Harvard Business Review

JANUARY 24, 2012

Nine years ago, when I launched The Energy Project during an economic boom, it was nearly impossible to find senior leaders open to the idea that demand was exceeding people's capacity, and that it was critical to the bottom line to teach employees new ways to manage their energy more skillfully. The way we're working isn't working.

Meyer 15

Meyer Goleman Emotional Intelligence Pharmaceuticals 15

Harvard Business Review

NOVEMBER 9, 2011

COOs are relatively common in service industries such as financial services, energy, information technology and telecommunications, but in manufacturing sectors — such as automotive, chemical, and pharmaceutical companies — they are relatively rare.

COO 12

COO Sample Telecommunications Automotive 12

Harvard Business Review

MARCH 12, 2012

First, the company would increase the amount of free source material for its bio-fuel facility, which would lead to lower per-unit cost of bio-fuel energy, expediting a positive return on its investment. Second, the company could decide to charge its competition for access to its proprietary green technology, leading to a new revenue stream.

Co-Opetition 14

Co-Opetition Company Brandenburger Game Theory 14

Harvard Business Review

SEPTEMBER 15, 2014

A big goal requires a “thick we” network — a community of people who feel responsible for collaborating toward a shared purpose that they see as superseding their individual needs. The goal was to help one another get smarter, while collectively providing superior solutions for Pfizer.

Gilbert 9

Gilbert Participative Cooper Network Economy 9

Harvard Business Review

SEPTEMBER 13, 2011

You either achieve your goals or you don't. Energy, creativity, and activity are all good things — but they don't create value unless results are achieved. I've always been a big believer in using results as the differentiator between success and failure. Most organizations take the same stance.

Short-term 14

Short-term Pharmaceuticals Long-term Maturity 14

Harvard Business Review

MAY 8, 2013

I recently conducted a study of 56 randomly selected companies involved in major change and innovation efforts in the high-tech, retail, pharmaceutical, banking, automotive, insurance, energy, non-profit, and health care industries. MLMs who remained were labeled "dinosaurs" or "overhead.".

Middle Management 9

Middle Management Management Automotive Pharmaceuticals 9

Harvard Business Review

MAY 16, 2011

Catchlight Energy , their 50/50 joint venture, draws on technical resources and existing operations of the two partners. Most major pharmaceutical companies are well-known for their joint R&D deals with biotech start-ups. Google uses a different approach to working with multiple external parties.

Software 15

Software Licensing Long-term Telecommunications 15

Harvard Business Review

MARCH 9, 2015

According to Microsoft , the goal is go beyond using scorecards and KPIs — historical views — to absorb and respond to real-time sentiments. For example, a study of a multinational pharmaceutical company revealed that leaders in its U.S. This allows CEO Satya Nadella to hear early warning signals.

Tools 8

Tools CEO Mezzanine Software 8

Harvard Business Review

OCTOBER 28, 2013

Lois Kelly, co-author with Carmen Medina (see case study #1) of the upcoming book, Rebels at Work: Befriending the Bureaucratic Black Belts and Leading Change from Within , says the smartest people carefully calculate what’s worth their time and energy. Understand your authority. If it’s a 6 or below, she recommends dropping it.

How To 12

How To Case Study Politics Reputation 12

Harvard Business Review

JUNE 16, 2016

The Joint Center For Energy Storage Research (JCESR) has a five-year mandate to develop next generation battery technologies. In battery research, for example, scientists have long focused on finding materials with greater energy density. Draetta of IACS has found many of the same issues arise in pharmaceutical research.

Technology 8

Technology Venture Capitalist Supply Chain Innovation 8

Harvard Business Review

APRIL 22, 2013

Example: Start an exercise regimen program and watch carefully for the ripple effects at home, at work, and in the community as your energy increases and social connections strengthen. I more than exceeded my original goal of leaving early 1-2 times per week and surprisingly found myself less overwhelmed at work than I was previously.

Delegation 9

Delegation Commitment Learning-by-Doing Bottom-up 9

Harvard Business Review

OCTOBER 27, 2014

I studied large-scale change and innovation efforts in 56 randomly selected companies in the high-tech, retail, pharmaceutical, banking, automotive, insurance, energy, non-profit, and health care industries. But they recognize that they — and the organization — need a process to help them reach their goals.

Middle Management 14

Middle Management Six Sigma Taylorism Taylor 14

Strategy Driven

JANUARY 24, 2011

Shared goals and clearly defined roles provide the foundation upon which cooperation and coordination can be built. But since your ability to execute well and consistently is the very fabric of success, I can think of no better place to focus your time and energy. But doing so requires more than faith and words alone.

Execution 67

Execution Company 360-Degree Feedback Cooper 67

Harvard Business Review

MAY 28, 2013

They are realizing it can no longer solely be the charge of HR executives or even of the CEO and top management — and that they must integrate talent management with the long-term strategic goals of the organization if they are to have any hope of claiming competitive advantage. chemicals, metals & mining, paper & forest products).

Talent Management 8

Talent Management Company Telecommunications Management 8

Harvard Business Review

NOVEMBER 3, 2017

However, beyond the strategic goal of becoming an industry leader in terms of cost structure, there was no “story” for how this effort would complement the business’s broader ambitions. If every activity is the result of a command from on high, the company runs the risk of sucking all the energy out of the room.

Execution 14

Execution Strategy Decentralization Short-term 14

Harvard Business Review

MAY 12, 2011

Here's what I see when I look not just at the surface, but deep inside the heart of the economy today: Instead of an "energy industry," I see a resource addiction that saps money and preserves self-destructive expectations. I see, instead of food and education "industries," an obesity epidemic and a debt-driven education crisis.

GDP 21

GDP Hamel Industry Construction 21