Next Level Blog
JULY 12, 2010
Apparently, Cleveland Cavaliers owner Dan Gilbert thought the same thing because it wasn’t long before he had posted a scathing open letter to the Cavs’ fans on the team’s official web site. In contrast to the seedy and classless drama engineered by James and Gilbert, this weekend marked the passing of Bob Sheppard.
Skip Prichard
APRIL 15, 2020
Gilbert Keith Chesterton. He readily admits that during the first half of his career, he operated with an inward mindset. When we have these desires we are able to operate in a more emotionally intelligent way, leading to greater organization advancement. How you think when you lose determines how long it will be until you win.”
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Strategy Driven
JUNE 13, 2021
Coconino County has enhanced its Public Works fleet operations by focusing on employee development and establishing new business practices. In addition to 18 employees operating three shops in two locations, the Division also manages two fueling sites and a Parts and Inventory Room. Background. Staffing Challenges and Planned Actions.
Persuasive Powerhouse
OCTOBER 2, 2010
Lessons from Gilbert and Sullivan. Mary Jo Asmus A former executive in a Fortune 100 company, I own and operate a leadership solutions firm called Aspire Collaborative Services. Gwyn Teatro of You’re Not The Boss of Me plays quarterback as she leads discussion of the next play in the huddle with Managing and Leading….Lessons
Harvard Business Review
JANUARY 17, 2012
As the decade wore on and its core business continued to deteriorate, Kodak brought in a new leadership team, downsized its core operations, and began placing bets on even more radical ideas , such as a line of printers with low-cost ink. Gilbert's HBR article with Joseph Bauer that also discusses Kodak is available here.
Harvard Business Review
JULY 15, 2016
Today the company has annual revenues above $20 billion, competes in healthcare and electronics operations and derives significant revenues from document solutions. Our colleague Clark Gilbert described more than a decade ago a great irony of disruption. The right lessons from Kodak are subtle.
Harvard Business Review
JANUARY 29, 2013
There are some things that only large companies can do, because they have unique assets like technology, channel relationships, relationships with regulators, scale operations, and so on. Those tensions will always make a company move more slowly than an unburdened startup.
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