Strategy Driven

JANUARY 3, 2011

Written in a clear, professional and straightforward manner, it is relevant to the management of all types of projects, including IT, construction, engineering, telecommunications and government, as well as many others.

Project 56

Project Goal Management Budgeting 56

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.

Competitive Advantage 15

Competitive Advantage Leadership Telecommunications Talent Management 15

Harvard Business Review

JULY 22, 2015

Skill development is clearly a major priority for companies and managers these days. 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. That will give urgency to the learning. .

Project 8

Project Parcell How To Short-term 8

Harvard Business Review

NOVEMBER 23, 2010

Moreover, almost everybody in a company has certain opinions about how to do HR. If you want to conduct an employee survey, ask business stakeholders about its relevance and how to do it. But it must be HR that decides how things are done, based on the professional knowledge and insights only HR people will have.

CIO 15

CIO Guidelines Telecommunications Emotional Intelligence 15

Harvard Business Review

NOVEMBER 30, 2010

As Tom Davenport, Larry Prusak, and I talk to people about our current research, we hear broad support for its central thesis: that good judgment is not only something required of individuals in leadership positions; it is something that must be embedded in organizations as a whole.

Guidelines 14

Guidelines Education Telecommunications Emotional Intelligence 14

Leading Blog

APRIL 16, 2021

There are many ways that even a good business with good leadership can be damaged or bankrupted. Are you good at resolving conflicts with people, or are you willing to work really hard to learn this skill? How many moments of your life are you willing to trade for money? * * *.

Learning-by-Doing 255

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

Harvard Business Review

OCTOBER 1, 2015

You’re giving them a fish, but you aren’t teaching your people how to fish. Ask your team members to start developing the skill of managing their inner critics. The goal you want to them to work toward is not unfailing confidence, but rather, more skillful management of their own limiting beliefs and self-doubts.

Mentor 8

Mentor Telecommunications Tools Learning-by-Doing 8

Harvard Business Review

NOVEMBER 30, 2010

In my own work , I found that this might be particularly prevalent for utilities (gas, electricity and telecommunications). His work has shown how firms can use "frames" (the way in which prices are presented) to soften competition. Ran Spiegler (with co-authors) has studied such strategies.

Retail 14

Retail Price Comparison Nalebuff 14

Harvard Business Review

NOVEMBER 23, 2010

He did not, from my point of view, have the skills to run the big company that we had produced. How can a company avoid Citigroups misstep and establish beforehand whether the CEO has the aptitude to lead process improvement? But they have very little interest in how to get the ideas put into operation. We all have.

Process 15

Process CEO Insurance Banking 15

Harvard Business Review

JULY 31, 2012

During the annual sales-planning process, managers determine how to invest resources to capture anticipated demand. A lower-growth market where the company has significant share would require "defensive farming" — that is, fewer reps, but with strong skills in account management. Align sales coverage with opportunity.

B2B 14

B2B Chemicals Analysis B2C 14

Harvard Business Review

MARCH 16, 2015

AT&T, for example, had to switch its focus from traditional telecom services to wireless services, and this shift required employees with different skill sets. food processor General Mills, noting that his company was quickly expanding internationally, said, “One of our challenges was how to develop a truly globally mobile culture.

CEO 8

CEO Stephenson Pharmaceuticals Globalization 8

Harvard Business Review

NOVEMBER 23, 2010

More on: Managing yourself , Morale , Work life balance Join the Discussion | More by This Author | Email/Share Previous The Right CEO Personality for Process Improvement Next How to Turn Garbage into Gold Never miss a new post from your favorite blogger again with the Harvard Business Review Daily Alert email.

Guidelines 14

Guidelines Telecommunications Emotional Intelligence Balanced Scorecard 14

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. A desire to develop by acquiring new skills and mastering new situations is a fundamental element of learning agility. Ask for feedback.

Agility 8

Agility Learning-by-Doing Executive Coaching Telecommunications 8

Harvard Business Review

AUGUST 4, 2014

What are your special skills — digital marketing know-how you learned in fast-moving consumer goods? Or is it your knowledge of how to work with regulators in highly regulated industries? Next, candidly evaluate how you compare with other executives, based on your proven track record. Collaborating.

Telecommunications 8

Telecommunications Emotional Intelligence CEO Health Care 8

Harvard Business Review

APRIL 7, 2015

I recently spoke with the leadership team of a top Silicon Valley technology firm that had installed an internal enterprise collaboration platform for its employee engagement and collaboration efforts. It was a disappointing outcome and they wanted to know how to fix it, or if they should maybe just toss it out and invest in a new platform.

Technology 8

Technology Tools Telecommunications CIO 8

Harvard Business Review

NOVEMBER 24, 2010

The catch is that most companies dont know how to reflect. So heres how to craft your own reflection items. On the odd occasion most boardrooms reflect, reflection often starts with "how." If thats what to reflect on, here are a few tips for how to reflect better. The catch is that most companies dont know how to reflect.

Short-term 15

Short-term Guidelines Mass Marketing Telecommunications 15