Introducing 100 Coaches: Pay It Forward Champions

Marshall Goldsmith

I am very excited to announce the selection of the 100 Coaches in our pay-it-forward project! For those of you who haven’t heard of the project, here is a little back story. I made a 30-second video about the project for LinkedIn. Three iconic leaders inspired the 100 Coaches project. Has been recognized as the World’s #1 Leadership Thinker. Teaches leadership to executives and emerging leaders around the world. World authority on project management.

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Why the World Needs Doctors with These 3 Qualities

Harvard Business

health care system, but our five-year research project in India and the U.S. Vijay Govindarajan Ravi Ramamurti. Leadership Economics & Society Healthcare Digital ArticleDavid Leahy/Getty Images. Doctors are sometimes blamed for the ills of the U.S. revealed the opposite. Almost every high-performing health care organization we studied was led by a medical professional (something that academic research has also found ).

The Other Side of Innovation: Solving the Execution Challenge.

CO2

Business organizations are not built for innovation; they are built for efficiency.&# – Vijay Govindarajan In The Other Side of Innovation the authors demonstrate their absolute knowledge of an area that many organizations need more of, innovation! In the first part of the book they take you through the steps to create a project team: 1) Divide the labor. His book Just Ask Leadership - Why Great Managers Always Ask The Right Questions (McGraw Hill 2009).

The $300 House: The Corporate Challenge

Harvard Business Review

Editor's note: This post is one in an occasional series on Vijay Govindarajan's and Christian Sarkar's idea to create a scalable housing solution for the world's poor. As Robert Freling (another contributor to this series ) has so elegantly demonstrated with Solar Electric Light Fund projects, it's possible to create a simple solution that simultaneously takes on multiple fundamental issues. India Leadership Social enterprise

Negotiating Innovation and Control

Harvard Business Review

But you know, my leadership team is smart. The company's core control mechanisms — the means by which it decides how to allocate resources, start and stop projects, and so on — were organized to do one thing: minimize mistakes. While Govindarajan and Trimble's guidance makes sense at a high level, coloring in the details related to portfolio management, decision making, and managing distinct cultures presents challenges.

Great Innovators Create the Future, Manage the Present, and Selectively Forget the Past

Harvard Business Review

Success in each box requires a different set of skills, attitudes, practices, and leadership. It is important to allocate resources to Box 1, Box 2, and Box 3 projects to maintain a healthy balance among the boxes.” Vijay Govindarajan. Innovation Strategy Leadership Digital ArticleFor a long time, I have been troubled to see how often organizations fail to invest wisely in their futures while instead placing dominant emphasis on the present.

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Whatever Happened to the $300 House?

Harvard Business Review

The idea to design and build a $300 house first appeared here on the HBR site in August 2010, in a post by me (Vijay Govindarajan) and Christian Sarkar, and then again as one of several ideas in the HBR Agenda 2011. What reverse innovation lessons might be learned by the participants in such a project? At the same time, the $300 House project initiated an international online design competition for the project. Can the $300 House project deliver on The Three Ds?