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.
Just as we were getting used to the Information Age, Daniel Pink tells us that it is ending. With it goes our focus on charts, statistics, and linear thinking. Traditional "left-brain" activities, like logic, analysis, and repetitive production, are being turned over to robots, computers, and offshore labor. The valued skills of the 21st Century will be those of the right brain: empathy, design, synthesis, and contextual thinking.
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.
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.
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.
"Seminal work in Innovation but awful narration"
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.
"What Marketers Misunderstand About Online Reviews" by Itamar Simonson and Emanuel Rosen. "Focusing Capital on the Long Term" by Dominic Barton and Mark Wiseman. "The Big Lie of Strategic Planning" by Roger L. Martin. "The New Patterns of Innovation" by Rashik Parmar, Ian Mackenzie, David Cohn, and David Gann. "From Superstorms to Factory Fires: Managing Unpredictable Supply-Chain Disruptions" by David Simchi-Levi, William Schmidt, and Yehua Wei.
In 1990, IBM had its most profitable year ever. By 1993, the company was on a watch list for extinction, victimized by its own lumbering size, an insular corporate culture, and the PC era IBM had itself helped invent.
"Really enjoyed it."
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.
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.
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.
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.
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 this endlessly fascinating book, New Yorker columnist James Surowiecki explores a deceptively simple idea that has profound implications: large groups of people are smarter than an elite few, no matter how brilliant. Groups are better at solving problems, fostering innovation, coming to wise decisions, even predicting the future.
"All of us are smarter than any of us"
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.
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.
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.
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.
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.
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.
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.
Turn to Science News for the latest coverage of biology, astronomy, the physical sciences, behavioral sciences, math and computers, chemistry, and earth science. This 75-year-old publication is known for its sharp writing and up-to-date coverage of the latest scientific research. Since its debut in 1922, Science News has been committed to providing reports on scientific and technical developments that the layman would find interesting and easy to digest.