Coaching Tip

DECEMBER 3, 2014

In the volatile, uncertain, complex and ambiguous (VUCA) business landscape expected to continue for 2015, leaders face many challenges , requiring aggressive, sustained talent management strategies to prepare them for success. Two times more likely to place value on interacting over managing skills.

Human Capital 103

Human Capital Conference Metrics Talent Management 103

Harvard Business Review

MARCH 30, 2016

Effective executives understand the productivity and customer loyalty future depends as much on motivating and managing their machines as inspiring their people. Empowering smart machines to — pun intended — live up to their potential may well become the essential new 21st-century leadership skill.

Review 8

Review Kaplan Kaizen Performance Review 8

Harvard Business Review

SEPTEMBER 10, 2014

” Choices about whether and how to use money to remedy social problems should be left to individuals, he argued, who would be in better position to provide it if they were not being in effect taxed by corporate managers who thought they had better ideas for how to spend it.

Supply Chain 9

Supply Chain Bureaucracy Short-term Agility 9

Harvard Business Review

JULY 9, 2015

My favorite Peter Drucker misquotation is, “If you can’t measure it, you can’t manage it.” ” Drucker wrote a great deal about how managers should measure performance, but this particular phrase didn’t come from his pen.

Drucker 8

Drucker Objective Self-aware Rate of Return 8