Harvard Business Review

DECEMBER 26, 2014

A normal acquisition process seeks to ensure something basic: a strategic rationale for a deal, supported by a thoughtful selection process, with known risks identified by a short, intense due diligence. What this requires is doing some integration due diligence as part of the M&A process.

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Harvard Business Review

APRIL 10, 2017

.” Bear in mind that even though the job is yours if you want it, you must “continue to be enthusiastic” in your dealings with your prospective manager, says Lees. ” That may indeed be the case, but it’s not the message you want to send to your would-be manager. ” Be methodical. Do I crave autonomy?

Due Diligence 13

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Harvard Business Review

AUGUST 11, 2015

We studied the German mobile-handset market during the feature-phone era of 2004-2008 — a dynamic period in which competition was about equipping devices with new functions such as photography. Samsung, a classic pioneer in the handset market, also had a successful year in 2006. Asking too many questions can slow you down.

Due Diligence 8

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Harvard Business Review

MAY 16, 2016

Focus on the specific opportunity, and do the necessary research, due diligence, and soul-searching to figure out whether that particular job is right for you. ” Reflect on your motivations. “Find out their motivations for building the business.” “It comes down to your personal preferences.”

Due Diligence 8

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Harvard Business Review

FEBRUARY 26, 2016

The result is the reconstitution or destruction of industries, creation of new market spaces, and reshaping of old industry ecosystems. CEOs cannot manage their silos via hub-and-spoke and expect digital expertise to be properly incorporated in key decisions. Find new ways to motivate the legacy people. billion stake.

Short-term 8

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Harvard Business Review

JANUARY 16, 2015

Next, I went through a more detailed examination of the motivations of two of those stakeholders, the champion and the blocker. Our understanding of how organizations think and act doesn’t always make this distinction between the interests of the enterprise and its managers. They care about pleasing boards and shareholders.

P&L 8

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Harvard Business Review

JULY 17, 2017

” For instance, if you ask for the title of “Chief Motivational Officer,” your business card might spell out that you’re also “EVP, Human Resource Planning.” Listen first… The most important thing you can do to prepare for the negotiation with your current or prospective manager is to listen.

How To 9

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Harvard Business Review

SEPTEMBER 27, 2013

JHM’s strong reputation in patient care, research and education provides us with an invaluable brand halo that opens doors and motivates partnerships, and defines our mission. Critically, for every region we have a dedicated manager capable of championing a project there. academic medical centers. Maintain unusual expertise.

Health Care 8

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Harvard Business Review

DECEMBER 21, 2015

One of the greatest predictors of your happiness at work is your relationship with your manager. What sorts of questions should you ask to understand her management style? Should you try to talk with other people she manages? Terrific jobs — and managers — are hard to find. What the Experts Say.

How To 8

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Harvard Business Review

NOVEMBER 21, 2017

John Lees, the UK-based career strategist and author of How to Get a Job You Love , agrees that it’s important to do further “due diligence” on the company and its people to make sure it’s a place you want to work. “Is it market factors? Talk to the hiring manager about potential paths.

How To 8

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