When All Else Fails, Follow a Hunch

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Bob's blog entries Cambridge International Group Damon Beyer Follow a Hunch Harvard Business Review blog it's critically important for managers and leaders to nurture hunches and create and environment where they can yield fruit Saj-Nicole Joni The Right Fight When All Else FailsHere is an excerpt from an article written by Saj-nicole Joni for the Harvard Business Review blog.

The Business Lessons of the Belmont Stakes

Harvard Business Review

Well, we can quantify that with something called a Beyer Speed Figure , a measure of a horse's performance adjusted for track conditions. Here are the speed figures for the Kentucky Derby and Preakness combined for the last seven Triple Crown aspirants, all of which failed, along with I'll Have Another: Beyer Speed Figures for Triple Crown Contenders.

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Three Traps Facing New Global Leaders

Harvard Business Review

The Right Fight , by Saj-nicole Joni and Damon Beyer, (HarperCollins, 2010) is available in book, e-book and audio formats. The business news is full of stories about the fact that large corporations are expanding at breakneck speed outside the U.S. while the domestic economy stagnates. And the best and brightest employees are seeking opportunities to work overseas in order to accelerate their upward trajectory.

The Business Lessons of the Belmont Stakes

Harvard Business Review

Well, we can quantify that with something called a Beyer Speed Figure , a measure of a horse's performance adjusted for track conditions. Here are the speed figures for the Kentucky Derby and Preakness combined for the last seven Triple Crown aspirants, all of which failed, along with I'll Have Another: Beyer Speed Figures for Triple Crown Contenders.

When Does the Buck Stop?

Harvard Business Review

The Right Fight , by Saj-nicole Joni and Damon Beyer, (HarperCollins, 2010) is available in book, e-book and audio formats. Just for fun, imagine you're running a gigantic multinational corporation with more than 118,000 employees. You can't possibly be responsible for every little thing that goes wrong in all your divisions and subsidiaries. So the question is: where exactly is the tipping point at which you must accept fundamental responsibility for problems that occur on your watch?