Harvard Business Review

JANUARY 11, 2017

Take the decision of Sam Waksal, the former CEO of the emerging biotechnology company ImClone Systems. First, and most conspicuous, in exercises, the consequential decision is identified for participants. When Tough Performance Goals Lead to Cheating. Colm Healy and Karen Niven.

Ethics 8

Ethics Training Biotechnology Morale 8

Harvard Business Review

JUNE 3, 2013

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.

Succession 8

Succession Telecommunications Biotechnology Real Estate 8

Harvard Business Review

SEPTEMBER 21, 2018

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.

Innovation 8

Innovation Short-term Telecommunications Long-term 8

Harvard Business Review

MAY 7, 2018

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?

Restructuring 9

Restructuring How To Compliance Biotechnology 9

Harvard Business Review

JULY 16, 2013

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.

Telecommunications 8

Telecommunications Biotechnology Health Care Real Estate 8

Harvard Business Review

MARCH 2, 2012

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.

Competitive Advantage 12

Competitive Advantage Globalization Development Intellectual Capital 12

Harvard Business Review

DECEMBER 30, 2011

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.

Development 15

Development Biotechnology CIO Short-term 15