Engineering Management Training Turnaround 
CaseInterview.com
MAY 31, 2022
One of the questions I get a lot from newer managers is: “How do I manage someone who is older and more experienced, knowledgeable, and talented than I am?” The people asking this question typically feel awkward managing someone who, by many measures, is more competent in a particular area. It means you recruited well.
Tom Spencer
SEPTEMBER 14, 2014
When the business landscape changes, how can you turnaround a failing company? Assuming this leads to successful refinancing, what should the strategy be to turnaround and save this iconic company? When faced with a broad turnaround question, it is important to ask a variety of questions to determine the source of the problem.
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Harvard Business
MAY 18, 2017
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.
Harvard Business
MARCH 12, 2018
Volvo’s turnaround over the last decade offers a great example. “Once, you needed mechanical engineers. Today, there’s a greater need for software engineers because cars are computers more than anything else.” Between 2011 and 2015, the company added 3,000 new people in engineering and development.
Harvard Business
JULY 20, 2016
I led the global management appraisal practice of our own executive search firm, Egon Zehnder. Japan’s educational institutions and cultural work ethic give its managers a jump-start in their careers, but most companies don’t continue the development process as far as it could go. What we found was an incredible paradox.
Harvard Business
SEPTEMBER 6, 2016
In fact, management consultancy Bain & Co. He was very smart and polished but didn’t see how his pointed words and micromanaging ways were affecting his management team. However, Hayek didn’t push training on them. But that set off the field engineers’ alarm bells.
Harvard Business
JULY 9, 2018
But while executive coaches have improved the performance of many already-good managers and sanded the rough edges off many less effective ones, they aren’t a miracle cure. So how do those who control the coaching purse strings — HR, talent managers, and other buyers — avoid throwing money away on uncoachable executives?
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