Directors facing complex corporate governance challenges can develop their capacity to think together about the implications of their decisions.
Welcome to strategy+business. Here’s what’s new.
Organizations & People
- The CEO of Imperative recommends three books that explore purpose from individual and organizational perspectives.
- Managers in restaurants and other service businesses can maximize sales by carefully filling teams with top performers and underachievers.
- When it comes to organizational change, allowing sufficient time to gain attention and approval will increase your odds of success.
- Bosses who hold themselves and workers to high standards can spur careers.
- Why General Electric's shocking move to leave the Connecticut suburbs wasn't all that surprising.
- Quiet managers who foster teamwork produce better results than blustery leaders.
- To attract and retain the young employees who are coming to dominate the workforce, companies should turn to a fresh take on a mature concept: teaming.
- How to become the best version of yourself.
- Assessing your effectiveness requires looking simultaneously at the past, the present, and the future.
- Companies seeking to balance the rights of their workforce against the safety of their reputation have to craft clear social media policies.
- A leading business–university partnership is setting standards for graduates fluent in data science and analytics.
- Working spouses are more likely to emotionally support each other when they work for companies that offer flexibility in balancing home and professional life. This support has important implications for company productivity and turnover as well.
- We must revive the (almost) lost arts of argument and criticism.
- As they hire and develop new talent, companies have to offset the influence of well-meaning “concierge parents.”
- When firms want to shed a subsidiary, they must decide whether to spin off or sell the business. New research shows that selling, rather than spinning, may be the more profitable option.
- Analysts have been studying business organizations for more than a century. But our inquisitions are just beginning.
- Your company must meet the dual challenges of focus and agility.
- The most thoughtful theorists aren’t content to promulgate a brilliant insight and preserve it in amber.
- Firms that want to unite far-flung units often struggle to get employees to collaborate.
- Learning from the rare instances in which s+b made a mistake about a big story.
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