Eric Jacobson

JANUARY 30, 2021

Mid-February brings the beautifully presented, coffee-table-styled book, Fast Times: How Digital Winners Set Direction, Learn, and Adapt , written for senior executives who are frustrated by the slow pace and limited return on investment (ROI) of their digital transformation, and are unsure what’s holding them back. He is based in Paris.

McKinsey 65

McKinsey B2C Telecommunications Globalization 65

Great Leadership By Dan

MAY 22, 2014

As a leader, then, it is to your advantage to have a team of individuals with whom you can test your ideas and discuss potential problems. His clients span a variety of industries including pharmaceuticals, animal health, financial services, telecommunications, industrial products, defense, power utilities, technology and consumer goods.

Shaw 229

Shaw Telecommunications Metrics Pharmaceuticals 229

Experience to Lead

OCTOBER 22, 2021

However, this is something that we also strive to inspire amidst our own team. Virtual programs with a major telecommunications firm in Malaysia. The global pandemic brought our team a variety of challenges that resulted in a reset. However, one that particularly stands out was with Maxis.

Telecommunications 52

Telecommunications Globalization Participative Learning-by-Doing 52

Thin Difference

AUGUST 8, 2019

By building a high-performing team , your business will be far more likely to weather industry storms and succeed long-term. They can also translate that vision to their team and show them how they can contribute. This is a great option for new employees or a team or department with shared goals. Who Should Coach?

Short-term 64

Short-term Long-term Telecommunications Webinar 64

Strategy Driven

JANUARY 28, 2020

The same thing goes for 71% of financial service executives in the country. Furthermore, the media and information industries will continue to invest in telecommunications outsourcing. This is despite the concerns on data security surrounding cloud technology. Outsourcing Trends. Cloud-based technology increases connectivity.

Outsourcing 66

Outsourcing Trends Offshoring Telecommunications 66

Strategy Driven

JUNE 2, 2015

We are thrilled to have Ruth join our StrategyDriven team," says Nathan Ives, StrategyDriven President and CEO. For nearly three decades, Ruth led the Institute of Nuclear Power Operations’ (INPO) Information Technology Division as Director, Computer Systems and Telecommunications and Director, Information Technology and Data Services.

Information Technology 50

Information Technology Telecommunications Committee Technology 50

Eric Jacobson

FEBRUARY 1, 2017

Melissa Greenwell "You are leaving money on the table and forfeiting your strategic advantage if you don't have women well represented on your boards and seniors management teams," argues Greenwell. Greenwell is Executive Vice President and Chief Operating Officer of national retailer The Finish Line, Inc.

Chief Operating Officer 50

Chief Operating Officer How To Leadership Telecommunications 50

Tanveer Naseer

MAY 16, 2011

Russell is an educational psychologist, author, executive coach and management consultant whose clients include Fortune 500 executives in aerospace, healthcare, pharmaceutical and biotechnology, information technology, telecommunications and oil and gas. What if you really do need to get the other team on board?

Bureaucracy 203

Bureaucracy Compliance Learning-by-Doing Engineering 203

Strategy Driven

MAY 15, 2015

It is becoming increasingly rare to find an individual or organization that has not yet been required to team with others. Just as empowerment, team building and other processes apply to formal organizational structures, then teamings of independents can likewise benefit from the concepts. Composers and lyricists to write songs.

Cooper 50

Cooper Open-book Tourism Telecommunications 50

Strategy Driven

JUNE 13, 2011

With more than 4500 Team Members worldwide, we serve more than 175,000 clients in every major industry sector. Keith has over 10 years experience in telecommunications and data networking. As a business owner or IT manager, you need tips and tactics on striking the right balance. To learn more about Black Box, click here.

Strategy 93

Strategy Management Telecommunications CRM 93

Harvard Business Review

APRIL 20, 2017

I’ve been struck over the years watching executives opine in public about the need for “accountability” and “high performance,” then complain helplessly in private about one or two middling members of their own team. My colleagues and I have found that: On the weakest teams, there is no accountability.

Team 15

Team Bureaucracy Video Telecommunications 15

Persuasive Powerhouse

OCTOBER 18, 2010

I work for a telecommunications company and occasionally I’m in the field dressing fiber optic cable in cabinet. Mary Jo Asmus A former executive in a Fortune 100 company, I own and operate a leadership solutions firm called Aspire Collaborative Services. It comes from the work my clients do. They are amazing.

Greenleaf 145

Greenleaf Maslow Telecommunications Blog 145

Harvard Business Review

JANUARY 26, 2017

Sales is, by far, the most expensive part of strategy execution for most firms. And more than half of executives (56%) say that their biggest challenge is ensuring that their daily decisions about strategy and resource allocation are in alignment with their companies’ strategies.

Execution 8

Execution Cost Telecommunications CRM 8

Marshall Goldsmith

NOVEMBER 4, 2013

While these advantages are easy to see from the vantage point of the CEO, they can be difficult to execute. Future leaders will work with their managers in a team approach that combines the leader’s knowledge of unit operations with the manager’s understanding of larger needs.

Short-term 107

Short-term Long-term Trends Telecommunications 107

Strategy Driven

JANUARY 3, 2011

StrategyDriven effective executives, efficient employees Home About The StrategyDriven Organization Our Company Our Contributors Karen K. Whether you are a project manager, senior manager, team member, consultant, trainer or student, you will be able to use this book to improve the way in which you manage projects. Juliano Howard T.

Project 56

Project Goal Management Budgeting 56

Harvard Business Review

AUGUST 29, 2016

But our interviews with board members and CEOs in the banking industry—and decades of research on experts and teams—point to three factors that can compromise the effectiveness of expert-dominated boards, at least in some circumstances. The first factor is what psychologists call “cognitive entrenchment.”

Telecommunications 10

Telecommunications Banking Uncertainty Sample 10

Harvard Business Review

APRIL 16, 2015

Nokia, today’s telecommunications networking company, has made corporate transformation into an art form. In 1992, new CEO Jorma Ollila and his team made a decision that is iconic in the world of corporate reinvention, going all-in on the emerging telecommunications markets. The playbook sounds familiar.

Telecommunications 8

Telecommunications Crisis Committee Marketing 8

Harvard Business Review

NOVEMBER 9, 2011

The answers may not be as self-evident as many executives think. That's what we found when we studied the top management teams of companies in Europe over the past three years. Of the 97 largest listed companies in the UK and the Eurozone in 2010, only 37 had a COO in their executive ranks.

COO 12

COO Sample Telecommunications Automotive 12

Harvard Business Review

MAY 30, 2014

When senior leaders disappear after a big change announcement, and leave lower-level managers to execute it, they are missing in action. The CEO of a large telecommunications firm announced an enterprise-wide cost-reduction and simplification effort as a way of responding to rapidly changing technologies and new competitive threats.

Delegation 8

Delegation Management Telecommunications Consultative 8

Harvard Business Review

SEPTEMBER 21, 2018

Corporate directors and executives alike recognize that today’s pace of change continues to accelerate and that firms need to innovate to stay ahead. Some might even want to consider increasing their membership to ensure that they have the skills they need as a team and that they represent a wide enough array of perspectives.

Innovation 10

Innovation Short-term Telecommunications Long-term 10

Harvard Business Review

DECEMBER 2, 2011

Many companies extol the value of work-life balance for their employees, but the reality for senior executives? What they don't understand is that modern-day telecommunications, the hair-trigger requirements of financial markets, and the pace of global organizations create 24 x 7 work lives for most executives. There isn't any.

Stress 15

Stress Telecommunications Goleman Emotional Intelligence 15

Harvard Business Review

JULY 16, 2013

He appointed a special team to create an objective, transparent method for selecting the directors. After reviewing the roles and responsibilities of each board and the natures of the new businesses, the team derived lists of the skills each board needed. In our survey, we also asked about specific skills.

Telecommunications 8

Telecommunications Biotechnology Health Care Real Estate 8

Harvard Business Review

JUNE 13, 2017

In an era where business keeps moving faster, it is no small wonder that resilience has become the new must-have executive skill. While executives have always known about the personal benefits of being resilient, they haven’t always recognized that it is also needed for the sake of their teams and organizational health.

Telecommunications 8

Telecommunications Hedge Video Stress 8

Harvard Business Review

MAY 8, 2012

Starting in the 1970s, the country's ability to create low-cost, quality products helped them dominate key industries, such as automobiles, telecommunications, and consumer electronics. To compete with this miraculous turnaround, Western companies, starting with Motorola, began to adopt Japanese methods.

Six Sigma 18

Six Sigma Kaizen Govindarajan Telecommunications 18

Harvard Business Review

JANUARY 11, 2011

Consider, for example, the Shenzhen-based Huawei , which has become the world's second largest telecommunications equipment-maker. In the late 1990s, he promoted Li Yinan, a dynamic young executive, to be his second in command and possible successor. At the same time, Ren Zhengfei's desire to keep it in the family is understandable.

Succession 14

Succession Telecommunications Finance CEO 14

Harvard Business Review

APRIL 2, 2014

And in business life, CEOs incentivize and promote those senior executives who can get new ideas to market more quickly than competitors. Or take Harris Corporation, an American telecommunications company founded in 1895. But many senior executives lose touch with the humble customer as they get closer to the C-Suite.

Competitive Advantage 9

Competitive Advantage Airlines Telecommunications Long-term 9

Harvard Business Review

JANUARY 17, 2012

As new technologies in social media, transportation, and telecommunications bring us closer together, it's more critical than ever for organizations to recruit, develop, and retain multicultural leaders who can skillfully navigate both the opportunities and challenges of a more connected world. When executed well, the results are astonishing.

Competitive Advantage 15

Competitive Advantage Leadership Telecommunications Talent Management 15

Harvard Business Review

JULY 22, 2015

Enrollment in learning programs has surged over the last few years to generate a global executive education market of over $70 billion a year. Consider, for instance, the talent development program at Ascom, a global telecommunications company. Managers learn how to articulate a business opportunity in ways that energize team members.

Project 8

Project Parcell How To Short-term 8

Harvard Business Review

JANUARY 25, 2012

Indeed, we think every organization must develop and execute an aggressive plan to put data to work. Their new roles are essential, but they cannot execute without wholly different mindsets. A more capable team quite naturally produces better results. The McKinsey report on Big Data suggests the U.S. But there I was.

Organization 15

Organization Telecommunications McKinsey Price 15

Harvard Business Review

JULY 25, 2016

As I talk with learning and HR executives around the world, I hear these issues coming up everywhere. Consider, for example, the challenges that one telecommunications company faced with high turnover in its retail stores. You and Your Team Series. Almost two-thirds left within the first 60 days. Learning to Learn.

Telecommunications 8

Telecommunications Retail Human Capital Class 8

Leading Blog

APRIL 16, 2021

To this day, my greatest professional pleasure comes from the pride I associate with the recruitment and retention of the extraordinary Planet Subaru team, but gathering our current roster came with the frequent disappointment of people failing to live up to my expectations. Are you good at supervising others, and do you enjoy that?

Learning-by-Doing 255

Learning-by-Doing Long-term Automotive Open-book 255

Harvard Business Review

OCTOBER 30, 2014

Nowhere else in the executive suite of a typical corporation are two functions as closely intertwined as sales and marketing. But to get to that top tier, marketing and sales executives can no longer afford the inefficient silos that have long characterized the relationship. Build a joint local strategy.

Marketing 11

Marketing Guidelines B2C Analysis 11

Harvard Business Review

JANUARY 7, 2013

At frog, we hear the same things from executives in financial services, healthcare, and infrastructure. We even hear it from our clients in the international market, such as regional telecommunications companies, who see a "unified user experience strategy" like Apple's as a sign of status. But that was a foreign idea not so long ago.

Strategy 10

Strategy Six Sigma Engineering Bottom-up 10

Harvard Business Review

DECEMBER 31, 2015

The CEO sitting across from me is explaining how he and the other executives of a telecommunications firm were caught off guard by a new technology that disrupted the firm’s business. He talked openly about his challenges and fears, inviting feedback from four executive coaches whom he’d just met.

Agility 8

Agility Learning-by-Doing Executive Coaching Telecommunications 8

Harvard Business Review

OCTOBER 28, 2013

Swisscom AG is the major telecommunications provider in Switzerland. The job of Swisscom’s Silicon Valley team is to find the very best ideas from the giant marketplace of mobile innovations and introduce them to headquarters in Bern, Switzerland.

Innovation 8

Innovation Telecommunications Technology Entrepreneur 8

Harvard Business Review

JANUARY 16, 2013

The Dutch telecommunications company KPN implemented social media to strengthen employees' connections to others, but the technologies have taken on a life of their own, creating unexpected benefits in surprising places. That means high-level executives must use social technologies too and give them enthusiastic support.

Media 9

Media McKinsey Supply Chain Telecommunications 9

Harvard Business Review

OCTOBER 1, 2015

You want to give a member of your team a stretch assignment, but she tells you she’s just “not ready yet” — she’d like to get more experience before taking it on. If someone on your team is hampered by a harsh inner critic, they’re likely to talk themselves out of sharing their ideas and insights.

Mentor 8

Mentor Telecommunications Tools Learning-by-Doing 8