Leadership

Showing 1-20 of 56

Why Great Leaders Focus On Mastering Relationships

Mastering personal relationships that build trust and create a collaborative work environment is central to leadership effectiveness. In today’s digital economy, leaders must address leadership challenges with a renewed focus on relationship building in order to achieve sustainable success.

Leadership Lessons From Your Inner Child

Examining childhood traits such as boldness, experimentation, and resilience may help leaders access these qualities in service of their leadership roles. Rather than trying to learn how to be more creative or innovative, learning how not to lose the innate creativity and curiosity within us is more effective.

The Enabling Power of Trust

Examining skill sets and mind-sets will help leaders understand what it means to be a leader in the digital economy. This will include requirements such as changing mastery, executing excellence, nurturing relationships, and, notably, building a culture of radical trust.

advertisement

The Ability to Navigate the In-Between Spaces

  • Blog
  • Read Time: 6 min 

Efforts to effectively connect decision-makers in large organizations across functions, divisions, and business units — not to mention with other companies, governments, and other external stakeholders — usually require organizational innovations. Several key leadership attributes are necessary for this to work. They include the ability to navigate the gaps not covered by specialists, a record of following through and getting things done, and knowledge of other cultures, including the ability to speak multiple languages.

advertisement

A Leader’s List for 2017

  • Blog
  • Read Time: 1 min 

In the spirit of the resolution season, here is an incomplete list of my commitments to my organization, the people who compose it, and to you, our audience, without whom we do not exist.

Navigating the Leadership Challenges of Innovation Ecosystems

Certain kinds of product or process creations involve not just one player but many to ensure success. Organizations working toward this kind of innovation need to think about the project’s innovation ecosystem, which includes identifying co-innovators, structuring project leadership, and potentially modifying how success is defined. “All these things need to be negotiated within the coalition” notes Ron Adner of the Tuck School of Business — a process that’s often under-appreciated or ignored.

advertisement

Lessons from Kunduz: Prevent Disaster by Paying Attention to the Little Picture

  • Blog
  • Read Time: 7 min 

Debates about assigning responsibility and meting out punishment rarely address the bigger issue: how to prevent major failures from happening in the first place. Indeed, when we focus primarily on punishment, without addressing the precipitating factors—both technological and organizational — we are inadvertently exposing ourselves to risk of recurrence.

The Dark Side of the Digital Revolution

As digital technology transforms the way we do business, too many executives aren’t recognizing how business is changing at a fundamental level. “I think there’s a tendency to look at digital technology and think about it more as an opportunity, a choice,” says Deloitte Center for the Edge Innovation co-founder John Hagel III. “The mounting pressure turns this from an opportunity and choice into an imperative. The longer you wait, the more marginalized you’re going to become.”

How Time-to-Insight Is Driving Big Data Business Investment

With the emergence of a digital economy over the course of the past two decades, leading companies have learned that they must act faster to respond to customer needs and competitive dynamics. The fourth annual Big Data Executive Survey confirms that Fortune 1000 firms recognize that faster time-to-insight correlates with success and will be the driving force behind Big Data investment for the years ahead.

Finishing School for Social Intrapreneurs

The Aspen Institute’s Business and Society Program is focused on developing business leaders for a sustainable society. One of its fundamental founding questions was, “If we want business to operate in a way that’s attentive to long-term value creation and an array of stakeholders, what kind of leadership do we need?” The solution: Aspen’s “First Movers” program, cultivating creative intrapreneurs dedicated to products and management practices that enhance profitability without negative social and environmental impacts.

From the Editor: Expecting the Unexpected in Project Management

If there’s one thing that’s certain about undertaking complex projects, it’s that not everything will work out exactly the way you planned. The Spring 2015 issue of MIT Sloan Management Review highlights project management, in “Reducing Unwelcome Surprises in Project Management,” “How Executive Sponsors Influence Project Success,” “What Successful Project Managers Do” and “Accelerating Projects by Encouraging Help.” In a nutshell, managers must expect the unexpected in projects.

Showing 1-20 of 56