The Practical Leader

JANUARY 25, 2012

non-monetary recognition and competency development” “A compelling “for what” purpose can also bring out the best in employees. “ Structural cohesion is an employee-generated synergy — essentially a close-knit, high-energy culture — that propels the company forward.” ”

Company 53

Company IPO Ethics Magazine 53

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. It was a highly valued change.

Management 9

Management IPO Diversity Long-term 9

Harvard Business Review

AUGUST 6, 2014

In May of 2005, Yahoo CEO Terry Semel, cofounder Jerry Yang, corporate development executive Toby Coppel, and I — I was then chief financial officer of the Silicon Valley internet company — went on what would turn out to be a fateful trip to China. Only legal, finance, and human resources still reported back to headquarters.

Chief Financial Officer 9

Chief Financial Officer Operations Learning-by-Doing IPO 9