How Are You Coping with Fear? - John Baldoni
The leader cannot reveal the effects of the fear. Her job is to serve as the bulwark for the team. She must be the proverbial shoulder upon which they can lean.
2008, article, courageous, exemplary, fearful, harvardbusiness, hopeful, insecure, inspirational, safe, strong, though saved by: meryn
http://discussionleader.hbsp.com/baldoni/2008/07/how_are_you_coping_with_fear.html
The leader cannot reveal the effects of the fear. Her job is to serve as the bulwark for the team. She must be the proverbial shoulder upon which they can lean.
2008, article, courageous, exemplary, fearful, harvardbusiness, hopeful, insecure, inspirational, safe, strong, though saved by: meryn
http://discussionleader.hbsp.com/baldoni/2008/07/how_are_you_coping_with_fear.html
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Obama's Seven Lessons for Radical Innovators - Umair Haque
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http://discussionleader.hbsp.com/haque/2008/11/obamas_seven_lessons_for_radic.html
saved by: mdrechsler and 4 people more details ...
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LinkedIn: The Useful -- and Profitable -- Social Network - John Sviokla
One way to create a great fortune is to ride the next wave, and my money’s on LinkedIn. [...] The company is on its way to creating the world’s largest network of participating experts.
2008, article, collaborative, connected, linkedin, professional, profitable, social, useful saved by: meryn more details ...
http://discussionleader.hbsp.com/sviokla/2008/07/linkedin_the_useful_and_profit_1.html
One way to create a great fortune is to ride the next wave, and my money’s on LinkedIn. [...] The company is on its way to creating the world’s largest network of participating experts.
2008, article, collaborative, connected, linkedin, professional, profitable, social, useful saved by: meryn more details ...
http://discussionleader.hbsp.com/sviokla/2008/07/linkedin_the_useful_and_profit_1.html
Obama and the Rise of Asymmetrical Competition - Umair Haque
It’s new DNA that drives asymmetrical competition – when we organize and manage in new ways, we are able to tap new sources of advantage. Because
2008, advantageous, american, article, asymetrical, attentive, competitive, conventional, cumulative, disruptive, More... saved by: meryn more details ...
http://discussionleader.hbsp.com/haque/2008/06/the_rise_of_asymmetrical_compe.html
It’s new DNA that drives asymmetrical competition – when we organize and manage in new ways, we are able to tap new sources of advantage. Because
2008, advantageous, american, article, asymetrical, attentive, competitive, conventional, cumulative, disruptive, More... saved by: meryn more details ...
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Why Nokia Bought Symbian, Then Gave It Away - Scott Anthony
Nokia is buying an insurance policy—it isn’t certain that the availability of third party applications will drive handset sales, but the possibility of this scenario is scary enough t...
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http://discussionleader.hbsp.com/anthony/2008/06/when_is_it_good_to_give_away_4_1.html
Nokia is buying an insurance policy—it isn’t certain that the availability of third party applications will drive handset sales, but the possibility of this scenario is scary enough t...
2008, android, article, free, goog, harvardbusiness, iphone, mobile, nokia, open, More... saved by: meryn more details ...
http://discussionleader.hbsp.com/anthony/2008/06/when_is_it_good_to_give_away_4_1.html
Why Every Business Has the Apple iPhone Problem - John Sviokla
Letting go of control is never easy, and there are risks. If you don’t think carefully about the few things that you keep closed, you can lose your strategic advantage.
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http://discussionleader.hbsp.com/sviokla/2008/06/why_every_business_has_the_app.html
Letting go of control is never easy, and there are risks. If you don’t think carefully about the few things that you keep closed, you can lose your strategic advantage.
2008, article, closed, controlled, corporate, free, harvardbusiness, open, profitable, risky, More... saved by: meryn more details ...
http://discussionleader.hbsp.com/sviokla/2008/06/why_every_business_has_the_app.html
People Power - Barbara Kellerman
There are leaders who from a distance appear impervious to the temper of the times - command and control types more reminiscent of the past than redolent of the future. But they are dinos...
2008, article, attentive, controlled, harvardbusiness, influential, powerful saved by: meryn more details ...
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The Rise of Asymmetrical Competition - Harvard Business Online's Umair Haque
in the edgeconomy, the universe of the economically possible has exploded: resources are more and more accessible. And if you can get your hands on it, you can hack it.
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in the edgeconomy, the universe of the economically possible has exploded: resources are more and more accessible. And if you can get your hands on it, you can hack it.
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Leaders Need to Sell - Harvard Business Online's John Baldoni
Selling is the closure of persuasion, and persuasion drives leadership. It is the means by which leaders bring people to their point of view in order to get things done. Making the sale i...
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http://discussionleader.hbsp.com/baldoni/2008/06/leaders_need_to_sell.html
Selling is the closure of persuasion, and persuasion drives leadership. It is the means by which leaders bring people to their point of view in order to get things done. Making the sale i...
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The Microsoft vs Google Endgame - Harvard Business Online's Umair Haque
What evil really means: coercing others into accepting value destruction.
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What evil really means: coercing others into accepting value destruction.
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Just How Realistic is "Government 2.0"? - Harvard Business Online's Tom Davenport
Should management and technology gurus moderate their expressed views, or is it the more utopian and visionary the better?
2008, article, cultural, realistic, resistant, transitional, utopian, visonary saved by: meryn more details ...
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Facebook and The Future of Competition - Harvard Business Online's Umair Haque
Facebook's most productive use today isn't as a social network, but perhaps more as a case study for the rest of us: of how not to think strategically [...] about strategy in an interconn...
2008, article, business, competition, economics, evil, facebook, google, haque, harvardbusiness, More... saved by: meryn more details ...
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Facebook's most productive use today isn't as a social network, but perhaps more as a case study for the rest of us: of how not to think strategically [...] about strategy in an interconn...
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The Facebook Effect - Harvard Business Online's Umair Haque
Fascism cannot hold in a world where power is getting more and more radically liquid by the nanosecond. It's a delusion; a kind of deep corporate psychosis; the blind fetishization of pow...
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Fascism cannot hold in a world where power is getting more and more radically liquid by the nanosecond. It's a delusion; a kind of deep corporate psychosis; the blind fetishization of pow...
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An Open Challenge to Silicon Valley - Harvard Business Online's Umair Haque
Today's revolutionaries are sheep in wolves' clothing. They're lost in the economically meaningless, in the utterly trivial, in the strategically banal: mostly, they're cutting deals with...
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Today's revolutionaries are sheep in wolves' clothing. They're lost in the economically meaningless, in the utterly trivial, in the strategically banal: mostly, they're cutting deals with...
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Edge Principles: Listening Beats Talking - Harvard Business Online's Umair Haque
It's not surprising that [...] Starbucks is trying to get as radical as those at the bleeding edge - like Ideascale, who's building platform to let everyone listen: they're both trying to...
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When People Don't Want to Change - Harvard Business Online's Marshall Goldsmith
Coaching is most successful when applied to people with potential who want to improve -- not when applied to people who have no interest in changing.
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Coaching is most successful when applied to people with potential who want to improve -- not when applied to people who have no interest in changing.
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The Importance of Vision - Harvard Business Online's Tony Mayo
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The Shrinking Advantage of Brands - Harvard Business Online's Umair Haque
Investing in traditional brands is yielding fast diminishing returns, and leading more and more players directly into value destruction.
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http://discussionleader.hbsp.com/haque/2008/02/the_shrinking_advantage_of_bra_1.html
Investing in traditional brands is yielding fast diminishing returns, and leading more and more players directly into value destruction.
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The New Economics of Brands - Harvard Business Online's Umair Haque
Like Google, the Nike guys have come to the conclusion that new sources of advantage must be built on finding ways to invest in consumers – on communications that benefit consumers, not...
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Like Google, the Nike guys have come to the conclusion that new sources of advantage must be built on finding ways to invest in consumers – on communications that benefit consumers, not...
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How Apple and Google Dominate - Harvard Business Online's Umair Haque
The key components of DNA Google and Apple share let them overthrow yesterday's stale approaches to strategy and advantage, and pursue entirely new ones with a vengeance.
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http://discussionleader.hbsp.com/haque/2008/03/the_future_is_goople.html
The key components of DNA Google and Apple share let them overthrow yesterday's stale approaches to strategy and advantage, and pursue entirely new ones with a vengeance.
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http://discussionleader.hbsp.com/haque/2008/03/the_future_is_goople.html
How to Exit Leadership the Right Way - Harvard Business Online's Marshall Goldsmith
When your successor is ready to assume the role of leadership, you need to be ready to do something that can be extremely difficult – you need to leave.
2008, article, goldsmith, harvardbusiness, leadership, succession saved by: meryn more details ...
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When your successor is ready to assume the role of leadership, you need to be ready to do something that can be extremely difficult – you need to leave.
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How to Crack Companies' Class Structure - Harvard Business Online's HBR Editors' Blog
In an age when solving increasingly complex problems requires not just the input but also the robust interactions of multiple disciplines, a class structure is a formidable competitive di...
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http://discussionleader.hbsp.com/hbreditors/2008/03/how_to_crack_companies_class_s.html
In an age when solving increasingly complex problems requires not just the input but also the robust interactions of multiple disciplines, a class structure is a formidable competitive di...
2008, article, collaboration, culture, harvardbusiness, meritocracy, status saved by: meryn more details ...
http://discussionleader.hbsp.com/hbreditors/2008/03/how_to_crack_companies_class_s.html
Evidence-Based Advice - Harvard Business Online's Tom Davenport
Strategy firms could gather data on particular strategic interventions across industries, and the effects they have had on business performance.
2007, article, business, consulting, evidence-based, harvardbusiness, strategy saved by: meryn more details ...
http://discussionleader.hbsp.com/davenport/2007/10/evidencebased_advice_1.html
Strategy firms could gather data on particular strategic interventions across industries, and the effects they have had on business performance.
2007, article, business, consulting, evidence-based, harvardbusiness, strategy saved by: meryn more details ...
http://discussionleader.hbsp.com/davenport/2007/10/evidencebased_advice_1.html
Assessing the Presidential Candidates as Leaders - Harvard Business Online's Marshall Goldsmith
Almost no human looks good when being constantly viewed under a microscope.
2008, article, goldsmith, harvardbusiness, leadership, politics, usa saved by: meryn more details ...
http://discussionleader.hbsp.com/goldsmith/2008/04/looking_at_political_leaders_a.html
Almost no human looks good when being constantly viewed under a microscope.
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http://discussionleader.hbsp.com/goldsmith/2008/04/looking_at_political_leaders_a.html
How Strategic Imagination Happens - Harvard Business Online's Umair Haque
Strategic imagination is tremendously difficult because it requires us to put aside yesterday’s tired assumptions and orthodoxies, and begin to actively rethink from scratch the way val...
2008, article, business, edgeconomy, haque, innovation, str, strategy saved by: meryn more details ...
http://discussionleader.hbsp.com/haque/2008/04/how_strategic_imagination_happ.html
Strategic imagination is tremendously difficult because it requires us to put aside yesterday’s tired assumptions and orthodoxies, and begin to actively rethink from scratch the way val...
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http://discussionleader.hbsp.com/haque/2008/04/how_strategic_imagination_happ.html
How to Fix Venture Capital - Harvard Business Online's Umair Haque
It's exactly that new DNA - radically more open, transparent, democratic industries, value chains, and organizations - that are at the heart of the movement venture investors are investin...
2008, article, culture, economics, entrepreneurship, haque, harvardbusiness, investing, openness, purpose, More... saved by: meryn more details ...
http://discussionleader.hbsp.com/haque/2008/04/i_agree_and_i.html
It's exactly that new DNA - radically more open, transparent, democratic industries, value chains, and organizations - that are at the heart of the movement venture investors are investin...
2008, article, culture, economics, entrepreneurship, haque, harvardbusiness, investing, openness, purpose, More... saved by: meryn more details ...
http://discussionleader.hbsp.com/haque/2008/04/i_agree_and_i.html
Your Thoughts on "How to Fix Venture Capital" - Harvard Business Online's Umair Haque
Perhaps no one could have offered Google enough to compel it to sell out. Conversely: Google had greater expectations for itself than others did – the beginnings of a purpose.
2008, business, google, haque, purpose, strategy saved by: meryn more details ...
http://discussionleader.hbsp.com/haque/2008/04/response_to_how_to_fix_venture.html
Perhaps no one could have offered Google enough to compel it to sell out. Conversely: Google had greater expectations for itself than others did – the beginnings of a purpose.
2008, business, google, haque, purpose, strategy saved by: meryn more details ...
http://discussionleader.hbsp.com/haque/2008/04/response_to_how_to_fix_venture.html