As many corporate leaders have learned over the past two.docx
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The COVID-19 pandemic has forever changed how businesses operate but has also created opportunities for growth. Industries like health supplies, remote work tools, education, food delivery, cleaning, and animal adoption have thrived during the pandemic. New businesses have also emerged online. Both established companies and startups realize innovation is crucial for survival and success during difficult times. This document provides guidance for a 1,500 word assignment analyzing examples of innovative practices, processes, products, services, or systems from a leadership perspective during the COVID-19 crisis. Leaders' roles in developing ideas, decision making, implementation, and ensuring early success or addressing failures should be discussed.
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In this playbook, we outline the innovation challenge that leaders must overcome, and share our approach to embedding innovation into organisations. This includes an explanation of our Innovation Management Framework and a step-by-step guide to running a sprint that will quickly create a minimum viable innovation operating model. We based both these tools on our experience as heads of innovation and industry leaders, and honed them through our work with organisations around the world, from global financial institutions to market-leading drinks companies. Once on this transformative journey, leaders will instil an experimental culture across their organisations, something that’s necessary for achieving sustainable results. They’ll be able to respond to disruption in their industry, drive measurable returns from their innovation investments and become more efficient at responding to the needs of society and the environment.
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[Whitepaper] Organizational Culture Re-defined: 5 Behaviors Critical to Creat...
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More information:https://flevy.com/browse/flevypro/innovation-culture-3674
Every organization aspires to nurture a Culture of Innovation where employees are motivated to take initiatives that result in the creation of innovative products. However, the actual execution of this aspiration and developing such a Culture perplexes many senior executives, and eventually inhibits the Innovation projects from being successful.
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ECONOMIC PERSPECTIVESECON200W - CRN 11297 .docx
ECONOMIC PERSPECTIVES
ECON200W - CRN 11297 Western Oregon University
Professor Fred Oerther November 19, 2014
address all email to: [email protected]
ASSIGNMENT PROMPT FOR
SECOND MAIN STUDY REPORT
Please follow the directions to the prompt questions. Creative thinking is encouraged as long as you are thoroughly covering the core questions. Use your understanding of economic thinking and economic behavior. This paper should be approximately a 10 page typed work. My personal preference is for 1.15-paced lines in a 12-font, with 1-inch margins. Use appropriate citation of outside sources as necessary, gathered in a bibliography at the end of the report, but these can be broadly referential, since this is a work of exposition, not a research paper as such. This report is due in my office (210 West House) or via email, no later than 7 AM December 4, 2014. Please do not turn anything in to the MOODLE site. No late work will be accepted. Thank you.
Enjoy!
THE ECONOMICS OF LIFE
Directions: Write an informative essay in response to the following prompt question: What part does economic thinking play in life? While you may utilize some direct reference to your own personal life, your work must also speak in general terms. Besides the answer to the broad abstract question above, please also provide a focused answer to at least two of the more specific prompts provided below:
1. To what extent can the economic perspective be applied when deciding between (1) your needs and desires regarding family and (2) the socially-imposed requirements and demands of building a successful career and/or business?
2. How will you reconcile your own personal dreams, hopes, and preferences with those of the others in your family unit (your spouse and your children)?
3. How does economic thinking apply to the “social contract” of the family unit, or can “economics” be disregarded when it comes to decisions inside the family?
4. How important is money in the successful accomplishment of your life goals?
5. How important is it to take an economically rational view in regards towards thinking about and planning towards the future?
6. How does economic thinking apply to considerations of living and working in the city/urban environment versus the country/rural environment? Explain how economics applies to questions surrounding whether to stay near where you originally grew up as opposed to moving far away and/or to moving to a culture that is very different to the one you were raised in.
7. Use economic thinking to describe your efforts to build elements of your human capital, e.g. the attainments of educational credentials, workplace skills and experiences, and social and cultural knowledge. How are these important?
8. Describe the applicability of economic thinking to decisions regarding romance, courtship, and marriage. Does economic thinking come into play in c ...
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St -rregy for the critical first 90 days of leadershipMi,ae.docx
St -rregy for the critical first 90 days of leadership
Mi,\ael Watkins
Strate gt & Leaders hip ; 2004; 32, l ; ABVINFORM Global
p g . l 5
Adapted with permission of Harvard
Business School Press. The First 9A
Days: Critical Success Strategies for
New Leaders at AII Levels, by Michael
Watkins. O 2003 Michael Watkins.
All rights reserved.
he actions you take during your first three months in a new job will largely determine
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: a company of a failed executive-level hire range as high as $2.7 millron[1]. But the goal of
every new leader should be transition acceleration not just failure prevention.
Think about the implications of more effective transition management not just for you but also
for your organization. ln a survey of company presidents and CEOs, I asked for their best
estimate of the number of people whose pedormance was significantly compromised by the
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all the people in the "impact network" of the transitioning manager are in transition too.
Every minute you save by being systematic about accelerating your transition is a minute you
gain to build the business. This article offers a proven blueprint for addressing the linked
challenges of personal transition and organizationaltransformation that confront leaders in their
first few months in a new job.
From observing new leaders and experimenting with methods of accelerating transitions, I have
developed a number of conclusions about the challenges of transitions and what it takes to
successfully meet them. These can be summarized in five propositions:
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the situation, with its opportunities and pitfalls, and the individual, with his or her
strengths and vulnerabilities. Failure is never just about the flaws of the new leader.
Transition failures happen when new leaders either misunderstand the essential demands of
the situation or lack the skill and flexibility to adapt to them,
(2) There are systematic methods that leaders can employ to both lessen the likelihood
of failure and reach the breakeven point faster Consider, for example, making a
transition from functional vice president to general manager, Every leader who makes this
leap encounters similar challenges, such as the need to let go of reliance on functional
expertise.
(3) The overriding goal in a transition is to build momentum by creating vinuous cycles
that build credibility and by avoiding getting caught in vicious cycles that damage
credibility. The new leader, to be successful, will have to mobilize the energy of many
VOL. 32 NO. 1 2004, pp. 15-20, Emerald Group Publishing Limited, ISSN 1087-8572
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
P A G E 1 5
P A G E 1 6
others i.
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Leaders drive innovation by building a strong Creative Ecology through their organisations. And they don't need to be particularly creative or innovative to do so...
Stop talking about innovation!
Stop Talking About Innovation!
We need to limit the use of the word and the term “innovation” and we need to ban the term “innovation culture” entirely.
This is the radical outset for a keynote or a session in which Stefan Lindegaard challenges common beliefs on innovation, explain why most companies fail with their efforts to become more “innovative” and share insights on how to build the capabilities that can help companies and organizations survive and prosper in these times of fast change and strong disruption.
The key messages:
- Focus on corporate transformation and digitalization – or die!
- Link your efforts to the challenges of your stakeholders and increase your ROI
- Work with the unusual suspects; internally as well as externally
- Focus on people, people and people – and upgrade their mindset and skills
- Learn to communicate better and differently – or fail!
About Stefan Lindegaard:
Stefan Lindegaard is an author, speaker and strategic advisor. His focus on corporate transformation, digitalization and innovation has propelled him into being a trusted source of inspiration to many large corporations. He believes business and innovation requires an open and global perspective and he has given talks and worked with companies in Europe, North America, South America, Africa and Asia.
Stefan Lindegaard has written several books including 7 Steps for Open Innovation, Making Open Innovation Work and The Open Innovation Revolution. His blog is a globally recognized destination with many free resources (books, white papers, exercises). You can read further at 15inno.com.
The work of HR part two the flow ofinformation and work.docx
The work of HR part two: the flow of
information and work
Harnessing
the power
of corporate
culture
STRATEGIC COMMENTARY
Laurent Jaquenoud
e-HR
Employee self-service at RDF
HOW TO...
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employee engagement
PRACTITIONER PROFILE
Julie Bass, Groupama
METRICS
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HR AT WORK
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Asset Finance
HR AT WORK
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REWARDS
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recognition at MDOT
RESEARCH AND RESULTS
Effective recruiting tied to stronger
financial results
September/October 2005
Volume 4, Issue 6
PAGE 20
DEPARTMENTS
Ethics and strategy innovation at Citigroup
How O2 built the business case for
engagement
Creating a business-focused IT function
Developing leaders for a sustainable
global society
Defining the strategic agenda for HR
FEATURES
by Dave Ulrich and Wayne Brockbank
32 Volume 4 Issue 6 September/October 2005
VER THE PAST DECADE, increasing
focus has been placed on the role that
businesses can – and should – play in
contributing to a sustainable global society.
Failure to face up to these challenges has significant costs.
Increasingly, a firm’s long-term competitiveness is
dependent on how creatively and adroitly its leaders
manage at the intersection of financial, social and
environmental objectives.
Responsibility for assuring that leaders at all levels in
the firm are ready to meet these rising expectations is
widely shared throughout the corporation, but HR
professionals, particularly those responsible for leadership
development, can be at the forefront of the effort.
To be in this vanguard, leadership development
experts must reflect on two critical questions: What
kind of leader is called for? And how do we develop
individuals with these capabilities? Since 1999 the
Aspen Institute’s Business and Society Program has
been convening experts in leadership development
from academic institutions, corporations and
professional service firms around the world, inviting
them to share insights on these questions. This article
details what we have learned so far from conversations
with these leading thinkers.
A new model for business leadership
If we are now expecting businesses to operate with a
longer-term view that takes social and environmental
impacts into account, we need a new model of
leadership to achieve that result. Typically, “new
model” leaders:
• are able to span boundaries, listen to diverse
constituencies and be willing to be altered by any of
these inputs;
• have the courage to make tough decisions in a way
that acknowledges the often conflicting
values/expectations of these constituencies;
• are enriched, not overwhelmed, by complexity and
diversity;
• build a team that is stronger than its individual parts;
• see the firm in a larger context, considering social and
environmental issues beyond the corporation’s gates;
• move beyond solving specific problems or addressing
particular needs ...
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Winning together
This document provides a guide for corporate executives on successful collaborations between corporations and startups. It discusses why corporations should engage with startups despite seeing them as threats, as partnerships can create value for both parties. It presents a three-step approach for corporations to define objectives and select suitable startup engagement programs. Case studies illustrate transformative benefits like rejuvenating culture, innovating brands, and solving business problems. The guide concludes with lessons for designing, measuring, and implementing effective startup programs.
How is COVID-19 Reshaping the role of Institutional strategy? By.Dr.Mahboob Khan
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While workers around the globe are keeping essential services running, it is imperative for business leaders, particularly senior strategy executives, to reflect on the lasting implications of COVID-19 and what they can do to best position their people, their businesses, and society to recover and thrive in the long term. Five key shifts can help chief strategy officers (CSOs) successfully guide their organizations through the pandemic.Teaching Business Students the Art and Science of Innovation.docx
Teaching Business Students the Art and Science of Innovation
Dr. Uma G. Gupta, State University of New York at Buffalo State, NY, USA
ABSTRACT
Today the ability to innovate has become a core and sought after business competency. While innovation is often
taught in capstone business courses as a topic, this paper argues that the time is right to make innovation the central
theme in teaching strategic management. The McKinsey &Company framework is used to teach students the eight
essential ingredients of innovation and its execution. The opportunities to integrate previous knowledge about other
business functions into the teaching of innovation is outlined. The critical business lessons that can be imparted to
business students through the McKinsey framework is discussed.
Keywords: Strategic management curriculum, innovation, innovation framework, business competencies.
INTRODUCTION:
Strategic management is a capstone course in most undergraduate business degree programs in U.S. institutions. The
strategic management course integrates fundamental business concepts from accounting, finance, production, human
resources, marketing, and leadership and challenges students to apply these integrated concepts in order to leam how
to run a business. This gives students a deeper understanding of the many challenges that CEOs face in ensuring the
success and sustainability of their company in the face of rapid changes. They realize that while hindsight is easy,
consistent and high-quality execution is not.
One of the key factors today in ensuring the long-term success and sustainability of any business is the art and
science of innovation. The rise of the new economy, characterized by intense global competition, advanced
information technologies, a virtual 24x7 workforce, and an almost ubiquitous world of online business transactions
free of geographical boundaries, has made information, knowledge, and innovation integral and invaluable in
creating and managing sustainable competitive advantage. In other words, it is not enough if our students understand
the fundamental concepts of business and how to apply them to a business setting. Instead, today they should know
how to apply core business concepts through the lens of speed, innovation, and customer service. This paper focuses
on how to integrate the fundamentals of innovation into the strategic management curriculum.
There are at least three challenges in teaching innovation to undergraduate students.
1- What does it mean? Not only students, but business owners and leaders too, sometimes struggle to define
innovation in meaningful, concrete and operational terms, although many understand it intuitively. Words
such as creative, unique, transformation, revolution, etc. come to mind, but how can we teach students to
translate this into operational concepts that can be executed for the long-range success of a company?
2. Company size: Most students are familiar with the big br.
Delightful Careers
An attempt to enlist challenging careers options, what they could offer , what it needs and snapshots of success stories worldwide
Innovation through intrapreneurship
Research Paper titled “Innovation through Intrapreneurship – A Management’s Perspective” on how manager's can foster an environment of innovation & spirit of startups in an Enterprise.
Deloitte - Workforce strategies for a post-COVID-19 recovery Workbook.pdf
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This PPT is made in accordance to the references taken from the small business management course on the Sayloracademy.org The ppt provides a brief introduction to the small business world. Along with, it provides a overall angle to the various components included in a small business. The ppt is concise and in a well defined manner so as the reader finds it out interesting and understandable.
Employee Development Philosophy Linkedin
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MarkBeliczkyDruckerForum2014BlogPDF22515
This document discusses the economic transition from the industrial age to the knowledge economy, driven by globalization and technology. It calls for organizations to shift to more collaborative leadership styles that leverage employees' talents. Only 13% of employees are truly engaged, so improving engagement is a challenge. Innovation must be built into the culture from the start. Digital technology is reducing barriers and accelerating change, increasing performance pressure. Organizations must adapt their mindsets, practices, and institutions to effectively harness technology and transform how they lead, engage employees, innovate, and use data to stay competitive in this new environment.
The entrepreneurs dilemma
The document discusses "The Entrepreneur's Dilemma" of not knowing what the right things to focus on and how to do them at different stages of developing a business. It outlines a typical entrepreneurial cycle from idea to growth and explains that entrepreneurs must make choices about focusing on functions like marketing, operations, strategy, etc. but there is no single right answer. The conclusion introduces the Business Advantage Model (BAM) which was developed to help entrepreneurs make better decisions to focus on the right things done the right way at the right time to reduce risks and increase the chances of sustainable success.
Leadership and management
This document outlines an agenda for a leadership and management training course. It includes introductions, a discussion on the differences between leadership and management, strategic planning tools like SWOT analysis, developing leadership skills, managing staff, and dealing with difficult situations. The document provides guidance, examples, and prompts for group discussions and activities on various topics related to leadership, management, communication, and organizational development.
You are the information technology manager of an.docx
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Your parents gave you up for adoption at a.docx
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the-6-new-management-imperatives_v3
The document discusses 6 new management imperatives for companies in today's changing business environment. It focuses on the first two imperatives: 1) Invest in corporate culture as a valuable asset by tracking employee sentiment, implementing feedback programs, and actively managing culture. 2) Develop enterprise-wide listening skills through continuous feedback collection from customers and employees using various methods like online communities and frontline staff insights. Listening is important for adapting to shifting demands, increased competition, and new technologies.
ECONOMIC PERSPECTIVESECON200W - CRN 11297 .docx
ECONOMIC PERSPECTIVES
ECON200W - CRN 11297 Western Oregon University
Professor Fred Oerther November 19, 2014
address all email to: [email protected]
ASSIGNMENT PROMPT FOR
SECOND MAIN STUDY REPORT
Please follow the directions to the prompt questions. Creative thinking is encouraged as long as you are thoroughly covering the core questions. Use your understanding of economic thinking and economic behavior. This paper should be approximately a 10 page typed work. My personal preference is for 1.15-paced lines in a 12-font, with 1-inch margins. Use appropriate citation of outside sources as necessary, gathered in a bibliography at the end of the report, but these can be broadly referential, since this is a work of exposition, not a research paper as such. This report is due in my office (210 West House) or via email, no later than 7 AM December 4, 2014. Please do not turn anything in to the MOODLE site. No late work will be accepted. Thank you.
Enjoy!
THE ECONOMICS OF LIFE
Directions: Write an informative essay in response to the following prompt question: What part does economic thinking play in life? While you may utilize some direct reference to your own personal life, your work must also speak in general terms. Besides the answer to the broad abstract question above, please also provide a focused answer to at least two of the more specific prompts provided below:
1. To what extent can the economic perspective be applied when deciding between (1) your needs and desires regarding family and (2) the socially-imposed requirements and demands of building a successful career and/or business?
2. How will you reconcile your own personal dreams, hopes, and preferences with those of the others in your family unit (your spouse and your children)?
3. How does economic thinking apply to the “social contract” of the family unit, or can “economics” be disregarded when it comes to decisions inside the family?
4. How important is money in the successful accomplishment of your life goals?
5. How important is it to take an economically rational view in regards towards thinking about and planning towards the future?
6. How does economic thinking apply to considerations of living and working in the city/urban environment versus the country/rural environment? Explain how economics applies to questions surrounding whether to stay near where you originally grew up as opposed to moving far away and/or to moving to a culture that is very different to the one you were raised in.
7. Use economic thinking to describe your efforts to build elements of your human capital, e.g. the attainments of educational credentials, workplace skills and experiences, and social and cultural knowledge. How are these important?
8. Describe the applicability of economic thinking to decisions regarding romance, courtship, and marriage. Does economic thinking come into play in c ...
Entrepreneruship (Dr Atef Elshabrawy by AlMaali-Dubai)
The document outlines several entrepreneurship development programs that focus on providing students and entrepreneurs with the skills and knowledge needed to start and manage successful businesses. The programs cover topics such as leadership, marketing, financing, and business planning. They are delivered through various courses ranging from 1 to 10 days that teach fundamentals and advanced concepts. The overall goal is to strengthen entrepreneurship and foster an entrepreneurial mindset among citizens.
St -rregy for the critical first 90 days of leadershipMi,ae.docx
St -rregy for the critical first 90 days of leadership
Mi,\ael Watkins
Strate gt & Leaders hip ; 2004; 32, l ; ABVINFORM Global
p g . l 5
Adapted with permission of Harvard
Business School Press. The First 9A
Days: Critical Success Strategies for
New Leaders at AII Levels, by Michael
Watkins. O 2003 Michael Watkins.
All rights reserved.
he actions you take during your first three months in a new job will largely determine
whether you succeed or fail in the long term. Estimates of the direct and indirect costs to
: a company of a failed executive-level hire range as high as $2.7 millron[1]. But the goal of
every new leader should be transition acceleration not just failure prevention.
Think about the implications of more effective transition management not just for you but also
for your organization. ln a survey of company presidents and CEOs, I asked for their best
estimate of the number of people whose pedormance was significantly compromised by the
arrival of a new mtd-level manager. The average of their responses was 12,4 people[2]. ln effect,
all the people in the "impact network" of the transitioning manager are in transition too.
Every minute you save by being systematic about accelerating your transition is a minute you
gain to build the business. This article offers a proven blueprint for addressing the linked
challenges of personal transition and organizationaltransformation that confront leaders in their
first few months in a new job.
From observing new leaders and experimenting with methods of accelerating transitions, I have
developed a number of conclusions about the challenges of transitions and what it takes to
successfully meet them. These can be summarized in five propositions:
(1) The root causes of transition failure always lie in a pernicious interaction between
the situation, with its opportunities and pitfalls, and the individual, with his or her
strengths and vulnerabilities. Failure is never just about the flaws of the new leader.
Transition failures happen when new leaders either misunderstand the essential demands of
the situation or lack the skill and flexibility to adapt to them,
(2) There are systematic methods that leaders can employ to both lessen the likelihood
of failure and reach the breakeven point faster Consider, for example, making a
transition from functional vice president to general manager, Every leader who makes this
leap encounters similar challenges, such as the need to let go of reliance on functional
expertise.
(3) The overriding goal in a transition is to build momentum by creating vinuous cycles
that build credibility and by avoiding getting caught in vicious cycles that damage
credibility. The new leader, to be successful, will have to mobilize the energy of many
VOL. 32 NO. 1 2004, pp. 15-20, Emerald Group Publishing Limited, ISSN 1087-8572
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
P A G E 1 5
P A G E 1 6
others i.
How to drive innovation through your organisation
Leaders drive innovation by building a strong Creative Ecology through their organisations. And they don't need to be particularly creative or innovative to do so...
Stop talking about innovation!
Stop Talking About Innovation!
We need to limit the use of the word and the term “innovation” and we need to ban the term “innovation culture” entirely.
This is the radical outset for a keynote or a session in which Stefan Lindegaard challenges common beliefs on innovation, explain why most companies fail with their efforts to become more “innovative” and share insights on how to build the capabilities that can help companies and organizations survive and prosper in these times of fast change and strong disruption.
The key messages:
- Focus on corporate transformation and digitalization – or die!
- Link your efforts to the challenges of your stakeholders and increase your ROI
- Work with the unusual suspects; internally as well as externally
- Focus on people, people and people – and upgrade their mindset and skills
- Learn to communicate better and differently – or fail!
About Stefan Lindegaard:
Stefan Lindegaard is an author, speaker and strategic advisor. His focus on corporate transformation, digitalization and innovation has propelled him into being a trusted source of inspiration to many large corporations. He believes business and innovation requires an open and global perspective and he has given talks and worked with companies in Europe, North America, South America, Africa and Asia.
Stefan Lindegaard has written several books including 7 Steps for Open Innovation, Making Open Innovation Work and The Open Innovation Revolution. His blog is a globally recognized destination with many free resources (books, white papers, exercises). You can read further at 15inno.com.
The work of HR part two the flow ofinformation and work.docx
The work of HR part two: the flow of
information and work
Harnessing
the power
of corporate
culture
STRATEGIC COMMENTARY
Laurent Jaquenoud
e-HR
Employee self-service at RDF
HOW TO...
Integrate corporate culture and
employee engagement
PRACTITIONER PROFILE
Julie Bass, Groupama
METRICS
Rating intellectual capital
HR AT WORK
Tailored recognition at Lloyds TSB
Asset Finance
HR AT WORK
Transport for London’s
non-traditional training
REWARDS
Communicating employee
recognition at MDOT
RESEARCH AND RESULTS
Effective recruiting tied to stronger
financial results
September/October 2005
Volume 4, Issue 6
PAGE 20
DEPARTMENTS
Ethics and strategy innovation at Citigroup
How O2 built the business case for
engagement
Creating a business-focused IT function
Developing leaders for a sustainable
global society
Defining the strategic agenda for HR
FEATURES
by Dave Ulrich and Wayne Brockbank
32 Volume 4 Issue 6 September/October 2005
VER THE PAST DECADE, increasing
focus has been placed on the role that
businesses can – and should – play in
contributing to a sustainable global society.
Failure to face up to these challenges has significant costs.
Increasingly, a firm’s long-term competitiveness is
dependent on how creatively and adroitly its leaders
manage at the intersection of financial, social and
environmental objectives.
Responsibility for assuring that leaders at all levels in
the firm are ready to meet these rising expectations is
widely shared throughout the corporation, but HR
professionals, particularly those responsible for leadership
development, can be at the forefront of the effort.
To be in this vanguard, leadership development
experts must reflect on two critical questions: What
kind of leader is called for? And how do we develop
individuals with these capabilities? Since 1999 the
Aspen Institute’s Business and Society Program has
been convening experts in leadership development
from academic institutions, corporations and
professional service firms around the world, inviting
them to share insights on these questions. This article
details what we have learned so far from conversations
with these leading thinkers.
A new model for business leadership
If we are now expecting businesses to operate with a
longer-term view that takes social and environmental
impacts into account, we need a new model of
leadership to achieve that result. Typically, “new
model” leaders:
• are able to span boundaries, listen to diverse
constituencies and be willing to be altered by any of
these inputs;
• have the courage to make tough decisions in a way
that acknowledges the often conflicting
values/expectations of these constituencies;
• are enriched, not overwhelmed, by complexity and
diversity;
• build a team that is stronger than its individual parts;
• see the firm in a larger context, considering social and
environmental issues beyond the corporation’s gates;
• move beyond solving specific problems or addressing
particular needs ...
Book Review Making Innovation Work
The book "Making Innovation Work" by Tony Davila, Marc Epstein and Robert Shelton provides a framework for companies to successfully manage innovation from strategy to execution. The authors argue that innovation is not mysterious but rather can be managed through the appropriate tools, processes, and culture. They outline seven rules for effective innovation management: strong leadership, an innovative business mentality, aligning innovation with business strategy, balancing creativity and value capture, overcoming organizational barriers to new ideas, leveraging internal and external networks, and using the right metrics and rewards. The book offers practical advice on how to maximize the value of innovation investments through integrating different innovation types and portfolios.
Leading Change
The document discusses leading change versus managing change. It notes that while change management focuses on keeping change efforts under control, change leadership is about driving large-scale transformation through establishing a sense of urgency, developing a vision, empowering broad-based action, generating short-term wins, and incorporating changes into the culture. Effective change leadership requires strategy, governance, seamless execution, and emphasizing dialogue to make the process relevant and the changes doable. Leaders must own the change themselves through putting skin in the game, working closely with employees, and embracing change as part of their role.
Winning together
This document provides a guide for corporate executives on successful collaborations between corporations and startups. It discusses why corporations should engage with startups despite seeing them as threats, as partnerships can create value for both parties. It presents a three-step approach for corporations to define objectives and select suitable startup engagement programs. Case studies illustrate transformative benefits like rejuvenating culture, innovating brands, and solving business problems. The guide concludes with lessons for designing, measuring, and implementing effective startup programs.
How is COVID-19 Reshaping the role of Institutional strategy? By.Dr.Mahboob Khan
How is COVID-19 Reshaping the role of Institutional strategy? By.Dr.Mahboob KhanHealthcare consultant
While workers around the globe are keeping essential services running, it is imperative for business leaders, particularly senior strategy executives, to reflect on the lasting implications of COVID-19 and what they can do to best position their people, their businesses, and society to recover and thrive in the long term. Five key shifts can help chief strategy officers (CSOs) successfully guide their organizations through the pandemic.Teaching Business Students the Art and Science of Innovation.docx
Teaching Business Students the Art and Science of Innovation
Dr. Uma G. Gupta, State University of New York at Buffalo State, NY, USA
ABSTRACT
Today the ability to innovate has become a core and sought after business competency. While innovation is often
taught in capstone business courses as a topic, this paper argues that the time is right to make innovation the central
theme in teaching strategic management. The McKinsey &Company framework is used to teach students the eight
essential ingredients of innovation and its execution. The opportunities to integrate previous knowledge about other
business functions into the teaching of innovation is outlined. The critical business lessons that can be imparted to
business students through the McKinsey framework is discussed.
Keywords: Strategic management curriculum, innovation, innovation framework, business competencies.
INTRODUCTION:
Strategic management is a capstone course in most undergraduate business degree programs in U.S. institutions. The
strategic management course integrates fundamental business concepts from accounting, finance, production, human
resources, marketing, and leadership and challenges students to apply these integrated concepts in order to leam how
to run a business. This gives students a deeper understanding of the many challenges that CEOs face in ensuring the
success and sustainability of their company in the face of rapid changes. They realize that while hindsight is easy,
consistent and high-quality execution is not.
One of the key factors today in ensuring the long-term success and sustainability of any business is the art and
science of innovation. The rise of the new economy, characterized by intense global competition, advanced
information technologies, a virtual 24x7 workforce, and an almost ubiquitous world of online business transactions
free of geographical boundaries, has made information, knowledge, and innovation integral and invaluable in
creating and managing sustainable competitive advantage. In other words, it is not enough if our students understand
the fundamental concepts of business and how to apply them to a business setting. Instead, today they should know
how to apply core business concepts through the lens of speed, innovation, and customer service. This paper focuses
on how to integrate the fundamentals of innovation into the strategic management curriculum.
There are at least three challenges in teaching innovation to undergraduate students.
1- What does it mean? Not only students, but business owners and leaders too, sometimes struggle to define
innovation in meaningful, concrete and operational terms, although many understand it intuitively. Words
such as creative, unique, transformation, revolution, etc. come to mind, but how can we teach students to
translate this into operational concepts that can be executed for the long-range success of a company?
2. Company size: Most students are familiar with the big br.
Delightful Careers
An attempt to enlist challenging careers options, what they could offer , what it needs and snapshots of success stories worldwide
Innovation through intrapreneurship
Research Paper titled “Innovation through Intrapreneurship – A Management’s Perspective” on how manager's can foster an environment of innovation & spirit of startups in an Enterprise.
Deloitte - Workforce strategies for a post-COVID-19 recovery Workbook.pdf
Workbook from Deloitte Consulting on Global strategies to Workforce Development in a post pandemic - world.
Small business management
This PPT is made in accordance to the references taken from the small business management course on the Sayloracademy.org The ppt provides a brief introduction to the small business world. Along with, it provides a overall angle to the various components included in a small business. The ppt is concise and in a well defined manner so as the reader finds it out interesting and understandable.
Employee Development Philosophy Linkedin
The document discusses the need for organizations to develop a Staff Development Philosophy (SDP) to engage and develop the new generation of employees, Generation Y. It defines an SDP as a guiding document that is aligned with an organization's strategic goals and focuses on developing employees' talents through continuous learning. An SDP should be a living document that changes along with employees. It also emphasizes that managers are key change agents who can lead through identifying employees' strengths and developing their talents. Committing to an SDP will benefit organizations by retaining motivated employees who are invested in the organization's success.
MarkBeliczkyDruckerForum2014BlogPDF22515
This document discusses the economic transition from the industrial age to the knowledge economy, driven by globalization and technology. It calls for organizations to shift to more collaborative leadership styles that leverage employees' talents. Only 13% of employees are truly engaged, so improving engagement is a challenge. Innovation must be built into the culture from the start. Digital technology is reducing barriers and accelerating change, increasing performance pressure. Organizations must adapt their mindsets, practices, and institutions to effectively harness technology and transform how they lead, engage employees, innovate, and use data to stay competitive in this new environment.
The entrepreneurs dilemma
The document discusses "The Entrepreneur's Dilemma" of not knowing what the right things to focus on and how to do them at different stages of developing a business. It outlines a typical entrepreneurial cycle from idea to growth and explains that entrepreneurs must make choices about focusing on functions like marketing, operations, strategy, etc. but there is no single right answer. The conclusion introduces the Business Advantage Model (BAM) which was developed to help entrepreneurs make better decisions to focus on the right things done the right way at the right time to reduce risks and increase the chances of sustainable success.
Leadership and management
This document outlines an agenda for a leadership and management training course. It includes introductions, a discussion on the differences between leadership and management, strategic planning tools like SWOT analysis, developing leadership skills, managing staff, and dealing with difficult situations. The document provides guidance, examples, and prompts for group discussions and activities on various topics related to leadership, management, communication, and organizational development.
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