Strategy Driven

AUGUST 17, 2011

Every professional has an average work-life spanning four decades, and once he embraces these tenets, he can evolve over the years to the point where he is self aware. It is becoming routine for self-employed doctors, lawyers, engineers, copy writers, clothing line designers and other creative professionals to be globally mobile.

Self-aware 50

Self-aware Engineering Chief Technology Officer Learning-by-Doing 50

Harvard Business Review

SEPTEMBER 25, 2018

And leveraging it for competitive advantage. To have that kind of environment where people can be their authentic self, you need to create an inclusive culture. So we’ve identified six leadership traits that we embed in our teams every day. Terri thanks so much for joining us today. Angelia Herrin, HBR.

Cooper 12

Cooper Content Self-aware Diversity 12

Harvard Business Review

JANUARY 22, 2018

Terri Cooper, Principal and Chief Inclusion Officer of Deloitte Consulting, as she discusses six attributes of leaders who display the ability to not only embrace individual differences, but to potentially leverage them for competitive advantage. We’re discussing a new Deloitte report around leadership in a diverse new world.

Cooper 8

Cooper Content Diversity Leadership 8

Harvard Business Review

MAY 3, 2016

“The shift from a country-centric corporation to one that is more global in its outlook will have a radical impact on leadership development,” says Professor of Management Practice William George, the former chairman and chief executive officer of Medtronic. At Harvard Business School’s Comprehensive Leadership Programs.

Education 9

Education Globalization Execution Development 9

Harvard Business Review

MAY 2, 2013

This is very different from the way large businesses have operated for decades. What does it mean to operate in a digital business ecosystem? Digital business ecosystems dynamically create and operate value chains that extend their participants'' markets. What does it mean to view innovation as the only competitive advantage?

CIO 8

CIO Competitive Advantage Agility Hamel 8

Harvard Business Review

JULY 15, 2013

Our research, conducted in partnership with Harvard Business Review, The Economist, CEB (formerly the Corporate Executive Board), Intel, and TNS Global, finds that corporate leadership has lost confidence in the CIO as a strategic partner and views IT as a commodity rather than a difference-maker.

CIO 9

CIO Crisis Competitive Advantage Webinar 9

Harvard Business Review

JULY 15, 2015

Getting the company back on its feet required a major boost in operating efficiency. In order to make our success sustainable, we decided to roll out a new “leadership model” for our middle- and upper-level managers. We ended up putting a lot more resources into this step than into awareness.

Resistance 8

Resistance Long-term Short-term Self-aware 8

Strategy Driven

APRIL 17, 2015

As companies operate, all make honest and predictable mistakes. This chapter studies communications, thinking processes, management processes, self-inflicted crises and structural components of companies that go bad, or maybe never do what it takes to be good. Setting one’s self up for failure. Stubbornness.

Self-aware 50

Self-aware System Learning-by-Doing Bottom-up 50

Harvard Business Review

MARCH 23, 2015

The team is the company’s raw DNA, the purpose their religion, and culture their unique way of operating based on common principles, norms, and values. Some call this integrity, but truth seeking and self-awareness are slightly different. Such self-awareness and truth-seeking is easy to lose, and hard to win back.

Company 8

Company Self-aware Long-term Mission Statement 8