Call Center Energy Innovation Operations 
Let's Grow Leaders
SEPTEMBER 22, 2014
call center directors, team leaders). Here’s what such an informal competency could look like in the call center director world. His energy toward great service serves as a charismatic contagious vortex that inspires daily action. Balances day-to-day operations with a longer term view.
Tanveer Naseer
AUGUST 5, 2014
Neuroscientists such as Matthew Lieberman of the University of California at Los Angeles have also shown that when the neural circuits for being reactive drive behavior, some other neural circuits become less active—those associated with executive thinking, that is, controlling oneself, paying attention, innovating, planning, and problem solving.
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Harvard Business Review
AUGUST 8, 2013
Recently, Thomson-Reuters published its latest list of the Top 100 Global Innovators honoring the leading organizations and companies most responsible for sizeable, influential patents worldwide. Captive R&D Centers. First, many of the Top Innovators employ engineers in emerging countries such as India and China.
Harvard Business Review
SEPTEMBER 28, 2018
Instead, we bring people into different contexts — removed from typical day-to-day company operations — that can serve as a metaphor for what customers experience and therefore jolt employees into a more empathetic stance. Take our work with Consumers Energy in Michigan. Sometimes we generate ideas to address our own needs.
Harvard Business Review
MAY 5, 2016
They see disrupted incumbents from retail, finance, health care, transportation, professional services, and manufacturing requiring radical restructuring of assets, productivity , and innovation. This clean-sheet customer experience prioritization over more traditional call center KPIs had a huge effect.
Harvard Business Review
AUGUST 5, 2014
Talk about how complex marketing has become is very much in vogue, but there’s much less discussion about the operational (and diplomatic) muscle CMOs need in order to get things done. Companies across the spectrum are grappling with change as new technologies, innovations, and customer behaviors disrupt old business models.
Harvard Business Review
JUNE 20, 2014
When Deborah DiSanzo took over as CEO of Philips Healthcare in May 2012, she knew that engineering would continue to drive innovation. At Essent, the Dutch energy company, CEO Erwin van Laethem provided practical guidance to his CMO. “My He has to invest the time and energy not just reading documents but really problem solving.”
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