- Research Feature
- Read Time: 18 min
The departure of talented employees can actually benefit a company, depending on where those individuals are hired. Therefore organizations must learn how to lose certain battles in order to win the war.
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The “make or buy” decision has been a staple of industrial economics as far back as the start of the Industrial Revolution. So when perceived levels of outsourcing began to rise around the world over the past decade or two, researchers began to ask why.O
Like most major change initiatives, going lean rarely looks good from the start. The operating efficiencies come quickly, yet sales and profits — for a while — get worse. The solution? Adopt a new financial reporting method that captures what’s really happening in the business.
For those learning to lead, experience trumps formal training. But some experiences matter more than others, as two unconventional but highly successful organizations — The Church of Jesus Christ of Latter-day Saints and the Hells Angels Motorcycle Club — have recognized.
There comes a time when corporate governance has little influence over performance, because competitive forces cut away at management fat. That’s according to researchers at New York University’s Leonard N. Stern School of Business, who studied the performance of companies before and after 30 anti-takeover laws were passed in different states between 1985 and 1991.
New research indicates that there are five steps that can help business leaders increase CSR’s effectiveness as a lever for talent management.
New research suggests that five crucial conversations — often overlooked or avoided — are essential to the success of any high stakes project or initiative.
Expertise in strategic thinking is not the product of innate ability and pure serendipity. It arises from specific experiences (personal, interpersonal, organizational and external) which occur over 10 or more years.
Clashes between bottom line-oriented managers (stewards) and creative technical employees (creators) may be inevitable. But when those conflicts aren’t managed well, a company’s ability to innovate may be at risk.
Many executives talk about the need for greater flexibility and adaptability from their companies. But the truth is that most businesses have organized themselves in ways that inherently discourage change.
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