Harvard Business Review

OCTOBER 22, 2013

She kicked off her October management team meeting, which I was attending, by reading the following passage from my book: The dangers of taking too much risk are very clear. They develop slowly over time and are almost impossible to pinpoint. It was quickly followed by several attempts to caveat and soften his headline.

COO 8

COO Short-term CFO Pharmaceuticals 8

N2Growth Blog

SEPTEMBER 22, 2010

The comment I left on Dan’s post was as follows: “Thought provoking post to be sure…However my belief is that the most powerful question of all is the one that works within the context of the situation at hand. I strongly recommend to all CEOs that they routinely ask team members the following questions: Why? (my

Team Building 284

Team Building Blog Team CEO 284

Harvard Business Review

DECEMBER 20, 2016

When risks do present themselves, they develop plans to minimize the risk and identify where it is needed most. To develop better risk management behaviors, CEOs need to: List a minimum of eight ideas for new initiatives. Identify, document and plan for risks as part of developing strategic alternatives.

Innovation 8

Innovation Skills CEO Learning-by-Doing 8

Skip Prichard

OCTOBER 10, 2019

Steve Anderson spent his career in the insurance industry focused on risk and business growth. He is a leading authority on insurance, risk management, technology, and innovation. The S-Team (senior leadership team) developed Amazon’s flywheel. Followed by irrelevance. Followed by death. Jeff Bezos.

Letter 90

Letter Collins Long-term Parcell 90

Harvard Business Review

NOVEMBER 14, 2016

An important part of your job as a manager is making sure everyone on your team has the right amount of work. It’s tempting to give the workhorse more projects than others (especially if she’ll get them done the fastest) or to ease up on someone who is struggling, but you also need to be fair. Have a plan.

Delegation 8

Delegation Project Team Short-term 8

Strategy Driven

FEBRUARY 3, 2012

In many professions, the idea of full-scope, sophisticated positioning has been foreign up until now. Business development has occurred primarily by accident or through market demand. Business development. Few companies can even sustain present levels of sales without some degree of business development. by Hank Moore.

Positioning 50

Positioning Company Strategic Planning Guidelines 50

Harvard Business Review

NOVEMBER 23, 2010

The reasoning went as follows (I have approximated Kinsleys numbers to make the arithmetic easier). If the discount airlines are ten times more dangerous, this rises to 1 in a million, but you make up for this by saving $50 per flight. The reasoning went as follows (I have approximated Kinsleys numbers to make the arithmetic easier).

Airlines 14

Airlines Report Guidelines Discount 14

Harvard Business Review

JUNE 20, 2014

We misunderstand probability , we’re myopic , we pay attention to the wrong things, and we just generally mess up. Psychologist Gerd Gigerenzer has spent his career focusing on the ways in which we get things right , or could at least learn to. What follows is a much-edited rendition of the full conversation. But he feeds you.

Uncertainty 10

Uncertainty Kahneman Banking System 10

Harvard Business Review

MAY 15, 2017

And when big decisions came up, we used our existing predictions as a starting point for those conversations. It’s seemed like the perfect place for partners to make cross promotional agreements, but a lot of other things were launching there and we risked getting lost in the noise. ” No one has ever disagreed.

Company 8

Company Participative Training Project 8

Harvard Business Review

DECEMBER 17, 2013

In fact, the Organization for Economic Cooperation and Development (OECD) estimates that almost a quarter (24.2%) of all New Zealanders with university-level educations have emigrated. We also asked the directors to assess their companies’ performance on talent management by evaluating the following nine practices: attracting top talent.

Talent Management 8

Talent Management Analysis Globalization Survey 8

Harvard Business Review

APRIL 10, 2014

When we looked at board service, we found that FOB and non-FOB directors had served on an almost identical number of boards in their careers (5.8 For the family-owned business breakout: FOBs made up 8% of the sample and non-FOBs constituted 92% of sample. respectively) and were currently serving on the same number of boards (3.1).

FOB 8

FOB Diversity Talent Management How To 8