Skip Prichard

JUNE 28, 2019

This easily leads to miscommunication, misunderstanding and misalignment (from the start) about what the problem is, what success looks like, why it matters, and what’s at stake. Good execution requires a “Sharp focus and commitment to a few clearly identified goals.” ” The Power of Questions.

Sull 71

Sull How To Insourcing Sharpe 71

Tim Milburn

OCTOBER 2, 2013

They are invariably successful. Once a company starts to condone lying as a matter of course, it is headed for serious trouble. And success goes to those who play it best. It’s that among the sharp-elbowed hordes pushing through Washington’s corridors of power, they didn’t even stand out.”

Waterman 140

Waterman Automotive Learning-by-Doing Industry 140

Marshall Goldsmith

FEBRUARY 8, 2018

Authority on new technology and communication. Creator of The Situational Coaching Model, author of 5 books including Coaching for Breakthrough Success. Claire Diaz-Ortiz – Technology innovator and speaker. Divya Silbermann – Human resources leader at technology startups, including Facebook and Eventbrite.

Executive Coaching 70

Executive Coaching CEO Magazine Banking 70

Eric Jacobson

SEPTEMBER 18, 2013

They are invariably successful. Once a company starts to condone lying as a matter of course, it is headed for serious trouble. And success goes to those who play it best. It''s that among the sharp-elbowed hordes pushing through Washington''s corridors of power, they didn''t even stand Out."

Waterman 56

Waterman Follow-up Automotive Learning-by-Doing 56

Strategy Driven

MARCH 18, 2011

In The Essential Advantage : How to Win with a Capabilities-Driven Strategy , Booz & Company’s Paul Leinwand and Cesare Mainardi maintain that success in any market accrues to firms with a coherence premium – a tight match between their strategic direction and the capabilities that make them unique. Let’s go after it.”

Resources 51

Resources Industry System Strategy 51

Strategy Driven

OCTOBER 21, 2011

Hess Growing an Entrepreneurial Business is a textbook designed for courses that focus on managing small to medium sized enterprises. It focuses on the major management challenges that successful start-ups encounter when leaders decide to grow and scale their businesses. Use technology to provide quick, efficient customer service.

Learning-by-Doing 62

Learning-by-Doing Price Bottom-up Finance 62

You're Not the Boss of Me

JANUARY 30, 2011

Our successes often depend on the successes of others, not only other individuals, but also other countries, other continents even. Technology, too, has brought us closer together and the opportunities we have to develop relationships and work with others on-line are many and varied.

Blog 55

Blog Diversity Learning-by-Doing Self-aware 55

Harvard Business Review

OCTOBER 5, 2015

These changes are driven by seismic shifts in consumer behavior and an explosion of both consumer- and B2B-facing technologies. The tension between human-driven and technology-driven capabilities is often miscast, positioning automation as a threat to the people that drive our industry. Humans and Automation. Distribution strategies.

Media 8

Media Advertising Audience Technology 8

Harvard Business Review

DECEMBER 5, 2013

In Brazil, rapid growth in the working-age population and rising labor-force participation have been boosting GDP for years, but have now pretty much run their course. The country’s only hope of continued economic success, he said, was strong productivity growth. The country’s fertility rate has fallen from 4.1 for decades.

GDP 12

GDP Disruptive Innovation Sharpe Productivity 12

N2Growth Blog

DECEMBER 30, 2010

Over the years I’ve come to believe that there is only one sure fire litmus test for measuring leadership success, and to the chagrin of many reading this post, it has little to do with what happens on the job. I’ve simply lived too long to buy into the myth that success in the workplace will create happiness at home.

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Blog Career Learning-by-Doing Advice 414

Harvard Business Review

JUNE 13, 2013

While Functional Fixedness has no doubt been around since Man first tied a sharp rock to a stick with a length of vine and called it a spear, it was Gestalt psychologist Karl Duncker that originally coined the term after conducting what has become a famous (among psychologists, anyway) cognitive bias experiment. I believe it is possible.

Innovation 8

Innovation Open-book Objective Industry 8

Harvard Business Review

JANUARY 18, 2013

We've been comparing how innovative companies structure and conduct jamming sessions and we've identified a set of practices that successful jammers all seem to share: 1. But for jamming to pay dividends, problems need sharp definition, even if this requires more effort up-front. They work in self-defined, small sub-teams.

Innovation 8

Innovation Blue Ocean Strategy Brainstorming Participative 8

Harvard Business Review

NOVEMBER 30, 2010

A few weeks ago, Silicon Valley was abuzz with reports that Google had granted across-the-board raises of 10 percent to all 23,000 or so of its employees — a bracing reminder of just how much money Google makes, and of its willingness to share the spoils of success with its people. But companies work by different rules.

Tacit Knowledge 15

Tacit Knowledge Long-term McKinsey Venture Funding 15

Harvard Business Review

JULY 18, 2018

I don’t think I’ve learned more about strategy, technology, and culture from any other company I’ve studied. Netflix is a technology juggernaut whose analytics, algorithms, and digital-streaming innovations have changed how customers watch movies and TV shows. We give everyone a platform to broaden their tastes.”

Technology 15

Technology Sharpe Strategy Content 15

Harvard Business Review

FEBRUARY 14, 2013

Three new accounts, including NMM Technology — impressive. credentials and a sharp business sense. Those who stayed wanted to be a part of the success story but were confused about how to contribute. And of course he knows. Their offices at Leman's New York headquarters were just a few doors away from each other.

Case Study 8

Case Study Consultative McKinsey Survey 8

Harvard Business Review

SEPTEMBER 8, 2016

At first, the causes of free fall appear to be external: a global financial crisis, a banking system collapse, government deregulation, or, more common, a new business model or technology harnessed by a nimble insurgent competitor. Clearly, something else, beyond the disruptive technology itself, is behind the demise of companies like Kodak.

Company 8

Company How To Business Model Engineering 8

Harvard Business Review

NOVEMBER 20, 2015

Although big, global supply chains certainly have their own dynamism, they mostly evolve incrementally through minnovation rather than disruption – and thus get short shrift in the business media and amongst aspiring entrepreneurs, hungry to create successful ventures. Manage culture by setting expectations appropriately.

Supply Chain 8

Supply Chain Collins Golden Handcuff Pharmaceuticals 8

Harvard Business Review

NOVEMBER 6, 2013

So in this case, an appropriate target could be: “75% of Pilot Customers subscribe to the service in 2014″ As with any start-up, don’t be surprised if these OMTs change through the year based on course-corrections, so be prepared to update them accordingly. It’s acceptable (and advisable!) Entrepreneurship Execution Innovation'

Innovation 8

Innovation Constraint Analysis Objective 8

Harvard Business Review

SEPTEMBER 12, 2011

In the wake of his recent retirement, much has been written about Steve Job's peerless leadership and how he transformed not just his company, Apple, but the way we interact and live with media and technology. We identified four key traits: heart, smarts, guts and luck.

Power 14

Power Brand Entrepreneur Sharpe 14

Harvard Business Review

OCTOBER 19, 2015

But that policy came at the cost of badly degraded incentives for providers to invest in new technologies, leaving the EU with minimal cable Internet, fiber-optic networks, or high-speed mobile broadband. So it’s no surprise that European regulators are now eager to reverse course and open their markets to real competition.

Price 8

Price How To Policies Report 8

Harvard Business Review

DECEMBER 15, 2017

It then created a foundational leadership course that covered an array of management and leadership topics. The course brought together cohorts of physician leaders from each region. The structure allowed them to learn from one another, and the course was tailored to their organization’s unique roles, culture, and challenges.

Training 14

Training Health Care Management 360-Degree Feedback 14