Leading Blog
DECEMBER 22, 2023
Despite its perceived importance, for the most part, companies have a miserable track record when it comes to managing their people. Companies consistently get culture wrong because they go about assessing it, and attempting to manage it from the top-down, not the bottom-up. But what does this mean?
Chartered Management Institute
MARCH 1, 2011
This article was written for the Law Society Magazine, February 2011 Edition. Related Content: Basic Gap Analysis Using Creativity During SWOT Analysis Early Warning Competitive Intelligence - Mergers within Law Firms Are you giving away your information? Graeme Dixon looks at how competitive intelligence could benefit your company.
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CO2
FEBRUARY 17, 2014
Have each employee take a magazine article or a book on a complicated topic and have them summarize that topic in 60 seconds or less. Focus Teamwork at Work Meeting Management' Some even “meet” over the phone on their drive in to the office. Use the CAR Method of interviewing for sharing information: Challenge, Action, Result.
Harvard Business Review
MARCH 21, 2011
Several years ago, a friend had come to me with her dream: She wanted to start a magazine. The magazine got off to a great start: it was written up in the New York Times , circulation after a few months reached 100,000. I wasn't going to do this to our business partner and friend with her magazine dream.
In the CEO Afterlife
OCTOBER 17, 2011
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. CEOs (and to some extent, CMOs) are so preoccupied with Wall Street and/or the management fad of the day that their eye has drifted from the heartbeat of their brands.
In the CEO Afterlife
JUNE 26, 2011
The process that started in the 1950’s evolved through various strategic analyses including SWOT (Strengths, Weaknesses, Opportunities, and Threats), Michael Porter’s competitive strategy model, core competencies, strategic intent and business transformation. Isn’t top management supposed to be the strategic experts of the organization?
LDRLB
JULY 6, 2011
The process that started in the 1950’s evolved through various strategic analyses including SWOT, Michael Porter’s competitive model, core competencies, strategic intent and business transformation. Isn’t top management supposed to be the strategic experts of the organization? Today, many are questioning its usefulness.
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