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.
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.
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."
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.
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.
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.
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.
Bob Frisch, managing partner; and Cary Greene, a partner of the strategic Offsites Group, a Boston-based consultancy, write about how to stop putting your people to sleep.
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.
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?
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.
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.
Cass R. Sunstein, the Robert Walmsley University Professor at Harvard Law School, and Reid Hastie, the Ralph and Dorothy Keller Distinguished Service Professor of Behavioral Science at the University of Chicago Booth School of Business, report on behavioral research that suggests some fairly simple ways to achieve "the wisdom of crowds."
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.
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.
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.
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.
Muhammad Yumus, founder of Grameen Bank, a microfinance business that first operated in rural Bangladesh, and winner of the 2006 Nobel Peace Prize; Frederic Dalsace, an associate professor of marketing and holds the Social Business, Enterprise and Poverty chair at HEC Paris; David Menasce, the managing director of Azao, a consulting company specializing in social business, and an affiliate professor at HEC Paris; and Benedicte Faivre-Tavignot, an affiliate professor at HEC Paris and the academic director of its master's program in sustainable development, write about five leading companies that have adapted nonprofit business models to serve the bottom of the pyramid in France.
Strategic hardball is about playing rough and tough with competitors; strategic curveball is about outfoxing them. It involves getting rivals to do something dumb that they otherwise wouldn't (that is, swing at a pitch that appears to be in the strike zone but isn't) or not do something smart that they otherwise would (that is, fail to swing at a pitch that's in the strike zone but appears not to be). In this article, George Stalk, Jr. describes four types of curveballs you can throw your competitors.
"Headlines from the Tech Center" is from the April 28, 2015 of The Wall Street Journal. It was narrated by Ken Borgers.
"Violence Breaks Out in Baltimore After Freddie Gray's Funeral" is from the April 28,2015 US section of The Wall Street Journal. It was written by Scott Calvert and Kris Maher and narrated by Ken Borgers.
"Many Hospital ERs Aren't Ready to Treat Children" is from the April 28,2015 Life section of The Wall Street Journal. It was written by Laura Landro and narrated by Ken Borgers.
"Marathons, Triathlons Allow Runners to Resell or Transfer Entry Bibs" is from the April 28,2015 Life section of The Wall Street Journal. It was written by Rachel Bachman and narrated by Ken Borgers.
"Supreme Court Set to Grapple with Gay-Marriage Question" is from the April 28,2015 US section of The Wall Street Journal. It was written by Jess Bravin and narrated by Ken Borgers.
"Apple: Not Just Phoning It In" is from the April 28,2015 Markets section of The Wall Street Journal. It was written by Dan Gallagher 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.
"Headlines from What's News Business and Finance" is from the April 28, 2015 of The Wall Street Journal. It was narrated by Ken Borgers.
"Five Simple Steps to Protect Corporate Data" is from the April 27,2015 Business section of The Wall Street Journal. It was written by Danny Yadron 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.
"Nepal Reels Amid Fears of Aftershocks" is from the April 27,2015 World section of The Wall Street Journal. It was written by Jesse Pesta And Niharika Mandhana and narrated by Ken Borgers.
"Apple's Antitrust Lord" is from the April 27,2015 Opinion section of The Wall Street Journal. It was narrated by Ken Borgers.
"Headlines from the Tech Center" is from the April 23, 2015 of The Wall Street Journal. It was narrated by Ken Borgers.
"QQQ ETF Falters as Nasdaq Soars" is from the April 27,2015 Markets section of The Wall Street Journal. It was written by Liz Moyer and narrated by Ken Borgers.
"For Fed, Nothing Going on but the Rent" is from the April 27,2015 Markets section of The Wall Street Journal. It was written by Justin Lahart and narrated by Ken Borgers.