Great Leadership By Dan

JUNE 19, 2014

Indeed, we often tell the parable of the orange to demonstrate the thinking behind the process. Rather than focusing on disputes or problems, the process begins with a search for opportunities. The creative teams he developed laid the foundations for today’s music, movie, and telecommunications industries.

P&L 252

P&L Telecommunications Chemicals Film 252

Eric Jacobson

MARCH 20, 2021

Another CEO we know makes failure part of the review process, asking executives to describe recent failures. Arora has held various operational and leadership positions with Apple, Sun Microsystems, 3M Groupon, and Staples. If they aren’t big enough, the executive isn’t taking big enough risks—and may fail to get a bonus.

McKinsey 65

McKinsey B2C Telecommunications Learning-by-Doing 65

Eric Jacobson

JANUARY 30, 2021

Another CEO we know makes failure part of the review process, asking executives to describe recent failures. Arora has held various operational and leadership positions with Apple, Sun Microsystems, 3M Groupon, and Staples. If they aren’t big enough, the executive isn’t taking big enough risks—and may fail to get a bonus.

McKinsey 65

McKinsey B2C Telecommunications Globalization 65

Strategy Driven

JUNE 2, 2015

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. nuclear power industry which reduced costs with economies of scale, shared content, and secure student data.

Information Technology 50

Information Technology Telecommunications Committee Technology 50

HR Digest

APRIL 1, 2020

With the introduction of creative workplaces, the workplace has become more spacey, and there are more telecommunication and file work. To prevent slacking off among employees, the organization should include a process of accountability. The workplace looks for management that is equals rather than authorities.

Telecommunications 52

Telecommunications Delegation Micromanagement Follow-up 52

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. Preventing fraud sure sounds like a good thing. That seemed to make sense.

Bureaucracy 203

Bureaucracy Compliance Learning-by-Doing Engineering 203

Marshall Goldsmith

DECEMBER 16, 2013

The CEO of a leading telecommunications company recently embarked on an innovative approach. This process not only helps to retain key talent but also yields great feedback for continuous improvement. Employee Engagement Leadership'

Bureaucracy 151

Bureaucracy Intellectual Capital Kotter Telecommunications 151

Strategy Driven

JUNE 13, 2011

Take a more granular approach that allows the use of certain sites, but at a throttled down bandwidth level so business processes are not slowed. Keith has over 10 years experience in telecommunications and data networking. They can then be subtly pushed back towards work-related tasks. To learn more about Black Box, click here.

Strategy 94

Strategy Management CRM Telecommunications 94

Harvard Business Review

NOVEMBER 23, 2010

I also argued in my last post that the CEO has a critical and unique role to play in process improvement, enabling a companys activities to be redesigned across functions and divisions. If the CEO doesnt play this role, process improvement stays comfortably within functional boundaries. He wasnt a process manager.

Process 15

Process CEO Insurance Banking 15

Leading Blog

JANUARY 15, 2020

As part of my new book, The Future Leader , I interviewed more than 140 CEOs around the world and asked them each to define leadership. My role in terms of leadership is to set the vision and to share it. Hans believes leadership is: “Ensuring that people have everything they need to achieve the missions of an organization.

Definition 360

Definition Telecommunications CEO Motivation 360

Mills Scofield

JANUARY 16, 2013

Having lived in and with off-the-grid communities in Latin America, in Nicaragua and Colombia, I had seen and felt the impact of low Internet and basic telecommunications access, especially when it comes to communicating with potential employers. This customer discovery process let me identify the forces acting on a worker.

Short-term 187

Short-term Innovation Entrepreneur Learning-by-Doing 187

The Practical Leader

JULY 18, 2011

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. Blurring the Lines: A Broader Definition of Service/Quality.

Quality 49

Quality Telecommunications Definition Blog 49

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

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. Implement a change control process so that any changes to the scope are properly managed.

Project 56

Project Goal Management Budgeting 56

Harvard Business Review

JULY 12, 2013

Yet, here we are in 2013 with organizational leadership models that continue to deny the social nature of organizations and wallow in inertia. Our leadership practices remain authoritative. And, a paltry 38% reported that their organizations had effective leadership running the show.

CIO 9

CIO Leadership Drucker Telecommunications 9

Harvard Business Review

OCTOBER 28, 2014

Neither Utilities nor Telecommunications are represented in the chart below because all but a few companies in those sectors have no non-domestic revenue. Our conclusion is that the challenges of globalizing the boardroom transcend sector specifics and have more to do with decision-making biases in the process of managing board composition.

Globalization 14

Globalization Committee Telecommunications Consensus 14

Harvard Business Review

MARCH 2, 2018

But our recent research found that this style of leadership works best in motivating certain types of performance and certain types of employees. We found these effects happened through two distinct psychological processes. Some employees respond to empowering leadership more than others.

Delegation 13

Delegation Analysis Creativity Uncertainty 13

Harvard Business Review

JANUARY 26, 2017

From these results, a broad story emerges: Senior leaders have a better relative understanding of the company’s direction than sale reps, but are concerned that they don’t have the right sales processes and people. But good planning and proper leadership support can help. They changed their approach to training.

Execution 8

Execution Cost CRM Telecommunications 8

Harvard Business Review

JUNE 22, 2017

There has been even more stability in analytical leadership, change management, and culture, and in many cases those remain the toughest problems to address. Along with the hardware advances, the need to store and process big data in new ways led to a whole constellation of open source software, such as Hadoop and scripting languages.

Open-book 8

Open-book Software Supply Chain Technology 8

Harvard Business Review

MAY 30, 2014

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. Change management Delegation Leadership' Consider this example.

Delegation 8

Delegation Management Telecommunications Consultative 8

Harvard Business Review

DECEMBER 26, 2014

We have reviewed hundreds of corporate announcements and websites, interviewed numerous leadership experts, and conducted an analysis of CEO changes and successions over the past five years at S&P 500 and Global 100 companies. Through this effort, we have observed certain characteristics of this emerging trend.

CEO 13

CEO Contingency Plans Telecommunications Planning 13

Harvard Business Review

APRIL 29, 2013

To be sure, much has been written about analysts as storytellers (see, for instance, A Data Scientist''s Real Job on HBR.org) and about creativity as part of the analytical process, but what has not been explored is the storytelling analyst actively participating in co-creating value with others. Here''s how it works in data analysis.

Analysis 8

Analysis Storytelling Brainstorming Telecommunications 8

Harvard Business Review

APRIL 19, 2016

.” With Iger’s contract ending in 2018, the company said its board “will broaden the scope of its succession planning process to identify and evaluate a robust slate of candidates for consideration.” ” That broader scope may extend well beyond Disney’s ranks. one of the authors of the study.

CEO 8

CEO Company Telecommunications Planning 8

Harvard Business Review

JANUARY 11, 2011

Their founders — China's first generation of entrepreneurs — are nearing retirement, so these companies' futures hinges on how effectively the incumbents manage leadership transitions. Consider, for example, the Shenzhen-based Huawei , which has become the world's second largest telecommunications equipment-maker.

Succession 14

Succession Telecommunications Finance CEO 14

Harvard Business Review

APRIL 1, 2016

telecommunications or food safety or healthcare or aerospace or energy/environment). They might not have a realistic view of governmental/political processes or a feel for balancing public and private interests or understand the inherent contingency of policy efforts. A needed a pproach. What’s the difference between the two?

Policies 8

Policies Politics Short-term Globalization 8

Harvard Business Review

APRIL 2, 2014

Or take Harris Corporation, an American telecommunications company founded in 1895. Woolworth Company – companies that were once the best in their field but failed to untangle themselves from deeply embedded routines, and fatally flawed resource allocation processes.

Competitive Advantage 9

Competitive Advantage Airlines Telecommunications Long-term 9

Harvard Business Review

NOVEMBER 1, 2012

This process leaves companies vulnerable to competitors who develop new forms of technology that initially fail to serve the "best" customers well, but quickly improve. This process of "disruptive innovation" enabled new competitors to create entirely new product categories.

Disruptive Innovation 8

Disruptive Innovation Christensen Telecommunications Incubator 8

Harvard Business Review

OCTOBER 28, 2013

Swisscom AG is the major telecommunications provider in Switzerland. To make sure the various headquarter divisions in Bern can catch and use the ideas they “throw,” they’ve developed a give-and-take synching process. Idea Scouting.

Innovation 8

Innovation Telecommunications Technology Entrepreneur 8

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. Our conversation took place at the Institute of Coaching (a Harvard Medical School affiliate) Leadership Forum, held in October at IESE Business School.

Agility 8

Agility Learning-by-Doing Executive Coaching Telecommunications 8

Harvard Business Review

JANUARY 7, 2013

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. This process has been incubated successfully at SAP, where teams have compressed the product development process into three months for some new releases.

Strategy 9

Strategy Six Sigma Engineering Bottom-up 9

Harvard Business Review

JULY 22, 2015

Consider, for instance, the talent development program at Ascom, a global telecommunications company. Designing projects as learning tools is a fairly straightforward process. Leadership also wanted to improve service delivered to property taxpayers and municipalities. Both teams exceeded their targets.

Project 8

Project Parcell How To Short-term 8

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

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

JULY 31, 2012

During the annual sales-planning process, managers determine how to invest resources to capture anticipated demand. One telecommunications company we spoke with continually tested plays on different customer segments to determine which offers at which price points with which types of services were most successful in various markets.

B2B 13

B2B Chemicals Analysis B2C 13

Harvard Business Review

NOVEMBER 25, 2015

3) What processes in an organization affect culture? We saw this play out in retail, banking, telecommunications, and the fast food industry as well. What processes in an organization affect culture? So here is one: Culture is the set of processes in an organization that affects the total motivation of its people.

Motivation 8

Motivation Company Airlines Learning-by-Doing 8

Harvard Business Review

MARCH 16, 2015

How did we make sure that our policies and processes reflected the world we lived in, not just where our headquarters were?” As David Thodey put it, “Leadership was pretty important. Leadership Competition' ” Regulation and Legislation. People observed what I did and what I spent my time on.

CEO 8

CEO Stephenson Pharmaceuticals Globalization 8

Great Leadership By Dan

MARCH 7, 2016

New DDI research explores leadership differences between men and women and makes the case for gender diversity in the workplace. DDI’s High-Resolution Leadership study reviewed true assessment data from 10,000 global leaders and found no difference in the battle of the sexes for leadership skills. Wellins, Ph.D.,

Diversity 120

Diversity Globalization Transportation Industry 120