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6 Essential Skills for Future Leaders

Career Advancement

Plenty of core competencies will remain essential skills for leaders in the future. Study a particular subfield within your area of knowledge in order to develop specialized knowledge that will make you highly marketable in that realm. Find something that will remain relevant and study that niche area inside and out. Ingenuity.

Skills 257
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6 Essential Skills for Future Leaders

Career Advancement

Plenty of core competencies will remain essential skills for leaders in the future. Study a particular subfield within your area of knowledge in order to develop specialized knowledge that will make you highly marketable in that realm. Find something that will remain relevant and study that niche area inside and out. Ingenuity.

Skills 156
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But My Business Is Different… | N2Growth Blog

N2Growth Blog

All business (for profit or not) provide goods, services, or intellectual property/capital to a market (or markets) for some form of consideration. You will also be competing to retain talented employees that other companies would like to lure away.

Blog 305
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Disruptive Business Models | N2Growth Blog

N2Growth Blog

Few things are more critical to your efforts in increasing your revenue growth and corporate sustainability than understanding the value of disruptive innovation. “Me Too&# companies fight to eek out market share in an attempt to survive, while disruptive companies become category dominant brands insuring sustainability.

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How Leading Companies Build the Workforces They Need to Stay Ahead

Harvard Business Review

The strategic underpinnings of most companies’ workforce plans should change dramatically as a result of technological innovation. Digital transformation, the industrial internet, advanced analytics, artificial intelligence, robotics, machine learning, and a plethora of other innovations are fundamentally changing the nature of work.

Company 10
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How Merck Is Trying to Keep Disrupters at Bay

Harvard Business Review

Change and innovation are choices, not givens, in any organization, and there are managerial levers for making these selections wisely. Within EB, Merck first created a Global Health Innovation Fund and then a Healthcare Services and Solution unit to identify, develop, and operate nascent opportunities that fit that thesis.

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Managing Designers on Two Different Tracks

Harvard Business Review

Modern design schools increasingly encourage this, demanding that graduates be familiar not just with a traditional creative skillset, but with ethnography, finance, coding, and a host of other competencies. Yet she is still emphatically a designer at the core, and respectful of the creative expertise around her.