1297 Posts found for Source: strategy+business

Any organization, in order to survive and achieve success, must have a sound set of beliefs on which it premises all its policies and actions… Beliefs must always come before policies, practices, and goals. The latter must always be altered if they are seen to violate fundamental beliefs.

Content: Quotation | Author: Thomas J. Watson Jr. | Source: strategy+business | Subjects: Management, Values

Profit is not the proper end and aim of management. It is what makes all the proper ends and aims possible.

Content: Quotation | Author: David Packard | Source: strategy+business | Subjects: Business Rules, Capitalism, Management

Why the impact of this preeminent, farsighted management writer is still so difficult to gauge.

Content: Article | Author: James O’Toole | Source: strategy+business | Subject: People

Companies can improve their innovation performance by getting their formal and informal organizations in sync.

Content: Article | Authors: Jon R. Katzenbach, Zia Khan | Source: strategy+business | Subjects: Innovation, Management, Organizational Behavior

By the excessive promotion of leadership, we demote everyone else. We create clusters of followers who have to be driven to perform, instead of leveraging the natural propensity of people to cooperate in communities. In this light, effective managing can be seen as engaging and engaged, connecting and connected, supporting and supported.

Content: Quotation | Author: Henry Mintzberg | Source: strategy+business | Subjects: Leadership, Management

The CEO of Silicon Valley-based design firm IDEO contends that elegant, customer-centric design stems from a simple set of thinking practices.

Content: Thought Leader | Authors: Art Kleiner, Tim Brown | Source: strategy+business | Subject: People

Any company that competes on the global stage must, in light of today’s changing workforce, rethink the way it manages people.

Content: Article | Authors: DeAnne Aguirre, Laird Post, Sylvia Ann Hewlett | Source: strategy+business | Subjects: Human Resources, Management, Organizational Behavior

To reduce expenses for the long term and lead the way to recovery, start by taking a strategic view of your company’s capabilities. In the economic crisis, many companies defaulted to standard downturn defenses such as across-the-board cost cutting and layoffs. These responses weaken companies as they shrink. Here is a way to make your company leaner and more resilient now, and more robust as … [ Read more ]

Content: Article | Authors: Cesare R. Mainardi, Paul Leinwand, Shumeet Banerji | Source: strategy+business | Subject: Management

The world is not facing another Great Depression, says the noted economic historian, but the Federal Reserve is eroding its credibility.

Content: Thought Leader | Authors: Allan Meltzer, Rob Norton | Source: strategy+business | Subject: Economics

A lot of marketers call the Internet an “attention economy.” They are looking for consumers who will pay attention to their product, and they try to calculate consumers’ propensity to purchase. They think that attention means intention. But it doesn’t. The reality is, people don’t go online to give attention, but to get it. They don’t want to be part of the audience. They want … [ Read more ]

Content: Quotation | Author: Esther Dyson | Source: strategy+business | Subjects: Customer Related, Marketing / Sales

People spend a lot of time online not looking for something, or at least not for something that can be bought or sold. Marketers need to understand that the Web is not about them; it’s about us. Marketers and media sites keep thinking, “Well,if we can only tweak our banner ads right, we can get the same success rate as Google.” But they can’t, because … [ Read more ]

Content: Quotation | Author: Esther Dyson | Source: strategy+business | Subjects: Customer Related, IT / Technology / E-Business, Marketing / Sales

The most fascinating thing in the world is a mirror.

Content: Quotation | Author: Esther Dyson | Source: strategy+business | Subjects: Competitive Intelligence, Knowledge, Leadership, Management

Most organizations have discrete formal groups and processes that use different lenses for evaluating ideas: Marketing represents the customers, finance evaluates the economics, and engineering determines feasibility for launch. They answer the questions in series, and then “throw the problem over the wall” to the next team. They may not even be aware of one another’s findings.

The principles of focused accountability or clear decision rights … [ Read more ]

Content: Quotation | Authors: Jon R. Katzenbach, Zia Khan | Source: strategy+business | Subjects: Best Practices, Innovation, Management, Organizational Behavior

There are essentially two economic models for a company today. The first is a conventional consumerist approach, offering goods and services with no engagement other than producing and marketing. This consumerist model has encouraged a passive relationship with consumers; people expect products and services to be delivered, purely in exchange for money, with no effort or engagement on the individual’s part.

But the most attractive products … [ Read more ]

Content: Quotation | Author: Tim Brown | Source: strategy+business | Subjects: Business Plans, Economics

To build closer connections to customers, start by developing analytical prowess.

Content: Article | Authors: Edward C. Landry, Leslie H. Moeller | Source: strategy+business | Subjects: Customer Related, Marketing / Sales

Research shows that most transformation leaders go unpromoted, unrecognized, and unrewarded. And their companies suffer in the long run.

Content: Article | Authors: Marisa Faccio, Stratford Sherman | Source: strategy+business | Subjects: Change Management, Management, Organizational Behavior

To help corporations create knowledge more consciously, the author of Managing Flow draws on Western and Eastern philosophic traditions.

Content: Article | Authors: Ikujiro Nonaka, Sally Helgesen | Source: strategy+business | Subjects: Knowledge Management, People

Why are business and economic forecasts so often wrong, and why can’t they be improved? In a new feature from s+b — Author’s Choice — leading writers select and introduce passages from notable books. In this piece, Nassim Nicholas Taleb, author of The Black Swan: The Impact of the Highly Improbable, introduces an engaging lesson in business forecasting from Dance with Chance: Making Luck Work … [ Read more ]

Content: Article | Authors: Nassim Nicholas Taleb, Spyros Makridakis | Source: strategy+business | Subject: Statistics

How visual tools and techniques help managers lead with the whole brain.

Content: Article | Author: Tom Ehrenfeld | Source: strategy+business | Subject: Management

The author of Emotional Intelligence says business leaders will need greater interpersonal awareness in an era of corporate transparency.

Content: Article | Authors: Daniel Goleman, Lawrence M. Fisher | Source: strategy+business | Subjects: Organizational Behavior, People