Great Leadership By Dan

MAY 31, 2016

This post first appeared in SmartBrief on Leadership : Here’s a question I often get from managers: “I have employees that don’t want to be developed. Development isn’t for everyone, right? I can’t force them to develop if they don’t want to!” They just want to come to work, do their jobs, and go home. Probably not.

Hypercompetition 120

Hypercompetition Development Uncertainty Training 120

Tanveer Naseer

APRIL 1, 2014

Technology has clearly paid a huge part in this, but the biggest driver of change in how organizations are run is the ceaseless quest for improvement; to manage more efficiently and effectively to better achieve business results. Also making the list is Wang Shi, founder and chairman of Vanke, the world’s largest residential home developer.

Blue Ocean Strategy 220

Blue Ocean Strategy Prahalad Christensen Leadership 220

Harvard Business Review

MAY 28, 2015

Technologies like 3-D printing, robotics, advanced motion controls, and new methods for continuous manufacturing hold great potential for improving how companies design and build products to better serve customers. Why are older incumbent firms slow to adopt new technologies even when the economic or strategic benefits are clear?

Technology 8

Technology Depreciation Christensen Short-term 8

Harvard Business Review

JULY 2, 2012

Rather, Western firms need to make simplicity a key tenet of their innovation process by developing "good enough" offerings that deliver significant value for money to cost-conscious consumers. Since its launch in September 2011, DOST has garnered more than a third of India's hypercompetitive light commercial vehicles market.

CEO 15

CEO Innovation Constraint Engineering 15

Harvard Business Review

APRIL 24, 2015

For decades now, both consultants and academics have been arguing that the world has become so fast paced, so hypercompetitive, so complex, so ambiguous, and so uncertain, that the death knell has sounded for strategy’s central concept of sustainable competitive advantage. I saw some cool technology.

Competitive Advantage 8

Competitive Advantage Strategy Hypercompetition Agility 8

Harvard Business Review

FEBRUARY 16, 2011

Investors would fail at seeding tomorrow's disruptive companies and disruptive technologies. It's not just that in a hypercompetitive world, yesterday's competitive edges are as dull as a plastic spork. People would fail at making wealth maximizing decisions. Prices would fail at carrying meaningful information.

Incentives 15

Incentives GDP Hypercompetition Self-aware 15

Harvard Business Review

MAY 8, 2017

He got the top job because of that, and then as CEO he accelerated cloud-business development to make it the company’s primary strategy. In 2011 the board selected as the new CEO one of its own members, Heinrich Hiesinger, a Siemens executive with experience supplying technology to many industries.

Franchising 15

Franchising CEO Business Model Strategy 15