CO2

JUNE 29, 2010

And perhaps more importantly, anyone occupying a position of authority plays a followership role at times, as first-line supervisors report to mid-level managers, mid-level managers report to vice-presidents, vice-presidents report to CEOs, CEOs report to Boards of Directors, etc.

Executive Coaching 129

Executive Coaching Execution Blog Self-aware 129

Harvard Business Review

DECEMBER 10, 2015

These dynamics make it hard for teams to recognize or to be fully cognizant of new disruptive challenges, while also stifling the creative innovation that is necessary to proactively confront such challenges. Here’s what will replace it, and here’s what we need to do now to survive and thrive.

Groupthink 8

Groupthink Team Consensus Christensen 8

Harvard Business Review

OCTOBER 5, 2018

From leadership transitions and restructurings, to mergers and acquisitions, to regulatory changes, there seems to be constant unrest in the workforce. Empower leaders and managers to lead through change. Find creative ways to involve employees in the change. Alan Copson/Getty Images.

Resistance 13

Resistance Commitment Uncertainty Restructuring 13

Harvard Business Review

JULY 31, 2015

Ignite managers’ passion to coach their employees. Historically, managers passed on knowledge, skills, and insights through coaching and mentoring. But in our more global, complex, and competitive world, the role of the manager has eroded. Managers are now overburdened with responsibilities.

Development 8

Development Mentor Learning-by-Doing Restructuring 8

Harvard Business Review

FEBRUARY 9, 2012

In my consulting work with large, multinational companies, I see a pervasive anxiety among managers who have trouble finding people for skilled positions, no matter what industry or region. As a result, they tend to focus narrowly on technology skills, the Accenture survey reports. Have you ever started a club?

Skills 14

Skills Survey Human Resources Document 14

Harvard Business Review

APRIL 5, 2017

However, firms can efficiently increase margin growth without much revenue growth by managing to squeeze out their fixed costs to service the same level of output. Many compensation plans reward managers for higher earnings and higher stock prices, as opposed to rewarding them for adding long-term value to the firm.

EPS 8

EPS Metrics Depreciation Short-term 8

Harvard Business Review

MAY 24, 2013

P&G is in the midst of a major restructuring, and has laid off thousands of people. P&G''s board has been under a great deal of pressure from an activist investor who has made his views on the pace of the restructuring clear and vocal. How can he get people to take creative risks in a climate of turbulence and uncertainty?

P&L 8

P&L Restructuring Price CEO 8

Harvard Business Review

JANUARY 23, 2014

A few years ago Dave Ulrich, a management thought leader from the University of Michigan, made a comment I found both insightful and profound: “ Every leader needs to have a model of organization design.” An effective organization design model guides a manager in answering five fundamental questions in a thoughtful and well-integrated way.

Ulrich 8

Ulrich Cost Efficiency Consultative 8

Skip Prichard

MARCH 21, 2021

From demographics to technology, the economy is changing dramatically and so is the way we work. How should organizations restructure and change in light of it? These should be managed by a single, unified talent mobility function, and each of these should have a set of policies that guide how they operate. -Brynne Kennedy.

Trends 105

Trends Policies Career Real Estate 105

Harvard Business Review

JUNE 23, 2016

The senior commercial and scientific directors formed a “circle of leaders” comprised of 23 senior managers who had no meaningful history of collaboration on strategic initiatives. One of the biggest mistakes the leadership of any company can make is to suppress imagination and creative thinking.

Leadership 8

Leadership Diversity Committee Long-term 8

Harvard Business Review

FEBRUARY 2, 2016

We thought that creative, capability-rich companies would have paid a lot of attention to the way they organized and the value that restructuring gave them. Some of the first business functionaries were railroad telegraph operators who managed schedules. The functional model of organization dates back to the 1850s.

Development 8

Development Supply Chain Incentives Outsourcing 8

Strategy Driven

DECEMBER 9, 2015

These free tech tools can be directly applied in a work role or used simply to build one’s creative and technical skills. These free tech tools can be directly applied in a work role or used simply to build one’s creative and technical skills. Put these four technologies in your tech toolbox. Docs.Zone PDF Converter: docs.zone.

Tools 50

Tools Document Restructuring Software 50

Harvard Business Review

JUNE 23, 2015

Technology has forced music artists to completely rethink the way they approach their businesses. They’re extending their brand into areas like technology, gaming, fashion, and lifestyle content — essentially becoming entertainment platforms. Use creative content to communicate our brand’s point-of-view.

Business Model 8

Business Model Merchandising Restructuring Fashion 8

Harvard Business Review

DECEMBER 3, 2018

Council of Institutional Investors (CII), representing managers of $25 trillion assets, recently demanded limiting any company’s dual-class share structure to seven years. Almost 50% of recent technology listings have a dual-class status. Academic research remains divided on the merits of dual-class shares.

Class 8

Class Maturity IPO Short-term 8

Harvard Business Review

AUGUST 21, 2017

It wasn’t until I moved to Paris in 1997 to become Finance Manager for Disney Consumer Products Europe, Middle East, and Africa that I experienced someone setting a non-negotiable boundary for herself. These advances will have also significantly increased the workload of more senior managers, keeping them working around the clock.

Team 9

Team Conference Restructuring McKinsey 9

Harvard Business Review

MARCH 18, 2013

Many of the thousands of highly qualified engineers either started companies or joined growing startups — it did not take too many talented people with experience in developing advanced technology products to turbocharge Israel's entrepreneurial revolution. The reality is, they almost always adapt and grow in creative and novel ways.

Company 8

Company Bureaucracy Restructuring Bottom-up 8