Harvard Business Review

APRIL 20, 2016

” [Ford Smart Mobility’s] role is to design, develop, build, invest, and grow these mobility services. We didn’t want to overlay them with the Ford bureaucracy. They can’t hedge, like Ford is doing. This is a play straight out of Clay Christensen’s disruption playbook.

Christensen 8

Christensen Hedge Bureaucracy Innovation 8

Harvard Business Review

MAY 17, 2016

For this, Saudi Arabia will require a capable, accountable, and professional bureaucracy. Paradoxically, although low oil prices have spurred much of the change, they are also likely to inhibit the rate at which Saudi Arabia can diversify its economy.

Politics 13

Politics Human Capital Price Long-term 13

Harvard Business Review

FEBRUARY 24, 2017

Over this combined quarter-century of experience, I developed three rules for managing top-end talent. In my 36-year career, I haven’t met a single person truly at the top end of the talent distribution who is highly motivated by compensation. Treat Them as Individuals, Not as Members of a Class. I learned this one by making a mistake.

Management 15

Management Class Talent Management Fashion 15

Harvard Business Review

MARCH 14, 2016

To make everybody happy, to serve every need, to hedge every bet, many CEOs spread resources around democratically as their companies grow — and they lose the spikiness on the cost sheet that is the telltale sign not of profligacy but of focus. Few business leaders have developed this attention to the front line as effectively as M.S.

Company 8

Company Hotels Supply Chain Long-term 8