Remove 2001 Remove Development Remove Management Remove Metrics
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Why CEO’s Hire Consultants and Coaches: The REAL Value They Bring with Brad Rex

Consulting Matters

He applied for a financial manager job at Disney and was one of 1400 candidates. During his twelve-and-a-half-year tenure, he worked in finance and strategic planning before taking over as leader of Epcot theme park on the week of 911, 2001. Today, Brad Rex shares the real reasons why executives hire consultants and coaches.

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Does Effective Leadership Really Matter?

Organizational Talent Consulting

While working with a large Forbes Top 25 Private Company, we quantified the value of leadership using internal key business metrics and various cognitive and behavioral leader assessments. Journal of Management, 14(3), 453-464. Journal of Management Research, 1(4), 254. The best organizations are made up of the best leaders.

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Are You A Future-Ready Leader?

Organizational Talent Consulting

link] Development is an essential investment to realize the full potential of your organization and prepare the next generation. Humility is a demonstrated lever for sustainable company development, enhancing employee innovation, team empowerment, company performance, and self-improvement. References Acemoglu, D., & Collins, J.

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The Best-Performing Emerging Economies Emphasize Competition

Harvard Business

Development economists over the ages have puzzled about why some emerging economies perform much better than others over the long term. More than half that reached the top quintile in terms of economic profit generation between 2001 and 2005 had been knocked off their perch a decade later, in 2010-15. Max Mumby/Indigo/Getty Images.

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Finally, Proof That Managing for the Long Term Pays Off

Harvard Business

Companies deliver superior results when executives manage for long-term value creation and resist pressure from analysts and investors to focus excessively on meeting Wall Street’s quarterly earnings expectations. After all, “short-termism” does not correspond to any single quantifiable metric. We calculate that U.S.

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CEOs Should Think Like Founders, Not Just Managers

Harvard Business

In 2001 the list of companies with the highest market caps was dominated by blue chips. General Electric, Microsoft, ExxonMobil, Walmart, and CitiGroup — all were businesses led by managers who were experts in efficiency and optimization and who grew their businesses by making them work better than they had previously.

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Reflecting on David Garvin’s Imprint on Management

Harvard Business

Garvin was a generalist more than a specialist, perhaps because he came of age at HBS during the 1980s, when the school’s primary focus was the development of skilled general managers. A Sloan Management Review article (which I had the pleasure of working on) provides valuable context for Garvin’s most-read HBR articles.