article thumbnail

Why The US Presidential-Transition Process Should Start Now

BCG

Throughout most of the spring of 2001, while the US economy was spiraling into the post-dot-com recession, President George W. As these cases powerfully illustrate, managing a leadership transition for the world’s largest enterprise—the US federal government—remains perilously ineffective. Article Monday, September 26, 2016.

article thumbnail

Advisory Board Company Interviews and Culture

Management Consulted

The Advisory Board Company also offers technology, management, and consulting services. H*Works was the first of many steps the company took towards building its prestigious (in the healthcare consulting world) consulting and managing services. Four years later, in 2001, The Advisory Board Company went public (NASDAQ: ABCO).

Insiders

Sign Up for our Newsletter

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

article thumbnail

Keeping It Professional When You Work in a Family Business

Harvard Business

When your manager is also your parent, sibling, or another relative, how do you keep things professional? Case Study #1: Work elsewhere before climbing the family ladder. Toby Bozzutto’s father, Tom, never asked him if he wanted to work in the family real estate management company. Completely meld work and family.

article thumbnail

How NASA Uses Telemedicine to Care for Astronauts in Space

Harvard Business

Since the Expedition One launch to the International Space Station (ISS) in 2001 — the first long-duration stay on the orbital construction site — NASA’s Human Health and Performance team has been developing expertise in the planning and provision of medical support to crews staying in our world’s most remote environment.

article thumbnail

The Connection Between Employee Trust and Financial Performance

Harvard Business

This was the headquarters of Campbell Soup Company when one of us, Doug Conant, took the reins as CEO in 2001. We can use practices from Doug’s approach to the trust-building competency over his 40-year leadership career as a case study for the behaviors leaders should develop as they work to build and sustain trust.