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Leadership That Gets Results PDF Print E-mail
A leader's singular job is to get results. But even with all the leadership training programs and "expert" advice available, effective leadership still eludes many people and organizations.

One reason, says Daniel Goleman, is that such experts offer advice based on inference, experience, and instinct, not on quantitative data. Now, drawing on research of more than 3,000 executives, Goleman explores which precise leadership behaviors yield positive results. 
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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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Second in Command: The Misunderstood Role of the Chief Operating Officer PDF Print E-mail
Asking the question, "What makes a great COO?" is akin to asking "What makes a great candidate for U.S. vice-president?" It all depends on the first name on the ticket--the CEO.

New research sheds light on this most contingent, and most mysterious, of C-suite jobs. After in-depth conversations with dozens of executives who have held the position and with CEOs who have worked with COOs, the authors have concluded that different views of the COO role arise from the different motives behind creating the position in the first place. 
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Strategies to Crack Well-Guarded Markets PDF Print E-mail
How can companies break into attractive markets, where incumbents erect many barriers to entry? To answer this question, they had been studied organizations that successfully entered the most profitable industries in the United States between 1990 and 2000.

When it's been dissected the strategies that worked best, one common theme stood out: indirect assault. Smart newcomers don't duplicate existing business models, compete for crowded distribution channels, or go after mainstream customers right away. 
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Microsoft struggles with Vista's perceptions PDF Print E-mail
In the 15 months since Windows Vista had its mainstream launch, Microsoft says it's made progress on a number of key metrics: things like application compatibility, availability of drivers, performance, reliability, and battery life.

But there is one area where the company has struggled to gain ground: how Vista is perceived.

"There's certainly a perceptual gap there," Mike Nash, a Microsoft corporate vice president, said in an interview Thursday. He pointed to Microsoft research that shows that 86 percent of those actually using Vista would recommend it to a friend.
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Hooked on Tech: How Much Is Too Much? PDF Print E-mail
What's the difference between being a tech fan and a tech junkie? Should psychiatrists look at Internet addiction on the same level as addiction to drugs or alcohol? And if one's classified as an "Internet addict," are they truly addicted to being online, or is the Web just the medium though which they pursue their real vices like gambling and compulsive shopping?

Having an interest in computers and the Internet Over is one thing, but can going overboard with it qualify you for a deviant behavior diagnosis from a clinical therapists? That may depend on how much time you sit at the keyboard and how much that impacts your job, your family and your other important interests.
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