In the CEO Afterlife

DECEMBER 11, 2011

Leadership. by John • December 11, 2011 • Branding , Leadership , Marketing , Strategy • 1 Comment. Believe me, there’s nothing that can match the turnaround experience in teaching or seasoning a young manager. New vacuum-packing technology drove sales and coffee-roasting advancements cut costs by 15%.

CEO 201

CEO Advertising Franchising Brand 201

In the CEO Afterlife

JULY 10, 2011

Leadership. by John • July 10, 2011 • Leadership , Strategy • 0 Comments. And although our business leaders may have the “will” to transform their companies, the “way” is continually blocked by inefficiencies, higher costs and unacceptable returns on the investment in technology. Human Resources.

CEO 112

CEO Productivity Products Company 112

In the CEO Afterlife

AUGUST 29, 2011

Leadership. by John • August 29, 2011 • Human Resources , Leadership , Strategy • 2 Comments. There are all sorts of strategies in today’s business – at the top is corporate strategy, followed by a slew of functional and sub-functional strategies ranging from marketing to waste management. Human Resources.

Strategy 131

Strategy CEO Company Competitive Advantage 131

Harvard Business Review

DECEMBER 12, 2016

Although the idea may sound far-fetched, not least because the automation of jobs is usually discussed vis-à-vis unskilled labor rather than management-level positions, it is actually more feasible than most people think. Workers around the world are disengaged with their jobs, and poor management is a major source of this problem.

Management 8

Management Technology Objective Learning-by-Doing 8

Strategy Driven

JANUARY 18, 2018

Humans need to take breaks and relax as many times as they need in order to be able to give 100%. It has been proven that the human brain can be a lot more productive after even after a short break between two tasks. Meteor Forms is essentially a technology that helps its clients build customized forms.

Stress 51

Stress Environment How To Learning-by-Doing 51

Strategy Driven

MAY 25, 2011

Unusually Excellent: The Necessary Nine Skills Required for the Practice of Great Leadership by John Hamm. Unusually Excellent is a back-to-basics reference book that offers both seasoned and aspiring leaders a framework for understanding and a guide for applying the battle-tested fundamentals of leadership at every stage of their careers.

Company 62

Company Venture Capitalist Film Reputation 62

Harvard Business Review

MARCH 30, 2016

Smart, quasi-autonomous robots and machines are replacing humans in workplaces all over the world. Intelligent technologies are increasingly delivering greater value for less money. But “better than human” comes with its own managerial challenges. They learn fast, work hard, and certainly complain less.

Review 8

Review Kaplan Kaizen Performance Review 8

Strategy Driven

MAY 25, 2011

Unusually Excellent: The Necessary Nine Skills Required for the Practice of Great Leadership by John Hamm. Unusually Excellent is a back-to-basics reference book that offers both seasoned and aspiring leaders a framework for understanding and a guide for applying the battle-tested fundamentals of leadership at every stage of their careers.

Company 50

Company Venture Capitalist Film Reputation 50

Harvard Business Review

FEBRUARY 8, 2012

Anticipating their needs is one of the great tasks of leadership development and an area of sustained inquiry at GE. At Crotonville, our corporate university, we're addressing this challenge through an evolutionary leadership curriculum , breakthrough learning experiences, and a transformational environment.

Globalization 15

Globalization Development Agility Innovation 15

In the CEO Afterlife

OCTOBER 17, 2011

Leadership. by John • October 17, 2011 • Branding , Human Resources , Leadership , Marketing , Strategy • 3 Comments. The reason: a fundamental flaw in the management process that is supposed to renew brand health. The blemish is the abdication of brand attention by top management. Main menu Home.

Brand 168

Brand CEO Stage-Gate SWOT 168

Harvard Business Review

FEBRUARY 27, 2014

We have the benefit of rich data thanks to the more than seventy thousand individuals who have completed the Leadership Practices Inventory , our thirty-item behavioral assessment, over the years. The point of this tool is to help individuals and organizations measure their leadership competencies and act on their discoveries.

Learning-by-Doing 9

Learning-by-Doing Bottom-up Drucker Leadership Development 9