4767 Posts Found

chairman and former CEO of Intel

Content: Thought Leader | Source: FORTUNE | Subject: Management | Industry: Semiconductor

A guide to the roles and responsibilities of Six Sigma. And guess what?
It all starts at the top.

Content: Article | Authors: Cary W. Adams, Charlie Wilson, Praveen Gupta | Source: Darwin Magazine | Subjects: Management, Operations

Joel Kotkin is senior fellow with the Pepperdine University Institute for Public Policy and the Pacific Research Institute. Years before globalism became a buzzword, business analyst Joel Kotkin was writing about trade and immigration as forces for economic and social vitality. His 1992 book, Tribes, offers an original and insightful view of business, history, and culture. His premise: that dispersed ethnic or national groups who … [ Read more ]

Content: Thought Leader | Source: Leader to Leader | Subject: Management

We’ve all been there…you see a great opportunity, but you’re a middle manager, not the division or corporate President, so you lack the direct authority and resources to implement your ideas and affect change. How do you lead the top people and your peers to successful change? Listen to Prof. Cohen describe the keys to getting your ideas heard, gaining support and building your leadership … [ Read more ]

Content: Article | Author: Allan Cohen | Source: Babson Insight | Subjects: Leadership, Management

Not everything that can be counted counts, and not everything that counts can be counted.

Content: Quotation | Source: CEO Refresher | Subjects: Measurement, Wisdom

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founder of private-equity firm Clayton, Dubilier & Rice

Content: Thought Leader | Source: Knowledge@Wharton | Subjects: Management, Venture Capital

This article (part 3 in a series) discusses one of the most difficult skills any executive can practice: listening to what others think the executive needs to change.

See other articles in this series:
Part 1: Why We Shoot the Messenger
Part 2: Delivering the Message

Content: Article | Authors: Gary R. Casselman, Ph.D., Timothy C. Daughtry, Ph.D. | Source: CEO Refresher | Subjects: Leadership, Management

In just ten years, ARM transformed itself from beleaguered computer company to designer of RISC chips that are today the de facto standard for mobile phones, storage devices, automotive computing, and others. In this Case Study, Eleanor O’Keeffe and Professor Peter Williamson present the company’s innovative business model based on partnerships that give it unrivalled capability to “learn from the world”.

Content: Case Study | Authors: Eleanor O’Keeffe, Peter Williamson | Source: INSEAD | Subjects: Management, Strategy | Industry: Semiconductor | Company: ARM Holdings Plc

Great execution is necessary but not sufficient. You have to survive, of course. But you have to thrive, too. You can never come out of a downturn with only the same products that you had when you went into it. Leaders have to understand–at a gut level–the new possibilities that are out there.

Content: Quotation | Source: BusinessWeek | Subject: Management

Years of research shows that the innovations most likely to take hold are those that don’t demand excessive change from the customer. Incrementalism — represented by the following eight characteristics — is key.
1. Provable
2. Divisible
3. Reversible
4. Tangible
5. Fits prior investments
6. Familiar
7. Congruent with future direction
8. Publicity value

Content: Article | Author: Rosabeth Moss Kanter | Source: Business 2.0 | Subject: Management

When everyone agrees but nothing changes, it’s a sign that organizational inertia is holding your business back.

Content: Article | Authors: David Kletter, Gary L. Neilson, John Jones | Source: strategy+business | Subjects: Management, Organizational Behavior

author of the 1995 book, Being Digital, and founder of the Media Lab at MIT

Content: Thought Leader | Source: Context Magazine | Subject: Management

founder and chairman of Starbucks Corp.

Content: Thought Leader | Source: Context Magazine | Subject: Management | Industry: Food Products/Service

You have to understand the doctrine to know when to break the rules.

Content: Quotation | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Management, Personal Development

Cambridge Group CEO Kash introduces the consulting firm’s latest performance booster – “Demand Strategy,” in which companies are advised to concentrate on producing what customers want and will pay a premium for. The book describes the six “very complete and easy-to-understand steps” to implementing such a strategy.

Content: Book | Author: Rick Kash | Subjects: Management, Strategy

Federal Reserve Board chairman from 1979 to 1987 and current head og the Oversight Board of the International Accounting Standards Committee (IASC)

Content: Thought Leader | Source: CFO Publishing | Subject: Management | Industry: Finance / Banking

University of Chicago-educated lawyer who is currently editor of The Corporate Library, an online repository for corporate-governance information, and former general counsel and president (alongside founder, governance activist, and longtime collaborator Robert Monks) of Institutional Shareholder Services

Content: Thought Leader | Source: CFO Publishing | Subject: Management

The manager’s job is to be effective. Effectiveness means creating a match between management style and the manager’s situation. The match can be made either by changing style or changing the situation.

Content: Quotation | Source: ManagementLearning.com | Subject: Management

Knowledge loss, often an unintended consequence of downsizing, can be one of the costliest problems confronting organizations today. It is also one of the most widely ignored. Better workforce planning and targeted knowledge-retention initiatives can help you avoid losing this key source of competitive advantage.

Content: Article | Authors: David W. De Long, Thomas O. Mann | Source: Outlook Journal (Accenture) | Subjects: Knowledge Management, Organizational Behavior