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Thomas H. Davenport and Julia Kirby
Managers today expect computing technology to augment rather than replace the work of humans.
It can be difficult for finance professionals to transition to broader leadership roles.
Jorge Walter et al.
Some reconnections are more beneficial than others. The challenge is selecting the best ones.
April 21, 2016 | Robert Hooijberg and Nancy Lane
The strategic importance of CEO succession is indisputable, and the elements of effective succession planning have long been known. So why do many boards plan poorly for CEO succession when the cost of failure is so high? Research finds three key reasons: Hiring criteria are not aligned with strategic needs, boards are reluctant to antagonize the incumbent CEO, and many boards aren’t developing the executives below the CEO and top team.
Robert D. Austin and David M. Upton
How can companies adapt themselves to the demands of super-transparency?
“Lawsourcing” campaigns are helping smaller organizations advance legal and public relations goals.
Donna Marshall et al.
Today’s supply chains are required to be lean, agile, sustainable, and — increasingly — transparent.
Sarah Kaplan and Wanda Orlikowski
In turbulent markets, managers can build momentum for innovative strategies by rethinking the past, reconsidering present concerns – and reimagining the future.
Thomas A. Kochan
New business executives face a choice: What kind of companies do they want to lead?
Torbjørn Netland and Kasra Ferdows
“Lean” programs can be powerful tools for improving performance – if managers know what to expect.
Willy C. Shih
The process of bringing assembly work back to U.S. factories from abroad is more challenging than the economics would predict.
Yan Shen et al.
The notion that one mentor can meet all of an individual’s developmental needs is increasingly outdated. Instead, many people now draw from a “personal board of advisors,” which can encompass a range of individuals, from friends or family who provide emotional support to role models the person may not personally know. The authors identify six types of personal advisors who, together, provide a broad combination of psychosocial support and career support.
Martha E. Mangelsdorf
Advanced digital technologies are swiftly changing the kinds of skills that jobs require. Researchers Frank MacCrory, George Westerman and Erik Brynjolfsson from the MIT Sloan School of Management and Yousef Alhammadi of the Masdar Institute studied the changes in skill requirements over the 2006-2014 time period. While demand has clearly grown for computer skills, it has grown for interpersonal skills, too. The authors advise people in all lines of work to be flexible about acquiring new talents.
V. Kumar and Anita Pansari
Research suggests that high levels of employee engagement are associated with higher rates of profitability growth.
Monika Hamori et al.
Talented young professionals exhibit a new approach to both their careers and organizational loyalty.
Gerald C. Kane
Most employees want to work for digitally savvy companies — and many are unhappy with their company’s digital maturity.
Gerald C. Kane
Digital tools can reshape the relationship between organizations and retiring employees.
January 26, 2016 | Randy Bean
With the emergence of a digital economy over the course of the past two decades, leading companies have learned that they must act faster to respond to customer needs and competitive dynamics. The fourth annual Big Data Executive Survey confirms that Fortune 1000 firms recognize that faster time-to-insight correlates with success and will be the driving force behind Big Data investment for the years ahead.