Strategy Driven

APRIL 25, 2013

Episode 4 – Skills Mismatch: Business Acumen and Strategy Execution explores the importance of acquiring and maintaining business acumen skills as a key component of strategy execution. business acumen skills differences between executives and managers. Book value is not guaranteed.

Execution 52

Execution Skills Strategy Business Simulation 52

Strategy Driven

OCTOBER 31, 2013

StrategyDriven Podcasts focus on the tools and techniques executives and managers can use to improve their organization’s alignment and accountability to ultimately achieve superior results. StrategyDriven Professional Podcast Episode 4 – Skills Mismatch: Business Acumen and Strategy Execution.

Business Simulation 60

Business Simulation Leadership Strategic Planning Bottom-up 60

Harvard Business Review

SEPTEMBER 7, 2015

And the corporate executive playing games to improve his or her strategy-making skills is still rare. First, there has never been a greater need for companies to learn new ways of doing things in response to a complex and dynamic business environment. Games are testing grounds for strategies. This is unfortunate.

Seminar 8

Seminar Learning Curve Strategy Comparison 8

Harvard Business Review

MARCH 12, 2015

With 58 teams and more than 300 leaders performing in a dynamic and competitive business simulation , we tested the extent to which accurate self-awareness was related to team effectiveness, which was evaluated across a number of business metrics like market share, ROA, customer awareness, productivity, and so forth.

Self-aware 8

Self-aware Emotional Intelligence Business Simulation Rogers 8

Harvard Business Review

OCTOBER 14, 2016

How talent management is changing. Business simulations or unstructured large group dialogues are examples of this. Given the uncertainty in their industry, it was impossible for senior management to know what their long-term business strategy or organizational model would look like. Insight Center.

Leadership Development 8

Leadership Development Development Leadership Participative 8

Harvard Business Review

AUGUST 10, 2017

I met Tanya years ago, at a global corporation where she led a business unit and enjoyed a reputation as a formidable mentor. ” Some version of Tanya’s promise — working here today will make you a leader elsewhere tomorrow — is at the center of many companies’ talent management strategies.

Organization 12

Organization Talent Management Career Learning-by-Doing 12