First Friday Book Synopsis

JUNE 24, 2011

Stomberg Professor of Management Practice in the Organizational Behavior area at the Harvard Business School. Before joining the Harvard Faculty, DeLong was Chief Development Officer and Managing Director of Morgan Stanley Group, Inc., DeLong is the Philip J.

Organizational Behavior 80

Organizational Behavior Human Capital Strategy Management 80

Harvard Business Review

MARCH 2, 2012

Given the hypercompetitive nature of global manufacturing, it wouldn't take much to kill this momentum and put the U.S. Managers typically assume that a worker who meets minimum qualifications can be taught pretty much any job in a short time. back to where it was a couple of years ago. Of particular importance is the hire.

Hypercompetition 14

Hypercompetition Human Capital Short-term Globalization 14

Harvard Business Review

MAY 3, 2016

In a world defined by hypercompetition and intense pressure, where business breakthroughs and career advancement demand a willingness to take risks and defy convention, the notion that any person can achieve meaningful success without experiencing setbacks and disappointments seems hopelessly naïve.

Hypercompetition 8

Hypercompetition Transportation Career Construction 8

Harvard Business Review

OCTOBER 6, 2017

There’s a meme on the internet, which speaks truth about a dilemma for young people entering the hypercompetitive workforce of 2017. Manage your workload and communicate proactively. Manage your commitments and workload wisely. Take advantage of them to make a quick impression as a reliable and hard worker.

How To 8

How To Hypercompetition Career Industry 8

Harvard Business Review

JULY 17, 2014

In today’s hypercompetitive world, the organization absolutely needs you to bring your whole self to work. Diversity Managing yourself' By proving that diversity can pay big dividends, you can also demonstrate why it’s okay to “just be yourself.”.

EPS 8

EPS Hypercompetition Diversity Constraint 8

Harvard Business Review

MARCH 21, 2011

And to make it happen, they're learning to shed the red tape, meetings, managers, and memos that made industrial-age business such a dreary, dismal drag. The unforgiving truth is that failure — the ability to fail gracefully, relentlessly, consistently — has never mattered more.

Hypercompetition 15

Hypercompetition Ries Definition Bottom-up 15

Harvard Business Review

SEPTEMBER 29, 2014

Despite this lift, the bank was experiencing relatively slow adoption in the retail channel with many branch managers still using traditional methods of relationship selling. approach to show how this would help them achieve their goals.

Banking 8

Banking Hypercompetition Constraint Technology 8

Harvard Business Review

SEPTEMBER 29, 2014

Despite this lift, the bank was experiencing relatively slow adoption in the retail channel with many branch managers still using traditional methods of relationship selling. ”) approach to show how this would help them achieve their goals.

Banking 8

Banking Hypercompetition Constraint Analysis 8

Harvard Business Review

OCTOBER 24, 2012

Another tool that I recommend is the Relationship Action Plan , which can be used to manage an organization around loosely configured, flexible teams. Many managers have been fearful of using social media beyond marketing purposes. A manager might instruct his team to find a salt replacer that was healthier.

Team 10

Team Succession Hypercompetition Teamwork 10

Harvard Business Review

MAY 13, 2013

They also have the power, through their policies, to change how employees work (and how managers encourage them to). Companies have invaluable capabilities they can apply to a public health campaign, such as communication channels to get the word out and wellness programs to support good habits. Social Influence. Sense of Involvement.

Hypercompetition 8

Hypercompetition Influence Bottom-up Open-book 8

Harvard Business Review

DECEMBER 8, 2010

In turn — and here's the crucial part — India's likely to be able to create the future: stuff that's globally hypercompetitive, because it's lean, clean, and green, igniting a new basis for export-led growth, and, more than likely, offering better sources of advantage. Now let's go back to the much-maligned WikiLeaks.

GDP 16

GDP Hypercompetition IPO Information 16

Harvard Business Review

MAY 28, 2015

Managers constantly try to fit new market needs to existing processes and routines. When I was working in optical disk manufacturing, I took over management of a business unit that was just setting up a new factory. More importantly, managers need to monitor the tool innovation roadmap.

Technology 8

Technology Depreciation Christensen Short-term 8

Harvard Business Review

FEBRUARY 16, 2011

You know how your mobile operator manages to slyly slide hidden costs past you — and the service you get is patchy and unpredictable? Once companies have to account for the costs they've been externalizing, new jobs to manage new competencies will emerge. Innovation atrophy. That's the Enronian economy in a microcosm.

Incentives 15

Incentives GDP Hypercompetition Self-aware 15

Harvard Business Review

MAY 8, 2017

We see an interesting pattern across the professionally managed companies, those whose CEOs were hired by the board. As any manager knows, a generic-sounding list of values won’t move the culture needle unless leadership brings it to life. These CEOs are what we call “insider outsiders.”

Franchising 15

Franchising CEO Business Model Strategy 15

Tanveer Naseer

APRIL 1, 2014

State of the art management and leadership techniques are continually evolving. Technology has clearly paid a huge part in this, but the biggest driver of change in how organizations are run is the ceaseless quest for improvement; to manage more efficiently and effectively to better achieve business results.

Blue Ocean Strategy 250

Blue Ocean Strategy Prahalad Christensen Leadership 250

Harvard Business Review

DECEMBER 20, 2016

I’ve found that managers who fully embrace a superconsumer strategy learn more from their consumers through increased empathy. These managers are more persuasive at getting buy-in from the leaders in their organization, make better strategic decisions, and achieve more stable, more predictable, and longer-term growth.

Airlines 8

Airlines Energy Self-aware Learning Curve 8