CO2
JULY 25, 2023
Like many of the CEOs whom I coach, he was anxious in this pandemic and had a hard time thinking of any other question other than, “How do I cut costs?” The complexity of our current crisis is clearly overwhelming many leaders, who haven’t adjusted to asking new questions that befit the new environment. How can we accomplish this?”
CO2
JULY 25, 2023
Like many of the CEOs whom I coach, he was anxious in this pandemic and had a hard time thinking of any other question other than, “How do I cut costs?” The complexity of our current crisis is clearly overwhelming many leaders, who haven’t adjusted to asking new questions that befit the new environment. How can we accomplish this?”
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Harvard Business Review
JANUARY 26, 2015
How do they understand the need to change and create the energy and urgency around it? Of course, leaders, too, can set a different tone: Jack Welch, Lee Iacocca, Lou Gerstner, and Steve Jobs all did that. Companies in industrial businesses had to drive costs down and execution up and create foolproof processes to ensure quality.
N2Growth Blog
APRIL 2, 2010
If you believe the hype, social media will immediately solve all your problems and require no time, energy or effort on your part. Oddly enough, I have also found it is usually the network where they spend the most time, energy and effort. mikemyatt: RT @thinkBIG_blog: Cheap always costs you mo. Thanks for sharing! Our Freedom.
Harvard Business Review
JUNE 21, 2012
Earlier in his career, as a business unit manager, he recognized that he must cut costs. Not only were costs cut, but operations became more focused and simplified. This released GE managers' energy to grow their businesses with new ideas. Consider Ivan Seidenberg, who rose to become Chairman and CEO of Verizon. Prime the Pump.
Harvard Business Review
MARCH 22, 2018
Under the leadership of Jack Welch, General Electric ranked their employees’ performance from top to bottom, giving additional rewards to the top 20% while laying off the bottom 10%. Such evaluations might have increased the employees’ concentration and led them to exert more energy at work.
Harvard Business Review
NOVEMBER 27, 2013
After the initial rush of enthusiasm and energy, established routines and networks can smother the drive for innovation. Yes there are exceptions — Steve Jobs and Jack Welch leap to mind. But according to Professor Luo and his team, the optimal length of time in the proverbial saddle is 4.8
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