• HARVARD BUSINESS REVIEW  |  MONDAY, NOVEMBER 5, 2012
    Can Bigger Be Faster?
    Four strategies were at the core of this transformation: build relationships, establish shared purpose, create shared consciousness, and foster diversity. The antidote is cultural diversity in all its forms: experience, gender, age, ethnicity, geography, profession, etc. In nature, there's a tradeoff between size and speed. But how?
  • HARVARD BUSINESS REVIEW  |  TUESDAY, APRIL 10, 2012
    There Is No Invisible Hand
    And they lump all diverse individuals into one "representative agent." How could decentralized trading move markets to equilibrium if there is only one good? One of the best-kept secrets in economics is that there is no case for the invisible hand. Most never even heard what the theorists said, or else resolutely ignored it.
  • HARVARD BUSINESS REVIEW  |  MONDAY, MARCH 12, 2012
    The $2,000 Car
    Poor countries will become R&D labs for breakthrough innovations in such diverse fields as housing, transportation, energy, health care, entertainment, telecommunications, financial services, clean water, and many others. For example, GE developed an ultra-low-cost ultrasound for rural China which is now marketed in over 100 countries.
  • HARVARD BUSINESS REVIEW  |  FRIDAY, FEBRUARY 17, 2012
    A New Era for Global Leadership Development
    In order to adapt to local cultures and market needs, companies must shift to decentralized, collaborative decision-making. To address these needs, new approaches for developing global leaders are required: The diversity of top leadership should reflect the diversity of the firm's customers. Focus on values, not hierarchy.
  • HARVARD BUSINESS REVIEW  |  WEDNESDAY, SEPTEMBER 14, 2011
    India Remakes Global Innovation
    The Indian firms we studied promote diversity in their R&D management by hiring external talent to build and oversee their global innovation network. Decentralize and empower global R&D units. Reliance MediaWorks' global creative network is highly decentralized, allowing each design studio head in the U.S. Cambridge, U.K.
  • HARVARD BUSINESS REVIEW  |  TUESDAY, MAY 31, 2011
    When Managing Complexity, Less is More
    How does one successfully manage a company with a dozen diverse, decentralized businesses of varying sizes that employ over 100,000 people in 130 countries, especially in an uncertain economic environment? The answer is to make things simple, says Bill Allen, head of Group Human Resources at Copenhagen-based A.P. Moller-Maersk.
  • HARVARD BUSINESS REVIEW  |  SATURDAY, APRIL 2, 2011
    Generations Around the Globe
    In China, post-Mao economic reforms de-collectivized the countryside, decentralized government, legalized private ownership, and created Special Economic Zones for capitalist investment. Geography significantly influences the formation of generational beliefs and behavior. We also examined two European countries, the U.K. the U.K.,
  • HARVARD BUSINESS REVIEW  |  TUESDAY, MARCH 29, 2011
    Case Study: Time for a Unified Campaign?
    Operations were highly decentralized: Each hotel retained its own identity, managed its own business with full profit-and-loss responsibility, ran its own incentive programs, and handled its relationships with key intermediaries. Welcome, welcome." He smiled, extended a hand, and kissed both her cheeks. Palma Cay's first month," he said.
  • COACHING TIP  |  THURSDAY, JANUARY 27, 2011
    Successful Leadership Is Not One Size Fits All
    One can hardly imagine a decentralized decision- making process in his operations. GE is known for its diversity and ability to function competitively in many markets. Here, diversity in the decision-making fits the terrain. By Guest Author Art Gould. When a giant like Google changes management styles, we ought to take notice.
  • STRATEGY DRIVEN  |  MONDAY, JANUARY 24, 2011
    The 2010 Execution Round-Up: Six Companies That Couldn't 'Get It.
    It appears Toyota’s decentralized structure, which served it well for many years, turned into a liability as the company continued to grow and dominate worldwide markets. StrategyDriven effective executives, efficient employees Home About The StrategyDriven Organization Our Company Our Contributors Karen K. Juliano Howard T. Dickens Jr.
  • GREAT LEADERSHIP  |  MONDAY, JUNE 14, 2010
    Establishing a Culture of Distributed Leadership
    relatively flat, decentralized organizational structure, where there are fewer management layers and managers have broad spans of control promote distributed leadership. How can a junior leader know when it’s right to take charge?&# Think of it as the opposite of “command and control&#. The right managers. The right employees.
  • WEEKLY LEADER  |  THURSDAY, MARCH 25, 2010
    Leadership Q&A: The 7 Virtues of the 21st Century Organization
    0000-00-00 00:00:00 AND post_status = publish AND post_type = post GROUP BY wp_posts.ID Allen, Ph.D. Ill drink to that!"
 

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