N2Growth Blog

AUGUST 1, 2016

The company global headquarters are in London, United Kingdom (Rio Tinto Plc) with the Australian Headquarters in Melbourne, Australia (Rio Tinto Ltd). I started my career in purchasing; migrated to sales and marketing; moved to manufacturing, mining, and then general management in a business operating in 40 countries.

Gordon 150

Gordon Restructuring Leadership CEO 150

The Practical Leader

JUNE 29, 2022

If we continue history’s long trends, we’re moving toward a great renaissance of spirit, cooperation, love, redefined wealth, and care for the earth’s environment. Years from now, we’ll look at this hinge of history as an era of upheaval and renewal that inspired us to a higher and different order of prosperity.

How To 72

How To Trends Sharpe Cooper 72

Coaching Tip

JANUARY 26, 2013

With about $33 billion in global revenue last year, Mars would be in the top 100 of the Fortune 500 , ahead of McDonald's, Starbucks, and General Mills. For example, a typical Mars plant manager influences associates by his or her ability to pace development of operational systems and innovative approaches.

Forrester 130

Forrester Brand Cooper Executive Coaching 130

Harvard Business Review

JANUARY 22, 2018

Terri Cooper, Principal & Chief Inclusion Officer, Deloitte Consulting LLP. Today, we’re talking with Dr. Terri Cooper, the Global Sector Leader for healthcare and the US national chief inclusion leader for Deloitte. We’re discussing a new Deloitte report around leadership in a diverse new world.

Cooper 8

Cooper Content Diversity Leadership 8

Miles Anthony Smith

AUGUST 7, 2018

What is the number #1 book you recommend for learning how to become a better leader (boss/manager or leading self)? Not only does it provide tools and resources for those transitioning into a leadership role, it also includes development strategies for management teams who are overseeing the growth of new leaders.

Leadership 102

Leadership Self-aware Learning-by-Doing Open-book 102

Harvard Business Review

SEPTEMBER 14, 2011

In prior blog posts, we have described how Western multinationals such as Xerox and GE are embracing polycentric innovation by sourcing more R&D capabilities from emerging markets such as India and China and integrating them into a synergistic global innovation network. Decentralize and empower global R&D units. and the U.K.

Globalization 9

Globalization Innovation Decentralization Chemicals 9

HR Digest

OCTOBER 9, 2023

In the future I imagine for the global workforce, the passion to create an inclusive workplace will someday be seen as natural rather than forced. Instead, companies that aim to build an inclusive environment with the intention to see diversity in experience and perspective, thrive with unlimited potential and creativity in every domain.

Company 59

Company Diversity Policies Guidelines 59

Harvard Business Review

JANUARY 30, 2018

Though profitable again, the company needed to transform itself into a global renewable materials company. ” Among a number of initiatives to kindle the transformation, Stora Enso took a novel approach to change management. Building a diverse team with highly motivated people was necessary, but not sufficient.

Company 8

Company Participative Diversity Project 8

Harvard Business Review

FEBRUARY 24, 2014

Morgan Asset Management’s Head of Diversity Gordon Cooper told me his firm is now introducing a Legal ReEntry Program. (In Morgan’s Cooper explains it this way: “Many companies are waking up to the incredible amount of untapped talent that has left Wall Street firms.” And last week J.P.

Ulrich 8

Ulrich Cooper Gordon Diversity 8

Harvard Business Review

SEPTEMBER 23, 2014

The idea started with two Janssen employees, Annick Daems and Enrique Esteban, who were spearheading an initiative to increase the company’s diversity of thought and experience. Their proposal would solve a diversity and inclusion problem, but the impact on the company’s bottom line wasn’t clear.

Innovation 11

Innovation P&L Short-term Company 11

Harvard Business Review

JUNE 13, 2012

We're delighted to announce the winners of the Long-Term Capitalism Challenge , the third leg of the HBR/McKinsey M-Prize for Management Innovation. So it's not surprising that we received a striking diversity of entries from every kind of organization and from every corner of the world. It's not enough to change one company.

Organization 13

Organization Cooper McKinsey Long-term 13

Harvard Business Review

JUNE 17, 2013

Developing appropriate solutions requires understanding networks comprised of multitudes of heterogeneous layered subnetworks managed by organizations around the world, each with their own policies and incentives. Rather, they develop strategies for managing and coexisting with them in a way that minimizes damage to the overall system.

Game Theory 8

Game Theory Incentives Diversity System 8

Harvard Business Review

MAY 14, 2014

Competition trumps cooperation, and distributed decision-making by individual business units trumps universal strategy. Conglomerates resist this approach, combining more diverse businesses and allowing them separate decision-making structures. Alibaba’s businesses are not completely diverse, of course. The article, by J.

IPO 12

IPO Welch Strategy Long-term 12

Harvard Business Review

DECEMBER 17, 2013

In the global competition for top talent, emigration of highly skilled workers —brain drain — can result in an especially pernicious drag on the source nations’ talent pools. Global Disconnect. Not only are individual companies and industries battling for talent, but countries are, too.

Talent Management 8

Talent Management Analysis Globalization Survey 8

Harvard Business Review

MAY 22, 2012

That was the question we put to a global community of hackers and innovators in the Long-Term Capitalism Challenge. The diversity of ideas was as striking as the diversity of the contributors. Management Innovation According to Nature's Genius. The Mondragon Cooperative Experience: Humanity at Work.

McKinsey 9

McKinsey Innovation Diversity Long-term 9

Strategy Driven

MAY 20, 2020

It’s waking us up to the global leadership and cooperation that’s required to ensure our human survival. But in this new world of working remotely, female ways of leading are creating the space for neural diversity to speak up and find its voice. The coronavirus crisis is a wake-up call. About the Author.

Crisis 121

Crisis Bond Cooper Stress 121

Harvard Business Review

AUGUST 29, 2014

Like any manager keen to maximize the potential of a great employee, Mark went out of his way to learn more about Jennifer. Mark might also have noticed that Jennifer continuously received messages from numerous global and local LinkedIn groups, was a member of a local choir, and had recently started a book club with like-minded friends.

Globalization 8

Globalization Consultative Learning-by-Doing Innovation 8

Miles Anthony Smith

JUNE 5, 2018

What is the number #1 characteristic of an employee/contract worker that hiring managers look for when hiring? What is the number #1 characteristic of an employee/contract worker that hiring managers look for when hiring? The #1 characteristic that I believe hiring managers seek in a candidate is flexibility. Initiative.

Career 74

Career Advice Succession Learning-by-Doing 74

Harvard Business Review

OCTOBER 10, 2013

Faced with the densely compressed information that numbers, algorithms, and indicators offer, managers increasingly tend to rely on what they suggest as action to be taken – sometimes, as the financial crisis so dramatically demonstrated, to our great peril. Business education Collaboration Decision making'

Senge 8

Senge Education Rogers Tools 8

Harvard Business Review

FEBRUARY 3, 2015

It’s the channel through which you sell your initiatives to the people you depend on for cooperation and support. By managing the three key properties of networks that either propel you forward or hold you back—breadth, connectivity, and dynamism—you can develop a stronger network and use it as an essential leadership tool.

How To 8

How To Diversity Letter Learning-by-Doing 8

Harvard Business Review

APRIL 8, 2015

How tools are changing the way we manage, learn, and get things done. Today’s global workforce is often blind to the bigger picture, other than being able to identify themselves as a dot in a social network map or a box on a bulky org chart. Cooperative and helping behaviors go down by over 80%. Insight Center.

Learning-by-Doing 8

Learning-by-Doing Project Examples Tools 8

Strategy Driven

APRIL 17, 2015

Every astute organization assesses the status of each branch on its Business Tree™ and orients its management and team members to meet constant changes and fluctuations. Managers, by default, see “band-aid surgery” as the only remedy for problems… but only when problems are so evident as to require action.

Self-aware 50

Self-aware System Learning-by-Doing Bottom-up 50

Harvard Business Review

JANUARY 27, 2017

In the past decade organizations have invested significant resources to try to address the gender gap in senior management. The only area where women pull ahead of men is in human resources, where they account for 71% of all HR managers. But these efforts aren’t really working. Focus on Local Practices.

Team 8

Team Diversity Company Policies 8

Harvard Business Review

MARCH 6, 2017

” Decentralization offers the promise of nearly friction-free cooperation between members of complex networks that can add value to each other by enabling collaboration without central authorities and middle men. This sharing requires a complicated management apparatus , mostly provided by VISA.

Supply Chain 13

Supply Chain Decentralization Banking Technology 13

Harvard Business Review

MARCH 31, 2017

Donald Trump ran his campaign with the promise to manage the U.S. Later came new public management, a 1980s euphemism for old corporate managing: Isolate activities, put a manager in charge of each one, and hold them responsible for the measurable results. The United States has more cooperative memberships than people.)

Politics 8

Politics Cooper Bottom-up Health Care 8