- Research Highlight
- Read Time: 3 min
Nearly every organization has rightfully made innovation a priority, and management journals dedicate significant column inches to how to manage innovation.
Showing 41-60 of 92
How can executives prioritize their time to ensure that they are focusing on the countries and subsidiaries that need the most attention?
New research suggests that five crucial conversations — often overlooked or avoided — are essential to the success of any high stakes project or initiative.
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.
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.
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.
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.
Companies that are having trouble filling board positions should consider a new type of director: well-established professionals who devote all of their work, time and energies to corporate board activities.
Employees with deep motivation, strong commitment, unquestioned loyalty and widely shared values can have drawbacks. Much has been written about the upside of deep commitment, but employers need to be wary of workers who identify too much with the company. Overidentification, says the author, may lead to an ends-justifies-the-means outlook, unethical actions, substitution of personal needs for company goals and resentment when the company doesn’t meet employees’ expectations.
When companies act dishonestly, the psychological costs outweigh any short-term gains. Dishonesty ultimately decreases repeat business and increases worker turnover and employee theft. Degradation of a company’s reputation, adverse effects on employee values and increased surveillance of workers through expensive new systems eat at an organization’s health. The authors offer proof that honesty is still the best policy.
The increasingly common practice of migrating business processes overseas to locales such as India, the Philippines and China is often seen as a negative phenomenon that suppresses domestic job markets. On the contrary, says the author, offshoring is a critical component of next-generation business design, a dynamic process of continually identifying how to deliver superior value to customers and shareholders.
Showing 41-60 of 92