Harvard Business Review

SEPTEMBER 17, 2018

Lise and Ruchika tell us how they’ve handled these kinds of requests and what managers can do to assign work fairly. Ruchika Tulshyan is the author of The Diversity Advantage: Fixing Gender Inequality in the Workplace and the founder of Candour, an inclusion strategy firm. Kolb and Jessica L. Recalde, and Lise Vesterlund.

P&L 11

P&L Porter Download Career 11

Harvard Business Review

FEBRUARY 13, 2012

Most people come out of business schools fairly well armed with technical skills, but the softer side of management — communication, collaboration, cross-cultural intelligence, for instance — has dramatically grown in importance, and will continue to do so. Here are five reasons. Soft skills are more important than ever.

Execution 15

Execution P&L CFO Globalization 15

Harvard Business Review

AUGUST 5, 2014

This diversity reflects not only a deepening understanding of the connection between growth and customer satisfaction, but a much greater awareness of what marketing can do to help forge that bond. Says Abi Comber, Head of Marketing for British Airways: “Having P&L responsibility is incredibly powerful.

P&L 11

P&L Banking Marketing Call Center 11

Harvard Business Review

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. Local Growth Teams (LGTs) must have P&L responsibility (this is a key hurdle for American multinationals).

Glocalization 12

Glocalization Mass Marketing P&L Globalization 12

Harvard Business Review

JANUARY 18, 2012

With 440,000 employees in 170 countries, Palmisano recognized that IBM couldn't be run solely from the top; rather, it needed thousands of leaders operating collaboratively around the globe to fulfill its customers' diverse needs. His first act was to abolish IBM's corporate executive committee. Patience and a long-term view. Directness.

Globalization 16

Globalization Golden Parachute Short-term Long-term 16

Harvard Business Review

JANUARY 3, 2014

Candidates also look at firm resources likely to help a new executive succeed and deal effectively with clients, notably the brand, the firm’s reputation, and its external relationships. They want to be part of the management team that drives its growth, and be recognized for the added expertise that they bring to the team.”

Reputation 13

Reputation Consultative P&L Execution 13

Tanveer Naseer

NOVEMBER 26, 2013

And that is the issue of how to effectively manage a multi-generational workforce. That’s why it’s important that we not distract ourselves and expend what limited resources we have on non-issues like generational differences. . “How ‘Gen X’ Managers Manage”, in Osland J.S.,

P&L 243

P&L Fraser Motivation Organizational Behavior 243