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Leadership Learning on a Larger Plane- The Role of the Corporate University in Talent Management
Friday Sep 17 2010 12:00pm EDTMark Allen
Strategy
Be Strategic with Your Workforce 
Video:
Dick Beatty, professor of Human Resource Management at Rutgers University, explains how to identify your most important positions -- and get your best people into them.
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The Downside of Deliberating
Article:
Consider the following experiment: Two groups of college students are instructed to taste identical jellybeans and rate the flavors. Participants in one group are told to record their initial reactions.
A Rating System that Forgets
Article:
When customers order goods from online stores or bid for items in Internet auctions, they enter a bond of trust: They pay in advance with the assumption that they will receive the products advertised, and that those products will arrive in good condition and will remain so during their advertised lifetimes.
Management
Don't Oversimplify Your Scenarios
Article:
The chief strategy officer at a technology company told the Corporate Executive Board (CEB) that so many critical uncertainties were affecting his business that he felt he needed a multivariate equation to make sense of things for his CEO and executives.
Sustaining Successful Brands
Article:
As one of the foremost experts on branding, Kevin Lane Keller has helped some of the world's most recognizable companies create and sustain successful brands.
Reorganizations that Last
Article:
Many businesses redesign themselves only to find out they have to repeat the process way too soon.
Leadership
The Crucial Skill for Tomorrow's Leaders
Video:
Management thought leaders share their ideas on what future leaders can't live without. Featuring: Angel Cabrera, Bill George, Daisy Wademan Dowling, Andy Zelleke, Batia Mishan Wiesenfeld, Evan Wittenberg, Dr. Ellen Langer, and Scott Snook.
A Return, Not to Normal, but to Reality
Article:
In trying to make sense of economic uncertainty, it pays to look beyond conventional wisdom for an explanatory theory of the hidden fundamentals that can drive or hinder growth.
Preparing CEOs for Success with their Boards
Article:
Bill Johnson, who is chairman, president, and chief executive of H.J. Heinz (HNZ), recently sponsored a study that culminated in the new book Preparing CEOs for Success: What I Wish I Knew (Leslie Braksick and James Hillgren, 2010).
Today in Leadership
Lessons on Leadership: Mandela to Obama
VIDEO: Rick Stengel, Time and David Remnick, The New Yorker
Innovation
Corporate Confidential: How Twitter Changes Everything
Article:
Per a recent CEB survey, 71% of companies plan to increase their investments in social media, but only a third have guidelines for how it should be used.
Put Your Feet Up and Innovate
Article:
Leaders arrive at big-picture solutions by pulling the plug on their usual routines and doing nothing.
Five Insights into Innovating via Mobile Devices
Article:
When formulating your mobile-related business-model strategy, think behavioral, not technological.
Productivity
How Do Organizations Change Some Routines and Not Others in Pursuit of Organizational Goals?
Article:
Routine changes are a principal means by which organizations adapt to changes in their environment or take deliberate action to improve performance. While we know a great deal about the antecedents of specific changes in routines, and how the performativity of routines make them a source of innovation and change, we know less about how organizations come to select and change some routines, but not others. Our research examines a performance improvement initiative in the Ontario health care system that uses perioperative coaching teams to improve efficiency to explain how organizations come to focus attention on existing routines, identify potential for improvement, and define new routines as alternatives.
"The Shallows": Is the Net Fostering Stupidity?
Article:
A review of Nicholas Carr's new book, The Shallows: What the Internet is Doing to Our Brains (Norton).
Strategy by Design
Article:
For years, many companies have experienced a problematic tension between their IT departments and business units. On the one hand, IT works best when it is tied tightly to the company’s overall business goals.
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