Archive: Business Leadership
Even though 40 percent of executives fail in their first 18 months, few do it as publicly as Jack Griffin did after just six months as CEO of Time Inc.
By Lillian Cunningham | March 1, 2011; 03:57 PM ET | Comments (0)
The world's biggest power schmooze fest begins Wednesday in Davos, Switzerland. But this year, something will be different. The press has made much of The World Economic Forum's (WEF) new quota system, whereby companies are being asked to include a woman among every five delegates. In fact, WEF organizers have downsized the number of coveted white badges that its "strategic partners" will get from the usual six to this year's four. But a number of those partners--companies like Chevron, Cisco and Aetna, who pay half a million bucks a year to join that club--protested. So the WEF said that they could include one more person as long as she is a woman with a decent title, like chair or CEO. Well, is that really a quota?
By Lillian Cunningham | January 25, 2011; 03:20 PM ET | Comments (0)
Unfortunately, business leaders know a lot more about innovating new products and new technologies than they do about innovating services. This was a problem that Paul Horn, IBM's head of research, confronted back in 2004. Although half of IBM's revenues were coming from its services, his 3,000 researchers were all focused on making new products and new technologies. Yet for our service-driven economy to grow and for America to maintain its competitive edge globally, it is critical that business leaders learn how to innovate in a service economy.
By Lillian Cunningham | January 25, 2011; 12:34 PM ET | Comments (0)
The default hierarchy today has placed email and instant communications far above structured, human-driven dialogues. Critical thinking is relegated to the sidelines in an age where the problems we are solving are global, complex and very ambiguous.
By Lillian Cunningham | January 25, 2011; 11:38 AM ET | Comments (2)
To fix the more systemic problems with executive pay, boards need to embrace that their most important job is motivating the type of executive performance that creates real value; and their most powerful lever to do this is a carefully designed pay package. This means they cannot exclusively rely on simple values or ratios. All these do is set the stage for a plethora of case studies.
By Lillian Cunningham | January 21, 2011; 02:35 PM ET | Comments (0)
This is the central problem of today's networked world of interdependent security: the risks faced by your part of the system aren't preventable by you alone, they depend on the actions of others as well. Put another, starker way: we no longer control our own destinies.
By Lillian Cunningham | December 29, 2010; 12:26 PM ET | Comments (3)
The lessons of Van Halen, Iverson and Nokia? Organizations need both high-achieving superstars and productive teams in order to prevail. And they can't allow one to compromise the other. As a manager, there are several things you can do to help achieve this.
By Lillian Cunningham | December 13, 2010; 10:46 AM ET | Comments (15)
The truth of the matter is that intense physical, intellectual and emotional demands imposed by high-level work simply do not permit an easy cycle between professional tasks and personal relaxation. In juggling work relationships and relationships outside of work each can suffer from obligations imposed by the other. A little vacation time - however you can get it - might be just what you need to rejuvenate, and re-set priorities and commitments.
By Ian Saleh | August 20, 2010; 10:27 AM ET | Comments (2)
We are seeing the emergence of powerful creation spaces that have the potential to transform the diminishing returns that characterize most business activity today into the increasing returns of sustained performance improvement.
By Ian Saleh | July 27, 2010; 10:57 AM ET | Comments (2)
Leaders understand followers by customizing work so that followers not only meet goals, but also find meaning and purpose from their work experience.If leaders cannot create an atmosphere where followers find that meaning they will feel no push to excel in the workplace
By Ian Saleh | June 11, 2010; 11:38 AM ET | Comments (7)
The rise in status of the financier at business schools has created an identity crisis for the MBA degree. We need MBAs programs that prioritize the creation of responsible managers who strive toward long-term value creation.
By Ian Saleh | June 1, 2010; 05:00 AM ET | Comments (30)
The world will soon be connected by a seamless global network fabric. Can you lead your business to reap the rewards?
By Ian Saleh | May 14, 2010; 01:00 PM ET | Comments (0)
Corporate executives and entrepreneurs have little choice these days about the need to aggressively monitor of all forms of digital communications in an employee's personal life.
By Ian Saleh | May 14, 2010; 06:45 AM ET | Comments (9)
Data suggests the U.S. may be falling behind Asia in driving innovation. Here are five ways to reverse that trend.
By Ian Saleh | May 13, 2010; 01:00 PM ET | Comments (2)