Marshall Goldsmith

DECEMBER 16, 2013

Innovative high-technology corporations are currently paying employees large bonuses to recruit top talent. To retain top talent in the future, executives will need to clearly identify, develop, involve, and recognize key people. The CEO of a leading telecommunications company recently embarked on an innovative approach.

Bureaucracy 151

Bureaucracy Intellectual Capital Kotter Telecommunications 151

Tanveer Naseer

MAY 16, 2011

Russell is an educational psychologist, author, executive coach and management consultant whose clients include Fortune 500 executives in aerospace, healthcare, pharmaceutical and biotechnology, information technology, telecommunications and oil and gas. Are You Using Dialects To Develop Your Employees’ Skills?

Bureaucracy 233

Bureaucracy Compliance Learning-by-Doing Engineering 233

Strategy Driven

FEBRUARY 27, 2024

By planning well in advance, businesses can anticipate potential challenges and develop solutions before they escalate into major issues, ensuring a smoother transition with minimal impact on operations. An effective plan also involves regular progress check-ins and flexibility to adjust timelines as needed.

Tips 96

Tips Telecommunications Transportation Contingency Plans 96

HR Digest

JULY 22, 2019

The use of automation technology is rapidly changing the landscape of various industries, mostly in the labor-intensive sectors. Autonomous shipping and the ability to control trucks inside mining pits from an office are some few technologies emanating from artificial intelligence. million ounces of gold.

Industry 87

Industry Operations Transportation Technology 87

Marshall Goldsmith

FEBRUARY 11, 2013

In the 1980s, I appeared on a videotape that was widely distributed as part of a leadership development course for IBM managers. All I had to do was look at the path of technological innovation and make a reasonable guess. I don’t know much about telecommunications – it just seemed obvious. He’s right.

Telecommunications 98

Telecommunications Education Politics Quality 98

Strategy Driven

DECEMBER 11, 2013

StrategyDriven Analytics combines StrategyDriven’s industry leading asset management and data analytics experience with Xen Wireless’s information technology and delivery expertise. Xen Wireless delivers high value, high impact, technology services and solutions to help our customers solve real world business problems.

Wireless 58

Wireless Benchmarking Asset Management Industry 58

Strategy Driven

JUNE 2, 2015

A highly experienced nuclear power consultant, Ruth leads StrategyDriven's information technology and cyber security services. "We Her extensive knowledge and experience in information technology and cyber security adds a critical dimension to our advisory services practice and brings tremendous value to our clients.".

Information Technology 50

Information Technology Telecommunications Committee Technology 50

Strategy Driven

JANUARY 28, 2020

This is despite the concerns on data security surrounding cloud technology. Businesses will incorporate these technologies to interact with their customers. Cloud-based technology increases connectivity. Furthermore, the media and information industries will continue to invest in telecommunications outsourcing.

Outsourcing 65

Outsourcing Trends Offshoring Telecommunications 65

Thin Difference

AUGUST 8, 2019

Creating a coaching culture – where managers intentionally grow and develop employees – isn’t necessarily about providing a warm and fuzzy place to work. The goal is to move the organization from a performance management mindset to an environment where every leader is coaching and developing people daily.

Short-term 64

Short-term Long-term Telecommunications Webinar 64

Eric Jacobson

JANUARY 30, 2021

These authors share that digital winners focus on : Balancing fast execution with deliberate direction-setting Developing systems so that knowledge is shared not siloed. After really studying the challenge, they decided to take the time to develop their own systems. Building a culture of continuous and practical learning.

McKinsey 65

McKinsey B2C Telecommunications Learning-by-Doing 65

Eric Jacobson

MARCH 20, 2021

These authors share that digital winners focus on : Balancing fast execution with deliberate direction-setting Developing systems so that knowledge is shared not siloed. After really studying the challenge, they decided to take the time to develop their own systems. Building a culture of continuous and practical learning.

McKinsey 65

McKinsey B2C Telecommunications Learning-by-Doing 65

HR Digest

JANUARY 5, 2021

The members-only union is supported by the Communication Workers of America, which represents workers in telecommunications, information technology and media. They have developed artificial intelligence technology for use by the Department of Defense and profited from ads by a hate group. ” ‘Technology unions’.

Shaw 52

Shaw Telecommunications Engineering Ethics 52

Strategy Driven

MAY 15, 2015

Those who don't help to develop the business on the front end are just vendors and subcontractors. Hardware, software and component producers revolutionizing the next generation of technology. Telecommunications industry service providers. Supports collaborators in developing their own businesses, offering referrals.

Cooper 50

Cooper Open-book Tourism Telecommunications 50

Harvard Business Review

MAY 2, 2011

As multinational corporations pursue opportunities in emerging markets, they're bound to stumble if they overlook the developed economies, and vice versa. Without operating in the former, they won't be able to attain economies of scale; sans the latter, they're unlikely to continue developing state-of-the-art technologies.

Globalization 15

Globalization Marketing Venture Capitalist Biotechnology 15

Harvard Business Review

JANUARY 17, 2012

As new technologies in social media, transportation, and telecommunications bring us closer together, it's more critical than ever for organizations to recruit, develop, and retain multicultural leaders who can skillfully navigate both the opportunities and challenges of a more connected world. The world is getting smaller.

Competitive Advantage 17

Competitive Advantage Leadership Talent Management Telecommunications 17

Harvard Business Review

FEBRUARY 4, 2011

The conventional wisdom is that innovations originate in rich countries and the resulting products are sold horizontally in other developed countries and then sent downhill to developing countries. After all, aren't developed nations such as the U.S. and Germany the richest and most technologically advanced nations in the world?

Innovation 15

Innovation Telecommunications Globalization GDP 15

Harvard Business Review

OCTOBER 28, 2014

since the index was first developed in 2008. Technology, with a gap of 44%, was the outlier—not because the global presence in the boardroom is so low, but because the percentage of revenue from international sources is so high. Only 28% of the S&P 500 still generate all their revenue in the United States.

Globalization 20

Globalization Committee Telecommunications Consensus 20

Harvard Business Review

AUGUST 9, 2013

A second accelerant of IT delivery is the iterative software development philosophy known as "agile development." The preliminary results of a survey of nearly 4,300 IT projects revealed that long project schedules increase risks across all project types, not only in software development projects. It''s C-Suite Problem.

Technology 9

Technology CIO Agility Software 9

Harvard Business Review

JUNE 7, 2017

Management teams often assume they can leapfrog best practices for basic data analytics by going directly to adopting artificial intelligence and other advanced technologies. For example, one telecommunications company we worked with can now predict with 75 times more accuracy whether its customers are about to bolt using machine learning.

Company 15

Company Telecommunications Retail Supply Chain 15

Harvard Business Review

SEPTEMBER 12, 2012

Are customer preferences and habits changing due to enabling technologies and/or changing social norms? For much of the 1980s and 1990s, many parts of the startup ecosystem focused on communications, technology, and health care. And companies like Google, Apple, and even telecommunications titans are eying the industry.

System 16

System Christensen Disruptive Innovation Telecommunications 16

Harvard Business Review

MAY 16, 2011

But for many years it took a hands-off approach to new product development — dictating needs, but letting vendors bid for a slot on the Sun server and sink or swim after that. One of the results of this approach was that vendors failed to invest sufficiently to produce advanced products for Sun.

Software 19

Software Licensing Long-term Telecommunications 19

Harvard Business Review

NOVEMBER 23, 2010

When I founded the nonprofit African Institution of Technology , I initially focused on helping African entrepreneurs or artisans, especially those with only primary education, develop new skills and market opportunities. Ndubuisi Ekekwe is a founder of the non-profit African Institution of Technology.

Books 15

Books Guidelines Banking Telecommunications 15

Harvard Business Review

JANUARY 16, 2013

But some 70% of the extra profit to be made through social technologies has nothing to do with marketing. Examples of enterprise social-technology use are cropping up all the time: TD bank relies on a social network for employee communication, and at Unisys, social communities provide specialized expertise to resolve technical problems.

Media 12

Media McKinsey Supply Chain Telecommunications 12

Harvard Business Review

NOVEMBER 22, 2010

The theme of the big event was "Technology-led Transition and Innovation-driven Development," which sounds broad. The Ministry of Commerce was showing how some companies "have made use of technology to.promote a low-carbon economy and environmental protection." This last article is the one that really grabbed my attention.

NGO 15

NGO Chemicals Guidelines Telecommunications 15

Harvard Business Review

SEPTEMBER 21, 2018

Fewer than one-third (30%) of respondents to our survey see innovation as one of the top three challenges their company faces in achieving its strategic objectives, and just 21% think that technology trends are a major strategic challenge. aerospace & defense, industrial conglomerates, textiles); IT & Telecommunications (e.g.,

Innovation 14

Innovation Short-term Telecommunications Long-term 14

Harvard Business Review

NOVEMBER 23, 2010

One software design firm we studied had a long-time partner that was trying to figure out how to hire and develop an "in house" group to manage network and technology hardware issues. The partner confidentially approached the software CEO for advice on how they developed and trained their own staff over the years.

Entrepreneur 15

Entrepreneur Strategy Telecommunications Software 15

Harvard Business Review

OCTOBER 5, 2012

There is clear empirical evidence to back this up: in our research of about 150 firms in the telecommunications industry, we found that the more successful firms all took this active approach to managing their capability and resource portfolios. Poly9 in Canada, and C3 Technologies in Sweden that are bringing in new skills.

Software 15

Software Telecommunications Short-term Licensing 15

Harvard Business Review

APRIL 18, 2011

The sad but simple truth was that Cisco — arguably the world's premier internet network technology company — didn't deliver a Wi-Fi-enabled device. The company knew digital devices were all becoming telecommunications tools. Technology couldn't have been the issue. Smartphones were becoming smarter. This was obvious.

Wireless 14

Wireless Management Telecommunications Core Competence 14

Harvard Business Review

NOVEMBER 9, 2011

COOs are relatively common in service industries such as financial services, energy, information technology and telecommunications, but in manufacturing sectors — such as automotive, chemical, and pharmaceutical companies — they are relatively rare.

COO 15

COO Sample Telecommunications Automotive 15

Harvard Business Review

OCTOBER 30, 2014

Consider the case of an Asian telecommunications company that found 20 percent of its marketing budget was being squandered in markets with the lowest lifetime customer value. That starts with developing a deep understanding of how customers behave and make decisions. Create a technology engine that powers the front lines.

Marketing 15

Marketing Guidelines B2C Analysis 15

Harvard Business Review

MARCH 12, 2012

Increasingly, Western companies are developing products in countries like China and India, and then distributing them globally. For example, GE developed an ultra-low-cost ultrasound for rural China which is now marketed in over 100 countries. and which they now sell in Europe and the U.S. and which they now sell in Europe and the U.S.

Glocalization 15

Glocalization Mass Marketing P&L Globalization 15

Harvard Business Review

AUGUST 1, 2013

This infrastructure sits on top of a publicly available substructure of assets and resources — telecommunications and the Internet, for example. It embodies the long tail realities of major business and technology decisions, resulting in an IT department struggling to manage multiple costly and incompatible infrastructures.

CIO 11

CIO Technology Telecommunications Information Technology 11

Harvard Business Review

DECEMBER 26, 2014

The phenomenon of fast-track CEO succession appears to be most prominent in the retail, technology, media, and telecommunications sectors—all of which are particularly affected by disruptive business models and new competitors. Through this effort, we have observed certain characteristics of this emerging trend.

CEO 15

CEO Contingency Plans Telecommunications Planning 15

Harvard Business Review

JUNE 9, 2014

The key to such a change is developing an innovation-oriented industrial structure and a well-functioning innovation system. Currently, the annual expenditures for research and development (R&D) amount to 0.67% of Greece’s GDP. And Tropical SA is focused on hydrogen and fuel cell technologies. to 3% of their GDP.

Planning 13

Planning GDP Tourism Innovation 13

Harvard Business Review

MAY 28, 2013

In one of the most comprehensive global surveys of corporate directors to date, we found that they were very worried about developing and enacting strategic plans that will enable their organizations to succeed. Not innovation, risk management, technology, debt, or the regulatory environment. Not competitive threats. Not rising costs.

Talent Management 10

Talent Management Company Telecommunications Management 10

Harvard Business Review

JANUARY 25, 2012

Indeed, we think every organization must develop and execute an aggressive plan to put data to work. Important as the technology and expertise may be, we find that most companies should focus first on high-quality data, process, people, and culture. So where to begin? This last point is driven home over and over.

Organization 16

Organization Telecommunications McKinsey Price 16

Harvard Business Review

FEBRUARY 10, 2014

37signals has developed a dozen different products and services since its founding in 1999. Instead of focusing on doing a few things well, they try to go after too many customer segments, too many adjacencies, and too many new technologies. Refocusing” might be an understatement.

Strategy 14

Strategy Telecommunications Pharmaceuticals Software 14