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.
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.
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.
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.
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.
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.
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.
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.
For organizations like General Electric, Proctor & Gamble, and Visa, management innovation is the secret to success. But what is management innovation? Why is it so important? And how can other companies learn to become management innovators?
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.
Executives have developed tunnel vision in their pursuit of shareholder value, focusing on short-term performance at the expense of investing in long-term growth. It's time to broaden that perspective and begin shaping business strategies in light of the competitive landscape, not the shareholder list. In this article, Alfred Rappaport offers 10 basic principles to help executives create lasting shareholder value.
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.
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.
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.
In the complex sport of American football, teams rely on thick playbooks. But when it comes to creating innovative growth businesses - which is at least as complicated as professional football - most companies have not developed detailed game plans. The authors believe that companies can penetrate that fog by developing growth strategies based on disruptive innovations, as defined by Clayton Christensen.
The authors describe how companies can select the right tension, what traps they may fall into when they focus on one side over the other, and how to escape these traps by managing to the bonds between objectives.
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.
"Samsung Galaxy S6 Review: The iPhone 6 Has Met Its Match" is from the April 02,2015 Tech section of The Wall Street Journal. It was written by Joanna Stern and narrated by Ken Borgers.
"Headlines from What's News Business and Finance" is from the April 02, 2015 of The Wall Street Journal. It was narrated by Ken Borgers.
"Obama Weighs Options if Iran Nuclear Talks Fail" is from the April 02,2015 World section of The Wall Street Journal. It was written by Jay Solomon and Laurence Norman and Carol E. Lee and narrated by Ken Borgers.
"A Raise at McDonald's" is from the April 02,2015 Opinion section of The Wall Street Journal. It was narrated by Ken Borgers.
"McDonald's Joins Trend in Raising Pay" is from the April 02,2015 Business section of The Wall Street Journal. It was written by Annie Gasparro and Eric Morath and narrated by Ken Borgers.
"Ford's Unusually Straight Road Ahead" is from the April 02,2015 Markets section of The Wall Street Journal. It was written by Charley Grant and narrated by Ken Borgers.
"Nigeria's Muddled Vote for Oil Prices" is from the April 01,2015 Markets section of The Wall Street Journal. It was written by Liam Denning and narrated by Ken Borgers.
"Headlines from What's News Business and Finance" is from the April 01, 2015 of The Wall Street Journal. It was narrated by Ken Borgers.
"U.S. Stocks Slide; Dow Posts Quarterly Decline" is from the April 01,2015 Markets section of The Wall Street Journal. It was written by Corrie Driebusch and narrated by Ken Borgers.
"Iran Nuclear Talks Miss Deadline" is from the April 01,2015 World section of The Wall Street Journal. It was written by Laurence Norman 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.
"Hillary Obstructs Congress" is from the April 01,2015 Opinion section of The Wall Street Journal. It was narrated by Ken Borgers.