Harvard Business Review

DECEMBER 30, 2013

By building a dedicated team of talent , sponsors see a measurable benefit to their own careers: White leaders — both men and women — with a posse of protégés are 11% more satisfied with their own rate of advancement than those who haven’t invested in up-and-comers. Be a more active ally. Be a more proactive protégé.

EPS 13

EPS Diversity Innovation Bottom-up 13

Skip Prichard

AUGUST 25, 2019

CEO John Stumpf set the tone. All that corruption helped them hit quarterly EPS targets. As many big organizations very deliberately move to more agile ways of working, leaders are finding that the controlling tendencies that helped bring them this far in their careers are less useful now. That’s what Wells Fargo did.

Competitive Advantage 92

Competitive Advantage Leadership Analysis Tips 92

Harvard Business Review

JULY 17, 2014

Many employees are encouraged to “just be yourself,” only to find their authenticity — and their career ambitions — constrained by unwritten office rules about appearance, speech, and behavior. Moving up in an organization depends on looking and acting like a leader, on being perceived as having “executive presence” (EP).

EPS 8

EPS Hypercompetition Diversity Constraint 8

Harvard Business Review

OCTOBER 23, 2015

It’s not just that certain schools are known for excellence in a given field or offer coursework and training relevant to a specific career path. These organizations, also known as elite professional service (EPS) firms, have some of the most well-developed and longstanding on-campus programs.

EPS 8

EPS Diversity Banking Reputation 8

Harvard Business Review

MARCH 17, 2011

I'm sure I asked this next question in the kind of holier-than-thou voice that only a 20-something can conjure: Why would I shift my career from Apple and GoLive (a hot web authoring software) to CAD, where innovation levels and growth were single digit? The Carol he was referring to was Carol Bartz , now of Yahoo, then CEO of Autodesk.

EPS 15

EPS Strategy Reference Execution 15

Harvard Business Review

OCTOBER 20, 2014

Cook, of the profound productivity difference between employees who just punch the clock to get their daily pay and those who engage in learning to make productive contributions through which they can build their careers and thereby reap future returns in work and in retirement. That’s just 2.1% Employee incentives. Social innovation.

Innovation 11

Innovation EPS Incentives Supply Chain 11