Michael Lee Stallard

OCTOBER 18, 2010

Within a matter of hours following the terrorist attacks on September 11, 2001, aircraft carriers, Aegis destroyers, and cruisers were in position to protect America’s shores. As the Navy improved sailor retention and developed greater alignment with Admiral Clark’s vision, it became faster and more responsive. why is everyone smiling?

Servant Leader 356

Servant Leader Bond Mentor McCarthy 356

Marshall Goldsmith

FEBRUARY 24, 2014

Every company wants “integrity,” “respect for people,” “quality,” “customer satisfaction,” “innovation,” and “return for shareholders.” Before the energy conglomerate’s collapse in 2001, I had the opportunity to review Enron’s values.

Ethics 137

Ethics Pharmaceuticals PR Execution 137

Michael Lee Stallard

JUNE 23, 2010

In addition to the negative impact on decision-making, diminished communications from the lack of connection reduces the marketplace of ideas inside the organization, which in turn reduces innovation. Admiral Clark’s description of who sailors are as members of the U.S. why is everyone smiling?

Long-term 207

Long-term Consensus Class Follow-up 207

The Horizons Tracker

JULY 23, 2023

.” Fighting spirit For instance, consider Apple’s situation in 2001 just before launching the iPod, when the company was facing difficult times. However, Apple’s commitment to innovation and its collective underdog identity revolutionized the way people interact with technology.

Motivation 52

Motivation Team Telecommunications Apparel 52

Strategy Driven

NOVEMBER 29, 2016

Always at the forefront of innovation, technologies pioneered by the military are often adopted by the commercial sector; companies looking for cyber knowledge or network engineering skills can find this expertise among veterans. percent while the overall unemployment rate is 4.9 percent.

Agility 50

Agility Pharmaceuticals Self-aware Crisis Management 50

Harvard Business Review

DECEMBER 8, 2010

And unfortunately, it's also one of the most in need of radical institutional innovation. But prosperity is always going to accrue to those who innovate yesterday's rusting, creaking institutions. There are big and small, worse and better, more and less ethical ways to do the latter.

GDP 19

GDP Hypercompetition IPO Information 19

Harvard Business Review

SEPTEMBER 27, 2011

There are some notable examples of CEOs with courage: In the days following September 11, 2001, Southwest Airlines did not follow its many competitors and lay off tens of thousands of people, thereby keeping intact its record of never having a layoff, or furlough, and building its market share. As former Procter & Gamble CEO A.

CEO 15

CEO Benchmarking Long-term Banking 15