Marshall Goldsmith
DECEMBER 16, 2013
The new work contract – where employees take responsibility for their own careers and corporations provide them with career-enhancing but impermanent opportunities – can be as difficult for organizations to manage as it is for individuals. We must manage our human assets with the same rigor we devote to our financial assets.
Strategy Driven
NOVEMBER 10, 2010
Despite the media coverage of Boomers and how a tidal wave of retirements could impact business, many senior managers are kicking the can down the road, putting off the job of creating a system and process for capturing knowledge. Manager can avoid this by taking some steps now to prepare for the day when key workers leave.
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Harvard Business Review
MAY 17, 2012
Three-quarters of the world's CEOs say more emphasis should be placed on measuring the value of non-financial assets such as intellectual capital and customer relationships. This was the headline finding of a recent study (PDF) by the American Institute of CPAs and the Chartered Institute of Management Accountants.
Harvard Business Review
OCTOBER 17, 2011
Its value stems from how business leaders, from senior executives to managers, use it to foster new collaborative behaviors that materially improve business performance. Its business value does not come from social software or a snazzy website, even one with 800 million users.
Lead Change Blog
JUNE 30, 2016
The discussion began with a standard four questions and incredibly positive answers…with a shocking #5. As our situation in the C-Suite continues, the manager of the top performing sales team offered to me on a coffee break how he planned to reward his team when they hit 330% of their sales goal for this quarter. A3: Yes, extremely.
Harvard Business Review
OCTOBER 4, 2011
Software had turned into a stronger driver of revenue in the computer industry than hardware, and HP management had realized that it had to make the shift to sustain its growth. One company might be patient enough to allow a new strategy to evolve while another panics when returns don't start coming quickly or positively enough.
Harvard Business Review
NOVEMBER 4, 2014
Prahalad and I urged managers to think in a different way about the building blocks of competitive success. Managers assess performance. To find a cure, we will have to reinvent the architecture and ideology of modern management — two topics that aren’t often discussed in boardrooms or business schools. Power trickles down.
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