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Create a Resilient Workplace- How Culture Trumps Strategy!
Friday Feb 10 2012 12:00pm ESTCynthia Kivland
If the Role Fits, You Don't Have to Wear It
Friday Feb 24 2012 12:00pm ESTKathi Elster, Katherine Crowley
Strategy
Making Sense of Social Data
Article:
In 2010, Google’s Eric Schmidt said that “I don’t believe society understands what happens when everything is available, knowable and recorded by everyone all the time.”1 He was referring to the fact that in the digital world, data are everywhere. We create them constantly, often without our knowledge or permission, and with the bytes we leave behind, we leak information about our actions, whereabouts and characteristics.
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How GE Puts Imagination to Work
Article:
GE’s infrastructure, finance and media businesses operate collectively under the ‘imagination at work’ banner.
Putting HR at the Center of Your People Strategy
Article:
Since the phone-hacking scandal hit the UK, we’ve seen an increased focus on making employees mobile devices safe and secure. In the September edition of Hourglass, we look at ways in which HR can help educate employees of the dangers of lax mobile security and how all of us can be more vigilant when protecting our personal data.
Also in this edition, we look at the emerging trend of lawyers being appointed to senior HR positions. Whilst an understanding of employment law is clearly vital for any HR director, there are those who question the benefit of appointing a lawyer to an HRD position. We ask whether this trend shows a failing in HR as a specialism and ask what’s needed to make it a trusted business partner at board level.
Management
Sustainability Nears a Tipping Point
Article:
- Almost one-third of the executives surveyed by BCG and said that sustainability activities were contributing to profitability at their companies. A research report detailing the survey results and their implications spotlights the characteristics that set these companies apart—and the three critical lessons for managers.
Results Delivery- Busting Three Common Myths About Change Management
Article:
The best of intentions are never enough. Your goal is to lose 10 pounds and get fit. You invest in the latest home gym device and install it in your basement. And there it sits—while you lounge on the couch, wondering why you’re not getting into better shape.
The Science Behind Snap Decisions
Article:
In a world that is short on time but long on merchandise, how can holiday shoppers make quick decisions about what to buy for the people in their lives? Once they make the decision, how do they know if they got it right? According to Darden Professor Yael Grushka-Cockayne, humans apply “similarity features” associated with certain events or categories to make decisions. Formally, this phenomenon is called the “similarity heuristic.” Grushka-Cockayne explains that it tends to guide people down the right path in a study published in the Journal of Behavioral Decision Making.
Leadership
Can New Leadership Get RIM Back in Motion?
Article:
Two isn’t always better than one. At least that’s the line of thinking that Research in Motion (RIM) demonstrated on Sunday, when the Canadian company announced that it was replacing its co-chief executive officers — Jim Balsillie and Mike Lazaridis — with one CEO. Thorsten Heins, who has been at RIM since 2007 and was most recently a co-chief operating officer, will take on the new role.
Power Corrupts, Especially When It Lacks Status
Article:
Individuals in roles that possess power but lack status have a tendency to engage in activities that demean others, according to new research from Stanford Graduate School of Business, USC, and the Kellogg School.
Cyber Power: Which Nations Will Emerge as the Cyber Powers of the 21st Century?
Article:
This panel of top industry, academia, and government experts discuss which countries they expect to emerge as the cyber powers of the 21st century.
Today in Leadership
Disruptive Innovation
Innovation
Imagination First- Unlocking the Power of Possibilities
Article:
In this interview, the director of Lincoln Centre's educational initiatives argues that what we think is what we see: most of us interpret new information in ways that bend toward our preconceptions and confirm them, and this tendancy shapes how we move through the world as individuals. Unfortunately, this tendency is magnified exponentially when we join together in groups. He provides several tools for avoiding such path dependence'-- including thinking inside the box and making room for awe' -- and explains why imagination is our greatest renewable resource.
Crowdsourcing and Innovation
Article:
Although several crowd-sourcing models have arisen, little research has been done to understand and assess this new phenomenon and compare it to other more traditional models of open innovation, such as employing outside consultants and research labs.
Is It Too Late To Fix Research In Motion?
Article:
Research In Motion exemplifies an all-too-common syndrome that I’ve studied extensively. The fundamental problem is that it is hard for management to realize that their competitive advantages of today are unlikely to last, and if they wait to build the next generation advantage until the warning signs are loud and clear, they have little hope of recovering their former glory. The issue is that far too few leaders are astute enough to make the right moves early enough to have the next act ready before the curtain closes on the previous one.
Productivity
Creating Sustainable Performance
Article:
When the economy’s in terrible shape, when any of us is lucky to have a job—let alone one that’s financially and intellectually rewarding—worrying about whether or not your employees are happy might seem a little over the top. But in our research into what makes for a consistently high-performing workforce, we’ve found good reason to care: Happy employees produce more than unhappy ones over the long term.
Working Out of Debt
Article:
An update of our research on the efforts of developed countries to work out from under a massive overhang of debt shows how uneven progress has been. US households have made the greatest gains so far.
Be Happy, Be Audacious
Article:
What does Google executive chairman Eric Schmidt have to say about prison reform? Quite a lot, it turns out. In HBR’s 2012 List of Audacious Ideas, he offers an intriguing proposal to address America’s disgraceful rates of incarceration and recidivism: Let the profit motive incentivize private businesses to own the problem.
Schmidt’s is one of 13 bold ideas for addressing seemingly intractable problems, from how we reward CEOs to how we think about dying. The Yale economist Robert Shiller, for example, outlines a way to solve the debt crisis by selling citizens shares of GDP. The venture capitalists Bruce Gibney and Ken Howery argue that VCs have a special role to play in a healthy society: making huge bets of a kind we haven’t seen in some time.
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