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STRATEGY & MANAGEMENT
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Why Value Value?

July 20, 2011 • LEADERSHIP, STRATEGY & MANAGEMENT, Corporate Governance, Finance & Economics, Editors' PickComments (0)

By Tim Koller, Richard Dobbs and Bill Huyett Most executives have figured out how to create value for shareholders through experience, observation, and intuition. They’ve developed a wealth of personal wisdom that typically takes them in the right direction. But let’s face it:  that wisdom doesn’t always prevail. You might also like: Reinvention:

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Why Leaders Fail

July 20, 2011 • LEADERSHIP, SPECIAL FEATURES, Editors' Pick, Leadership Development, Strategic SpotlightComments (0)

By Patrick R. Dailey “All too frequently, an exceptional executive encounters a corporate trap door, falls, and then derails. This article presents 21st century challenges—corporate trap doors—that arise to snare exceptional executives.” You might

What Managers Need to Know about Platforms

July 20, 2011 • LEADERSHIP, STRATEGY & MANAGEMENT, INNOVATION, Global Business, Editors' Pick, Emerging Ideas, Strategic SpotlightComments (0)

By Annabelle Gawer A new and powerful way to compete has taken shape in our business landscape: Platform competition You might also like: Reinvention: Critical to Business Success, but not Always Obvious Conflict Contagion: A Virus to Watch and Treat Early

Managing Digital Natives – Opportunity or Challenge? Tell me when you were born and I’ll tell you who you are.

July 9, 2011 • STRATEGY & MANAGEMENT, INNOVATION, People Management, Emerging Ideas, Team ManagmentComments (0)

By Karsten Jonsen, Rafael Martin and Stephanie Weg Who are these Digital Natives and what makes them different? How can business use shifts in behavior and mindset to operate successfully? You might also like: Reinvention: Critical to Business Success, but

Bury My Heart at Conference Room B

July 9, 2011 • LEADERSHIP, STRATEGY & MANAGEMENT, Coaching, People Management, Leadership Development, Team ManagmentComments (0)

By Stan Slap Emotional commitment means unchecked, unvarnished devotion to the company and its success; any legendary organizational performance is the result of emotionally committed managers. You might also like: Reinvention: Critical to Business Success,

The Sustainable Organisation – Driving value through organisational change

July 9, 2011 • STRATEGY & MANAGEMENT, SUSTAINABILITY & ETHICS, SPECIAL FEATURES, People Management, Social Impact, Team Managment, TransformationComments (0)

By Claire Arnold, Co Founder of Maxxim Consulting

 Everyone who has the ambition, drive and competence to want the top job has to be alive to the forces of irony, but this paper examines the more manageable drivers of value that CEOs can impact in their

Creating Abundant Organizations

June 9, 2011 • LEADERSHIP, STRATEGY & MANAGEMENT, SUSTAINABILITY & ETHICS, People Management, Editors' Pick, Leadership Development, Team ManagmentComments (1)

Interview with Dave and Wendy Ulrich In “The Why of Work: How Great Leaders Build Abundant Organizations” (McGraw-Hill 2010), Dave and Wendy Ulrich set out to help leaders find an understanding of the meaning and purpose of work. You might also like:

Write Off or Right On?

May 20, 2011 • STRATEGY & MANAGEMENT, Global Business, Finance & EconomicsComments (0)

By Andreas Tesch What businesses consider to be an uncollectable debt may not always be as clear cut as is the case when a customer is declared bankrupt…The lesson is that some businesses often write off their debts before they actually need to. You

Jumping the S-Curve: How to Reach the Top – and Stay There

May 20, 2011 • STRATEGY & MANAGEMENT, INNOVATION, OPERATION, Business Process, Delivering Innovation - Accenture Research, Strategic SpotlightComments (0)

By Paul Nunes and Timothy Breene One obvious trait of high-performance companies is that they are all adept at launching new businesses — a process that we call climbing an “S-curve.” You might also like: Reinvention: Critical to Business

Commercial Property: Spotting the Opportunity

May 20, 2011 • STRATEGY & MANAGEMENT, Global Business, Finance & Economics, Strategic SpotlightComments (0)

By Michael Keogh Property markets globally have recovered from the valuation declines recorded at the height of the financial crisis, but in large part, this has been restricted to quality product, in quality locations. Whilst theory would imply that a good