We're sorry, we can't find the page you're looking for.
Try searching for the page you're looking for:
Catherine Bailey and Adrian Madden
There’s no single formula for making work meaningful — but poor management is a universal obstacle.
A focus on execution is undermining managers’ ability to develop strategy and leadership skills.
To limit risk, boards should take a tough, honest look at why the C–suite has so little diversity.
May 23, 2016 | Nicholas Bloom (Stanford University), interviewed by Frieda Klotz
Nicholas Bloom, William Eberle Professor of Economics at Stanford University, conducted an extensive study of 30,000 US factories, and found that two practices, underpinned by innovative software and IT systems, stand out in highly effectively managed operations: monitoring and incentives.
What’s happening this week at the intersection of management and technology.
Algorithms are fundamentally redefining the roles of worker and manager.
The key lessons from Kodak’s failure to adapt to digital disruption aren’t what you think they are.
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.
Emilio J. Castilla
Rewarding employees based on merit can be more difficult than it first appears. Even efforts to reduce bias can backfire; disparities in raises and bonuses by gender, racial, and other characteristics persist in today’s organizations not only despite management’s attempts to reduce them but also because of such efforts. The author describes how a simple analytics-based approach can address these concerns and produce a truly meritocratic workplace.
Lynda Gratton et al.
Project teams can fly or founder on the demographic attributes of team members and the fractures they can create. Here’s how to recognize the potential for division, and how to respond in time when team fractures do arise.
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.
May 27, 2016 | Shardul Phadnis, Chris Caplice, and Yossi Sheffi
Anecdotal evidence suggests that considering various scenarios helps strengthen decision making. To test this idea, researchers offered a scenario-based workshop to executives to see how considering scenarios affected decisions. They found that though participants’ confidence in their choices never wavered, the strategic choices they made before the exercise often changed dramatically after viewing the scenarios, with a tendency to become more flexible and focused on long-term value.