Increasing your energy capacity is the best way to get more work done faster and better
It's such a savage thing to lose your memory, but the crazy thing is it doesn't hurt one bit. A blackout doesn't sting or stab or leave a scar when it robs you. Close your eyes and open them again. That's what a blackout feels like. For Sarah Hepola, alcohol was 'the gasoline of all adventure'. She spent her evenings at cocktail parties and dark bars where she proudly stayed till last call. Drinking felt like freedom, part of her birthright as a strong, enlightened 21st-century woman.
Businesses hoping to survive over the long term will have to remake themselves into better competitors at least once along the way. These efforts have gone under many banners: total quality management, reengineering, rightsizing, restructuring, cultural change, and turnarounds, to name a few. In almost every case, the goal has been to cope with a new, more challenging market by changing the way business is conducted. A few of these endeavors have been very successful.
When executives talk about "knowledge management" today, the conversation usually turns very quickly to the challenge of big data and analytics. That's hardly surprising: Extraordinary amounts of rich, complicated data about customers, operations, and employees are now available to most managers, but that data is proving difficult to translate into useful knowledge. Surely, the thinking goes, if the right experts and the right tools are set loose on those megabytes, brilliant strategic insights will emerge.
Roger L. Martin, the dean of the Rotman School of Management at the University of Toronto from 1998 to 2013, writes about how to rein in the dynamic that enriches executives and financiers - at everyone else's expenses.
The knock on most business leaders is that they don't take the long view - that they're fixated on achieving short-term goals to lift they pay. So which global CEOs actually delivered solid results over the long run? Our 2014 list of top performers provides and objective answer.
Even for the most gifted individuals, the process of becoming a leader is an arduous, albeit rewarding, journey of continuous learning and self-development. The initial test along the path is so fundamental that we often overlook it: becoming a boss for the first time. That's a shame, because the trials involved in this rite of passage have serious consequences for both the individual and the organization. For a decade and a half, the author has studied people making major career transitions to management.
Seth Godin, one of today's most influential business thinkers, writes best-selling books like Purple Cow and All Marketers Are Liars. And in between those annual books, he delivers a daily stream of ideas on one of the world's most popular blogs.
"Perfect when you need to boost your creativity"
David M. Upton, a professor at Oxford University's Said Business School, and Sadie Creese, a professor of cybersecurity at Oxford, write about how the biggest threat to your cybersecurity may be an employee or vendor.
"Marie Kondo and the Cult of Tidying Up" is from the February 27, 2015 Arts & Entertainment section of The Wall Street Journal. It was written by Jennifer Maloney, Megumi Fujikawa and narrated by Ken Borgers.
Lynn S. Paine, a professor of Business Administration and the senior associate dean for faculty development at Harvard Business School, writes about how companies would do well to follow Nike's example - create a board-level committee dedicated to corporate responsibility.
Donald Trump and Robert Kiyosaki are both concerned. Their concern is that the rich are getting richer, but America is getting poorer. The entitlement mentality is epidemic, creating people who expect their country, employer, or family to take care of them. And like the polar ice caps, the middle class is disappearing. America is becoming a two-class society, and soon you will be either rich or poor. Trump and Kiyosaki want you to be rich.
Linda A. Hill, a professor of Business Administration at Harvard Business School, Greg Brandeau, head of technology at Pixar, Emily Truelove, a researcher and a PhD candidate at the MIT Sloan School of Management, and Kent Lineback, a manager and executive with over 25 years of experience, write about how smart leaders of innovation don't set a vision and motivate others to follow it; they create a community that is both willing and able to innovate.
Karan Girotra, a professor of technology and operations management at INSEAD, and Serguei Netessine, a professor of Global Technology and Innovation at INSEAD, write about how the secret to success lies in who makes what decisions when and why.
This edition features four great business articles. In our first article, we'll find out the difference between having what it takes to be considered for a CEO position, and actually getting it. Also, we'll find out what turns smart, ambitious people into underachievers, as well as how the right autobiographical story can help you in your personal life and your career. Plus, you'll learn how to critically re-assess your priorities before an unforeseen crisis forces you to.
When some managers take over a new job, they hit the ground running. They learn the ropes, get along with their bosses and subordinates, gain credibility, and ultimately master the situation. Others, however, don't do so well. What accounts for the difference? In this article, first published in 1985, Harvard Business School professor John J. Gabarro relates the findings of two sets of field studies he conducted, covering 14 management successions.
Innovation gets rediscovered as a growth enabler every half dozen years. Too often, grand declarations about innovation are followed by mediocre execution that produces anemic results, and innovation groups are quietly disbanded. Each managerial generation embarks on the same enthusiastic quest for the next new thing. And each faces the same challenges to protect existing critical revenue streams while supporting new concepts that may be crucial to future success.
One of the secrets to maintaining a thriving business is being able to recognize when it needs a fundamental change.
If you want to know why so many organizations sink into chaos, look no further than their leaders' mouths. Over and over, leaders present grand, overarching - yet fuzzy - notions of where they think the company is going. The result is often sloppy behavior and misalignment that can cost a company dearly. Effective communication is a leader's most critical tool for doing the essential job of leadership.
Benjamin Edelman, an associate professor and a Marvin Bower Fellow at Harvard Business School, presents four strategies that can help savvy suppliers reduce their dependence on powerful online platforms.
"Don't Check Out of Marriott" is from the July 29,2015 Markets section of The Wall Street Journal. It was written by Spencer Jakab and narrated by Ken Borgers.
"Global Stocks Rebound After Selloff " is from the July 29,2015 Markets section of The Wall Street Journal. It was written by Saumya Vaishampayan and Tommy Stubbington and narrated by Ken Borgers.
"Rental Demand Supplies Home-Building Opportunity" is from the July 29,2015 Markets section of The Wall Street Journal. It was written by Justin Lahart and narrated by Ken Borgers.
"NATO Signals Support for Turkey After Terror Attacks" is from the July 29,2015 World section of The Wall Street Journal. It was written by Julian E. Barnes, Joe Parkinson and Ayla Albayrak and narrated by Ken Borgers.
"Oil Export Momentum" is from the July 29,2015 Opinion section of The Wall Street Journal. It was narrated by Ken Borgers.
"Jeb Bush Drawing Big Bucks From GOP Establishment" is from the July 29,2015 Politics section of The Wall Street Journal. It was written by Beth Reinhard and Christopher S. Stewart and narrated by Ken Borgers.
"From Grandmother to Granddaughter, Passing Along Religious Traditions " is from the July 29,2015 Life section of The Wall Street Journal. It was written by Clare Ansberry and narrated by Ken Borgers.
Here's a creative way to make the best use of your morning commute: listen to The Wall Street Journal. Each morning, you'll get the must-hear stories from the Journal's front page, as well as the most popular columns and briefings from Marketplace, Money & Investing, and more. And, every Friday, you'll get a bonus delivery: features, columns, and reviews from the Weekend Journal.
"Clock Is Ticking for Time Inc.'s CEO" is from the July 28,2015 Business section of The Wall Street Journal. It was written by Jeffrey A. Trachtenberg and narrated by Ken Borgers.
"The $500-a-Month Workout Habit" is from the July 28,2015 Life section of The Wall Street Journal. It was written by Rachel Bachman and narrated by Ken Borgers.
It's the perfect listen for your morning commute! In the time it takes you to get to work, you'll hear a digest of the day's top stories, prepared by the editorial staff of The New York Times. Each edition includes articles from the front page, as well as the paper's international, national, business, sports, and editorial sections.
"Schools Face the Teen-Cutting Problem" is from the July 28,2015 Life section of The Wall Street Journal. It was written by Dana Wechsler Linden and narrated by Ken Borgers.
"U.S. Stocks Follow Global Markets Lower" is from the July 28,2015 Markets section of The Wall Street Journal. It was written by Dan Strumpf and Tommy Stubbington and narrated by Ken Borgers.
"Allergan's Healthy Price May Come With Side Effects" is from the July 28,2015 Markets section of The Wall Street Journal. It was written by Charley Grant and narrated by Ken Borgers.
"Mad Tax Fury Road" is from the July 28,2015 Opinion section of The Wall Street Journal. It was narrated by Ken Borgers.
"Headlines from the Tech Center" is from the July 28, 2015 of The Wall Street Journal. It was narrated by Ken Borgers.