You're Not the Boss of Me

AUGUST 3, 2014

But of course, it’s not. Greenberg’s primary observations were not about executing business disaster recovery plans or repositioning Data Centres and telecommunications systems but about the people in his organization; their courage, resilience and determination to pick up the pieces and move on. Sounds pretty simple.

Contingency Plans 69

Contingency Plans Telecommunications Uncertainty Planning 69

Marshall Goldsmith

FEBRUARY 11, 2013

In the 1980s, I appeared on a videotape that was widely distributed as part of a leadership development course for IBM managers. I don’t know much about telecommunications – it just seemed obvious. They were in massive denial.

Telecommunications 98

Telecommunications Education Politics Quality 98

Eric Jacobson

MAY 25, 2016

The authors want to put these at the center of business -- both because it's right and because success in business is inextricably linked to sustainability. Apply world-class management to traditionally "soft" societal topics. Tommy Stadlen : History tells us that long-term success is only possible when companies connect with society.

Company 50

Company Competitive Advantage Open-book Long-term 50

Tanveer Naseer

MAY 16, 2011

Russell is an educational psychologist, author, executive coach and management consultant whose clients include Fortune 500 executives in aerospace, healthcare, pharmaceutical and biotechnology, information technology, telecommunications and oil and gas. The following is a guest post by Russell Bishop.

Bureaucracy 203

Bureaucracy Compliance Learning-by-Doing Engineering 203

Harvard Business Review

JUNE 6, 2011

A company's value can rise and fall dramatically by how well it manages partnerships. management has since responded rapidly, and is reportedly working out a new arrangement with its partner. Partnerships are always to some extent open-ended contracts , of course, and complete control is by definition absent.

Management 12

Management Airlines Telecommunications Marketing 12

Harvard Business Review

AUGUST 27, 2012

The Norwegian telecommunication firm, Telenor, has been in the news recently as it tries to sell its Indian joint venture with property developer, Unitech Ltd. Clearly, India is an attractive telecommunications market for international players. This level of engagement placed too many stresses on the Uninor partners.

Wireless 12

Wireless Licensing Telecommunications Price 12

Harvard Business Review

OCTOBER 28, 2014

One of the most important of those issues is, of course, globalization. Neither Utilities nor Telecommunications are represented in the chart below because all but a few companies in those sectors have no non-domestic revenue. Boards Global business Leadership Talent management' since the index was first developed in 2008.

Globalization 14

Globalization Committee Telecommunications Consensus 14

Harvard Business Review

FEBRUARY 10, 2014

They will now be a “one product company” focused on Basecamp, its popular project management software. So instead of following the conventional wisdom about growth through diversification, CEO and founder Jason Fried is doubling down on one successful area and putting all of his resources in one basket.

Strategy 11

Strategy Telecommunications Pharmaceuticals Software 11

Harvard Business Review

OCTOBER 5, 2012

There is clear empirical evidence to back this up: in our research of about 150 firms in the telecommunications industry, we found that the more successful firms all took this active approach to managing their capability and resource portfolios. That, we believe, is the benefit behind Apple's decision.

Software 15

Software Telecommunications Short-term Licensing 15

Harvard Business Review

JUNE 13, 2017

Take Susan, the CEO of a small telecommunications firm. She was enrolled in my MBA course when she received some bad news. It would have been a profitable project and, more important, successful completion would have proved a new product concept. How to Evaluate, Manage, and Strengthen Your Resilience. David Kopans.

Telecommunications 8

Telecommunications Hedge Video Stress 8

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

JUNE 22, 2017

Of course, not everything is different. There has been even more stability in analytical leadership, change management, and culture, and in many cases those remain the toughest problems to address. The last decade, of course, was the era of big data. But we’re here to talk about technology.

Open-book 8

Open-book Software Supply Chain Technology 8

Harvard Business Review

MARCH 16, 2016

As we argue in a forthcoming article, in the April issue of Harvard Business Manager (the German edition of HBR), our experience of studying and documenting these failures suggests that nearly all can be traced back to a small set of traps organizations tend to step into. Trap 1: Acting as an event manager. Here’s an example.

B2B 8

B2B Innovation Company Workshop 8

Harvard Business Review

APRIL 12, 2013

There''s a question all top managers should ask: How can I make my sales force, which is one of the biggest and most important investments my company makes, perform more effectively?". Managing a sales force requires many difficult decisions. Improving sales force management is a huge opportunity. Sales forces are expensive.

Short-term 8

Short-term Telecommunications Advertising Long-term 8

You're Not the Boss of Me

OCTOBER 20, 2009

But of course, it’s not. While there were lessons to be learned about executing business disaster recovery plans and the positioning of Data Centres and telecommunications systems, Mr. Greenberg’s primary observations were less about that and more about the people, their courage, resilience and determination to pick up the pieces and move on.

Performance Review 43

Performance Review Blog Learning-by-Doing Contingency Plans 43

Harvard Business Review

NOVEMBER 23, 2010

In a downbeat tone the manager of a fast-growing healthcare provider rattled off a list of reasons that her company was turning into a numbers-driven organization: Industry regulations required it, Medicare reimbursement policies required it, and delivering specialized services required yet another form of quantitative analysis.

Entrepreneur 14

Entrepreneur Strategy Telecommunications Software 14

Harvard Business Review

JULY 22, 2015

Skill development is clearly a major priority for companies and managers these days. Consider, for instance, the talent development program at Ascom, a global telecommunications company. Managers learn how to articulate a business opportunity in ways that energize team members. Do it fast.

Project 8

Project Parcell How To Short-term 8

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. For complex initiatives, of course, this is simply not the case.

Company 8

Company Telecommunications CIO Learning-by-Doing 8

Harvard Business Review

SEPTEMBER 29, 2014

Although many business executives sat through one, or perhaps several, courses in economics while in school, most probably took away little more than the supply and demand graphs to which they were introduced early in their first course. Many economists since have been hired by the U.S. What’s the larger point to be made here?

Strategy 12

Strategy Black-Scholes Airlines Price 12

Harvard Business Review

NOVEMBER 23, 2010

He wasnt a process manager. Typically, these executives focus on the "what" and the "what if" and not the "how," which of course is the realm of process people. Boards need to ensure that an operations orientation is a key criterion for succession planning in organizations where process improvement is a strategic imperative.

Process 15

Process CEO Insurance Banking 15

Harvard Business Review

MARCH 12, 2012

And according to a survey by Network World magazine, only about one in eight tech managers 30 years old or younger had hired anyone over 40 during the previous year. One of the headhunter-experts I talked to for that project was Ann Carlsen , a recruiter in telecommunications and technology based in Boulder, Colorado.

COO 13

COO Chief Financial Officer Telecommunications Technology 13

Harvard Business Review

APRIL 2, 2011

What we see and hear — and the conclusions we draw — influence for our lifetimes what we value, how we measure success, whom we trust, and the priorities we set for our own lives, including the role work will play within them.

Education 14

Education Compliance White Paper Politics 14