- Opinion & Analysis
- Read Time: 18 min
Awareness of peer influence helps managers orchestrate the actions of others — and interpret their own behaviors.
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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.
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.
Companies have a number of internal and external conflict-resolution resources at their disposal. In addition, they should consider creating the new role of board ombudsman to mediate disagreements.
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.
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 continue to take a tactical, short-term approach to communicating with key constituencies will find it increasingly difficult to compete. Developing an integrated, strategic approach to communications will be critical to success.
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.
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