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First Look: Leadership Books for May 2024

Leading Blog

The New CEO : Lessons from CEOs on How to Start Well and Perform Quickly (Minus the Common Mistakes) by Ty Wiggins Becoming a CEO is a high-stakes moment, whether it's your first, second, or third time in the seat. What you say and how you act in your early days as CEO sets the tone for how you'll be perceived for years to come.

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Assessing Ballmer’s Leadership

Michael Lee Stallard

Check out technology critic David Pogue’s “ How Ballmer Missed the Tidal Shifts in Tech ” which appeared on the New York Times’ website on August 24. ” (These are the three types of psychosocial cultures in organizations.) Some years ago I gave a presentation on Connection Cultures at the Innovation Council.

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Why the Best Strategies Blend the Digital and Physical

Skip Prichard

According to Stanford Graduate School of Business Lecturer and venture capitalist Robert Siegel , this is false – nothing in life or business is ever that simple. One of the best leaders I ever saw demonstrate this attribute was Bernard Tyson, the former CEO of Kaiser Permanente. Digital innovation is the answer to everything.

Strategy 141
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The Future of Human Work Is Imagination, Creativity, and Strategy

Harvard Business Review

It seems beyond debate: Technology is going to replace jobs, or, more precisely, the people holding those jobs. Recently, the CEO of Deutsche Bank predicted that half of its 97,000 employees could be replaced by robots. Here are four ways to think about the people left behind after the trucks bring in all the new technology.

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What Inclusive Urban Development Can Look Like

Harvard Business Review

One of us is an urban theorist, the other a community-focused real estate developer. EDENS, of which the latter is CEO, has led the revitalization of the 45-acre Union Market district in Northeast Washington, DC. Developers have two primary ways to help create new and better jobs. We think cities can do better.

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Should Big Companies Give Up on Innovation?

Harvard Business Review

It’s a common question thrown at me by entrepreneurs, venture capitalists, or the more cynically minded corporate leaders. Start-up companies tend to cluster in industries favored by venture capitalists (like biotechnology or information technology) or ones where there are relatively low barriers to entry (like restaurants).

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Think Global, Not Emerging Markets, Century

Harvard Business Review

As multinational corporations pursue opportunities in emerging markets, they're bound to stumble if they overlook the developed economies, and vice versa. Without operating in the former, they won't be able to attain economies of scale; sans the latter, they're unlikely to continue developing state-of-the-art technologies.