Harvard Business Review

MAY 6, 2016

“You mean like middle managers?” I used to say, “No — it’s about brokers, agents, dealers, and two-sided markets like Airbnb, OpenTable, and TaskRabbit.” While I was researching my book about middlemen, some people didn’t seem to understand who I was talking about.

Middle Management 8

Middle Management Management Venture Capitalist Travel 8

Sales Wolf Blog

DECEMBER 3, 2010

Equal Employment Opportunity Commission (EEOC) Uniform Guidelines on Employee Selection Procedures (1978) Uniform Guidelines on Employee Selection Walk The Talk The Dash, The Race, and Management, Training and Development Resources Workforce Management: information on employment law, human resource development and human resource management.

Conference 133

Conference Human Resources Human Capital White Paper 133

Sales Wolf Blog

AUGUST 30, 2010

Equal Employment Opportunity Commission (EEOC) Uniform Guidelines on Employee Selection Procedures (1978) Uniform Guidelines on Employee Selection Walk The Talk The Dash, The Race, and Management, Training and Development Resources Workforce Management: information on employment law, human resource development and human resource management.

Blog 124

Blog Maslow Talent Management Human Resources 124

Persuasive Powerhouse

AUGUST 31, 2010

and Gretchen Johnson of Virtual Wordplay Marketing Communications for a few years, a caring and supportive group of individuals who have helped each other without reservation to be successful in business and in life. My final point, I like the fact that this book is mainly catered towards frontline supervisors and middle management.

Skills 181

Skills Books Blog Mentor 181

Harvard Business Review

JULY 15, 2014

There are real benefits to this real-time business capability: getting to market faster, capturing value quicker, more immediate responsiveness to customer needs. It’s cheaper because of automation and because small development teams need less coordination and oversight. Google’s operation stands out for its scale.

Productivity 8

Productivity Products Development Software 8

Harvard Business Review

MAY 15, 2014

Let’s say you’re working in a new market, far away from headquarters, and you need to get approval for an initiative that is somewhat outside the company’s current strategy. As we spoke to them, Mansfield and his team shared five insights on how to work with senior management to get strategy-stretching innovations to market: 1.

Innovation 8

Innovation Marketing Disruptive Innovation Project 8

Harvard Business Review

JANUARY 2, 2017

Three ways to manage the digital transition are: Define where change is needed most: Digital technology affects every company differently, but it tends to create or destroy value in four critical areas of the organization: customer engagement, digital products and services, operational performance, and preparing for disruptive new business models.

CEO 12

CEO Agility Technology Industry 12

Harvard Business Review

MARCH 18, 2016

” They had developed inside the company and therefore knew the organization and its norms as well as the people and their capabilities — but they had also retained a strong streak of objectivity. Fields spent nearly a decade overseas learning how to compete with leaders in the industry in their markets.

CEO 8

CEO Automotive Survey Middle Management 8

Harvard Business Review

JANUARY 28, 2016

The decision to venture away from traditional staffing models and invest in greater dependence on agile talent is, of course, made by senior management. But effective implementation falls, not surprisingly, to middle managers. Manage the politics. Think of talent as partners, not clients.

Management 8

Management Agility Middle Management After Action Review 8

Harvard Business Review

JANUARY 5, 2018

But over and over again in our three decades of experience as talent development and retention specialists, we’ve seen that companies consistently overlook half of them. Connectors in the middle. These people tend not to have — or want — management responsibilities. Customer experience creators.

McKinsey 8

McKinsey Human Resources Reputation Brand 8

Tanveer Naseer

OCTOBER 7, 2014

Managers in particular play an important “sense-making” role in times of change, helping employees understand new developments in the organization and their implications for teams and job responsibilities. To take a line from the X Files, “ the future is out there.”

Reputation 269

Reputation Chief Executive Officer Globalization Motivation 269

Harvard Business Review

SEPTEMBER 29, 2011

These differences in philosophy and approach frequently differentiate those who advance to and succeed at the executive level — and those who stay in the ranks of middle management. When you ask leaders how they build a strong management team, the answers are revealing.

Execution 14

Execution Team Chief Financial Officer Finance 14

Harvard Business Review

DECEMBER 9, 2015

For example, before performing every operation the surgical team should conduct a “time-out” 100% of the time to ensure that everyone agrees that they are operating on the correct patient and are performing the correct procedure on the right site and that any questions or concerns that any team member might have are addressed.

Health Care 8

Health Care Benchmarking Process Operations 8

Harvard Business Review

SEPTEMBER 19, 2013

Many organizations embark on large-scale change management efforts to “make” their organizations more innovative; most fail. The challenge is not just to make innovation happen, but to do so while simultaneously excelling in ongoing operations. Research: Middle Managers Have an Outsized Impact on Innovation. Innovation'

Innovation 8

Innovation Engineering Core Competence Middle Management 8

Harvard Business Review

JULY 31, 2015

Internal operational issues including execution, budgets, and deadlines are paramount in a company’s deliberation, but what other players will do is hardly ever in focus. This “island mentality” is surprisingly prevalent among talented, seasoned managers. Specific competitor information is another $2 billion.

Competitive Intelligence 8

Competitive Intelligence Company Drucker Review 8

Harvard Business Review

AUGUST 25, 2011

It has had the luxury of having a personification of its ethos, and now it must either allow someone else to be that, or learn to operate effectively without one. Again, the license is not unlimited; founders who misjudge markets royally lose their license to operate. History shows it isn't easy.

Licensing 11

Licensing Entrepreneur Consensus CEO 11

Harvard Business Review

JANUARY 15, 2014

When it comes to specialist operations, experience is key, so he was going to visit each of them and then make a decision. However, when I spoke to him again, he had just decided where he was going to have the operation: in the hospital in his hometown in Spain. I was surprised; there was no specialist in that hospital.

Gordon 8

Gordon Strategy Decisionmaking Objective 8

Harvard Business Review

SEPTEMBER 27, 2012

Its new management team took over an organization that was bureaucratic, overstaffed, and bleeding cash. Middle managers were confused about what to do, and many pushed their local agendas at the expense of the company's overall best interests. The team decided to adopt a simple-rules approach to the work ahead.

Strategy 8

Strategy Proposal Guidelines Net Present Value 8

Harvard Business Review

SEPTEMBER 10, 2015

The two approaches share a set of key principles and practices, with the main differences arising from jargon: Sociocracy, developed in the 1970s, was based on principles of cybernetics ; holacracy represents a repackaging of the principles in the vocabulary of software engineering.

Proposal 8

Proposal Self-aware Engineering CEO 8