Leading Blog
MAY 1, 2013
What You''re Really Meant to Do : A Road Map for Reaching Your Unique Potential by Robert Steven Kaplan. The Three Rules : How Exceptional Companies Think by Michael E. Change Intelligence : Use the Power of CQ to Lead Change That Sticks by Barbara Trautlein. Raynor and Mumtaz Ahmed.
First Friday Book Synopsis
JUNE 30, 2013
Raynor Mumtaz Ahmed Negotiation New Gallup Study: Most Americans unhappy at work Peter Bregman Robert Steven Kaplan: An interview by Bob Morris Russell Foster Suzanne Lucas TEDGlobal 2013 The Imperatives of an Organization Built for Speed The New York Times Vijay Govindarajan What the Dog Saw Why do some companies achieve exceptional performance while (..)
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LDRLB
FEBRUARY 13, 2014
It became one of the Magazine’s most popular articles of 2013. The reason: their company cultures stifle innovation. The 300 HR managers in the audience raised their hands in agreement when they were asked if “the soft stuff” was their company’s biggest barrier to innovation. Why such keen interest in this topic?
Harvard Business Review
DECEMBER 6, 2013
Journal writer Dennis Berman begins by citing Kellogg CEO John Bryant, the respected head of a well-run company, who was describing one of its “innovations” for 2013. But if the CEO of a major company can call Gone Nutty! That word is innovation, and it’s quickly losing whatever meaning it once had. The Gone Nutty! Seriously?
Harvard Business Review
MAY 18, 2017
Kaplan’s balanced scorecard or Clayton Christensen’s disruptive innovation. ” (2008), it seems to me, is that it serves as an assessment tool that allows managers and executives to benchmark their organizations against other units and companies. That quality made him (arguably) the quintessential HBR author.
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