Harvard Business Review

MARCH 7, 2016

It’s not about learning a set of skills and then being “prepared” for life. My hypothesis, and Stephenson agrees, is that for organizations to win in the market, they must help their employees stay relevant in their skills. Learning is a skill that requires practice, just like anything else.

Stephenson 8

Stephenson Company Agility Learning-by-Doing 8

Harvard Business Review

MAY 5, 2017

” In the modern economy, there are few skills more important than the ability to learn. Companies may pay for training or reimburse educational courses, but the skill of gaining skills is rarely taught. . “I was focused on the bigger picture.” Around the globe, learning is highly predictive of future earnings.

Stephenson 14

Stephenson Learning-by-Doing Skills Letter 14

Harvard Business Review

JULY 9, 2013

As Michael Stephenson , a key leader in global customer programs at Oracle puts it, his firm has various business units that focus on specific industries. Often, the key customers in these areas aren''t the everyday brand names. Marquee brand executives are people, too. Marquee is good, a perfect match is better.

Brand 8

Brand Stephenson PR Reference 8

Harvard Business Review

MARCH 16, 2015

AT&T, for example, had to switch its focus from traditional telecom services to wireless services, and this shift required employees with different skill sets. Randall Stephenson of AT&T explained, “We had 270,000 people we employed around the globe. As David Thodey put it, “Leadership was pretty important.

CEO 8

CEO Stephenson Pharmaceuticals Globalization 8

Harvard Business Review

JANUARY 23, 2015

Chris Smith and Chris Stephenson. The first focused on skills. . “No one can predict the future, but you want someone who is thinking about it every day,” Sullivan explains. Further Reading. How to Separate the Winners from the Spinners. Hiring Article. Ask for real solutions.

How To 8

How To Stephenson Stress Case Study 8