The Practical Leader
JANUARY 25, 2012
participation in decision making and autonomy, along with supervisory career support (information, advice, and encouragement). “ Structural cohesion is an employee-generated synergy — essentially a close-knit, high-energy culture — that propels the company forward.”
Harvard Business Review
NOVEMBER 9, 2018
. “Executive presence” was mentioned in several reviews as an improvement area, but without any specifics, Tom had no idea what the real issue was and how damaging it could be to his career. Often these pandas live on for years, seemingly innocent, but ultimately gnaw at the career trajectory of otherwise talented leaders.
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Harvard Business Review
SEPTEMBER 4, 2015
However, CEOs often don’t have the career background and education that would equip them to personally lead the process of new product development. For example, Qualcomm’s CDMA mobile technology was a breakthrough that led to its IPO in 1991. Innovation is widely regarded as important to long-term business performance.
Harvard Business Review
JULY 24, 2017
Major organizational changes, covering everything from recruiting and branding to regulatory approvals and marketing, happened in rapid succession, with a hard deadline of 12 months to get it all done for the IPO — and 18 months from the IPO until our full separation from GE. Very quickly, common concerns bubbled up.
Harvard Business Review
OCTOBER 30, 2018
Dara Khosrowshahi, the CEO of Uber, the ride-sharing giant, proudly declared on September 10 that “very few brands become verbs” The same week Upwork, a platform for hiring freelancers, filed for an IPO, as did Fiverr , which boasts that it offers a “freelance services marketplace for the lean entrepreneur.”
Harvard Business Review
MAY 31, 2013
But as an engineer with young kids points out, when he''s able to hang out with his friends whose wives stay at home, "I think they probably have progressed more in their careers than I have in some ways. Sure, taking care of your kids is "providing." Part of it is psychological: I have to remind myself, I am not a second-class citizen.”.
Harvard Business Review
DECEMBER 13, 2012
The majority of people worldwide wouldn't care if two thirds of brands disappeared tomorrow. Just 20 percent of brands are seen to have a notable positive impact on people's lives. Those are two of the findings from Meaningful Brands , a little study we do at my Lab.
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