Increasing your energy capacity is the best way to get more work done faster and better
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.
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.
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.
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.
William Lazonick, a professor of economics at the University of Massachusetts Lowell, writes about how executives are using massive stock buybacks to manipulate share prices and boost their own pay - at great cost to innovation and employment.
Claudio Fernandez-Araoz, a senior adviser at the global executive search firm Egon Zehnder, reports on how business is changing too rapidly to predict what competencies employees will need even a few years out. The question now is not what skills they have; it's whether they have the potential to learn new ones.
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.
Cass R. Sunstein, the Robert Walmsley University Professor at Harvard Law School, and Reid Hastie, the Ralph and Dorothy Keller Distinguished Service Professor of Behavioral Science at the University of Chicago Booth School of Business, report on behavioral research that suggests some fairly simple ways to achieve "the wisdom of crowds."
One of the secrets to maintaining a thriving business is being able to recognize when it needs a fundamental change.
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.
Muhammad Yumus, founder of Grameen Bank, a microfinance business that first operated in rural Bangladesh, and winner of the 2006 Nobel Peace Prize; Frederic Dalsace, an associate professor of marketing and holds the Social Business, Enterprise and Poverty chair at HEC Paris; David Menasce, the managing director of Azao, a consulting company specializing in social business, and an affiliate professor at HEC Paris; and Benedicte Faivre-Tavignot, an affiliate professor at HEC Paris and the academic director of its master's program in sustainable development, write about five leading companies that have adapted nonprofit business models to serve the bottom of the pyramid in France.
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. In this article, John Kotter outlines the eight largest errors that can doom these efforts.
Darrell K. Rigby, a partner in the Boston office of Bain & Company, writes about how consumers see the real and virtual world as one - and so should your company.
Employers can choose from lots of tools when they want to encourage employees to work together toward a new corporate goal. One of the rarest managerial skills is the ability to understand which tools will work in a given situation and which will misfire.
Stefan Michel, a professor of marketing and service management at IMD, in Lausanne, Switzerland, writes about how a new framework can help businesses spot missed opportunities.
Erik Simanis, a senior extension associate at Cornell University's Johnson School of Management, and Duncan Duke, an assistant professor of management at Ithaca College's School of Business, write about a new framework to help companies earn profits while pursuing socially beneficial ventures in low-income markets.
Guhan Subramanian, the Joseph Flom Professor of Law and Business at Harvard Law School, writes about how we need to return to first principles rather than meander toward "best practices."
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.
Bob Frisch, managing partner; and Cary Greene, a partner of the strategic Offsites Group, a Boston-based consultancy, write about how to stop putting your people to sleep.
"Headlines from the Tech Center" is from the May 28, 2015 of The Wall Street Journal. It was narrated by Ken Borgers.
"Headlines from What's News Business and Finance" is from the May 28, 2015 of TheWall Street Journal. It was narrated by Ken Borgers.
"Microsoft's Cortana Headed to iPhone and Android Phones " is from the May 28,2015 Tech section of The Wall Street Journal. It was written by Joanna Stern and narrated by Ken Borgers.
"EPA's Amphibious Attack" is from the May 28,2015 Opinion section of The Wall Street Journal. It was narrated by Ken Borgers.
"Workday's Growth Turns Taskmaster" is from the May 28,2015 Markets section of The Wall Street Journal. It was written by Dan Gallagher and narrated by Ken Borgers.
"U.S. Stocks Close Lower" is from the May 27,2015 Markets section of The Wall Street Journal. It was written by Dan Strumpf and narrated by Ken Borgers.
"Tiffany May Be a Hidden Gem" is from the May 27,2015 Markets section of The Wall Street Journal. It was written by Spencer Jakab 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.
"Breach at IRS Exposes Tax Returns" is from the May 27,2015 US section of The Wall Street Journal. It was written by John D. McKinnon and Laura Saunders and narrated by Ken Borgers.
"What's Hot in the Art World? Algorithms" is from the May 27,2015 Life section of The Wall Street Journal. It was written by Robert Lee Hotz and narrated by Ken Borgers.
"Obama's Remedial Legal Education" is from the May 27,2015 Opinion section of The Wall Street Journal. It was narrated by Ken Borgers.
"Headlines from What's News Business and Finance" is from the May 27, 2015 of TheWall Street Journal. It was narrated by Ken Borgers.