Harvard Business Review

OCTOBER 20, 2011

You can't sit around being fearful; you must act, like Herb Kelleher, who insisted on cutting costs and running lean operations in good times, so that they would be prepared for the next storm, imagined or real. Empirical Creativity. Well, just staying alive does not produce greatness. You must also create.

Skills 15

Skills Leadership Airlines Long-term 15

Modern Servant Leader

JUNE 15, 2018

Developing Servant-Leadership Skills Developing 6:52 27:28. What they were looking for was the kind of experiences and skills I had, and so I applied for the position and was hired in the beginning of 1990. To see that the way they’ve been functioning and operating is not a good way to be in relationship with other people.

Greenleaf 125

Greenleaf Servant Leader Leadership Learning-by-Doing 125

Modern Servant Leader

JUNE 15, 2018

Developing Servant-Leadership Skills Developing 6:52 27:28. What they were looking for was the kind of experiences and skills I had, and so I applied for the position and was hired in the beginning of 1990. To see that the way they’ve been functioning and operating is not a good way to be in relationship with other people.

Greenleaf 100

Greenleaf Servant Leader Leadership Learning-by-Doing 100

Harvard Business Review

JANUARY 10, 2012

Over the last decade, HR at IBM took a number of steps to help drive operational improvement: Delivered the new skills IBM needed at the front lines. In growth markets like Kenya and Malaysia, people needed to develop marketing and innovation skills. HR reinvented the way it trained and developed talent.

Globalization 15

Globalization Human Resources Diversity Long-term 15

Harvard Business Review

DECEMBER 4, 2018

Where once the auto-sector workforce was anchored by workers responsible for mechanical and machine-maintenance roles, the need for electrical skills is now growing exponentially due to the increasing electrical and electronic content of the car. To that end, Trump called on GM to close one of its plants in China.

Industry 8

Industry Technology Engineering Automotive 8

Harvard Business Review

NOVEMBER 22, 2010

I told them that the skills I learned in the military would be directly transferable. From there, they set an order of battle, an operations plan, and timetable with responsibilities delineated. I knew I could use these skills to my advantage at the PHC. When I arrived at the PHC in 2002, it was in financial distress.

Health Care 13

Health Care Delegation PR Operations 13

Harvard Business Review

JANUARY 9, 2014

From 2002 to 2012, the impact of individuals’ task performance on unit profitability companywide decreased, on average, from 78% to 51%. As we discuss in our recent HBR article, “ Dismantling the Sales Machine ,” they rely on collective, even crowd-sourced, skills in ways that weren’t possible just a few short years ago.

Team 10

Team Metrics Compliance Attrition 10

Harvard Business Review

FEBRUARY 24, 2012

It would be unrealistic to imagine a return to low-value-add, low-skill, low-wage production in the commodity industries that employed millions of Americans a century ago. Testing in these cases was not previously possible due to the cost of an on-site operator. Where did all that money go? based manufacturing companies.

Finance 9

Finance Due Diligence Contract Manufacturing Supply Chain 9

Ask Atma

MAY 20, 2012

An honest self-evaluation will tell you where you have to increase your emotional and interactive skills. 2010), and even looking into the impact of facial features (DeBruine, Lisa, 2002). 5) Operational Transparency -. Morey, Daryl; Maybury, Mark; Thuraisingham, Bhavani (2002). Transparency is organizational honesty.

Team 52

Team How To Knowledge Management Self-aware 52

Harvard Business Review

MARCH 2, 2012

As global companies focus their strategies on developed and emerging markets, they require substantial cadres of leaders capable of operating effectively anywhere in the world. economy, expands America's global trade, and attracts foreign companies to base operations in the U.S. to take advantage of America's talented leaders.

Competitive Advantage 12

Competitive Advantage Globalization Development Intellectual Capital 12

Harvard Business Review

JANUARY 19, 2015

Swansea City was a club looking for a midfield player with flair and skill. For example, the power company Tenaga Nasional could send a leader with strong operating capabilities to work for several years at Malaysia Airlines, acquiring skills in turning around a troubled business. Why leave such valuable opportunities to chance?

CFO 8

CFO Leadership Development Telecommunications Cost 8

Harvard Business Review

AUGUST 6, 2014

The number of internet users in China stood at roughly 5 million in 1999 but grew to 40 million in 2002, by which time it was clear that Yahoo was not getting the traction that local Chinese internet companies were seeing. search engine company Inktomi in 2002.

Chief Financial Officer 10

Chief Financial Officer Operations Learning-by-Doing IPO 10

Harvard Business Review

OCTOBER 10, 2016

employees, customers, free agents, communities we operate in) and so much more. Leaders must have the vision and forward-focus to anticipate how technology could disrupt the business model and the skill to mobilize the organization for change and drive a culture of collaboration. ” Let’s go back to the IBM example.

Leadership Development 8

Leadership Development Disaggregation Development Leadership 8

Harvard Business Review

NOVEMBER 19, 2018

Walmart is the country’s largest employer and largest company by revenue and it reached that position through an operating model made possible by proprietary logistics software. Lakhani then provided the dates at which Nokia had offered those features: an app store in 2001 , a touch screen in 2002 , a web browser in 2006.

Software 8

Software Company Competitive Advantage Henderson 8

Harvard Business Review

AUGUST 17, 2015

“There’s a growing war for talent for people with specialized skills,” says Steve King, a partner at Emergent Research. “It could be money, the chance to develop new skills, or the opportunity to work with great people,” says Pink. Understand what they want. Case study #2: Know what they want.

Management 8

Management Tips Performance Review Project 8

Harvard Business Review

OCTOBER 11, 2011

Second, the organization backs up its mission with a system of interrelated capabilities: a combination of processes, tools, knowledge, skills, and organization, all focused on reliably and consistently delivering what is needed to create value according to that way to play.

Crisis 12

Crisis Mayo Strategy Short-term 12

Strategy Driven

OCTOBER 11, 2013

Business shift from the retail dealer customer service mentality of Firestone shifted to a high-production tire operation. K-Mart closed 617 of its under-performing department stores and filed for Chapter 11 bankruptcy reorganization in 2002. Don’t have sufficient management skills or resources to do something well.

Crisis 58

Crisis Crisis Management Retail Budgeting 58

Strategy Driven

FEBRUARY 4, 2011

Tactics deemed as ’standard operating procedure’ for some companies were exposed and ridiculed by others. Yet, most CEOs were never trained on how to be CEOs, with all the responsibility, people skills, leadership and ethical management that must go along with the job. Operational Statistics. Every day in the U.S.,

Ethics 59

Ethics Cost Crisis Learning-by-Doing 59

N2Growth Blog

SEPTEMBER 29, 2010

They do what the client requires of them where qualified, and if they don’t possess the needed skill sets, competencies and experience they should not take the assignment. This suggests a more significant contributor to a successful coaching outcome is a person's state of mind rather than the qualifications and skills of the coach.

Blog 329

Blog Mentor Advice Brand 329