This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
Dan’s guest for the month was Gary Hamel, author of What Matters Now (review forthcoming) and The Future of Management (review not need – buy the book). Hamel argued that on biggest challenges facing large companies was senior leadership “inability to write off their own depreciating intellectualcapital. Kodak knew film.
Dan’s guest for the month was Gary Hamel, author of What Matters Now (review forthcoming) and The Future of Management (review not needed – buy the book). Hamel argued that on biggest challenges facing large companies was senior leadership “inability to write off their own depreciating intellectualcapital.
In the legal industry, leadership isn’t just about managing the status quo—it’s about driving change, shaping strategy, and guiding firms through an increasingly complex landscape. That’s the level of foresight firms need if they’re to remain competitive in a landscape that rewards agility and innovation.
Many people are unaware that among the invaluable resources that Harvard Business Review makes available at no cost online are more than 100 videos — each about five minutes in length – that have been excerpted from conversations during which eminent thought leaders share their insights. Here’s a partial list. FYI, I am using a [.].
The “problem” with brilliant innovators, same as Fighter Pilots, is that when they are not given a clear vector on which to act, do not have a shared mental model of what the future and success should look like, they will develop their own path. But they were all running in different directions. This was the “Ah-Ha” moment.
The new work contract – where employees take responsibility for their own careers and corporations provide them with career-enhancing but impermanent opportunities – can be as difficult for organizations to manage as it is for individuals. We must manage our human assets with the same rigor we devote to our financial assets.
Most organizations, however, still view social media as a threat to productivity, intellectualcapital, security, privacy, management authority, or regulatory compliance. For example, a grass roots "Shores Stores Group" formed among the more than 100 store managers with stores located in vacation communities.
Since at least the 1980s (the era of deregulation, that is, over which Alfred Kahn presided) managers of big companies have been upbraided for their intolerance to risk. Perhaps not surprisingly, managers of mega corporations remain largely unsold on that notion. Certainly, that's a fair accusation. First, why is it a sector?
It started 30 years ago with the progressive and unusual step (for that time) of shifting from local nationals as country managers to global leaders from other countries. French pharmaceutical company Sanofi recently acquired Boston-based Genzyme to tap into America's intellectualcapital in biotechnology.
In 1989, Alan Kay said it takes at least 10 years for an innovation to get from the lab into everyday life. To the corporations, the future looks like the enemy, a risk that can''t be managed, an idea that can''t be thought. And, if we have the intellectualcapital, maybe get a pied-à-terre. See if you can spot my error.
Software had turned into a stronger driver of revenue in the computer industry than hardware, and HP management had realized that it had to make the shift to sustain its growth. I remember attending a Hewlett-Packard meeting for industry analysts in the early 1990s and hearing HP proudly declare that it was becoming a software company.
Prahalad and I urged managers to think in a different way about the building blocks of competitive success. Businesses are, on average, far less adaptable, innovative, and inspiring than they could be and, increasingly, must be. Managers assess performance. To manage” is “to control.”. “To To manage” is “to control.”.
Prahalad and I urged managers to think in a different way about the building blocks of competitive success. Businesses are, on average, far less adaptable, innovative, and inspiring than they could be and, increasingly, must be. Managers assess performance. To manage” is “to control.”. “To To manage” is “to control.”.
What China makes is generally low-priced, with razor-thin profit margins, is available from almost any emerging market supplier, and contains little distinctive or proprietary intellectualcapital. This may all change as China innovates and grows. As that continues, vigorous rates of job growth will resume. Far from it.
Our research has found that embedded sustainability drives financial performance through mediating factors such as innovation, operational efficiency, risk reduction, employee recruitment, engagement and retention, customer and supplier loyalty, competitive advantage, reduced cost of capital, and improved marketing and sales.
We organize all of the trending information in your field so you don't have to. Join 5,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content