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Archive: Corporate

Timeless lessons from Time Inc: How Griffin set the stage for his own ouster

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)

For American growth, learning to innovate in a service economy

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)

'Say on pay' takes effect: Now what?

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)

Managing the 'Van Halen effect' in companies

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)

Employee happiness, the new bottom line

Come to think of it, all the firms who succeeded for their shareholders did so because they were succeeding with their employees, there was not a single one where the leadership was so rarely seen that it could have gone undercover, or where line workers were so rarely heard that it was necessary.

By Ian Saleh | July 13, 2010; 04:04 PM ET | Comments (0)

Confronting corporate bullies, one oath at a time

In their reverence of the individual, business schools are remarkably bad at creating a sense of common purpose beyond an ambition to make money.

By Andrea Useem | February 10, 2010; 05:44 AM ET | Comments (34)

 
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