We're sorry, we can't find the page you're looking for.
Try searching for the page you're looking for:
Bernard J. Tyson, interviewed by Paul Michelman
Kaiser Permanente’s CEO says leaders need to ask how well employees’ intelligence is put to work.
Winter Nie et al.
Western multinationals looking for East Asian leaders may need to explore their cultural biases.
Eric J. McNulty
Most leadership development programs focus on competencies but fail to view leaders as individuals.
April 18, 2017 | Nicholas Bloom, Erik Brynjolfsson, Megha Patnaik, Itay Saporta-Eksten, and John Van Reenen
New research suggests that a particular set of management practices, which the authors call structured management, is tightly linked to performance and success. For instance, consistent hiring, performance review, and incentive practices are as important to productivity as research and development investments, and more than twice as important as IT implementation. The research shows that manufacturing plants using more structured management practices have higher productivity and profitability.
José Esteves et al.
To protect their organizations from cyberthreats, companies need to understand how hackers go about their work. The authors’ research suggests that hackers’ attacks typically involve four steps: identifying vulnerabilities; scanning and testing; gaining access; and maintaining access.
Stuart E. Madnick, interviewed by Martha E. Mangelsdorf
Cyberattacks are in the news. All kinds of organizations — ranging from Target Corp.and Bangladesh Bank to the Democratic National Committee in the United States — have fallen victim to them in recent years. MIT cybersecurity expert Stuart Madnick explains some of the biggest cybersecurity risks businesses face today — and what executives should do to decrease their companies’ vulnerabilities.
Nelson P. Repenning et al.
Articulating what problem you’re trying to solve is an important (and underrated) management skill.
Toshiro Wakayama and Karen LaPierre
If handled well, conflicting demands in a business can be sources of creativity and opportunity.
Albrecht Enders et al.
To get the best results from a decision matrix, managers should expand the options used to frame it.
Shardul Phadnis et al.
New research finds scenario-based decision making helps increase executives’ strategic flexibility.
We are evolving toward the age of networked enterprise, in which the traditional hierarchies of the corporation will be supplanted by self-organizing systems collaborating on digital platforms. In this environment, strong cultures may turn from assets to liabilities.
Amit S. Mukherjee
Companies today work with an incredibly diverse array of people. To thrive, these organizations need culturally neutral, globally coherent leadership standards. These standards should promote needed outcomes without prescribing behaviors, since some behaviors are outside of the cultural norms in some countries. Inevitably, significant advantage will accrue to companies that ready their people for truly global leadership.
When times are uncertain, it is more important than ever to break routine and see what’s happening for ourselves.
Jorge Walter et al.
Some reconnections are more beneficial than others. The challenge is selecting the best ones.
Catherine Bailey and Adrian Madden
There’s no single formula for making work meaningful — but poor management is a universal obstacle.
The best use of digital technology is assisting human workers to maximize innate capabilities.
March 13, 2017 | Christine M. Pearson
It is impossible to block negative emotions from the workplace. Whether provoked by bad decisions, misfortune, poor timing, or employees’ personal problems, no organization is immune from trouble. And trouble agitates bad feelings. However, in many workplaces, negative emotions are brushed aside; in some others, they are taboo. Unfortunately, the author’s research suggests that neither of these strategies is effective. Instead, insight and readiness are key to developing effective responses.