QAspire

JANUARY 17, 2022

The seven accelerants are (quoting from the newsletter): Take the right risks. There are two types of risk – competitive risk, which involves head-to-head competition, and market risk, which creates a new field of play. With competitive risk, there is an opportunity, but there is also competition.

Constraint 172

Constraint Market Risk Workshop Disruptive Innovation 172

QAspire

JANUARY 17, 2022

The seven accelerants are (quoting from the newsletter): Take the right risks. There are two types of risk – competitive risk, which involves head-to-head competition, and market risk, which creates a new field of play. With competitive risk, there is an opportunity, but there is also competition.

Constraint 91

Constraint Market Risk Workshop Disruptive Innovation 91

HR Digest

JANUARY 6, 2022

Our employees embraced our values and so too did our executive leadership. What started out as a short-term initiative has become an integral program at Neustar, with strong employee and leadership support. Can you tell The HR Digest readers more about Neustar’s strategies to raise the bar of leadership and diversity in the workplace?

Leadership 52

Leadership Agility Diversity Competitive Advantage 52

Strategy Driven

SEPTEMBER 12, 2011

market) risk obsolescence or irrelevance. Then there are the leadership, cultural, and intangible benefits that arise from the consistent practice of debriefing. Leadership must be observed and practiced in order to be mastered. has a unique and powerful mix of leadership skills in both the military and business worlds.

Short-term 64

Short-term Tools Learning-by-Doing Schein 64

Great Leadership By Dan

JANUARY 16, 2014

I maintain that embracing what I call the "two essential risks" is necessary to achieve your ultimate success in business. Sure, you hope to avoid liability, investment, and market risks as you pursue your entrepreneurial dream, so you take steps to mitigate exposure.

Succession 242

Succession Direct Marketing Entrepreneur Market Risk 242

Harvard Business Review

MAY 2, 2014

Unfortunately, failing to assess the risk of the status quo does not mean the risks won’t materialize—it just means you won’t be adequately prepared when they do. If you are a member of a leadership team facing a critical strategic decision, you have an obligation to address these biases before inaction leaves your business irrelevant.

Strategic Planning 8

Strategic Planning Due Diligence Proposal Rogers 8

Harvard Business Review

OCTOBER 10, 2013

Because the new data analytics horizons typically span a range of functions, including marketing, risk, and operations, the C-suite evolution may take a variety of paths. In some cases, the way forward will be to enhance the mandate of (and provide new forms of support for) the chief information, marketing, strategy, or risk officer.

Chief Financial Officer 8

Chief Financial Officer Information Technology Metrics CFO 8