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How to Innovate When You're Not the Big Boss

Harvard Business Review

Usually, if you search, there are opportunities in your current job and at your current level to display your ability to drive change, even if you are in a support function like finance or human resources. Lynn headed up a product management unit for a large consumer products company.

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Surefire Predictions and Why Doomsayers are Wrong

Harvard Business Review

Democracy will disappear as power shifts to developing countries with authoritarian regimes where no one cares about voice and participation. They assume that people are helpless victims of powerful forces beyond their control. For example, take these recent dire predictions: Machines will steal all the jobs. Youth violence will grow.

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Case Study: When Two Leaders on the Senior Team Hate Each Other

Harvard Business Review

Barker had licensing deals with sports leagues to make merchandise with their logos and partnered with large brands to produce it for retail markets, and when Lance took the company over, its revenues were about £100 million. Ahmed accused Damon of throwing up roadblocks and using his power to undermine the sales department.

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Surefire Predictions and Why Doomsayers are Wrong

Harvard Business Review

Democracy will disappear as power shifts to developing countries with authoritarian regimes where no one cares about voice and participation. They assume that people are helpless victims of powerful forces beyond their control. For example, take these recent dire predictions: Machines will steal all the jobs. Youth violence will grow.

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4 Models for Using AI to Make Decisions

Harvard Business Review

The most painful board conversations that I hear about machine learning revolve around how much power and authority super-smart software should have. At one American retailer, an autonomous ensemble of algorithms replaced the entire merchandising department. Human leadership defers to demonstrable algorithmic power.

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Many CEOs Aren’t Breakthrough Innovators (and That’s OK)

Harvard Business Review

We’ve found that CEOs of big pharmaceutical companies, for example, are more likely to have a background as company lawyers, salespeople, or finance managers, than one in medicine or pharmaceutical R&D. Breakthrough innovations in high tech certainly have a powerful impact on performance, but they are quite rare.

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