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What They Didn’t Teach You at Business School about Negotiation

Great Leadership By Dan

The creative teams he developed laid the foundations for today’s music, movie, and telecommunications industries. He owned the American market (some 60 million at the time), but his dreams were bigger: the entire British Empire (about 400 million). But the better bulb by itself wasn’t the reason for Edison’s success.

P&L 252
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Intrapreneurship in "Social" Business

Mills Scofield

A powerful way to do this, called mobile recruitment uses text messaging (SMS: Short Message Service) to allow workers to find jobs. I was directed to two companies already working in this market, Baba Jobs in India and Assured Labor in Latin America. I am passionate about giving low-income workers in Latin America access to jobs.

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The Danger of Denial

Marshall Goldsmith

In the 1980s, I appeared on a videotape that was widely distributed as part of a leadership development course for IBM managers. On the tape, I suggested that small computers – more powerful than existing mainframes – would soon be on desktops everywhere and that they would cost less than $5,000. He’s right.

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Can Nokia Reinvent Itself Again?

Harvard Business Review

Nokia, today’s telecommunications networking company, has made corporate transformation into an art form. Often entering new categories through acquisition, at one point it made rubber boots and tires; telephone and power cables; even household products like toilet paper (I’ve seen them myself).

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Defining The Second Ring of Service/Quality: Support That Satisfies

The Practical Leader

And there’s the power and simplicity of The Three Rings model. A telecommunications company discovered that when company representatives periodically called customers, those customers perceived improvements in their service — such as fewer dropped calls — whether there actually were less calls dropped or not.

Quality 49
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Leadership in Liminal Times

Harvard Business Review

Lou Gerstner’s arrival at IBM in 1993 is a classic example of leadership through a liminal period. It was the summer of 2000 and the company had quickly lost $85 billion in market capitalization. Business education Informal leadership Leadership' Procter & Gamble provides another example. billion to $11.7

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Artisans Must Balance the Books

Harvard Business Review

When I founded the nonprofit African Institution of Technology , I initially focused on helping African entrepreneurs or artisans, especially those with only primary education, develop new skills and market opportunities. But as soon as they began, the communal power of African extended family system weighed on them.

Books 13