Great Leadership By Dan

MAY 22, 2014

Guest post from Robert Bruce Shaw : Research into the psychology of leadership highlights the benefit of being more confident than you should be. The above approaches will help you identify and manage the blindspots that all of us have.

Shaw 229

Shaw Telecommunications Metrics Pharmaceuticals 229

Tanveer Naseer

MARCH 10, 2015

For example, they might say, “We’re a bank,” or “We make office furniture,” or “We’re in the pharmaceutical business.” business culture Guest Posts leadership Recent Posts Amazon Apple assets competencies Google growth innovation mindset perception skills strategy Virgin' This is quite understandable. Not very likely.

How To 100

How To Retail Core Competence Innovation 100

Marshall Goldsmith

FEBRUARY 8, 2018

They represent leaders in their own worlds with a diversity of interests that relate to the topic of coaching. Thinkers50 – World’s Most Influential Management Thinkers. Has been recognized as the World’s #1 Leadership Thinker. Teaches leadership to executives and emerging leaders around the world. 100 COACHES.

Executive Coaching 70

Executive Coaching CEO Magazine Banking 70

Harvard Business Review

DECEMBER 27, 2016

Doctors were once viewed as ill-prepared for leadership roles because their selection and training led them to become “heroic lone healers.” The emphasis on patient-centered care and efficiency in the delivery of clinical outcomes means that physicians are now being prepared for leadership. ” But this is changing.

Management 15

Management 360-Degree Feedback Mayo Training 15

Harvard Business Review

JUNE 23, 2016

A global pharmaceutical company was about to lose the strategic advantage of several blockbuster drugs coming off patent. The senior commercial and scientific directors formed a “circle of leaders” comprised of 23 senior managers who had no meaningful history of collaboration on strategic initiatives. paul Garbett for HBR.

Leadership 10

Leadership Diversity Committee Long-term 10

Harvard Business Review

MAY 28, 2013

Not innovation, risk management, technology, debt, or the regulatory environment. Corporate directors identified talent management as their single greatest strategic challenge. In fact, in two practices in particular — "firing" and "leveraging diversity" — many companies fail dismally. Not competitive threats.

Talent Management 8

Talent Management Company Telecommunications Management 8

Harvard Business Review

MARCH 6, 2015

Mark, a ten-year veteran of the pharmaceutical R&D world with a Ph.D. in statistics, was the obvious choice to lead the SAS software and data management group of a global healthcare corporation when the current director suddenly departed. You and Your Team. Get better at helping your employees stretch and grow.

Management 8

Management Self-aware Teamwork Pharmaceuticals 8

Harvard Business Review

OCTOBER 23, 2017

Data science is becoming a reality for change management, and although it may not have arrived yet, it is time for organizations to get ready. The key to building predictive models is knowing what you want to predict and collecting large and diverse data sets that may enable you to do so. Harry Haysom/Getty Images.

Company 8

Company Management Metrics Tools 8

Harvard Business Review

OCTOBER 18, 2012

That's the blunt response from one African-American executive to a dilemma that dogs many people of color in American workplaces: Even as multicultural fluency is increasingly prized in today's global business environment, the very people who represent that diversity feel shut out. There is an inhibition. You just don't want to talk about it.

Diversity 16

Diversity Pharmaceuticals Uncertainty Focus Group 16

Harvard Business Review

SEPTEMBER 23, 2014

Take the case of Janssen, the pharmaceuticals arm of Johnson & Johnson, which created a breakthrough innovative program called Immersion. The idea started with two Janssen employees, Annick Daems and Enrique Esteban, who were spearheading an initiative to increase the company’s diversity of thought and experience.

Innovation 11

Innovation P&L Short-term Company 11

Harvard Business Review

DECEMBER 16, 2014

Top-down management simply will not get the innovation part of the job done. Instead, various agencies need to create teams of professionals who bring diverse skills and priorities to bear. During periods of uncertainty and fear it’s tempting to seek shelter under an iron fist management style.

Management 9

Management Health Care NGO Crisis Management 9

Harvard Business Review

OCTOBER 21, 2013

I found myself reflecting on this recently while speaking with two business leaders in one of the world’s great pharmaceutical companies. It seems to me that this emphasis on authenticity is an important counterbalance to earlier assumptions that people gained leadership powers by dint of titles or positions in hierarchies.

Drucker 8

Drucker Diversity Pharmaceuticals Uncertainty 8

Harvard Business Review

JULY 28, 2015

Let’s look at a few examples of powerful summaries: “Pharmaceutical marketing executive with 20 years of experience creating commercial infrastructures, growing brands, and optimizing product value throughout launch, re-launch, and sunset life cycles across all customer segments—payers, physicians, and patients.

Pharmaceuticals 8

Pharmaceuticals Retail Long-term Industry 8

Harvard Business Review

MARCH 2, 2012

They are remarkably open to talented people from diverse backgrounds, and are highly skilled at giving future leaders the knowledge and experience they need to lead successfully in the global economy. Here at Harvard Business School, Dean Nitin Nohria has revamped HBS's MBA curriculum to emphasize practical leadership and global experiences.

Competitive Advantage 12

Competitive Advantage Globalization Development Intellectual Capital 12

Strategy Driven

MARCH 18, 2011

Moreover, fixed assets are more difficult to leverage across diverse businesses than capabilities, and they tend to expire, become obsolete, or give way to related services. This, in turn, increases the company’s leverage with suppliers and allows it to be extraordinarily efficient in moving inventory and managing working capital.

Resources 52

Resources Industry System Strategy 52

Harvard Business Review

MARCH 16, 2015

Talent Management. ” Other talent management concerns that were mentioned once include: motivating people through hard times, retention and development, and managing diversity and cultural differences. As a pharmaceutical company, we obviously were part of that whole ecosystem. Leadership Competition'

CEO 8

CEO Stephenson Pharmaceuticals Globalization 8

Harvard Business Review

JUNE 20, 2017

Prasad, CEO of Dr. Reddy’s, a 33-year-old global pharmaceutical company headquartered in India that produces affordable generic medication. His leadership team began with a search for purpose. Leaders should not be too quick or simplistic in their translation of social movement dynamics into change management plans.

Company 15

Company Agility Innovation Learning-by-Doing 15

Harvard Business Review

DECEMBER 5, 2016

It serves vastly diverse populations: toddlers and caregivers, new immigrants, lifelong learners, famous novelists, and scholars. How to provide hyper-local services tailored to the diverse needs of its patrons while also upholding a consistent and high standard of service? The conversation would be neither bottom-up nor top down.

Library 8

Library Strategy Reference Bottom-up 8

Harvard Business Review

JUNE 8, 2015

Pharmaceutical companies, buffeted by regulatory changes, new drug technologies that alter entry barriers and competition, price pressures, and an estimated 300,000 job cuts since 2000, seem to fit the popular narrative of large organizations unable to deal with disruptive forces.

Health Care 8

Health Care Venture Capitalist Strategic Fit Pharmaceuticals 8

Harvard Business Review

MARCH 14, 2017

In a recent Gallup poll , the pharmaceutical industry was the most widely disliked private industry, ranking even lower than lawyers. In response to findings from employee surveys and interviews, Vivek and his leadership team rolled out steps aimed at continuing to foster innovation while defusing latent tensions.

Innovation 9

Innovation Company Incentives Industry 9

Harvard Business Review

MARCH 8, 2011

All too soon, however, the demands of managing the near-term business take over. The surest way to build a company whose leadership will outlast your own is to focus your attention on the few essential things that your company can do better than anyone else. How thoroughly must they transform the company to make this happen?

Merchandising 14

Merchandising Budgeting Pharmaceuticals CEO 14

Harvard Business Review

MARCH 9, 2015

Big data and analytics can make organizations more efficient and agile by empowering middle-level and far-flung managers to make decisions and seize business opportunities that previously required scarce data and executive approval. For example, a study of a multinational pharmaceutical company revealed that leaders in its U.S.

Tools 8

Tools CEO Mezzanine Software 8

Harvard Business Review

JUNE 24, 2015

Managers and other business leaders face a dilemma: with increasingly diverse environments to manage and rising stakes to get it right, how do they identify the most effective approach to business strategy and marshal the right thinking and behaviors to conceive and execute it, supported by the appropriate frameworks and tools?

Strategy 8

Strategy Competitive Advantage Environment Execution 8

Strategy Driven

JANUARY 24, 2011

It appears Nokia was not able to coordinate decisions and activities across departments or levels of management. Many innovative ideas became the victims of in-fighting among managers who had competing objectives. The BRIDGE that held for Gap Closers #1 and 2 : The Ability to Manage Change. When one million bottles of St.

Execution 67

Execution Company 360-Degree Feedback Cooper 67

Harvard Business Review

MAY 10, 2018

Black women continue to be sorely underrepresented in leadership roles in corporate America. of senior management and executive roles of S&P 500 firms, 2.2% Currently, they make up 12.7% of the U.S. population, yet they represent only 1.3% corporations. Many women reported being overlooked consistently. Climbing Glass Cliffs.

Execution 11

Execution Strategy Self-aware Career 11

Harvard Business Review

AUGUST 23, 2016

Our limited sample suggests that both groups agree that board leadership should serve as champions of board diversity, but they differ on the policies they advocate to increase board diversity. Meanwhile, Democrats place greater importance on technology expertise and risk management. Why does all this matter?

Politics 8

Politics Committee Telecommunications Diversity 8