N2Growth Blog

SEPTEMBER 9, 2010

Mello Here's a link to a post I run each year at this time to make sure that I never forget the tragedy and heroism that took place on September 11, 2001. Join me in THANKS and in prayer for our Patriots, both domestically and abroad, who continue to fight valiently for the Freedoms we all enjoy!

Blog 404

Blog Hotels Follow-up Learning-by-Doing 404

Strategy Driven

NOVEMBER 29, 2016

Intensive training and a well-understood chain of command may have instilled in veterans a respect for authority and a commitment to duty, but this was not to the exclusion of their development as leaders. Bill Sebra is Chief Operations Executive at Korn Ferry Futurestep. percent while the overall unemployment rate is 4.9

Agility 50

Agility Pharmaceuticals Self-aware Crisis Management 50

Coaching Tip

DECEMBER 20, 2010

A deliberately byzantine system of virtual tunnels that conceal the origins and destinations of data, and thus the identity of clients, Tor has been around since 2001, when programmers from M.I.T. That could change anytime. and the U.S. Naval Research Laboratory introduced it at a California security conference.

Document 95

Document Project Politics Download 95

Mills Scofield

JANUARY 14, 2014

” The morning prayers of the local population could be heard echoing through the loudspeakers outside the large 25-foot concrete T-walls topped with barbed wire that surround our compound, a Forward Operating Base within an Afghan Air Force base.

Emotional Intelligence 150

Emotional Intelligence Participative Letter Short-term 150

Great Leadership By Dan

NOVEMBER 1, 2007

TQ – Technical/Operational Quotient Top leaders know the business. They have the operational skills to make things happen. People like Goleman , Boyatzis , and Spencer (2001) all report that this skill set is often missing. The good news is that most of the people who get to top management positions are smart enough.

Agility 120

Agility Leadership Goleman ROI 120

Strategy Driven

OCTOBER 18, 2013

Business development. Having done so put the city in the position of responding to the unthinkable on September 11, 2001. This industrial development program carried the theme, “You Can Believe/Puede Creer.” Economic development and community stewardship programs emerged. Running the business. The Big Picture.

Crisis 71

Crisis Crisis Management Budgeting Risk Management 71

Skip Prichard

JULY 19, 2021

His book, Lessons from the Navy: How to Earn Trust, Lead Teams, and Achieve Organizational Excellence is loaded with advice to help all leaders aspiring to operate at the highest levels. After graduating from Princeton in 2001, Donovan Campbell wanted to give back to his country, engage in the world, and learn to lead.

Leadership 134

Leadership Crisis Learning-by-Doing Team 134

HR Digest

OCTOBER 17, 2020

And the lessons from most recent events in the last 20 years like the relatively mild swine flu (H1N1) in 2009, the dot-com bubble of 2001, and the 2008-09 Great Recession, are nowhere near suitable to withstand the social and economic impacts of the COVID-19 pandemic. Spanish flu). Review the organization’s performance and reward strategy.

Short-term 59

Short-term Committee Incentives Long-term 59

HR Digest

OCTOBER 17, 2020

And the lessons from most recent events in the last 20 years like the relatively mild swine flu (H1N1) in 2009, the dot-com bubble of 2001, and the 2008-09 Great Recession, are nowhere near suitable to withstand the social and economic impacts of the COVID-19 pandemic. Spanish flu). Review the organization’s performance and reward strategy.

Short-term 52

Short-term Committee Incentives Long-term 52

Michael Lee Stallard

JUNE 23, 2010

Leaders build the Vision bridge by developing and communicating a mission, set of values, and reputation that connect with employees. Leaders build the Voice bridge by developing processes and practices that keep employees “in the loop” and give them regular opportunities to express their views. Connecting the U.S.

Long-term 207

Long-term Consensus Class Follow-up 207

Ask Atma

SEPTEMBER 13, 2012

Philosophy: Although agile is originally a methodology developed by software programmers. Consider this statement of values from the original authors of the agile manifesto (Beedle, et al; 2001): I. For this reason, it is adaptable to almost any workflow or operational situation. The result is a more effective organization.

Agility 71

Agility Project Software Short-term 71

Building Personal Strength

JUNE 17, 2010

This meant that I was involved in some kind of combat operation several times a week—air-mobile assaults, search-and-destroy missions, night ambushes, and so forth. I remember being afraid one night in 2001. In the end, they would become experts in dealing with fear—icons of mental toughness, ready for anything.

Learning-by-Doing 88

Learning-by-Doing Training Travel Skills 88

Harvard Business Review

APRIL 20, 2016

Agile has indisputably transformed software development, and many experts believe it is now poised to expand far beyond IT. Shewhart taught this iterative and incremental-development methodology to his mentee, W. Teams using agile methods get things done faster than teams using traditional processes. They keep customers happier.

Agility 8

Agility Nonaka Takeuchi Innovation 8

Harvard Business Review

JULY 6, 2017

Since the Expedition One launch to the International Space Station (ISS) in 2001 — the first long-duration stay on the orbital construction site — NASA’s Human Health and Performance team has been developing expertise in the planning and provision of medical support to crews staying in our world’s most remote environment.

Intangible Assets 12

Intangible Assets Operations Health Care Conference 12

Harvard Business Review

AUGUST 22, 2012

In his research, he reports that these individuals typically have extensive sales, marketing and operational backgrounds. But Hagen has identified three attributes that these leaders must possess: 1) a passion for customer experience; 2) a strong personal brand; and 3) operational know-how. Get operational expertise, and fast.

Company 15

Company Business Intelligence CRM Marketing 15

Harvard Business Review

AUGUST 27, 2018

In a parallel development, the number of companies listed on U.S. The number of listed firms can decline because of three developments: 1) bankruptcy, failure, or closure of listed firms, 2) delisting of firms going private or acquired, and 3) decrease in number of initial public offerings (IPOs). westend61/Getty Images.

IPO 11

IPO Company First-mover Advantage Intangible Assets 11

Harvard Business Review

JULY 2, 2015

For instance, ever since Goldman Sachs coined the term BRIC, China and India have pulled ahead of Brazil and Russia, whose growth fell below the group average between 2001 and 2013. Finally, operating conditions differ significantly within the country groups. Moreover, the differences between the countries have grown over time.

Marketing 8

Marketing Benchmarking Globalization Construction 8

Harvard Business Review

JANUARY 17, 2013

We believe that organizations need to explicitly develop two parallel management systems: the operational system that manages the short-term execution of work — what we call the "Surface System," and a second system that focuses externally on sensing and driving strategic change — what we call the "Deep System."

Agility 8

Agility Process Long-term Short-term 8

Harvard Business Review

JANUARY 17, 2011

In 2001, Bill Gates stood up at Comdex and introduced Microsoft's first attempt at a Tablet PC to the world. Think about it from Microsoft's point of view: now that Windows 7 has been developed, to sell another copy, they don't have to do a single thing. Even more so than Intel, Microsoft has known the tablet was on the way.

Cost 16

Cost Operations System Marketing 16

Harvard Business Review

SEPTEMBER 17, 2018

Development economists over the ages have puzzled about why some emerging economies perform much better than others over the long term. More than half that reached the top quintile in terms of economic profit generation between 2001 and 2005 had been knocked off their perch a decade later, in 2010-15. Max Mumby/Indigo/Getty Images.

Depreciation 8

Depreciation Long-term Short-term GDP 8

Harvard Business Review

MAY 19, 2011

Since 2001, IBM has used jams to get 300,000 employees and others around the world to explore and solve problems. Suggestions ranged from streamlining operational processes, saving thousands of hours annually, to simplifying financial and sales processes across business units.

Process 15

Process Press Release Automotive Globalization 15

Harvard Business Review

AUGUST 7, 2012

Facebook and Google would be obvious choices for this, but so much has been written about each of them and they represent such special business models, I worried that it would be both hard for entrepreneurs to relate and hard for me to develop new insights. The first one I'll focus on is Akamai. Akamai: The Present. Akamai Going Forward.

P&L 15

P&L Lewin EBITDA Ries 15

Harvard Business Review

JULY 26, 2016

But amid these changes, how many organizations have ever taken a close look at how performance reviews actually operate in their own workplace, over the long term? corporation between 2001 and 2007. Myth 1: Assessment scores don’t vary much — most everyone gets an above average score and few, if any, get poor scores.

Performance Review 8

Performance Review Review Long-term Company 8

Harvard Business Review

MAY 26, 2014

Back in 2001, it was growing rapidly. The CEO thought he needed to step out of the chief sales role to focus on operations and finances. That requires mentoring and developing middle managers as well as building a network of external candidates in critical functional areas. But when it’s a team of six? It’s a different story.

Leadership 9

Leadership Leadership Pipeline Loyalty CEO 9

Harvard Business Review

JANUARY 26, 2016

But in a world where most companies don’t operate on the frontiers of digital transformation, and most employees aren’t tech geeks or app developers, our appetite for unconventional talent strategies should probably extend to more conventional parts of the economy. Turnover is absurdly low.

Loyalty 8

Loyalty Customer Loyalty Training Quality 8

Harvard Business Review

DECEMBER 13, 2017

This means all R&D is subtracted from operating income in the year it’s expended, while the payoffs to R&D don’t occur until future periods. Thus the further out the fruits of R&D, the less likely operating divisions are to conduct it. Relatedly it led to smaller, more incremental innovation.

Short-term 8

Short-term Decentralization Company Trends 8

Harvard Business Review

MAY 18, 2017

Garvin was a generalist more than a specialist, perhaps because he came of age at HBS during the 1980s, when the school’s primary focus was the development of skilled general managers. Case closed (until engineers develop an algorithm that does the job better). That quality made him (arguably) the quintessential HBR author.

Management 9

Management Balanced Scorecard NPV Article 9

Harvard Business Review

JANUARY 11, 2017

Since 2001 LVMH has studied its life cycle carbon footprint, focusing on both the obvious energy hogs — its stores and distribution — and brand-specific issues, such as packaging in spirits and personal care. The sustainability and operating execs at LVMH talk openly about some of the challenges they face. ”

Supply Chain 8

Supply Chain Payback Period Brand Energy 8

Harvard Business Review

MAY 22, 2015

Using data from the IMD World Competitiveness Yearbook from 2001, 2005, and 2009 for 54 countries, he also configured a model featuring power structures he expected to influence compensation, based on prior research of determinants of executive pay. 2) The development of equity markets. ” 3) The development of the banking sector.

CEO 8

CEO Marketing Analysis Execution 8

Harvard Business Review

APRIL 26, 2016

” This is a framework I have developed over the course of 35 years of working with and doing research in corporations around the world. And yet without Box 2, organizations don’t truly transform; they persist in limiting ways of operating. Now it’s less than 15 years. So, how do you build Box 2 muscle?

Company 8

Company Welch Bureaucracy Innovation 8

Harvard Business Review

MAY 3, 2016

Product upgrades make up the majority of corporate research and development activity. At Harvard Business School’s Program for Leadership Development and Owner/President Management Program. Developing the Global Leader. That’s why Harvard Business School marketing professors John T. Join the conversation.

Brand 8

Brand Education Products Productivity 8

Harvard Business Review

JULY 15, 2016

Today, the term increasingly serves as a corporate bogeyman that warns executives of the need to stand up and respond when disruptive developments encroach on their market. In fact, Kodak invested billions to develop a range of digital cameras. ” A good line, but not completely accurate. And Kodak totally missed that.

Technology 8

Technology Film Gilbert Business Model 8

Harvard Business Review

NOVEMBER 14, 2013

In 2007 AOL and Time Warner finally pulled the plug on the $350 billion 2001 merger that Time Warner chiefs Jeff Bewkes and Gerald Levin later called “ the biggest mistake in corporate history.”. Southwest’s decision in 2007 to hedge against increases in the price of jet fuel proved remarkably prescient.

Hedge 8

Hedge Restructuring Execution Download 8

Harvard Business Review

NOVEMBER 20, 2017

Following the company’s go-private transaction in October 2013 , Dell put in place new models for strategy development, resource allocation, and performance management. Strategy development at Dell is no longer a batch process tied to some planning calendar; it is a continuous process. Take Dell Technologies, for example.

Execution 8

Execution Strategy Contingency Plans Company 8

Harvard Business Review

JANUARY 21, 2013

One way to tell the story of mothers2mothers' growth is as follows: since 2001, the organization has expanded its operations to nine countries with an approximately $20 million operating budget. The organization's ultimate aim is to eliminate mother-to-child transmission of HIV. I'm not sure either frame is right.

Venture Capitalist 9

Venture Capitalist Mentor Microfinance NGO 9

Harvard Business Review

DECEMBER 4, 2017

When I joined Facebook in 2010, it was already well established that sustainability was central to the way that we operated. Several years later, in 2001, I was working as chief of staff to then-Harvard University President Larry Summers when we unveiled Harvard’s Sustainability Principles. we have a responsibility to lead.

Project 8

Project Energy Policies Efficiency 8

Harvard Business Review

APRIL 4, 2013

It was the brainchild of Donald Clifton , the late grandfather of Positive Psychology , but is associated in the popular culture with Marcus Buckingham , Clifton''s coauthor of Now, Discover Your Strengths (2001). Like any successful movement, the strengths movement drove a single issue and inevitably left out a lot.

Self-aware 8

Self-aware Middle Management Tools Audience 8