Strategy Driven

JULY 28, 2019

You can see this play out in your daily operations and ultimately in the P&L. By deriving the intersection of three key questions: what are we wildly passionate about, what can we do better than anyone else, and what drives our economic engine, you set a direction for people that is easy to align with. efficiency).

Agility 62

Agility P&L Intangible Assets Team 62

Harvard Business Review

NOVEMBER 29, 2017

The CTFs were hosted on our open-sourced platform, and the challenges were designed by a cross-functional team of security engineers each with a specialized skill set (mobile application security, Windows security, and so on) to ensure a well-rounded CTF experience. Is it phishing? Weak passwords? Physical security?

Workshop 11

Workshop Education Brand Participative 11

Women on Business

JANUARY 24, 2011

But many businesswomen are so overwhelmed with running day-to-day operations, there is little or no time to do a good job at casting the net of promotional effort out—whether through community activities, donations, networking events, promotional campaigns, public relations initiatives, or advertising—it is NEVER enough!

Press Release 100

Press Release Discount Sharpe Advertising 100

Harvard Business Review

JULY 7, 2011

When an office bully starts running wild, there are often two employees to blame. Many of the best leaders and managers in the business world operate from the Pleaser power style. When they are operating from their strengths, Pleasers can become the glue that holds a positive corporate culture together. What's the holdup?

Rogers 14

Rogers Morale Long-term Pharmaceuticals 14

Harvard Business Review

FEBRUARY 8, 2011

Different operational skills. Even within a discipline there are differences in core operational strengths: often highly technical businesses will have more than one highly technical co-founder, but one of them will, for example, be a terrific architect while the other will be excellent at R&D or engineering.

How To 15

How To Long-term Learning Curve Entrepreneur 15

Harvard Business Review

DECEMBER 17, 2014

And the more growth opportunities stretch beyond a company’s current capabilities, the more the company needs to build systems to manage the unique nature of these opportunities (the kind we describe in more depth in our recent article “ Build an Innovation Engine in 90 Days ” and our 2012 e-book Building a Growth Factory ).

Innovation 9

Innovation Company Venture Capitalist Business Model 9

Harvard Business Review

MARCH 24, 2015

Despite spending billions of dollars every year on the latest security products and hiring the best security engineers and analysts, companies are more vulnerable than they’ve ever been. vulnerability intelligence (what is being exploited in the wild?), Unfortunately, this mindset is still too rare.

Company 8

Company Supply Chain Tactics Learning-by-Doing 8

Harvard Business Review

SEPTEMBER 1, 2015

The Google/Alphabet metamorphosis has catapulted Sundar Pichai into one of the highest profile leadership jobs in Silicon Valley. Pichai now leads an all “bits” business even though he was trained, solidly, in the world of “atoms,” as a metallurgical engineer. Born in Chennai, India, he came to the U.S.

CEO 8

CEO Engineering Advertising Technology 8

Harvard Business Review

APRIL 1, 2016

Inevitably, not all of the final pitches were winners but, to Facebook, the potential for uncovering groundbreaking innovations is worth pulling a couple hundred engineers away from their everyday tasks. It could also be a process or a set of operating norms that set the stage for bigger changes.

Supply Chain 8

Supply Chain Banking Brainstorming Participative 8

Harvard Business Review

DECEMBER 20, 2011

So it's no wonder that business started to wake up to the serious danger that storms and shortages present to their operations, both from direct damage to property and from massive production interruptions (i.e., The extreme weather seriously disrupted coal production , one of the most important economic engines in the country.

Supply Chain 15

Supply Chain Apparel P&L Long-term 15

Harvard Business Review

AUGUST 9, 2018

These ventures are unified in their vision — really more of an obsessive quest — for a more sustainable and resilient future for humanity, executed through a mixture of brilliant engineering and out-of-the-box thinking.

Succession 13

Succession Armstrong Self-aware Wilde 13