Leading Blog
MAY 10, 2016
Dartmouth professor Vijay Govindarajan writes, “As much as we might pay lip service to the fact that the future will differ dramatically from the past, we often behave as though it will be exactly the same.” How do we create the future while managing the present? It’s about managing preservation, destruction and creation.
Leading Blog
DECEMBER 25, 2016
The Three-Box Solution : A Strategy for Leading Innovation by Vijay Govindarajan Ultimately our future is not in linear—incremental—improvements. How do we create the future while managing the present? Managing in the Gray : Five Timeless Questions for Resolving Your Toughest Problems at Work by Joseph L. Blog Post ).
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The Horizons Tracker
OCTOBER 21, 2020
Task management. The researchers have developed a machine learning system to assess a task and identify whether it’s one that would be best performed by a human expert or technology. Rather than a face-to-face consultation, for instance, they are done instead over telehealth platforms. Reinventing healthcare. .
Marshall Goldsmith
FEBRUARY 8, 2018
Thinkers50 – World’s Most Influential Management Thinkers. Called ‘The Academy Awards of Leadership’ by the Economist, Thinkers50 is the world’s most reliable resource for identifying, ranking and sharing the leading management ideas of our age. World authority on project management. Co-author: Predictable Magic.
Marshall Goldsmith
SEPTEMBER 16, 2013
Our most successful coaching clients are executives who are committed to being great role models for leadership development and for living their company’s values. We only work with people who will be given a fair chance by their management. We do not work with leaders who have been “written off” by senior management.
Harvard Business Review
APRIL 10, 2012
by Vijay Govindarajan and Chris Trimble. No longer will innovations travel solely from developed nations to developing ones — they will also flow in reverse. Written for leaders at every career level, Being Global will inspire readers to develop a truly global mindset.
Harvard Business Review
FEBRUARY 15, 2012
Vijay Govindarajan and Chris Trimble suggest that companies can consciously manage the balance between the "performance engine" (that minimizes mistakes) and the "discovery team" (that encourages experiments) by being clear about what core capabilities should be forgotten and borrowed. Visualize an airlock chamber on a ship.
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