Harvard Business Review

JANUARY 11, 2017

Sponsor/strategist: Sets or influences strategic direction and important decisions; exercises power on behalf of the organization; prepares future leaders. This type of entrepreneurial mindset is extremely helpful and is very often lacking among full-time employees who don’t have significant market or competitive contact.

Mentor 8

Mentor Agility Team Teamwork 8

Great Leadership By Dan

SEPTEMBER 3, 2013

Here’s why: “Most organizations see leaders'' as drivers of results - exceeding sales quotas, deepening market share, boosting profits, etc. They know that once internalized, these beliefs and values affect the norms that influence day-to-day actions, determine what’s important, reinforce appropriate behavior, and change attitudes.

Leadership Development 283

Leadership Development Development Planning Self-aware 283

Harvard Business Review

OCTOBER 28, 2014

As the two markets homogenized into a general mass American market, focused mail-order retailers like Sears and Montgomery Ward saw sales and profits drop. Army uses after-action reviews to change course, as the Pascale article explains in excellent detail. The results are spectacular. In Jan-Feb 1998, Anthony J.

Retail 9

Retail Quinn Real Estate Apparel 9

Harvard Business Review

JANUARY 28, 2016

Agile talent is a concern for many employees who wonder whether their jobs are now at risk, and a worry for executives who wonder whether their role and influence will be diminished. For traditional organizations, bringing on agile talent creates internal politics. Think of talent as partners, not clients.

Management 8

Management Agility Middle Management After Action Review 8