Marshall Goldsmith

FEBRUARY 8, 2018

Tony Marx – President and CEO, New York Public Library – the nation’s largest library system. Previously Kevin was a leader in Electronic Data Systems and Ford. Deborah Borg – Chief Human Resources & Communications Officer, Bunge Limited. Sean McGrath – Human Resources Vice-President World Bank Group.

Executive Coaching 70

Executive Coaching CEO Magazine Banking 70

Strategy Driven

OCTOBER 21, 2011

Twelve cases are written as narratives with multiple teaching points, but without a focus on a particular business decision; the remaining twenty-three cases were written around specific conundrums related to strategy, operations, finance, marketing, leadership, culture, human resources, organizational design, business model, and growth.

Learning-by-Doing 62

Learning-by-Doing Price Bottom-up Finance 62

Harvard Business Review

FEBRUARY 11, 2013

If we want to hire sharp people in our organizations, we need to market to them. Unfortunately, too many HR chiefs and hiring managers labor under the delusion that sharp and switched-on people are dying to apply for their jobs, even when they're not. The company has a need. This is the opposite of marketing.

Sharpe 8

Sharpe Marketing Audience Process 8

Harvard Business Review

JULY 11, 2013

A cascading series of deadlines, operating systems, and reporting rules have to be arranged, tested, and communicated. These logistics took a sharp new turn last week when the Obama administration decided to delay enforcing mandatory employer and insurer employment requirements until 2015.

Health Care 8

Health Care Parcell Politics Policies 8

Harvard Business Review

SEPTEMBER 1, 2016

But as companies get bigger, they have a harder and harder time staying close to their customers and maintaining the sharp, ground-level instincts of a younger company. When was the last time you overrode your human-resources systems to reward them? Do you have a way of regularly identifying and celebrating them?

Company 9

Company Hotels Supply Chain Learning-by-Doing 9

Harvard Business Review

MAY 15, 2013

Six top executives are midway through a 12-week assignment: Figure out how thousands of employees in their $8 billion company can absorb major changes—three acquisitions, a new global IT system, and a mandate to double revenue in three years—in minimal time. Suddenly, a snag. Where will this designated miracle worker report?

Team 8

Team Argyris Teamwork Sharpe 8

Harvard Business Review

NOVEMBER 30, 2010

Several years ago, in a long New Yorker essay called "The Talent Myth," Malcolm Gladwell launched a withering attack on just this sort of star system. They believe in stars, because they don't believe in systems. That's why the best companies I've gotten to know invest in stars and systems.

Tacit Knowledge 15

Tacit Knowledge Long-term McKinsey Venture Funding 15