Leading Blog
JANUARY 27, 2020
T HE BIGGEST CHANGE being brought about by AI is not human replicas, but the emergence of digital operating models. Marco Iansiti and Karim Lakhani, professors at Harvard Business School, explore these changes in Competing in the Age of AI with examples of businesses in many industries. The operating model is how that is accomplished.
Persuasive Powerhouse
OCTOBER 18, 2010
On Sunday, I took 75 pictures; because of a light wind and the sun’s travels across the sky, perhaps five of those were true &# keepers&#. Mary Jo Asmus A former executive in a Fortune 100 company, I own and operate a leadership solutions firm called Aspire Collaborative Services. I’m wondering how you do so?
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Persuasive Powerhouse
SEPTEMBER 20, 2010
In addition, there is evidence that some sensory information is sent directly to the heart before it even travels to the brain. Even seasoned leaders (and those who operate more from the head) seem to have difficulty with that one. What this means to you So what does all of this research mean to leadership and organizations?
Persuasive Powerhouse
SEPTEMBER 8, 2010
The women (admins were all women at one time) began talking about how difficult it was to find good child care, and how they had to travel great distances sometimes to find it. Mary Jo Asmus A former executive in a Fortune 100 company, I own and operate a leadership solutions firm called Aspire Collaborative Services.
Harvard Business Review
DECEMBER 1, 2017
They were both naïve to think that creating a high-expense, polished operation would automatically enhance their business. If your startup spends a lot on office design or executive first-class travel, consider the impression on your staff. What is your business’ core competence?
Great Leadership By Dan
APRIL 23, 2015
Or how Herb Kelleher upended air travel with Southwest’s low-cost, no-frills, fun-in-the-air approach. Consider how Walt Disney – or the folks from ESPN – leveraged core competencies and strategic assets to build global entertainment empires.
Harvard Business Review
NOVEMBER 19, 2013
Masala has been at Kuoni, a leading travel services company, since 2007, and is known for frequently shaking things up. This can provide a useful contrast to blue sky innovation sessions, where ‘no ideas are bad ideas’ and many ideas are so outside of a company’s core competencies that they aren’t remotely actionable.
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