Marshall Goldsmith

DECEMBER 16, 2013

Leaders can no longer afford to let the vagaries of the job market determine who leaves and who stays. We must manage our human assets with the same rigor we devote to our financial assets. The CEO of a leading telecommunications company recently embarked on an innovative approach. Retaining High-Impact Performers .

Bureaucracy 151

Bureaucracy Intellectual Capital Kotter Telecommunications 151

Harvard Business Review

NOVEMBER 23, 2010

More on: Human resources , Managing people , Managing yourself Join the Discussion | More by This Author | Email/Share Previous How to Reinvent Your Personal Brand Next Artisans Must Balance the Books Never miss a new post from your favorite blogger again with the Harvard Business Review Daily Alert email.

CIO 16

CIO Guidelines Telecommunications Emotional Intelligence 16

In the CEO Afterlife

APRIL 10, 2011

by John • April 11, 2011 • Human Resources , Strategy • 0 Comments. Social media, telecommunications, high tech are today’s rising stars. Check their market cap and reputation for innovation. Less than two years and I was in marketing. Human Resources. In the CEO Afterlife. Leadership.

CEO 170

CEO Advice Company Competitive Advantage 170

Harvard Business Review

JANUARY 11, 2017

There’s urgency here because we believe the role of technology in the labor market will become more pronounced as artificial intelligence and machine learning affect white-collar jobs in much the same way that robotics has affected blue-collar jobs.

Skills 8

Skills Engineering Telecommunications Incentives 8