Remove Development Remove Marketing Remove Shaw Remove Succession
article thumbnail

Employees Demand Employers Become More Sustainable

The Horizons Tracker

“The National Health Service produces around 4-5% of the CO2 in the UK so is a major contributor to climate change,” Shaw continues. Your ambition as a leader will be fundamental to guide the necessary actions to steer your company to sustainability leadership and market success.”.

Shaw 125
article thumbnail

Subjective Understanding in the Workplace: Embracing Complexity and Fostering Collective Intelligence

Mike Cardus

Organizational success lies in acknowledging the complexity of subjective interpretation and leveraging collective intelligence. Create opportunities for people to engage in professional development and acquire new skills. Develop a process that learns from these efforts and views them as a sense-making step to notice change.

Insiders

Sign Up for our Newsletter

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

article thumbnail

5 Behaviors of Leaders Who Embrace Change

Harvard Business Review

Successful change-agile leaders at all levels in the organization respond to changes in the business environment by seizing opportunities, including throwing out old models and developing new ways of doing business. History is littered with market leaders who didn’t see the opportunities ahead or take action on them.

Agility 13
article thumbnail

India's Decade of Collaboration

Harvard Business Review

For instance, in October 2010, Biocon struck a $350-million marketing alliance with Pfizer, the world's largest drug maker, to commercialize four of Biocon's insulin biosimilar products in non-overlapping markets globally. Innovation is the successful exploitation of that IP which yields commercial (and societal) value.

Shaw 12
article thumbnail

What’s the Purpose of Companies in the Age of AI?

Harvard Business Review

What can firms do better than markets? My former colleagues Sumantra Ghoshal and Peter Moran wrote a landmark paper arguing that, unlike markets, firms deliberately take resources away from their short-term best use, in order to give themselves the chance to create even more value over the long term.