Strategy Driven

JUNE 2, 2015

For nearly three decades, Ruth led the Institute of Nuclear Power Operations’ (INPO) Information Technology Division as Director, Computer Systems and Telecommunications and Director, Information Technology and Data Services. nuclear power industry which reduced costs with economies of scale, shared content, and secure student data.

Information Technology 50

Information Technology Telecommunications Committee Technology 50

Eric Jacobson

JANUARY 30, 2021

But it also includes a real humility on the part of leaders and an openness to learning from others – whether that’s walking through agile working labs and asking people what they’re doing to visiting companies to understand how they operate to simply reading interesting books. He is based in Paris. He is based in Copenhagen.

McKinsey 65

McKinsey B2C Telecommunications Globalization 65

Experience to Lead

OCTOBER 22, 2021

Alex brings over 20 years of operations experience with an unwavering focus on exceeding client expectations. Virtual programs with a major telecommunications firm in Malaysia. Rather than using a standard story and leadership framework, we specifically addressed their setbacks to ensure their current and future success.

Telecommunications 52

Telecommunications Globalization Participative Learning-by-Doing 52

Leading Blog

APRIL 16, 2021

There are many ways that even a good business with good leadership can be damaged or bankrupted. Operating a small business is not unlike owning a really old house: things break a lot, and you need to fix them, over and over and over. Some things in business and life are simply out of our control. Ours did; over 700 did not.)

Learning-by-Doing 267

Learning-by-Doing Long-term Automotive Open-book 267

Marshall Goldsmith

NOVEMBER 4, 2013

The changing role of leadership will mean that the relationship between managers and direct reports will have to change in both directions. Many leaders will be operating more like the managing director of a consulting firm. The same trend is occurring in pharmaceuticals and telecommunications. Employee Engagement Leadership'

Short-term 107

Short-term Long-term Trends Telecommunications 107

Marshall Goldsmith

DECEMBER 16, 2013

The CEO of a leading telecommunications company recently embarked on an innovative approach. Gifford Pinchot, inventor of the term intrapreneur, has shown how major corporations can provide positive opportunities for reasonably autonomous enterprises to operate within the larger corporate structure. Employee Engagement Leadership'

Bureaucracy 151

Bureaucracy Intellectual Capital Kotter Telecommunications 151

Persuasive Powerhouse

OCTOBER 18, 2010

I work for a telecommunications company and occasionally I’m in the field dressing fiber optic cable in cabinet. Mary Jo Asmus A former executive in a Fortune 100 company, I own and operate a leadership solutions firm called Aspire Collaborative Services. It comes from the work my clients do. They are amazing.

Greenleaf 145

Greenleaf Maslow Telecommunications Blog 145

Eric Jacobson

MAY 25, 2016

To achieve " connected leadership " you must: Map your world -- Analyze stakeholders as precisely as your customers, understand trends and discontinuitites, and quantify the value at stake from external relationships. Apply world-class management to traditionally "soft" societal topics.

Company 50

Company Competitive Advantage Open-book Long-term 50

Harvard Business Review

JANUARY 17, 2012

As new technologies in social media, transportation, and telecommunications bring us closer together, it's more critical than ever for organizations to recruit, develop, and retain multicultural leaders who can skillfully navigate both the opportunities and challenges of a more connected world.

Competitive Advantage 15

Competitive Advantage Leadership Telecommunications Talent Management 15

HR Digest

OCTOBER 26, 2024

The Nokia layoffs in China will reportedly affect 20% of its team, which is a very big step forward for the telecommunications company. The specifics of the job cuts in Europe are even fewer as sources have declined to comment on the operations. But why is Nokia cutting jobs? billion ($1.3 billion) by 2026.

Restructuring 59

Restructuring Team Telecommunications Cost 59

Harvard Business Review

APRIL 16, 2015

Nokia, today’s telecommunications networking company, has made corporate transformation into an art form. In 1992, new CEO Jorma Ollila and his team made a decision that is iconic in the world of corporate reinvention, going all-in on the emerging telecommunications markets. That’s where the rubber boots came from.).

Telecommunications 8

Telecommunications Crisis Committee Marketing 8

Harvard Business Review

MAY 9, 2012

Through the first half of the last decade, a foundation of Nokia's competitive advantage was its unmatched ability to customize a wide variety of phones for operators. It helped to establish the Symbian operating system in 1998 and spent a fortune trying to attract developers to the platform.

Innovation 15

Innovation Supply Chain Telecommunications Core Competence 15

Harvard Business Review

NOVEMBER 9, 2011

COOs are relatively common in service industries such as financial services, energy, information technology and telecommunications, but in manufacturing sectors — such as automotive, chemical, and pharmaceutical companies — they are relatively rare. What do you think?

COO 14

COO Sample Telecommunications Automotive 14

Harvard Business Review

NOVEMBER 23, 2010

Operations : Approaches problems practically; stands firm on issues, perseveres; maintains a standard of consistency and quality; provides stable leadership and supervision; develops detailed plans and procedures; implements projects in a timely manner; keeps financial records straight. We all have.

Process 15

Process CEO Insurance Guidelines 15

Harvard Business Review

NOVEMBER 23, 2010

He started very well, but as soon as his cash flow improved, financial burdens from family systems stifled his operations. When artisans have no understanding of their cash flows, they fail prey to spending a big percentage of their working capital, without meaning to, on non-business issues that usually cripple their operations.

Books 15

Books Guidelines Banking Telecommunications 15

Chartered Management Institute

AUGUST 1, 2023

This focus on short-term challenges neglects the development of essential management and leadership skills. Apprenticeship manager, The Co-operative Group That cultural change that is given by approaching a problem differently, or a management situation differently, again, it’s, kind of, forcing that ripple effect of change.

Products 52

Products Productivity Short-term Retail 52

Harvard Business Review

DECEMBER 26, 2014

We have reviewed hundreds of corporate announcements and websites, interviewed numerous leadership experts, and conducted an analysis of CEO changes and successions over the past five years at S&P 500 and Global 100 companies. Through this effort, we have observed certain characteristics of this emerging trend.

CEO 13

CEO Contingency Plans Telecommunications Planning 13

Harvard Business Review

MARCH 16, 2015

Their concerns fell into three broad categories: talent, operating in a global marketplace, and regulation and legislation. Operating in a Global Marketplace. Eight of the CEOs pointed to the challenges of operating in a fast-paced global marketplace. As David Thodey put it, “Leadership was pretty important.

CEO 8

CEO Stephenson Pharmaceuticals Globalization 8

Harvard Business Review

APRIL 29, 2013

In March this year, for example, it hosted a two-day session in co-operation with the World Bank, various UN agencies, and the Qatar Computing Research Institute to study data around poverty and corruption. We recently participated in a data-dive type process at a major telecommunications company. This approach works well in business.

Analysis 8

Analysis Storytelling Brainstorming Telecommunications 8

Harvard Business Review

JULY 31, 2012

Another might be made up of markets with similar operating cost structures. One telecommunications company we spoke with continually tested plays on different customer segments to determine which offers at which price points with which types of services were most successful in various markets.

B2B 15

B2B Chemicals Analysis B2C 15

Harvard Business Review

OCTOBER 28, 2013

These approaches show how companies are going beyond simply establishing an outpost in Silicon Valley to creating, instituting and sustaining different “operating models.”. Swisscom AG is the major telecommunications provider in Switzerland. Innovation Operations Strategy' Idea Scouting.

Innovation 8

Innovation Telecommunications Technology Entrepreneur 8

Harvard Business Review

JANUARY 19, 2015

For example, the power company Tenaga Nasional could send a leader with strong operating capabilities to work for several years at Malaysia Airlines, acquiring skills in turning around a troubled business. Should your leadership development systems at least consider cross-boundary experience as an option?

CFO 8

CFO Leadership Development Telecommunications Cost 8

Harvard Business Review

DECEMBER 28, 2017

Zimbabwe’s new leadership faces a challenging task. Zimbabwe’s largest telecommunication company Econet Wireless has found success with its online payment platform that helps Zimbabweans manage the challenges of its multi-currency system. Years of economic mismanagement.

Banking 8

Banking First-mover Advantage Politics Finance 8

Harvard Business Review

APRIL 1, 2016

All companies that operate internationally face a striking dual challenge in dealing with public policy: Nations across the globe enact an ever-changing, ever-expanding array of detailed legislation and regulation to protect workers, consumers, investors, and the public welfare, and these diverse rules shape what companies can and cannot do.

Policies 8

Policies Politics Short-term Globalization 8

Harvard Business Review

DECEMBER 5, 2013

I’ve seen this mistake numerous times in other industries — from a customer service fiasco by a major telecommunications company that launched DSL at too large a scale to NASA’s failure to recognize the implications of a foam strike in the Columbia shuttle tragedy. Playing the blame game. Let people know to expect them.

Company 8

Company Telecommunications CIO Learning-by-Doing 8

Harvard Business Review

SEPTEMBER 15, 2016

For example, Carbonite now operates several directly-owned or reseller-owned data centers deployed across Europe. The technology sector — software, hardware, telecommunications and related services — is a commercial powerhouse. That’s despite the significant measures my company and others have taken. jurisdiction.

Technology 8

Technology Globalization Software Telecommunications 8

Harvard Business Review

NOVEMBER 30, 2010

As Tom Davenport, Larry Prusak, and I talk to people about our current research, we hear broad support for its central thesis: that good judgment is not only something required of individuals in leadership positions; it is something that must be embedded in organizations as a whole.

Guidelines 15

Guidelines Education Telecommunications Emotional Intelligence 15

Harvard Business Review

NOVEMBER 29, 2010

Harvard Business Review Cart My Account Downloads Explore Today on HBR Blogs Magazine Books Authors Store Harvard Business School Topics Change Management Competition Innovation Leadership Strategy Skills Emotional Intelligence Managing Yourself Measuring Business Performance Project Management Strategy Execution Industries Finance & Insurance (..)

Banking 15

Banking Crisis Merton Guidelines 15

Harvard Business Review

NOVEMBER 25, 2015

We saw this play out in retail, banking, telecommunications, and the fast food industry as well. What the chart shows is that while we tend to think that leadership matters most to motivation, other processes can have an even bigger impact. And the impact isn’t limited to customer satisfaction.

Motivation 8

Motivation Company Airlines Learning-by-Doing 8

Harvard Business Review

DECEMBER 2, 2011

What they don't understand is that modern-day telecommunications, the hair-trigger requirements of financial markets, and the pace of global organizations create 24 x 7 work lives for most executives. The same logic applies to preparing to operate as an executive.

Stress 15

Stress Telecommunications Goleman Emotional Intelligence 15

Harvard Business Review

APRIL 2, 2014

Or take Harris Corporation, an American telecommunications company founded in 1895. What qualities of culture and individual leadership allow some companies to endure where others crumble under the pressure? It has clear competencies in being able to turnaround aircraft quickly, and manage a low cost operating model.

Competitive Advantage 9

Competitive Advantage Airlines Telecommunications Long-term 9

HR Digest

JULY 22, 2019

Robotic loaders and remotely-controlled trucks are significantly reducing operational costs in the mining sector. Developments in telecommunications, computing technologies, and electronic sensors are inspiring less of human intervention in controlling some sensitive equipment including vehicles, planes, helicopters, trains, etc.

Industry 87

Industry Operations Transportation Technology 87

Harvard Business Review

SEPTEMBER 29, 2011

Not long ago, the chief executive of a global telecommunications firm shared with me his frustration that "even in a meeting with the CEO, most institutional investors seek only granular data points to plug into their models. This blog post is part of the HBR Online Forum The CEO's Role in Fixing the System.

Long-term 14

Long-term CEO Short-term Asset Management 14

In the CEO Afterlife

APRIL 10, 2011

Leadership. Sixty-five innovative operations - four in the state of California alone. So why don’t they reduce the number of operations? Social media, telecommunications, high tech are today’s rising stars. But if you work in one of his companies, you won’t operate entrepreneurially. Leadership.

Advice 170

Advice CEO Company Competitive Advantage 170

Harvard Business Review

DECEMBER 28, 2015

I have often been struck by the way companies operating in industries as diverse as telecommunications and transport manage to collaborate in a competitive environment, yet health organizations find collaboration difficult even when they are not competing. The first is organizational myopia. First is staying power.

Health Care 8

Health Care System Telecommunications Quality 8

Harvard Business Review

AUGUST 23, 2016

Boards of companies operating in the consumer discretionary industry have a disproportionately high representation of Democrats, while boards operating in the industrials and energy and utilities industries skew more Republican. aerospace & defense, industrial conglomerates, textiles); IT & Telecommunications (e.g.,

Politics 8

Politics Committee Telecommunications Diversity 8