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How to Manage People Who Are Smarter than You

Harvard Business Review

The best managers hire smart people to work for them. How do you manage people who have more experience or more knowledge? “When you’re a technical expert, you know your value to the organization,” says Wanda Wallace, President and CEO of Leadership Forum and author of Reaching the Top. What the Experts Say.

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True Leaders Believe Dissent Is an Obligation

Harvard Business Review

In a world hungry for great leadership, these are just a few of the questions that too many leaders seem incapable of answering. I first encountered the term last year, in an intriguing interview with a CEO named Victor Ho, cofounder of a customer loyalty company that has raised more than $100 million in venture funding.

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What the CVS-Aetna Deal Means for the Delivery of U.S. Health Care

Harvard Business Review

New, nontraditional entrants are bringing fresh alternatives to the bureaucratic and autocratic management systems of traditional hospitals. If the health system is responsible for the entire cost of managing the care of people over time, it will have a financial incentive to keep patients out of hospitals.

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What Tomorrow's Leaders Are Learning in Africa Right Now

Harvard Business Review

Like Samsung, we have found it critical to establish leadership in home markets first, we place a similar importance on mixing local and global talent, and we faced the same cultural integration challenges. And companies in Accra include venture fund Oasis Capital and agricultural private equity house Injaro Investments.

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Help Us Innovate the Innovation Process

Harvard Business Review

Dig into the genesis of a paradigm-busting new product or service, and you'll usually find that its success owes more to the indomitable spirit of a lone innovator than to the obliging climate of an inherently pro-innovation management model. Ultimately, every management process must be a catalyst for innovation.

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A New CEO's Reinvention Road Map

Harvard Business Review

I'm not one to manage by magazine but, if I were, "The Reinvention Roller Coaster: Risking the Present for a Powerful Future" would be required reading. We're fortunate to own a leadership position amongst our traditional competitors but recognize that we're at a point at which our benchmark must move. Especially right now.

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Getting Smarter about Google's "Brain Drain"

Harvard Business Review

Just yesterday, on the front page of the New York Times , came a report about how "low-level engineers, product managers and prominent managers" from the executive ranks are leaving the company for high-profile companies such as Facebook as well as venture-funded startups of the sort that dot the technology landscape.