The Practical Leader

JANUARY 25, 2012

non-monetary recognition and competency development” “A compelling “for what” purpose can also bring out the best in employees. “ Structural cohesion is an employee-generated synergy — essentially a close-knit, high-energy culture — that propels the company forward.” ”

Company 53

Company IPO Ethics Magazine 53

Harvard Business Review

OCTOBER 23, 2013

To a person, they look astonished when I ask whether their dedication comes from anticipation of the money they could make in the event of an IPO. One person says that he can’t let himself think about an IPO. For these professionals, a future IPO is outweighed by today’s OPI — the opportunity for positive impact.

Motivation 11

Motivation IPO Norton Open-book 11

Harvard Business Review

JULY 24, 2017

Major organizational changes, covering everything from recruiting and branding to regulatory approvals and marketing, happened in rapid succession, with a hard deadline of 12 months to get it all done for the IPO — and 18 months from the IPO until our full separation from GE. It was a highly valued change.

Management 11

Management IPO Diversity Long-term 11

Harvard Business Review

AUGUST 27, 2018

In a parallel development, the number of companies listed on U.S. The number of listed firms can decline because of three developments: 1) bankruptcy, failure, or closure of listed firms, 2) delisting of firms going private or acquired, and 3) decrease in number of initial public offerings (IPOs). westend61/Getty Images.

IPO 11

IPO Company First-mover Advantage Intangible Assets 11

Harvard Business Review

AUGUST 6, 2014

In May of 2005, Yahoo CEO Terry Semel, cofounder Jerry Yang, corporate development executive Toby Coppel, and I — I was then chief financial officer of the Silicon Valley internet company — went on what would turn out to be a fateful trip to China. Only legal, finance, and human resources still reported back to headquarters.

Chief Financial Officer 10

Chief Financial Officer Operations Learning-by-Doing IPO 10

Harvard Business Review

MARCH 7, 2017

All of this indicates that Uber leaders prioritized immediately useful services like recruitment over, for example, legal compliance systems, audits, and leadership development. As Pete Ramstad and I note in Beyond HR , leaders often have far better developed frameworks for the value proposition of the finance function than for HR.

Compliance 11

Compliance Hedge Human Capital Finance 11