Increasing your energy capacity is the best way to get more work done faster and better
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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."
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.
Robert J. Ely, a Professor of Business Administration and the senior associate dean for culture and community at Harvard Business School; Pamela Stone, a professor of sociology at Hunter College; and Colleen Ammerman, the assistant director of the Gender Initiative at Harvard Business School; report on how there's a real gap between what Harvard Business School alumnae expect as they look ahead to their careers and where they ultimately land.
"'Mad Max: Fury Road' Review: Remodeled, Ravishing and Joyously Crazed" is from the May 15,2015 Arts & Entertainment section of The Wall Street Journal. It was written by Joe Morgenstern and narrated by Ken Borgers.
Robert Merton, a professor of finance at the MIT Sloan School of Management, writes about how fund managers and savers must invest in ways that secure a guaranteed income in retirement.
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.
"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.
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.
"Mad Tax Fury Road" is from the July 28,2015 Opinion section of The Wall Street Journal. It was narrated by Ken Borgers.
"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.
"China Stocks Tumble 8.5%, Calling Into Question Beijing's Market-Rescue Effort" is from the July 28,2015 Markets section of The Wall Street Journal. It was written by Lingling Wei and Chao Deng and narrated by Ken Borgers.
"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.
"Headlines from What's News Business and Finance" is from the July 28, 2015 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.
"Record Fine for Fiat Chrysler" is from the July 27,2015 US section of The Wall Street Journal. It was written by Mike Spector and narrated by Ken Borgers.
"Headlines from What's News Business and Finance" is from the July 27, 2015 of The Wall Street Journal. It was narrated by Ken Borgers.
"Why Uber Drives the Left Crazy" is from the July 27,2015 Opinion section of The Wall Street Journal. It was written by L. Gordon Crovitz and narrated by Ken Borgers.
"'Modest' Bathing Suits Make a Splash: Leggings, Sleeves, 'Skorts'" is from the July 27,2015 Life section of The Wall Street Journal. It was written by Lucette Lagnado and narrated by Ken Borgers.
"Headlines from the Tech Center" is from the July 27, 2015 of The Wall Street Journal. It was narrated by Ken Borgers.
"The Only Six Stocks That Matter" is from the July 27,2015 Markets section of The Wall Street Journal. It was written by Dan Strumpf and narrated by Ken Borgers.
"Oil Heading for Fall as Diesel's Engine Sputters" is from the July 27,2015 Markets section of The Wall Street Journal. It was written by Liam Denning and narrated by Ken Borgers.