Why Companies Hire an External Consultant to Help Them

Strategy Driven

The consulting market across the world is valued at 262 billion dollars. Change Management. They can identify the need for change, manage the change program or support the change. Managing Your Business business management Management Consultant strategydriven

Twitter Weekly Highlights for 2011-03-18

Tanveer Naseer

Want respect as a manager? Brand # marketing in social media – Coffee House # Book Review: “Wikibrands&# [link] #. 4 Problems With Our Brains That Cause Us To Make Dumb Decisions [link] # psychology #decisionmaking #. Follow @ TanveerNaseer # FF #leadership # management #. Here’s a compliation of some of the articles/tweets I shared on Twitter this week: Leaders, Are You Developing Your Employee’s Super Powers? link] # leadership #.


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Is Economics Ready for a New Model?

Harvard Business Review

In the sense that financial markets and the economy in general are far more fragile than most mainstream economists contemplated before 2008, there was a bit of unlearning done in the 1990s and early 2000s. The 1987 stock market crash was a scare. So were the currency and debt crises of 1997 and 1998, and the stock market collapse of 2000-2002. Economic theories based on rational behavior have been called into doubt by recent events.

Make Your Innovative Idea Seem Less Terrifying

Harvard Business Review

Much as I want to believe that a glaringly good idea will stand on its merits, I have come to realize that just like any product or service, ideas require good marketing if they’re going to reach their intended customers. She loved her job, and with a background in public affairs in communications had been successful in both international business and management roles. She also believed that Sanofi’s competitive edge was at risk because of this narrow approach to talent management.

Take the Bias Out of Strategy Decisions

Harvard Business Review

When top management had emotional difficulty deciding to abandon memory chips, microprocessors were automatically receiving more production capacity anyway, because middle managers sturdily followed the rule that they had been given before. Because top management had made the decision what sort of product should receive production priority well before it became a concrete issue, the strategic choice became detached from their emotion of the moment.