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.
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.
Increasing your energy capacity is the best way to get more work done faster and better
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.
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.
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.
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.
The cover story this month explains how the best business strategists use analogies to make sure their decisions lead to a breakthrough, not a disaster. Also we�ll take a look at the importance of understanding the transformative power of your own leadership, as well as how to strategically manage unforeseen risks that can devastate your company�s growth.
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.
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. 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.
Technology Review, the award winning magazine from MIT, is the only publication you need to keep up with what's happening in every area of emerging technology. Audible Technology Review incorporates key feature stories from the magazine and is published ten times each year.
"Marie Kondo and the Cult of Tidying Up" is from the February 27, 2015 Arts & Entertainment section of The Wall Street Journal. It was written by Jennifer Maloney, Megumi Fujikawa and narrated by Ken Borgers.
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.
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.
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.
One of the secrets to maintaining a thriving business is being able to recognize when it needs a fundamental change.
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.
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.
"Big Banks Charge Ahead With Cards" is from the August 04,2015 Markets section of The Wall Street Journal. It was written by John Carney and narrated by Ken Borgers.
"Climate-Change Putsch" is from the August 04,2015 Opinion section of The Wall Street Journal. It was written by and narrated by Ken Borgers.
"Headlines from the Tech Center" is from the August 04, 2015 of The Wall Street Journal. It was narrated by Ken Borgers.
"Headlines from What's News Business and Finance" is from the August 04, 2015 of The Wall Street Journal. It was narrated by Ken Borgers.
"In U.S. Masters Swimming, Training Is More Important Than the Race " is from the August 04,2015 Life section of The Wall Street Journal. It was written by Kevin Helliker and narrated by Ken Borgers.
"U.S. Stocks Lower as Oil Prices Drop" is from the August 04,2015 Markets section of The Wall Street Journal. It was written by Corrie Driebusch and narrated by Ken Borgers.
"U.S., Turkey Agree to Keep Syrian Kurds Out of Proposed Border Zone" is from the August 04,2015 World section of The Wall Street Journal. It was written by Dion Nissenbaum and narrated by Ken Borgers.
"Unhappy Voters Shake Up Presidential Race" is from the August 04,2015 Politics section of The Wall Street Journal. It was written by Janet Hook and narrated by Ken Borgers.
"What Picky Eating Might Mean for Children Later" is from the August 04,2015 Life section of The Wall Street Journal. It was written by Sumathi Reddy 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.
What theory explains the following? Stocks are hitting record highs, yet 60% of Americans think the country is in recession. A solid majority likes President Obama's Iran nuclear deal, but only a third believe it will work. Such a position (like but doubt) is both passive and fatalistic-perhaps even suicidal. The phrases "all lives matter" and "everyone can succeed if they work hard enough" are now fighting words to the political left. Apologies are due, or else watch your reputation and career evaporate.
"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.
When Gabriel Jacobs first began coding back in the 3G days of 2008, the ninth grader at New York City's Dalton School didn't tell his friends. He was too embarrassed. Staying up late teaching oneself how to code from YouTube videos was the opposite of cool. After all, Apple' iTunes App Store had just launched and celebrity-status billionaires like Instagram's Kevin Systrom and Snapchat's Evan Spiegel didn't yet exist.
Small liberal arts colleges are reinventing themselves as entrepreneur hatcheries-both for billion-dollar startups and social change makers.
You've probably noticed that presidential candidates like to talk in generalities about the economy. They assume that's necessary to ensure political survival. It's hard to disagree. To get specific about Social Security or Medicare is to get hammered. It doesn't help that those doing the hammering are often remarkably underinformed.
In this issue: "That 'Useless' Liberal Arts Degree Has Become Tech's Hottest Ticket" by George Anders. "Have 3 Undergrads Just Created an Instagram for Music?" by Denali Tietjen. "How Liberal Arts Colleges Reinvent Themselves as Startup Factories" by Liyan Chen. "Meet Patrick Walsh, The Do-It-Yourself Hedge Fund Activist You've Never Heard Of" by Antoine Gara. "Regeneron's George Yancopoulos Becomes Pharma's First Billionaire R&D Chief" by Matthew Herper. "Letter to a New Voter" by Amity Shales. "Evil's Root: No Growth" by Rich Karlgaard.
In the increasingly crowded world of flashy activist hedge fund managers, Patrick Walsh, 39, plays against type. The founder of the $150 million PW Partners in Chicago wasn't schooled at Wharton and has no Ivy League pedigree or M.B.A. He didn't apprentice with hedge fund greats like Carl Icahn, Dan Loeb or Bill Ackman, and he eschews the public spats that make activists a favorite of the news media. He's got no public relations handler or even an in-house trader to execute his stock moves.
27 years ago George Yancopoulos was a scientific superstar, a professor of biology at Columbia at age 28. But his father, a first-generation Greek immigrant, kept complaining about how little academia paid.
In less than two years Slack Technologies has become one of the most glistening of tech's ten-digit "unicorn" startups, boasting 1.1 million users and a private market valuation of $2.8 billion. If you've used Slack's team-based messaging software, you know that one of its catchiest innovations is Slackbot, a helpful little avatar that pops up periodically to provide tips so jaunty that it seems human.