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What is Great Leadership?

Great Leadership By Dan

It forces leaders to rank employees base on value, performance and teaming as they consider the budgets made available to them. He is the vice president of global human resources operations for Amgen Biotechnical Corporation, the world’s largest biotechnical company.

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Beware of Short-term Management, Not the Short-term Investor

Harvard Business Review

Moreover, I fail to see any argument why such short-term traders, by themselves, destroy value for the economy as a whole. Clearly, some of these traders could get very rich even while others lose money, but these trades — unless they influence operators within companies — amount to little more than robbing Peter to pay Paul.

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Only the CEO Can Make the Big Bets

Harvard Business Review

And using net-present-value estimates for "beginning" ideas is nuts. Incremental innovation can and should be pushed down into the operating levels of the organization. Because they know they would get laughed out of the room if they were to advocate for a hunch. Skating to where the puck is now is not being customer-driven.

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How to Choose the Ideas Your Company Should Invest In

Harvard Business Review

After exploration, there are lots of ways to plan, but at the very least a good plan details the target customer, crucial stakeholders, the essence of the idea, key economics, the commercialization path, proposed operations, the team, financial requirements, and the action plan. What are the assumptions in which you are least confident?

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Rethinking Valuation So You Don't Miss a Good Deal

Harvard Business Review

The other is a process called Opportunity Engineering (OE) that instills a different way to look at value. Horizon 1 (H1) represents the current core operations of a company that produce the cash flow needed to sustain operations, to meet investor expectations, and to invest in future growth.

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Match Your Innovation Process to the Results You Want

Harvard Business Review

Incremental innovations can be managed at the operating levels where the people know the customers/consumers best and decisions can be made in a more consensus-driven way with input and agreement between all stakeholder functions. It tends to be short-term, uses familiar (traditional) metrics and development systems like Stage Gate.

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Why Quants Should Manage Your Supply Chain Risk

Harvard Business Review

This lack of comfort with both the quantitative aspects of risk and the more sophisticated options available to operational executives is (in some industries literally) dangerous. The same can be said for traditional supply chain risk management consultants and academics, who, after all, share a similar background.