Great Leadership By Dan

JUNE 19, 2018

No serious strategic moves will be made without them being part of the decision-making; however, markets, customers, supply chains, manufacturing processes and everything else in the age of “digital connectivity” changes too fast for a traditional organization to react in a timely fashion. This is leadership!

Active Listening 192

Active Listening Succession Leadership Supply Chain 192

Tanveer Naseer

FEBRUARY 20, 2018

Yes, we could, but if you need to change it is useful to make culture also operational and look at the daily (inter)actions. Some companies “magically” have great cultures induced by heroic leaders and, thus, dominate their markets. Aren’t we supposed to formulate lofty core values, a vision and mission statement?

Mission Statement 275

Mission Statement Heskett CEO Learning-by-Doing 275

Tanveer Naseer

OCTOBER 18, 2016

The following is a guest piece by Kotter International President, Russell Raath on behalf of The Economist Executive Education Navigator. The idea that saves the business $10 million may come from a production line supervisor; the concept that opens up an entirely new market for your products might come from a junior sales rep.

Kotter 100

Kotter Open-book Innovation Operations 100

Marshall Goldsmith

DECEMBER 16, 2013

In his book New Rules, John Kotter notes that from 1974 through 1994, Harvard Business School graduates who worked for smaller corporations tended to make more money and have higher job satisfaction than their counterparts in large corporations. Five Trends . Our task is complicated by five additional trends: 1.

Bureaucracy 151

Bureaucracy Intellectual Capital Kotter Telecommunications 151

Skip Prichard

JUNE 22, 2020

James Heskett and John Kotter found that organizations with strong corporate cultures realized over eleven years revenue growth of 682 percent, employment growth of 282 percent and stock price growth of 901 percent. Companies with a healthy culture gain a positive reputation, not only among employees, but also with customers and the market.

How To 112

How To Middle Management Reputation Short-term 112

Strategy Driven

SEPTEMBER 12, 2011

Organizations that fail to continuously revise assumptions about their operating environment (i.e. market) risk obsolescence or irrelevance. Fighter Pilots and Special Operations teams have discovered and used a secret to continuous improvement – a tool every enterprise can benefit from. But how is this done?

Short-term 63

Short-term Learning-by-Doing Tools Schein 63

Harvard Business Review

JUNE 27, 2012

Would shareholders of Kodak — which had some of the earliest digital photography technology — agree that its destruction made evolutionary sense, or would they echo Harvard Professor John Kotter's remark that it was the result of "complacency"? Markets change; technology evolves. Root it out wherever you find it.

Creativity 16

Creativity Long-term Kotter Cost of Capital 16