Strategy Driven

NOVEMBER 19, 2010

By developing their talent – their uniquely human ability to communicate – your organization will flourish in the digital age. Additional Information This is the first of a series of articles, developed exclusively for StrategyDriven , that highlights the breadth and depth of Communispond’s LearnTO Library.

Planning 50

Planning Audience Succession Library 50

Harvard Business Review

JUNE 7, 2016

Professors Steve Kaplan at the University of Chicago and Morten Sorensen at Copenhagen Business School have analyzed over 2,600 ghSMART assessments of candidates for C-suite positions and concluded that boards often overweight amicability in their hiring decisions. Wanting her team to feel valued, she led by consensus.

CEO 8

CEO Consensus Kaplan Morale 8

Harvard Business Review

DECEMBER 6, 2013

I’ve always found that companies that aspire to do extraordinary things, leaders who aim to challenge the limits of what’s possible in their fields, develop a “vocabulary of competition” that captures the impact they’re trying to have, the difference they’re trying to make, the future they’re hoping to create. That, to me, is what Gone Nutty!

Innovation 12

Innovation Kaplan Insurance Business Model 12

Harvard Business Review

SEPTEMBER 3, 2012

Our view of the world is powered by personal algorithms: observing how all of the component pieces (and people) that make up our personal social system interact, and looking for patterns to predict what will happen next. Then you enter hypergrowth, which typically happens somewhere between 10-15% of market penetration.

Learning Curve 10

Learning Curve Market Penetration Disruptive Innovation Kaplan 10

LDRLB

FEBRUARY 11, 2013

Cook dismissed his own market data for over a year. This initial surprise led to an even bigger one: the market for small-business-accounting software was ripe for the taking. Three months after launching the small-business-accounting program, Intuit captured almost 70 percent of the market.

Uncertainty 164

Uncertainty Meyer How To Disruptive Innovation 164

Harvard Business Review

SEPTEMBER 2, 2015

The team was charged with conceiving of all aspects of the new product’s design, packaging, marketing, and distribution strategy. This product was vital to Jim’s company, because the market share of several of its core products was eroding, and senior executives urgently needed to find new avenues for growth. Adapted from.

Project 8

Project Advice Learning-by-Doing Productivity 8

LDRLB

OCTOBER 22, 2012

They then developed a “success” ranking by comparing their investor’s expectations to the actually performance. As study author Steve Kaplan puts it, “Persistent leaders don’t give up>” Never giving up is common with successful company leaders and business entrepreneurs. ” Donald Trump.

Power 167

Power Kaplan Entrepreneur Learning-by-Doing 167