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Four Steps to Beat Back the Pressure and Spark Your Renewal PDF Print E-mail
Anyone watching Jenn Stuczynski pole vault at the Olympics had to be amazed. She had only been competing for 4 years yet brought home a silver medal.

So it came as a shock to hear her coach, Rick Suhr, berating her for failing to win the gold against Yelena Isinbayeva (arguably, the best pole vaulter in Olympic history, who went on to finish the competition by twice beating the world record).
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The Empire Strikes Back: Counterrevolutionary Strategies for Industry Leaders PDF Print E-mail
Industry leaders frequently worry that their companies will fall victim to some revolutionary business model or disruptive technology. But new research shows that it's strategically better for incumbents to counter a revolution than to ignore or fully embrace it.

Successful incumbents rely on one or more of five approaches to restrain, modify or, if necessary, neutralize a revolutionary threat. A company that perceives a revolution in its earliest stages can use containment strategies. 
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The Right Way to Close an Operation PDF Print E-mail
Many managers have never before had to shrink their operations or workforces drastically. Now, as they struggle to weather the storm of recession, they risk making what the author says is a common mistake: assuming that they will have to make the tough initial decision but can leave it to others to carry out.

Long experience at Corning, Quest Diagnostics, Masonite International, and Accellent taught Freeman the benefits of what he calls a "soft hands" approach, which involves ensuring that employees, customers, suppliers, and communities are treated with consideration and compassion. Such behavior is simply good business. He offers four commonsensical - but frequently ignored - principles: 
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How to Market in a Downturn PDF Print E-mail
Because no two recessions are exactly alike, marketers find themselves in poorly charted waters every time one occurs.

But guidance is available, say Quelch and Jocz, who have studied marketing successes (by Smucker, Procter & Gamble, Anheuser-Busch, and others) as well as failures throughout past recessions and identified patterns in consumer and company behavior that strongly affect performance.
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Creating Shared Value PDF Print E-mail
The capitalist system is under siege. In recent years business increasingly has been viewed as a major cause of social, environmental, and economic problems. Companies are widely perceived to be prospering at the expense of the broader community.

Even worse, the more business has begun to embrace corporate responsibility, the more it has been blamed for society’s failures. The legitimacy of business has fallen to levels not seen in recent history. 
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Leading Creative People PDF Print E-mail
Who most determines your company's success? For many companies, it's the handful of creative people whose knowledge and skills lead to innovations that may bankroll the organization for years to come. But managing creative people isn't easy. They don't want to be led. They don't care about titles and promotions.

They're easily bored. And the process by which they pioneer new insights and ideas is complex and chaotic. How to turn creative people's hot ideas into hard, cold cash? By leading them in some counterintuitive ways.
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