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Zhang Ruimin (Haier), interviewed by Paul Michelman
Haier CEO Zhang Ruimin is transforming a manufacturing giant into a platform for entrepreneurship.
Amit S. Mukherjee
In a thought-powered world, leaders must look beyond planning and execution and inspire ingenuity.
Michael Arena et al.
Executives can foster innovation by understanding and tapping the power of employee networks.
March 21, 2017 | Nelson P. Repenning, Don Kieffer, and Michael Morales
As busy as they are, leaders need to find ways to observe fundamental work processes in their organizations. When they do, they usually discover that there are gaps between theory and reality in how works get done. Michael Morales’ experience — in which identifying and addressing such gaps led to his company saving $50,000 in just 60 days — is a case in point.
Winter Nie et al.
Many western multinationals have a tough time finding local talent in East Asia — a problem that global companies originating in East Asia don’t seem to face. One problem: The cultural values and expectations of those doing the hiring and those seeking the jobs are at odds.
Eric J. McNulty
Any approach to leadership development that tries to reduce the complexities of leadership to a series of standard boxes to be ticked or traits to be emulated will have little enduring impact.
Paul J.H. Schoemaker and Philip E. Tetlock
Companies should blend the power of computers with insights into human decision making.
Rahul Kapoor and Thomas Klueter
Responding to disruptive technologies may mean changing your company’s organizational structure.
Gerald C. Kane
Viewing digital transformation as a maturation process may help companies limit their growing pains.
Stacey Philpot and Kelly Monahan
Some companies are using assessment tools to help identify employees with leadership potential.
Bart Baesens et al.
HR analytics is the next big change in human resources management.
Emilio J. Castilla
New research shows bias exists even in merit-based systems — but a data-centric approach can help.
As many experts have noted, the annual performance review is rife with faults. It emphasizes what has already happened rather than shaping what is yet to come. It can feel punitive or at least judgmental. It is reductive and, in some cases, forces ridiculous formulaic comparisons between employees. It fails to emphasize the kind of timely feedback that can make a real difference in performance. And yet I have just scheduled year-end performance conversations with each of my direct reports.
Nik Kinley and Shlomo Ben-Hur
In recent years, organizations have begun to prioritize processes for improving future performance over evaluating employees’ past efforts. Yearly development objectives and annual reviews are being replaced by real-time feedback delivered directly by line managers. Although this shift holds much promise, it risks bumping up against some hard realities — namely, the ability of line managers to help employees develop. In reality, many managers aren’t confident they can change employee behavior.
March 1, 2017 | Lynda Gratton and Andrew Scott
People are living longer and working longer — but few organizations have come to grips with the opportunities and challenges that greater longevity brings. Across the world, people are becoming more conscious of their lengthening working lives — but frustrated by their working context. The authors’ research suggests that while people know they will have to restructure their lives and careers, corporations are unprepared.