotely-controlled trucks are significantly reducing operational costs in the mining sector. Developments in telecommunications, computing technologies, and electronic sensors are inspiring less of human intervention in controlling some sensitive equipment including vehicles, planes, helicopters, trains, etc.

Industry 87

Industry Operations Transportation Technology 87

Harvard Business Review

DECEMBER 28, 2015

I have often been struck by the way companies operating in industries as diverse as telecommunications and transport manage to collaborate in a competitive environment, yet health organizations find collaboration difficult even when they are not competing. The first is organizational myopia. First is staying power.

Health Care 8

Health Care System Telecommunications Quality 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