In the CEO Afterlife

SEPTEMBER 8, 2015

Thanks to technology, we have access to an endless source of data at our fingertips, at any place and at any time we choose. Technology gives us more and more data, but analyzing and understanding ‘more and more’ is arduous and time consuming. Now, I don’t want anyone to think that I don’t value information technology.

Power 100

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Women on Business

JANUARY 11, 2011

Often this meant trying to read Mapquest directions while driving on a highway or in the dark.

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Harvard Business Review

AUGUST 2, 2018

For example, I manage the finances for a team that travels very often, and I’ve been grateful for the intelligent guesswork that my expenses software extracts from receipts using machine learning: the merchant’s name, the dollar amount spent, taxes, and likely expense categorization.

Learning-by-Doing 11

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CO2

JUNE 29, 2010

And perhaps more importantly, anyone occupying a position of authority plays a followership role at times, as first-line supervisors report to mid-level managers, mid-level managers report to vice-presidents, vice-presidents report to CEOs, CEOs report to Boards of Directors, etc.

Executive Coaching 129

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Harvard Business Review

MARCH 10, 2015

Aggressive moves by airlines to migrate frequent flyer metrics from miles flown to dollars spent have caused bargain-hunting road warriors worldwide to whine about “disloyalty programs.” Airlines have clearly calculated that customers who spend more are more valuable to them than customers who fly more.

Customer Loyalty 8

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Harvard Business Review

MAY 19, 2016

You’ve managed the same team for the past five years — then one day you find out that your most successful employee uses cognitive-enhancing drugs on the job. Meanwhile, the world of management remains stunningly silent. This scenario may not be hypothetical for long. The Big Questions. — and work performance.

Ethics 15

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Women on Business

JANUARY 24, 2011

For example, as a designer/writer, my skills are not well applied to bookkeeping or financial management. Exhaust resources that don’t cost first and at least come up to “Dummy&# level on each initiative that you manage. &# To know what you need, determine your strengths and strategize to supplement your weaknesses.

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