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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. They’re adept at managing change, inspiring teams, and steering the organization through uncertain times with clarity and conviction. As David B.
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.
Despite the media coverage of Boomers and how a tidal wave of retirements could impact business, many senior managers are kicking the can down the road, putting off the job of creating a system and process for capturing knowledge. Manager can avoid this by taking some steps now to prepare for the day when key workers leave.
Despite the media coverage of Boomers and how a tidal wave of retirements could impact business, many senior managers are kicking the can down the road, putting off the job of creating a system and process for capturing knowledge. Manager can avoid this by taking some steps now to prepare for the day when key workers leave.
Social media is about people, not technology. Its value stems from how business leaders, from senior executives to managers, use it to foster new collaborative behaviors that materially improve business performance. And their attitude matters, a lot. This rarely bears fruit.
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.
While the technology giant's second-quarter revenue increased by 3%, its relatively new CEO, Leo Apotheker, was forced to lower the forecast for revenue for the fiscal year. The technology market is the epitome of creative destruction. He blamed the Japan earthquake, the anemic PC market, and a troubled services organization.
Three-quarters of the world's CEOs say more emphasis should be placed on measuring the value of non-financial assets such as intellectualcapital and customer relationships. This was the headline finding of a recent study (PDF) by the American Institute of CPAs and the Chartered Institute of Management Accountants.
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. Let's start with the human side.
Manufacturers invest most of their capital into physical assets, while high-tech firms invest in R&D to create new intellectualcapital. But all assets are not created equal, especially as the technological landscape changes. These assets are typically overlooked, undervalued, and under-managed.
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.
What makes the matter fascinating to industry watchers, approximately their equivalent of the Charlie Sheen supernova, is that Gupta served three terms as managing director of McKinsey & Co., In his tenure as McKinsey's worldwide managing director, Gupta displayed macher-like ambition not just for himself but even more so for his firm.
Prahalad and I urged managers to think in a different way about the building blocks of competitive success. Managers assess performance. To find a cure, we will have to reinvent the architecture and ideology of modern management — two topics that aren’t often discussed in boardrooms or business schools. Power trickles down.
Prahalad and I urged managers to think in a different way about the building blocks of competitive success. Managers assess performance. To find a cure, we will have to reinvent the architecture and ideology of modern management — two topics that aren’t often discussed in boardrooms or business schools. Power trickles down.
You can read about it in recent issues of The Economist , The New York Times , and in the book The Second Machine Age by Erik Brynjolfsson and Andrew McAfee of the Massachusetts Institute of Technology. The arguments are familiar. This may all change as China innovates and grows. As that continues, vigorous rates of job growth will resume.
As technology continues to change and challenge even the most successful incumbent organizations in every industry, the cost of inertia is growing. According to Ocean Tomo, a consulting firm focused on intellectualcapital, physical assets (plant, property, and equipment) made up more than 80% of the market value of the S&P 500 in 1975.
Sponsored by DXC Technology. Retailers like Walmart and Macy’s manage a supply chain, buying and reselling their own inventory. Let’s see what happens when we connect them rather than manage them — that is, focus on the links rather than the nodes. Human capital. Intellectualcapital.
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