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January 2017 Leadership Development Carnival

Lead Change Blog

Welcome to the January 2017 edition of the Leadership Development Carnival! The Lead Change Group would like to thank Bill Treasurer for sponsoring the Lead Change Group (including this carnival) for January 2017. Joel Garfinkle of the Career Advancement Blog submitted The 16 Ways to Improve Your Work Performance in 2017.

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Introducing 100 Coaches: Pay It Forward Champions

Marshall Goldsmith

Co-founder of Rose Park Advisors—Disruptive Innovation Fund. A leading thinker on strategy and breakthrough innovation. Antonio Nieto-Rodriguez – Author of the best-selling book: The Focused Organization, Winner of the 2017 Thinkers50 Award for ‘Ideas into Practice’. Leads Tuck’s incredibly innovative coaching program.

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Why GE’s Jeff Immelt Lost His Job: Disruption and Activist Investors

Harvard Business Review

Innovation at GE was on a roll. In June 2017 the board “retired” Immelt and promoted John Flannery to CEO. Since then Flannery has replaced Immelt’s vice chairs responsible for innovation. So is John Rice, the head of global operations, along with CFO Jeffrey Bornstein. Then it wasn’t.

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How One Nonprofit Is Expanding Health Care for the Uninsured

Harvard Business Review

It’s a solution we discovered during our research in India, and involves breakthrough innovations that drive down health care delivery costs so much that the margins from serving those who can pay is more than enough to cover the costs of those who cannot. It also pursued process innovations that resulted in cost savings.

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Cutting Costs Without Cutting Corners: Lessons from Banner Health

Harvard Business Review

Nonetheless, between 2012 and mid-2103, Banner has captured nearly $70 million in savings, and by 2017, the savings will contribute $256 million annually to its bottom line. Follow the Leading Health Care Innovation insight center on Twitter @HBRhealth. Leading Health Care Innovation.

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Uber Is Finally Realizing HR Isn’t Just for Recruiting

Harvard Business Review

Employees and other constituents should expect HR to hold leaders accountable for fiduciary and strategic risks, just as a CFO would be expected to hold leaders accountable for a risky pattern of using corporate funds or resources. Are these acceptable growing pains? In one word: No.