Most medical professionals take an oath that charges them to consider the broader implications of their actions on society. Business leaders, of course, take no such oath. Until recently, it was commonly accepted that the only interests they served were those of shareholders and, to a lesser...
It takes years for your company's top talent to acquire expertise--but only seconds for those same people to walk out the door when opportunity beckons. How will you capture your experts' hard-earned wisdom--so this precious asset stays within your organization even when the talent leaves? Select a knowledge management strategy...
What gives your company a competitive edge? Your strategically valuable resources -- the ones enabling your enterprise to perform activities better or more cheaply than rivals. These can be physical assets a prime location, intangible assets...
The Idea in Brief A star performer in one company will shine in another, right? Wrong. When stars switch firms, their performance actually dims, along with their new company's market value, author Boris Groysberg argues. Everyone loses....
Faced with stiffer competition and dizzying technological advances, companies often must change course to stay competitive. But most change initiatives backfire. That's because many managers take a one-size-fits-all approach to change. They assume they can combat resistance, a notorious obstacle, by involving...
The Idea in Brief Most entrepreneurs want to make pots of money and run the show. But Wasserman reveals that it's tough to do both. If you don't figure out which matters most to you, you could...
Managing the tension between performance and people is at the heart of every leader's job. Focus single-mindedly on delivering profits, and you disenchant your workforce, destroying your capacity to drive needed strategic change. Concentrate solely on...