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HARVARD BUSINESS REVIEW Can Bigger Be Faster?
| MONDAY, NOVEMBER 5, 2012
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 There Is No Invisible Hand
| TUESDAY, APRIL 10, 2012
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 The $2,000 Car
| MONDAY, MARCH 12, 2012
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 A New Era for Global Leadership Development
| FRIDAY, FEBRUARY 17, 2012
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 India Remakes Global Innovation
| WEDNESDAY, SEPTEMBER 14, 2011
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 When Managing Complexity, Less is More
| TUESDAY, MAY 31, 2011
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 Generations Around the Globe
| SATURDAY, APRIL 2, 2011
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 Case Study: Time for a Unified Campaign?
| TUESDAY, MARCH 29, 2011
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 Successful Leadership Is Not One Size Fits All
| THURSDAY, JANUARY 27, 2011
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 The 2010 Execution Round-Up: Six Companies That Couldn't 'Get It.
| MONDAY, JANUARY 24, 2011
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 Establishing a Culture of Distributed Leadership
| MONDAY, JUNE 14, 2010
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 Leadership Q&A: The 7 Virtues of the 21st Century Organization
| THURSDAY, MARCH 25, 2010
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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