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A former Verizon Wireless executive, she has over two decades of experience in customer service, sales, and humanresources. Resources Mentioned in This Episode: Book: Courageous Cultures . Idea incubator guide (with pre-ordering). Book: Winning Well: A Manager’s Guide to Getting Results–Without Losing Your Soul.
A former Verizon Wireless executive, she has over two decades of experience in customer service, sales, and humanresources. Resources Mentioned in This Episode: Book: Courageous Cultures . Idea incubator guide (with pre-ordering). Book: Winning Well: A Manager’s Guide to Getting Results–Without Losing Your Soul.
Have you noticed that general managers are scarce these days? These are the executives who run discrete businesses and control all of the resources associated with them. But in many large companies, the only true general manager is the CEO. At one time general managers were at the center of the action.
In a recent article published in EducationNext, "Creating a Corps of Change Agents," Jennie Weiner, Wendy Robison, Rick Hess and I analyzed the career histories of founders and top management team members of organizations identified as "entrepreneurial" in education and found that TFA is overly represented in the career histories of both groups.
If companies want to be able to consistently innovate, they need dedicated innovation professionals to carry out the functions of discovery, development, incubation, acceleration, and scaling. But this innovation division can’t be siloed off from the rest of the business.
In research for our book, Time, Talent and Energy, my co-author Michael Mankins and I found that such investments do indeed pay off: The top-quartile companies in our study unlocked 40% more productive power in their workforce through better practices in time, talent and energy management. For knowledge workers, time is incredibly scarce.
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