Remove Delegation Remove Engineering Remove Finance Remove Innovation
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Entrepreneur, CEO or Both? | N2Growth Blog

N2Growth Blog

While entrepreneurs are clearly talented innovators and visionaries, most first time entrepreneurs don’t have prior experience as a CEO. They often don’t possess the skill sets to add value to the initiatives they want to control. Jack Welch the former head of GE built a reputation as one of the great chief executives of this era.

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Top 30 Leadership Blogs 2010 | N2Growth Blog

N2Growth Blog

Engineering Manager with Adobe Systems). Please review and provide your valuable feedback on my blog: [link] (There are 7 articles posted so far: starting from "Who am I", … till, "To DELEGATE…") Thanks and Regards, Naveen Goel [link] Top Leadership Blogs « What I Learned Today [.] I Think Not.

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The 3 Company Crises Boards Should Watch For

Harvard Business Review

This becomes more likely as the organization takes on strategic risk — through innovation, mergers and acquisitions, or because its environment is becoming more volatile. Rather than managing that complexity by delegating and decentralizing, the CEO became even more controlling. The finance group scrutinizes capital requests.

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4 Models for Using AI to Make Decisions

Harvard Business Review

Charismatic CEOs enjoy leading and inspiring people, so they don’t like delegating critical business decisions to smart algorithms. Computational autonomy requires that C-suites revisit the hows and whys of delegation. It’s a different kind of engineering.” Who wants clever code bossing them around?

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JP Morgan's Loss: Bigger than "Risk Management"

Harvard Business Review

Risk management cannot be a fully-delegated responsibility.". Finance professor Rene Stulz, for example, has made the point that a large loss in itself is not evidence of a risk management failure, because a large loss can happen even if risk management is flawless ( Six Ways Companies Mismanage Risk , HBR , March 2009). But was it?

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The Mayo Clinic Model for Running a Value-Improvement Program

Harvard Business Review

One of the team’s central findings is that TDABC cannot be delegated to the finance function. Mayo staffs it value-improvement projects with a project leader to coordinate the team’s work, a systems engineering analyst to conduct process mapping, and a financial analyst to provide relevant data.

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