Management
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Assume the Good; Doubt the Bad
A few years ago I was leading a learning and development organization at Nike. One of my staff, Sue, was responsible for managing the Nike Professional Development Center, which included opening the Center each morning at 7:00. Sue was a salaried employee and averaged a 45-hour workweek. One day I noticed that Sue left at 1:30 in the afternoon without saying a word. The next day, she left at 2:00. The next, 1:30 again.
by Julian Birkinshaw | 7:00 AM November 7, 2012 Management thinking is inherently faddish, but there are some favorite themes that never fall out of favor. Innovation is one those evergreen themes: it is a rare CEO who doesn't list innovation as one her top four or five priorities. But innovation is an elusive beast. Setting aside a few well-known exceptions, the vast majority of established firms feel there is a big gap between their efforts and their achievements. R&D investments have been made, stage/gate processes have been built, creativity training courses have been run, and yet the outputs — exciting new products and services — don't seem to be falling into place.
Taming Your Company's Most Elusive Beast - Julian Birkinshaw
Nicole Bengiveno/The New York Times Steven P. Jobs left Apple with so much momentum that it is unlikely to face any huge immediate challenges.
For Apple, a Big Loss Requires a Balancing Act
Why Some People Have All the Luck - Anthony Tjan
by Anthony K. Tjan | 11:42 AM July 6, 2011 Some business builders just seem to have more luck than others. In fact, many of the entrepreneurs and business builders I know say luck is a driving factor in their success.
La méthode "lean", le retour du pire du travail à la chaîne
Nouveau mot, vieille recette : le management « lean » relance le travail à la chaîne dans les entreprises. Ils s'appellent « lean » , « six sigma » , « poka-yoke » , « kaïzen » ou encore « 5 S » . Ces concepts de gestion à coûts réduits séduisent de plus en plus d' entreprises , qui les paient souvent chèrement à des consultants.
How to Become a Great Finisher - Heidi Grant Halvorson
by Heidi Grant Halvorson | 10:01 AM June 22, 2011 The road to hell may or may not be paved with good intentions, but the road to failure surely is. Take a good look at the people you work with, and you'll find lots of Good Starters — individuals who want to succeed, and have promising ideas for how to make that happen. They begin each new pursuit with enthusiasm, or at the very least, a commitment to getting the job done. And then something happens.
It's the burning question many of you have been hurling at me recently: "So instead of idly waiting around for the so-called mysteriously reluctant non-recovering recovery, what should we do to survive this never-ending raging crisis?" Here's a tiny suggestion. The "best" investment you can make isn't gold. It's the people you love, the dreams you have, and living a life that matters.
The Best Investment You Can Make - Umair Haque
by Jeff Stibel | 2:28 PM June 27, 2011 Anytime a CEO, quarterback, engineer or author is paid ridiculous amounts of money, dozens of investors, armchair quarterbacks, and scholars jump in to debate the value of individual contributors versus teams. Bill Taylor wrote the most recent of many interesting pieces, where he argued provocatively that " great people are overrated ," in response to Facebook CEO Mark Zuckerberg's comment that a great engineer is worth 100 average engineers.
Why a Great Individual Is Better Than a Good Team - Jeff Stibel
June 10, 2011 Working with friends can be fun. But to keep these relationships smooth, you need to follow a few rules. First and foremost, never send a business email disguised as a friendly "hey, how are you?"
Don't Mix Business with Pleasure - Management Tip of the Day - June 10, 2011
Do a Project Premortem to Avoid a Postmortem - Management Tip of the Day - June 27, 2011
June 27, 2011 Projects fail all the time, and most experts will tell you that to prevent future failures you need to look at what went wrong. Instead of giving your next big project an autopsy, do a premortem: look at what could go wrong before it does. After your team is briefed on the project plan, gather them together. Explain that (hypothetically) the project has "failed" and ask them to write down all the reasons why it could have. Then alter your original plan based on what you learn.by Ted Cadsby | 1:16 PM June 30, 2011 Flying on a clear day, a pilot can see everything out of the cockpit: the visual cues match the instrument readings so there is no ambiguity about what the plane is doing. But piloting at night is completely different: you are flying blind so you are entirely dependent on the instrument readings.