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. While delivering millions of dollars in profits, these projects have helped develop a cadre of leaders who can inspire teams to achieve big goals.

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Harvard Business Review

OCTOBER 15, 2014

Accordingly, it has systematically published figures about the evolution of its business portfolio in terms of sales by segment (e.g., Acquisitions are part and parcel of a transformation. Safeguard the short-term performance of the ongoing business. Go for the occasional mega-acquisition.

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Harvard Business Review

AUGUST 28, 2017

First, individuals focus on short time horizons and thus underprepare for future threats. In short, the insurance industry is adapting in order to profit from climate risk, and in doing so it will help society adapt as well. But we now see insurers exploiting geographically refined data to more precisely estimate land parcel risk.

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Harvard Business Review

JANUARY 8, 2015

The chart may appear to show merely that Cisco’s patent filings lagged its R&D spending by three years, but in fact the decline in spending and the rise in patents were part and parcel of a deliberate strategic shift by the company in 2001. Research & development Financial management' So what was going on?

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Harvard Business Review

APRIL 29, 2015

From time to time, the basis of competition in an industry shifts so dramatically that shifting with it requires a new long-term vision that calls for the organization to do things it never would have done in the past. Doing that required developing a new business model in which MedStar would get paid to keep patients well.

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Harvard Business Review

MAY 2, 2016

In an age in which corporations and public organizations are increasingly under attack for short-term thinking , a dearth of vision , and perfunctory reactions to quick stimuli , it’s worth posing the question: Can mindfulness help organizations — not just individual leaders — behave more intentionally?

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Harvard Business Review

FEBRUARY 3, 2015

By managing the three key properties of networks that either propel you forward or hold you back—breadth, connectivity, and dynamism—you can develop a stronger network and use it as an essential leadership tool. The questions represent a short version of the survey I use with my students. 2 (2004): 349–399.

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