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Innovation Should Be a Top Priority for Boards. So Why Isn’t It?

Harvard Business Review

In contrast, 70% of respondents think their boards have effective processes for staying current on the company; 69% for compliance; 66% for financial planning; and 55% for risk management — although we should note that managing risks is a crucial consideration when pursuing innovation. How Boards Can Foster Innovation.

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How to Get Yourself Invited to Important Meetings

Harvard Business Review

She was on the legal compliance team at a fast-growing biotechnology company. They respected that her role was to help manage the company’s legal risk, but she had a tendency to shoot down ideas and take a conservative stance on gray areas, leaving the marketing group feeling demoralized. Do You Really Need to Hold That Meeting?

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Who's Really Responsible for P&G's Succession Problems?

Harvard Business Review

What kind of signal did this choice send to P&G''s top managers? Is the problem that P&G produces outstanding specialists in marketing but not general managers who can run the business? Using data from the 2012 survey, we also found that boards gave their companies'' very poor grades on talent management.

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Joining Boards: It's Not Just Who You Know That Matters

Harvard Business Review

And 43% cited technology expertise, HR-talent management, international-global expertise, and succession planning as the skills missing most on their boards. The industry with the greatest skills gap was IT & telecommunications, whose boards are in serious need of international-global expertise and HR-talent management.

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Developing Global Leaders Is America's Competitive Advantage

Harvard Business Review

It started 30 years ago with the progressive and unusual step (for that time) of shifting from local nationals as country managers to global leaders from other countries. Two of the best-known programs, GE's Crotonville and Goldman Sachs's Pine Street, are committed to having 50% of participants from overseas entities.

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Developing Mindful Leaders

Harvard Business Review

That was the question Todd Pierce asked himself in 2006 after years of experimenting with the full menu of trainings, meetings, and competency models in his capacity as CIO of biotechnology giant Genentech. As PEP heads into its sixth year at Genentech, some 800 people have participated in the program.

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The First Robot Commencement Address

Harvard Business Review

Without neural implants or biotechnological grafting, you will never be smarter or more computationally competent than I am. You will be managing people and their machines, as well as machines and their people. I am confident at a 97.5% level that I will not be the last. We are all cyborgs now. But I must point out the obvious.