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.
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.
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.
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.
Increasing your energy capacity is the best way to get more work done faster and better
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.
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.
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.
Usually, individuals and organizations go to great lengths to avoid errors. Companies are designed for optimum performance rather than for learning, and mistakes are seen as defects. But as an example from Bell System shows, making mistakes - correctly - is a powerful way to accelerate learning and increase competitiveness.
When corporate leaders or the organizations they represent mess up, they face the difficult decision of whether to apologize publicly. A public apology is a risky move. It's highly political, and every word matters. Refusal to apologize can be smart, or it can be suicidal. Readiness to apologize can be seen as a sign of character or one of weakness. Because the stakes are so high, Barbara Kellerman says, leaders should not extend public apologies often or lightly.
One of the secrets to maintaining a thriving business is being able to recognize when it needs a fundamental change.
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.
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.
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.
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.
In the aftermath of the Enron and WorldCom debacles, corporate boards have been shaken up and made over. Most of the changes are structural and don't go to the heart of a board's work: making the choices that shape a firm's future. Which decisions boards own and how those calls are made are largely hidden from the public. As a result, boards are often unable to learn from their counterparts at other companies. In this article, Michael Useem pulls back the curtain and provides an inside look.
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 New Yorker's blend of reporting, commentary, criticism, fiction, and cartoons has garnered 36 National Magazine Awards since its debut in 1925 - more than any other publication. Edited by Pulitzer Prize winner David Remnick, the magazine has had only five editors in its 80-year history. Each week, Audible and the editorial staff of The New Yorker work together to select a variety of the issue's best articles from The Talk of the Town, Fiction, The Critics, and more. Each article is read in its entirety. The New Yorker is available in audio exclusively at audible.com.
"Fitbit's Valuation Puts It on the Treadmill" is from the August 03,2015 Markets section of The Wall Street Journal. It was written by Dan Gallagher and narrated by Ken Borgers.
"Headlines from the Tech Center" is from the August 03, 2015 of The Wall Street Journal. It was narrated by Ken Borgers.
"Headlines from What's News Business and Finance" is from the August 03, 2015 of The Wall Street Journal. It was narrated by Ken Borgers.
"In Calgary, a Crackdown on Dandelions" is from the August 03,2015 Life section of The Wall Street Journal. It was written by Chester Dawson and narrated by Ken Borgers.
"U.S. to Defend New Syria Force From Assad Regime " is from the August 03,2015 World section of The Wall Street Journal. It was written by Adam Entous 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.
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.
"Obama's New Climate-Change Regulations to Alter, Challenge Industry" is from the August 03,2015 US section of The Wall Street Journal. It was written by Amy Harder, Colleen McCain Nelson and Rebecca Smith and narrated by Ken Borgers.
"Shackling the Sharing Economy" is from the August 03,2015 Opinion section of The Wall Street Journal. It was narrated by Ken Borgers.
"Tech Firms Beware: Don't Disappoint Investors " is from the August 03,2015 Markets section of The Wall Street Journal. It was written by Corrie Driebusch and narrated by Ken Borgers.
"Ted Cruz's Fight to Protect the Open Internet" is from the August 03,2015 Opinion section of The Wall Street Journal. It was written by L. Gordon Crovitz and narrated by Ken Borgers.
"Deflategate Never Sleeps" is from the July 31,2015 Life section of The Wall Street Journal. It was written by Jason Gay and narrated by Ken Borgers.
"Exxon Mobil, Chevron Put Squeeze on Buybacks" is from the July 31,2015 Markets section of The Wall Street Journal. It was written by Spencer Jakab and narrated by Ken Borgers.
"Gregg Allman Plans His Solo Future" is from the July 31,2015 Arts & Entertainment section of The Wall Street Journal. It was written by Alan Paul and narrated by Ken Borgers.
"Headlines from the Tech Center" is from the July 31, 2015 of The Wall Street Journal. It was narrated by Ken Borgers.
"Headlines from What's News Business and Finance" is from the July 31, 2015 of The Wall Street Journal. It was narrated by Ken Borgers.
"Hoping to Become Tourist Haunt, Nevada Town Finds Boost in Spirits" is from the July 31,2015 Life section of The Wall Street Journal. It was written by Jim Carlton and narrated by Ken Borgers.
"The Six-Year Slough" is from the July 31,2015 Opinion section of The Wall Street Journal. It was narrated by Ken Borgers.
"This Recording Could Have Changed the Way We Think About Broadway" is from the July 31,2015 Arts & Entertainment section of The Wall Street Journal. It was written by Terry Teachout and narrated by Ken Borgers.