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Why CEOs Can’t Dance Redux

Rick Conlow

They operate in a bubble and do not attend the party. to 17.9%, from 1980 to 2015. Kouzes and Posner, authors of The Leadership Challenge, found that over 80% of managers value honesty as a key characteristic in their leaders. Do you want to benchmark your career with the habits of extraordinarily successful people?

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3 Steps to Cultivate an Innovation Culture

Organizational Talent Consulting

The proven benefits of innovation include: increased competitive advantage improved operational productivity reduced costs and increased revenue improved commercial value enhanced problem-solving One modern innovation that is impressive to watch is SpaceX's reusable Falcon 9 (watch the video below). References: Beswick, C., Bishop, D., &

Culture 52
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Private Equity’s New Phase

Harvard Business

From 1996 to 2015, the number of publicly traded companies in the United States alone dropped nearly 50%. But just as rental houses are often given minimal maintenance, leaders of acquired firms brought in only the minimum leadership necessary. This shift means that PE firms’ approaches to talent and leadership must also change.

Talent 28
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Identifying Leaders Who Could Bypass the Typical Promotion Path

Harvard Business

In a 2015 report, the Boston Consulting Group labeled the occurrence “ leapfrog successions.” The second, more qualitative piece, keyed in on leadership ability based on a multitude of in-depth interviews with the leader’s peers, supervisors, and direct reports done by our internal executive talent team.

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Zero-Based Budgeting Is Not a Wonder Diet for Companies

Harvard Business

ZBB has been around for decades, but is currently enjoying a revival driven by powerful investors like 3G Capital Partners, the force behind the 2015 merger of Kraft Foods and H.J. Who would argue that a business should not eliminate unjustifiable costs? It was apparent that others in the company shared this view.

Company 30
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How to Think Differently About a Flexible Workforce - SPONSOR CONTENT FROM CATALANT

Harvard Business

million from 2005 to 2015, a 67 percent jump. To fully enable a new vision of the future, organizations must make changes in five key business areas: Planning and Budgeting If organizations have easy access to—and indeed rely on—external talent, they can tackle new opportunities, experiment more nimbly, and operate in new areas.

Talent 31
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Reflecting on David Garvin’s Imprint on Management

Harvard Business

I’ll fast-forward through the next decade, when Garvin, trained in operations, helped to answer the question much of America was obsessed with at the time: How Japanese automakers could make higher-quality, more-reliable cars than Americans, while charging less for them. Great leadership is extraordinarily difficult.