Management
Management - Διοίκηση
Time management - Διαχείριση χρόνου
I often ask business leaders three simple questions. What are your company’s ten most exciting value-creation opportunities? Who are your ten best people?
Leadership and the art of plate spinning - McKinsey Quarterly - Organization - Change Management
These triumphs have built Silver a loyal following among fantasy-baseball aficionados and the political buffs who flock to his New York Times blog, FiveThirtyEight . His signature approach is to concentrate enormous amounts of data on questions that lend themselves to pious blather. For example: television blowhards are fond of proclaiming that the winner of the Iowa caucuses enjoys a big bounce in the New Hampshire primary. Silver crunched numbers dating back to the 1970s and found that the bounce comes less from winning Iowa than from exceeding expectations there. Silver’s method is completely straightforward: how else would you approach a question like this if not by considering every previous example? But the method is so empowering that it’s intoxicating — as if there’s no question he couldn’t answer with a big enough spreadsheet.
‘The Signal and the Noise,’ by Nate Silver
(MoneyWatch) It happens every day. Your boss, a customer, somebody needs something done yesterday. No, they don't need it done now.
3 words that'll change your life
Organisational behaviour India’s economic rise has been dramatic. But as the growth slows, what does the future hold? Lynda Gratton offers a personal view. I ndia has been an important part of my life for over 15 years.
What it takes to captain the mighty the All Blacks – and lessons for business | What it takes to captain the mighty the All Blacks – and lessons for business
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(MoneyWatch) I always question management advice books because I think, "Does this really work, or did the author just dream up a theory just so he could write a book?" The only useful advice is, of course, advice that helps people become better managers. I asked readers about the best management advice they have received, and here is what 10 of them had to say: - "For those times when you tell someone to do something just because you're the manager: Every time you hit someone with the 'management' stick, it breaks in half."
Management advice that works
in Advice & Guides by Abby Hardoon. Permalink . In the past 25 years, Abby Hardoon watched technology transform the world and turn business on its head. The CEO and founder of daily.co.uk shares with us what life in business has taught him. 25 years ago when I started my first tech company, a "tweet" was something that commonly came from a bird, a home computer was, for the majority, a calculator and social media was sitting in front of the television with a family member.
Lessons learned from 25 years in business
The mindset of great leaders
Commentary: (MoneyWatch) The most common feedback I get about my leadership seminars, whether at the University of Southern California where I teach or at corporations, is, "I thought this was going to be garbage, but I was surprised -- it's really good!" People say that as if they've given me a great compliment. But such faint praise is actually a serious criticism of my field, and one every leader needs to take seriously. Would a surgeon feel about good a patient telling them: "I assumed you didn't know what you were doing, being a surgeon and all, but you correctly removed my gall bladder, not my left leg!"
Growth Isn't Rocket Science - HBR IdeaCast
An interview with Ken Favaro , senior partner at Booz & Company and coauthor of the article Creating an Organic Growth Machine . Download this podcast SARAH GREEN: Welcome to the HBR IdeaCast from Harvard Business Review. I'm Sarah Green.(MoneyWatch) It's a lousy time to start or grow a business, right? Wrong! Over half of America's Fortune 500 companies started during a depression or recession. As far back as the first century BCE, Horace noted that "Adversity reveals greatness; prosperity conceals it." Pictures: 11 cities that want to be the next Palo Alto These companies either started or prospered during an economic downturn or depression:
Why now is a great time to be in business
(MoneyWatch) When speaking with or advising people starting new companies, or already running small ones, I've found that they often avoid, delay, or otherwise neglect to put some simple but critical business needs in place. Generally it's because they (like any responsible entrepreneur) want to save money, or because they think they "don't need these things yet." But there are structural and operational fundamentals that are best dealt with before you think you need them. Some of them involve a little out-of-pocket, but it's money better spent early in the game: Legal structure: Many ventures start at home, as sidelines, or in otherwise small and modest fashion, with no legal structure. For some businesses -- like selling crafts in your spare time with no plans to turn it into much more than that -- this might be OK.
Don't put off the basics when starting your biz
The world of work has changed dramatically over the past decade. Companies are more global and employee groups more diverse than ever before. Organizational structures are less hierarchical and more collaborative. And today’s networked offices are full of technological distractions that would have been unimaginable to the 20th-century manager.
Three Skills Every 21st-Century Manager Needs
When 10 men attacked the Taj Mahal Palace hotel in Mumbai, in November 2008, they executed one of the best-orchestrated, most technologically advanced terrorist strikes in history. Before the assault they had used Google Earth to explore 3-D models of the target and determine optimal entry and exit routes, defensive positions, and security posts. During the melee they used BlackBerrys, satellite phones, and GSM handsets to coordinate with their Pakistan-based command center, which monitored broadcast news and the internet to provide real-time information and tactical direction. When a bystander tweeted a photo of commandos rappelling from a helicopter onto the roof of one of the buildings, the center alerted the attackers, who set up an ambush in a stairwell. It took three days for authorities to kill nine of the terrorists and arrest the tenth; his confession provided details of the operation, which had resulted in 163 deaths and hundreds of injuries.
What Business Can Learn from Organized Crime
12 lessons to learn from Sir Richard Branson
in News by Catherine Woods. Permalink . Lots of people are having their say on what businesses should do in light of the credit crunch.Management books
(MoneyWatch) COMMENTARY It happens to everyone. You'll be talking to friends or watching a movie and somebody says something that, for whatever reason, strikes a resounding chord with you. I wouldn't describe it as an epiphany because you probably weren't even aware of how much it spoke to you. But that particular phrase somehow resonated with your situation and state of mind at that point in time.