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Why Your Employees Count as Much as Your Clients

Strategy Driven

Nothing will drive an employee away or decrease their performance and motivation faster than poor management practices. While management focuses on control, organization, and supervision, leadership is the ability to inspire, motivate, and influence to empower others to create organizational success. Consider leaving a comment!

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Invest in Tomorrow’s Workforce, and World

Harvard Business Review

Collectively, the UN projects, the less developed regions of the world “will grow 58% over 50 years, as opposed to 2% for more developed regions. Nigeria, in particular (with a population projected to exceed that of the USA by 2050 ), will increase its workforce threefold in the next 50 years. Our future progress depends on it.

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Scaling Up is a Problem of Both More and Less

Harvard Business Review

As an organization or project grows, and as its challenges change, it not only needs to recognize new priorities, it needs to delete or deemphasize old ones. Sales doubled in 2013. Just a couple of weeks ago, BuildDirect received $30 million in additional financing led by Venture Capital firm Mohr Davidow.

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A Blueprint for Measuring Health Care Outcomes

Harvard Business Review

The board approved, and Erasmus’s next CEO – Ernst Kuipers – drove this forward from 2013. Engaging leadership in the finance domain – representing the denominator of the value equation – is helpful as it will ensure dedicated resources. Set Up a Steering Committee and Project Team. Insight Center.

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What Big Companies Can Learn from the Success of the Unicorns

Harvard Business Review

The term “unicorns,” coined, in 2013, by Aileen Lee, founder of Cowboy Ventures , is commonly used to identify venture-backed private companies valued at $1 billion or more. They attempted nearly 34 projects that failed before developing an iPhone app called Picaboo, which was subsequently rebranded as Snapchat.

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4 Strategies for Women Navigating Office Politics

Harvard Business Review

In 2013, we conducted a number of interviews and surveyed 270 female managers in Fortune 500 organizations to determine what they liked and disliked about business meetings. Gail was in her fifth year at a large finance firm when she recognized a disconcerting pattern. When personalities and motivations intertwine, anything can happen.