Wed.Dec 04, 2019

How Love Can Help Solve Your Work Culture Problem - Interview with Steve Farber

Strategic Planning and Management Insights

In this episode of the Strategy & Leadership Podcast , we're joined by author and founder of the Extreme Leadership Institute , Steve Farber.

Strategy, analytics, and the dangers of cannibalisation

The Source

Cannibalisation is all the rage. The downside to all the growth we’re seeing in multidisciplinary projects is that the more digital transformation, cybersecurity, etc., expands to embrace different capabilities, the less time and money there is left to spend on more traditional services.

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The Deep Flaw in MBB Strategic Planning

CaseInterview.com

When I first started recruiting for consulting jobs, an interviewer at Bain shared a story (arguably a legend at this point) about how Bain (or it might have been McKinsey) was asked to advise Motorola on whether or not they should enter the mobile phone market. As you might know, Motorola eventually dominated the pre-smartphone mobile phone market with close to $10 billion in annual sales.

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Providing Feedback that Makes Sense!

Gina Abudi

Abigail, a manager of a customer service support team, often provides feedback to her employees that they find to be of no value. She has told employees that “You need to do a better job on the phone with customers,” or noted good work with comments such as, “Good job!”. What’s wrong with this [.].

The Surprising Effects of Business Vs. Leisure Travel

*Already submitted with the first entry, please contact me if you would like me to write up again.

The Emergent Career Strategy - Practical Considerations

CaseInterview.com

I recently wrote an article about the difference between Planned vs. Emergent Career Strategies. The career plan is one you create at the beginning of your career when you have the least amount of information. The emergent strategy sometimes reveals itself in the process of pursuing the original career plan. New information emerges that was not available at the start of the process.

More Trending

The Burden of Leadership

CaseInterview.com

Many people I speak to, from little kids to professionals in their 50s, want to be “in charge.” They want what they perceive to be the perks of being in a position of authority. What most don’t recognize is the BURDEN that comes with leadership. When there’s an uncertain environment, it is the leader that absorbs the bulk of that uncertainty — creating a simplified, more structured environment for her team to operate within.

Research: How Technology Could Promote Growth in 6 African Countries

Harvard Business

A framework for understanding economic potential in the region. Global strategy Economic development Emerging markets Africa Digital Article

Choose Your Words Carefully

CaseInterview.com

Over the last decade, I have continually found myself intrigued by a field I never thought would interest me: linguistics. In particular, I'm fascinated by how linguistics intersects with psychology. The words you use profoundly impact how you think and behave. Here are a few examples. I often encounter clients who tell me there is huge demand for what they do, they have no competitors, and sales have declined. This, of course, makes no sense.

Can You Know Too Much About Your Organization?

Harvard Business

A study reveals what happens when managers get a look behind the curtain. Organizational structure Career planning Digital Article

Study 44

The Definitive Guide to Becoming a High-Growth Company

Why do some companies grow at a double-digit pace every year, while others experience nominal (or even flat) growth year over year? Discover the common attributes that your High-Growth Clients have in common as they outperform their competition in top-line growth!

How to Be a Superstar in Corporate

CaseInterview.com

Amongst U.S. corporations, employers use the term “A” player to denote an employee that’s exceptional. This is based on the U.S. academic grading system where the top-performing students are awarded an “A” grade and the worst-performing students earn an “F” grade. If you are working in corporate or expect to do so at some point in your career, you want to become the “A” player. Let me explain how an “A” player differs from a “B” player. PRO-ACTIVE vs. Reactive.

Cybersecurity in the Age of AI

Harvard Business

Nicole Eagan, CEO of Darktrace, one of the world’s leading cybersecurity firms, joins Azeem Azhar to discuss how artificial intelligence is opening a new battlefield for hackers, governments, and private companies alike. Security & privacy Government Managing uncertainty Audio

The 80/20 Rule - An Unusual Example

CaseInterview.com

One of my favorite interests is to apply the 80/20 rule to everyday life. In consulting work, we’re constantly trying to do the most critical 20% of the possible work to yield 80% of the results or insights. I’ve found it quite surprising that MBB consultants who are great at applying the 80/20 rule at the office are often terrible at applying it in their personal lives. I include myself amongst these consultants — at least historically speaking.

Under-the-Radar Companies, including OYO Hotels, Carbon Engineering, Whim, and more!

Harvard Business

Youngme, Felix, and Mihir discuss some of the under-the-radar companies that they think people should be paying more attention to. Competition Disruptive innovation Technology Audio

Assessing the Five Styles of Enterprise Business Intelligence

The world of BI and analytics has evolved. Discover the five styles of reporting and analysis, and learn the pros and cons of each in an enterprise scenario.

Succeeding at the Edge of Discomfort

CaseInterview.com

When you look at the top performers in every domain, all of them share one thing in common. They live their lives at the edge -- at the edge of discomfort. All growth comes from this edge. It's a thin line between success and failing. This is especially apparent in the weight room. I've been lifting weights on and off ever since I was 14 years old. What I've learned is that your muscles do not grow if they are comfortable.

How to Overcome Your (Checks Email) Distraction Habit

Harvard Business

Good work requires deep focus. Time management Stress Managing yourself Digital Article

Career Growth = Perpetual Discomfort

CaseInterview.com

In a recent article, I wrote about How to Tell Someone They're Totally Wrong. It was in response to my comments about music and learning how to write songs. That discussion and the flood of emails I’ve received (with very polar points of view) has probably been one of the most controversial topics I’ve written about — ever. Clearly, people are very passionate about their music. I had no idea that I inadvertently walked into such a controversial subject. Seriously… no idea.

What Happens When Antitrust and Protectionism Cycles Collide

Harvard Business

It’s rare for these two forces to occur simultaneously. Economics & Society Economy Digital Article

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The Blame-Oriented Corporate Culture

CaseInterview.com

Something just went wrong; really wrong. What's the first instinct you and others have? In many company cultures (and in many family, marriage or parent/child relationship cultures), the first order of business is to decide whom to blame. Much of corporate politics (not to mention governmental politics) is based on this principle. "I I don't want to support Initiative X because if it fails, I don't want to be blamed.". "I I agree Y is a problem, but it's not my job to solve Problem Y."

The Philosophy of Management: “Earn” these Things!

Rick Conlow

“You have to earn these things.” ” This is a simple but powerful statement about The Philosophy of Management. It suggests a leadership lesson any manager must learn or re-learn. However, it is absent in so many individuals in positions of authority and influence. Watch this leadership training video as it defines this profound principle. The Philosophy of Management. We are all in an era of colossal business change, leadership distrust, and employee disengagement.

Losing with style

Seth Godin Blog

The math is compelling. You’re going to lose most of the competitions you enter. How could it be any other way? With a hundred or a thousand or a billion people completing, only one wins. Which means that you’re going to be seen and measured by how you lose, not how you win. The way to win is usually to fit in all the way, to give the judges precisely what they want, to train just like everyone else, but harder. But the way to lose with style is to create possibility. To be creative.