In the CEO Afterlife
OCTOBER 11, 2011
Leadership. by John • October 11, 2011 • Branding , Leadership , Marketing , Strategy • 0 Comments. Marketers, who work for the likes of P&G or Unilever, periodically check brand awareness and brand attributes to measure progress. Human Resources. Leadership. In the CEO Afterlife.
LDRLB
NOVEMBER 7, 2010
Our strategy emphasizes versatility and empowerment in allocating human resources. Conscientious folks are “high achievers that feel a strong need to take responsibility for doing things immediately” (p. Sounds like exactly the type of folks we often promote into positions of leadership. Simmons, Ph.D.
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Women on Business
DECEMBER 28, 2010
Companies now understand the impact of diversifying their talent pool, especially in leadership roles. o Make sure your position has P&L responsibility. The recommendation from Harvard Business Review and Catalyst is for organizations to adopt formal sponsorship programs similar to IBM Europe.
Chart Your Course
JUNE 30, 2016
It is hands-down the most popular leadership book of all time. He demonstrates that the ability to build trust is THE key leadership competency of the new global economy. The Five Dysfunctions of a Team: A Leadership Fable (2002). It is a must-have for every HR and L&D pros’ library and toolkit. By Stephen R.
Surviving Leadership
OCTOBER 29, 2018
I also truly appreciated some of the business practices that leadership followed that I have missed in other organizations, including ones highlighted in McCord’s book. It comes down to the people who execute those initiatives and the daily interactions that happen among leadership, employees, and customers.
In the CEO Afterlife
AUGUST 6, 2013
I remain impressed with the ongoing success of P&G, L’Oreal, Nike, Whole Foods, Pernod Ricard, Apple, and Starbucks. Wouldn’t you expect greater care in stewarding brand presence, personality, positioning, single-mindedness, and strategic consistency? Wouldn’t you expect more innovation? Some companies brand exceedingly well.
Harvard Business Review
JULY 10, 2012
Two decades ago, organizations were designed around stand-alone business units, so all managers had to understand finance, technology, manufacturing, sales, marketing, strategy, human resources, and more. If successful, they then were given responsibility for increasingly larger businesses.
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