Harvard Business Review

FEBRUARY 10, 2015

The expression of confidence is intimately tied up with leadership. Bush faced John Kerry in their first Presidential debate in 2004, Bush criticized Kerry for having vacillated on the war in Iraq. The problem is that leaders may be especially resistant to communicating uncertainty. Forecasting Leadership' When George W.

Uncertainty 8

Uncertainty Long-term Policies Learning-by-Doing 8

Harvard Business Review

JUNE 17, 2013

One reason was a disjointed leadership structure — comprised of three "business centers" in Stockholm, Milan, and Kalamazoo, Michigan, and one new "management center" in Windsor, near London — that had been negotiated as part of the 1995 merger. Change management Leadership Managing people' Build trust.

Company 8

Company Compliance Long-term Short-term 8

Harvard Business Review

DECEMBER 22, 2015

But the companies we studied resist disruptive reorganizations and instead put their culture to work. That’s how Lego went from losing a million dollars a day in 2004 to being the world’s largest toy company in 2015. That’s why the quality and caliber of top leadership is so important.

Execution 8

Execution Strategy Fashion Apparel 8

Harvard Business Review

JANUARY 27, 2017

The color revolutions wanted a change in leadership. Start at the receptive end of your spectrum, working your way through higher and higher thresholds of resistance. Which stakeholders inside or outside the halls of power have the ability to implement or resist change? Gandhi wanted independence from the British.

Succession 8

Succession Tactics Resistance Power 8

Harvard Business Review

AUGUST 18, 2011

The open defiance by England's law enforcement leadership toward a world-class innovator is almost as shocking as the riots themselves. It's akin to 1980s General Motors asserting Japanese car manufacturers don't understand American car buyers or Microsoft dismissing the 2004 Google as just a "search" company.

Innovation 8

Innovation Crisis Class Resistance 8

Harvard Business Review

SEPTEMBER 5, 2018

When David White became Global VP of Supply Chain at Campbell Soup Company in 2004, the company had a shocking lost-time injury rate of 1.24%. Across the company, most people did want to follow David’s leadership and reduce injuries, but setting a goal of 50% worried some who were more averse to change and risk.

Company 8

Company Supply Chain Letter Follow-up 8

Harvard Business Review

JANUARY 15, 2018

For example, at The Fat Duck in the UK (which has had three Michelin stars since 2004, except in 2016 when it closed for refurbishment, and where I worked on the innovation side), cooking temperatures are systematically controlled to 0.1°C, This means achieving precise standardization and strong quality control.

Innovation 8

Innovation Project Creativity Open-book 8

Harvard Business Review

DECEMBER 13, 2017

From 1970 to 2004, the percentage of CEOs hired from outside the firm increased from 12% to 39%. A recurring theme in those interviews was bemoaning major changes in R&D strategy that occurred as a consequence of new, often outside, leadership.

Short-term 8

Short-term Decentralization Company Trends 8