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.
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.
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.
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."
"Interesting ideas but needs more depth"
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"
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.
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.
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.
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.
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.
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.
When commercializing scientific discoveries, inventors and firms face several potentially fatal traps. Here's how to avoid falling into them.
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.
Jeremy Heimans, a cofounder and CEO of Purpose, a social business that builds movement; and Henry Timms, the executive director of 92nd Street Y, write about how power isn't what it used to be - and how you can harness that new power.
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.
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.
Are you raring to change careers? Break into a whole new line of work that makes you leap out of bed, happy to go to work every day? Parlay personal passions into professional endeavors? Or focus on a different clientele, type of product, or service?
This is the first book to present innovation and entrepreneurship as a purposeful and systematic discipline. It clearly explains and analyzes the challenges and opportunities of America's new entrepreneurial economy. Peter Drucker, the most influential and widely-read thinker and writer on modern organizations, gives us a superbly practical book that explains what established businesses, public service institutions, and new ventures have to know, have to learn, and have to do in today's economy and marketplace.
"Solid innovation management"
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.
"Clashing National Interests Hamstring EU's Response to Migrant Crisis" is from the September 02,2015 World section of The Wall Street Journal. It was written by Gabriele Steinhauser and Laurence Norman and narrated by Alexander Quincy.
In this issue: "Gwyneth Paltrow Goes to Market": Goop, Paltrow's lifestyle platform, has been polarizing since the day it was launched, and that might be its greatest asset. "How Princess Reema is Opening Door for Women in Saudi Arabia": In a country where women can't legally take the wheel of a car, one leader is finding creative ways to offer them other means of control. "Dead Ahead": Robert Kirkman's Quest to create the Anti-Marvel.
"California Lawmakers Approve Equal-Pay Measure" is from the September 01,2015 U.S section of The Wall Street Journal. It was written by Alejandro Lazo and narrated by Alexander Quincy.
"Google's Self-Driving Pods to Cruise Texas Roads" is from the September 01,2015 Tech section of The Wall Street Journal. It was written by Cat Zakrzewski and narrated by Alexander Quincy.
"Headlines from Tech" is from the September 01, 2015 of The Wall Street Journal. It was narrated by Alexander Quincy.
"Headlines from What's News" is from the September 01, 2015 of The Wall Street Journal. It was narrated by Alexander Quincy.
"In Japan, Foreigners Increasingly Fill Workforce Gaps" is from the September 01,2015 World section of The Wall Street Journal. It was written by Lisa Du and narrated by Alexander Quincy.
"Is comScore's Revenue Growth as Good as It Seems?" is from the September 01,2015 Markets section of The Wall Street Journal. It was written by Miriam Gottfried and narrated by Alexander Quincy.