- Research Feature
- Read Time: 29 min
More than ever, CEOs must develop their peripheral vision, scanning for faint — but vital — signals that will help them give their companies an edge.
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Many large multinational corporations are hardly a model of organizational efficiency, with the right hand frequently not knowing what the left is doing. A valuable solution developed at one location fails to spread to other sites struggling with a similar problem, so they continually have to reinvent the wheel.
New research indicates that there are five steps that can help business leaders increase CSR’s effectiveness as a lever for talent management.
For any breakthrough innovation project, specific objectives are often unclear or highly malleable, and the paths to them are murky. Rather than feign a certainty that doesn’t exist, project managers need a systematic, disciplined framework for turning uncertainty into useful learning that keeps the project tacking on a successful course.
New research suggests that five crucial conversations — often overlooked or avoided — are essential to the success of any high stakes project or initiative.
How can executives prioritize their time to ensure that they are focusing on the countries and subsidiaries that need the most attention?
The practice of coaching as a tool for work force and leadership development has gained popularity in recent years. In theory, coaching asks supervisors to spend more time giving constructive, individualized feedback on performance to subordinates, rather than barking orders and sending their troops to boot-camp training programs.
Meeting the sustainability challenge will require the kind of cross-sector collaboration for which there is still no real precedent. It must be co-created by various stakeholders by interweaving work in three realms: the conceptual, the relational and the action-driven.
Few companies understand how such innovation occurs — and how to encourage it. To foster new management ideas and techniques, companies first need to understand the four typical stages in the management innovation process.
Corporate strategy is supposed to be the means by which an organization achieves and sustains success. Yet, it rarely rises to that level, despite an abundance of corporate strategy theory and significant research from countless organizations over the past few decades.
In an earlier life, as a marketing executive at a large lending institution, I was given the opportunity to join the company’s strategic leadership team. Because of some recent, significant organizational changes, we had many critical issues to confront.
The term “competitive cognition” refers to the framework with which a manager organizes and retains knowledge about competitors and directs information acquisition and usage. It is the process by which managers make sense of the market environments in which they compete.
Companies too often vacillate in their commitment to internal corporate venturing activities, leading to less than optimal outcomes. Executives need to better understand — and manage — the factors that drive cyclicality in internal corporate venturing.
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