Management Marketing Quinn 
N2Growth Blog
OCTOBER 25, 2024
While we acknowledge the contributions of models like Robert Quinn and Ichak Adizes as historical benchmarks in leadership development, our Five Lens assessment uniquely addresses the challenges and opportunities faced by today’s leaders. A common thread between the frameworks is the role of culture in leadership.
The Practical Leader
SEPTEMBER 13, 2023
In his article on “Crafting Strategy,” McGill University professor and management author, Henry Mintzberg, provides a good example of innovation and organizational learning in high-performing, agile organizations: “Out in the field, a salesman visits a customer. A new product emerges, which eventually opens up a new market.
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Lead Change Blog
DECEMBER 16, 2014
What can we learn from these top digital marketers, and how do we engage and influence them? Tami Cannizzaro ( @tamicann ), Vice President, Marketing, IBM. Lorena Hathaway ( @lorenahathaway ), Director, Global Product Management, Location Intelligence, Pitney Bowes Software. How do they engage on social media as humans?
Strategy Driven
MAY 14, 2020
While this source is primarily attributable to the individual, it doesn’t mean the manager doesn’t have a role to play too. It’s important for managers to pay attention and help their employees to “get up to speed.” Conflict, if it’s managed well, can be healthy for the organization. So, don’t be afraid of it.
Harvard Business Review
OCTOBER 28, 2014
As the two markets homogenized into a general mass American market, focused mail-order retailers like Sears and Montgomery Ward saw sales and profits drop. And that answer was new management — Robert Wood — “a man who was capable of introducing a new entrepreneurial concept.” And what was that? Rucci , Steven P.
Harvard Business Review
MAY 3, 2017
Lucia Luce Quinn is Chief People Officer at Forrester Research. Phil Johnston, an executive search leader at Spencer Stuart, confirms that Quinn’s initial reaction wasn’t unusual: “When a CEO asks a business leader to run HR, the most frequent response is ‘What did I do wrong?’ I push leaders.
Harvard Business Review
SEPTEMBER 12, 2014
Your company might not be as extreme as Jack Welch’s GE, which famously relied on forced rankings to cull weaker managers (a system still in use by more than half of Fortune 500 firms as of 2012), but chances are your company has given you a number that puts you in a specific spot on the employee continuum. So now the U.S. So now the U.S.
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