Great Leadership By Dan

DECEMBER 1, 2016

Edmund Reese, an executive at American Express who was a member of a climbing team, says “The leadership lessons taught by both the guides and the mountain itself has honed my focus on embracing the front lines. Guides empower others to reach their own summits. Guides are risk-aware and provide safety in uncertain conditions.

Leadership Styles 120

Leadership Styles CFO Learning-by-Doing Self-aware 120

Coaching Tip

JANUARY 16, 2011

Some economists have been assailed for having financial ties to the big banks that did so much to precipitate the financial crisis. The wisdom that's been lost in economic theory is that uncertainty is both unavoidable and potent. The modern macro "synthesis" tended to give uncertainty only a bit part. Economist L.

Real Estate 95

Real Estate GDP Uncertainty Crisis 95

Marshall Goldsmith

DECEMBER 2, 2010

Finding, retaining, and developing talent is one of the toughest business challenges executives face. It's made even tougher because many of the practices executives use don't work in today's uncertain environment. The problem for talent management is to deal with and manage that uncertainty. So, what do we do instead?

Attrition 107

Attrition Talent Management Human Capital Supply Chain 107

Women on Business

JULY 9, 2012

Now that you are on your own you have to deal with NO’S and uncertainty. You can fill your bank account with money, but you have to STOP trying to get your clients to BUY what your selling and start serving what they are asking for. How to turn No’s into a Yes! Work on HELPING your ideal client get what they want!

How To 178

How To Bottom-up Price Uncertainty 178

Women on Business

JULY 9, 2012

Now that you are on your own you have to deal with NO’S and uncertainty. You can fill your bank account with money, but you have to STOP trying to get your clients to BUY what your selling and start serving what they are asking for. How to turn No’s into a Yes! Work on HELPING your ideal client get what they want!

How To 178

How To Bottom-up Price Uncertainty 178

Strategy Driven

DECEMBER 5, 2013

He went on to describe the similarities between the banking crisis of 1907 – the one that inspired the formation of the Federal Reserve – and the more recent 2008 financial crisis. As the underwriting weaknesses of subprime portfolios became known, banks stopped lending to each other, paralyzing credit markets.

Banking 50

Banking Crisis Morale System 50

Harvard Business Review

FEBRUARY 2, 2017

Senior executives tend to be shielded from organizational problems and data; they are given limited and filtered information about their operations, employees, and customers. This dramatically changed his assessment of how much of the bank’s aid was getting through the local government, to the people who really needed it.

Execution 8

Execution How To Banking CEO 8

Harvard Business Review

AUGUST 29, 2016

But our interviews with board members and CEOs in the banking industry—and decades of research on experts and teams—point to three factors that can compromise the effectiveness of expert-dominated boards, at least in some circumstances. .” Common sense might suggest that the more experts, the better.

Telecommunications 11

Telecommunications Banking Uncertainty Sample 11

HR Digest

MAY 2, 2019

I’d say we’re very focused on creating a skilled workforce and leadership pipeline that can execute our strategy. I was at a conference recently and one of the speakers remarked that “Culture hedges against the risk of uncertainty.” To what extent is that down to a successful talent management strategy? Photo: Mastercard.

Resources 40

Resources Human Resources Leadership Pipeline Learning-by-Doing 40

Harvard Business Review

MARCH 28, 2018

bank CEOs who were born in the U.S., banks between 1994 and 2006. The banking industry experienced a series of profound competitive shocks in the 1990s. The one we used was the Interstate Banking and Branching Efficiency Act (IBBEA) of 1994 that legalized interstate branching in some U.S. Our sample consisted of 610 U.S.

Banking 10

Banking Sample Hofstede Chief Financial Officer 10

Harvard Business Review

JUNE 29, 2016

percentage points, has likely ushered in a protracted phase of uncertainty for the UK, EU, and global economies. Judging by our interactions with CEOs around the world to date, some of their burning questions are: What are the elements of uncertainty created by Brexit? The Leave campaign’s victory, with a margin of 3.8

Uncertainty 9

Uncertainty Short-term Supply Chain Long-term 9

Harvard Business Review

OCTOBER 2, 2014

So, a decade ago, marketing professor Florian von Wangenheim ( now at the ETH Zurich technical university in Switzerland) and his then-student Markus Wübben ( now an executive at a tech incubator in Berlin) set out, in Wangenheim’s words, to “convince companies to use these models.”. Ergo: heuristics win.

Simon 11

Simon Retail Uncertainty Apparel 11

Harvard Business Review

FEBRUARY 12, 2018

To get inside the eye of the storm, we spoke with executives who have had to successfully navigate crises of all kinds. Even Experienced Executives Avoid Conflict. A consequence of the tendency to “bunker” the executive team is a lack of information flow to the wider organization. Joel Garfinkle. Amit Maimon.

Crisis 13

Crisis Supply Chain Brand Learning-by-Doing 13

Harvard Business Review

JANUARY 24, 2014

Hundreds of financial executives gathered, including some heavy-hitters, from state comptrollers to executives from large pension funds to former U.S. It’s easy to point out a big flaw with the stranded assets discussion: uncertainty. treasury secretary Robert Rubin, who declared, “climate change is an existential risk.”.

Discounted Cash Flow 11

Discounted Cash Flow NGO Conference Banking 11

Harvard Business Review

OCTOBER 3, 2016

And Wells Fargo CEO John Stumpf, already under fire for a fraudulent bank account scheme , has faced tough questions about his salary and the multimillion-dollar retirement package of Carrie Tolstedt, a key executive tied to the scandal. Golden parachutes such are now paid out even when executives leave amid scandal.

Golden Parachute 9

Golden Parachute Hostile Takeover Airlines Execution 9

Harvard Business Review

OCTOBER 2, 2014

So, a decade ago, marketing professor Florian von Wangenheim ( now at the ETH Zurich technical university in Switzerland) and his then-student Markus Wübben ( now an executive at a tech incubator in Berlin) set out, in Wangenheim’s words, to “convince companies to use these models.” Ergo: heuristics win.

Simon 8

Simon Retail Uncertainty Apparel 8

Harvard Business Review

APRIL 28, 2015

” asked the Scandinavian executive. Most Western executives have limited exposure to a frontier market until they are relatively senior in their careers. These executives –each responsible for advising clients or deploying money in emerging markets – underestimated the number by a factor of ten.

Marketing 8

Marketing Career Wireless Decentralization 8

Harvard Business Review

JULY 6, 2012

Take a look at how Citi and Bank of America reinforce their apps' authenticity through the use of logo colors. Features such as Bank of America's SafePass for especially sensitive transactions further strengthen the brands. That means the app's name, color scheme, and logo should build on the parent's.

Stage-Gate 13

Stage-Gate Airlines Brand Loyalty 13

Harvard Business Review

SEPTEMBER 29, 2016

Thanks to the rapid ascent of spymail — email that secretly reveals a recipient’s location and behavior when it is opened — criminals can invade an out-of-office executive’s inbox to steal confidential information. Here’s how it works. there has been a terror attack, they have been kidnapped, etc.)

Travel 8

Travel Execution Hotels Information 8

Harvard Business Review

OCTOBER 25, 2016

In the 1980s, however, pioneering women began moving into management roles and into frontline business areas, such as investment banking. An analysis that we conducted of disclosures made by 50 American financial services companies revealed that women occupy only 20% of executive committee roles and 22% of board positions.

Chief Executive Officer 8

Chief Executive Officer Committee Career Industry 8

Harvard Business Review

MAY 5, 2016

The economy still hasn’t received a boost from sanctions relief, and many big banks that left the country have not returned. However, despite a weakened economy, political tensions, market uncertainty, and the lingering effects of sanctions, Iran remains an important opportunity for multinationals in emerging markets.

Tourism 8

Tourism Banking Due Diligence Hotels 8

Strategy Driven

DECEMBER 3, 2019

Humans have been able to organize large numbers of people into a common mission and execute amazing things, from conquering armies to astonishing constructions project like the pyramids. That requires a new way of thinking about people and leadership. The nature of large-scale digital is, I believe, something new in human endeavor.

Agility 65

Agility Banking Supply Chain CTO 65

Harvard Business Review

NOVEMBER 9, 2017

The widely accepted view that strategy and execution are separable activities sets companies up for failure in a fast-paced world. We came together to consider why strategy so often breaks down in the execution stage. Executives formulated a distinctive strategy of cross-selling, which had much to recommend it. Insight center.

Strategy 8

Strategy Agility Execution Core Competence 8

Harvard Business Review

FEBRUARY 16, 2016

In response to our survey in late 2015, they told us that on economic matters, uncertainty abounds. Across industries, the sense of economic uncertainty is also remarkably consistent. Boards are clearly aligned with business leaders and executives on their outlooks for 2016.

Politics 8

Politics Telecommunications Policies Biotechnology 8

Harvard Business Review

AUGUST 17, 2012

As detailed in this executive brief at HBS Working Knowledge , researchers Jooa Julie Lee, Francesca Gino, and Bradley R. Staats found that performance at a mid-sized Japanese bank peaked on the days with the worst weather, as it did in a series of lab experiments they conducted too.

Airlines 9

Airlines Class Uncertainty Banking 9

Harvard Business Review

DECEMBER 2, 2010

The odds of a successful acquisition are long — something research has proven time and again — yet executives show no signs of losing interest in M&A. Since the Three Horizons represent different levels of uncertainty, they need to be managed and valued differently. This is where Opportunity Engineering comes into play.

NPV 14

NPV Net Present Value Price Engineering 14

Harvard Business Review

JANUARY 3, 2017

Dutch bank ING decided to act swiftly, and rapidly assembled a large team of dedicated executives who would explore the new technology, develop applications, and market its products in the virtual world. Remember “Second Life”? The virtual world in which people could live through an avatar?

McCallum 13

McCallum Competitive Advantage Business Model Consultative 13

Harvard Business Review

APRIL 4, 2016

Instead of pulling out or scaling down their Russia businesses, executives have to find new ways to ensure strong performance. The first mistake executives can make in the current environment is to try to sustain historic levels of revenue growth and profitability. The old approach to Russia won’t work. Invest for the future.

Depreciation 8

Depreciation B2B Price Crisis 8

Harvard Business Review

MAY 23, 2012

The traders at JP Morgan wanted to make money for the bank. And if there's one clear lesson from the crisis, it is that our understanding of how we behave when confronted by risk and uncertainty is shallow at best. The Six Mistakes Executives Make in Risk Management. MORE ON MANAGING RISKY BEHAVIORS.

Management 9

Management Competitive Intelligence Crisis Risk Management 9

Harvard Business Review

DECEMBER 28, 2017

Moreover, having regularly defaulted on its debts, few international institutions are willing to lend to the government, forcing it to rely on poorly capitalized local banks. Most importantly, executives have to follow developments closely. Progress on resolving these issues will be slow and incremental.

Banking 8

Banking First-mover Advantage Politics Finance 8

Harvard Business Review

OCTOBER 21, 2013

Some 15 years ago my colleague Sumantra Ghoshal and I wrote business cases on three companies that were then leaders in their sectors: BP, Royal Bank of Scotland, and Nokia. Over the course of our conversation, the executives and I arrived at the hot topic of authenticity. Leadership Managing uncertainty'

Drucker 8

Drucker Diversity Pharmaceuticals Uncertainty 8

Harvard Business Review

JUNE 21, 2013

At the other end of the spectrum, we found the fewest companies plan to hire in the two industries most driven by uncertainty and regulation: financials and health care. This is especially true in the high-growth materials sector, which is executing most poorly on many talent management practices.

Telecommunications 10

Telecommunications Health Care Talent Management Biotechnology 10

Harvard Business Review

NOVEMBER 6, 2013

Drawing on lessons from the auto industry, banking and beyond, he offered provocative prescriptions for coping in a world in which “the real challenge is to decide what you are doing” in the face of tremendous “technological change or market change.”. Managing uncertainty Managing yourself'

Drucker 10

Drucker Bottom-up Rogers Uncertainty 10

Harvard Business Review

JUNE 16, 2011

At a major retail bank, early signals of an emerging rift between factions — manifested in very different networks of information sharing — made it possible to save an acquisition before it came apart. Interestingly, intangible assets are all the rage these days on Wall Street. What are you doing to cultivate them?

Intangible Assets 15

Intangible Assets Analysis Pharmaceuticals Innovation 15

Harvard Business Review

JUNE 27, 2012

A list of the top 20 banks today contains only seven that were on the list a decade ago. Repeatability was based on a three-year Bain & Company study of enduring profit and relative competitive ability to adapt in a world of increasing velocity and uncertainty. What can executives learn from these 100 companies? And for telecom.

Creativity 14

Creativity Long-term Kotter Cost of Capital 14

Harvard Business Review

OCTOBER 10, 2017

military says, volatility, uncertainty, complexity, and ambiguity , where technology and strategy changes rapidly. This is also true of executives. Three finance professors once asked more than 400 executives what they would do if their quarterly earnings targets were at risk. Building Balanced Cultures.

Organization 13

Organization Tactics Call Center Metrics 13

Harvard Business Review

OCTOBER 18, 2016

Executives can sometimes struggle differentiating between key operational and support investments. Today, for example, many banks, insurance companies and law firms are exploring how they might exploit blockchain technologies. The difference between the two is the impact if the system in question were unavailable.

Tools 8

Tools Competitive Advantage Operations Technology 8