Bill Fischer
JULY 7, 2012
At long last, there is good news for Blackberry fans! After quite a few anxious months, when the very fate of the organization appeared to be in question, RIM CEO Thorsten Heins, announced last week that “there’s nothing wrong with the company as it exists right now.” What a relief! [.
Harvard Business Review
JULY 20, 2012
If you think an apostrophe was one of the 12 disciples of Jesus, you will never work for me. If you think a semicolon is a regular colon with an identity crisis, I will not hire you. If you scatter commas into a sentence with all the discrimination of a shotgun, you might make it to the foyer before we politely escort you from the building. Some might call my approach to grammar extreme, but I prefer Lynne Truss's more cuddly phraseology: I am a grammar "stickler.
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CorporateIntel
JULY 9, 2012
I have been agonizing for weeks whether to write about Rielle Hunter. The notion of a single additional millisecond consumed by the public on this media danse macabre peels the skin from my typing fingers. Still I need to share a few words, less about what’s happened, more about how troubled I am with our inability to look away from the body.
Harvard Business Review
JULY 18, 2012
The news had barely broken of Marissa Mayer's appointment to be Yahoo's next CEO before another happy announcement issued from the ex-Google executive: she's pregnant. The idea of a young, pregnant, female, pregnant CEO taking the helm of tech's most infamously messed up company — while pregnant! — was too much to resist for business pundits.
Speaker: Alex Salazar, CEO & Co-Founder @ Arcade | Nate Barbettini, Founding Engineer @ Arcade | Tony Karrer, Founder & CTO @ Aggregage
If AI agents are going to deliver ROI, they need to move beyond chat and actually do things. But, turning a model into a reliable, secure workflow agent isn’t as simple as plugging in an API. In this new webinar, Alex Salazar and Nate Barbettini will break down the emerging AI architecture that makes action possible, and how it differs from traditional integration approaches.
Harvard Business Review
JULY 17, 2012
Today's lede item comes from HBR intern examplar Carla Yengo-Kahn. It’s tough to be stuck in the middle. The latest Fed report on changes in U.S. family finances between 2007 and 2010 depicts declines across the board, including a 25% drop in net worth for households under age 34 and a 33% drop for those between 55 and 64. But the worst blow by far hits those in between, notes Neil Howe in Social Trends Biweekly : a 54% decline in net worth for families of Generation X, and a nearly 40% decline
Harvard Business Review
JULY 18, 2012
In demonizing outsourcing, both Obama and Romney are playing a stupid political game with the U.S. economy, says Daniel Altman in Foreign Policy. While it's true that some forms of outsourcing have "sinister ends" like allowing companies to avoid paying a fair domestic wage, its biggest economic effect may be encouraging specialization — and that can be an important form of progress.
Business Innovation Brief brings together the best content for business innovation and strategy professionals from the widest variety of industry thought leaders.
Harvard Business Review
JULY 16, 2012
What's the one factor that most affects how satisfied, engaged, and committed you are at work? All of our research over the years points to one answer — and that's the answer to the question: "Who is your immediate supervisor?". Quite simply, the better the leader, the more engaged the staff. Take, for example, results from a recent study we did on the effectiveness of 2,865 leaders in a large financial services company.
Harvard Business Review
JULY 19, 2012
"What are the first three words that come to mind when you hear the word 'strategy'?" When HBS professor Cynthia A. Montgomery asks leaders in her executive education classes this question, they respond with "plan," "vision," "direction," "focus," "advantage," writes Carmen Nobel in HBS Working Knowledge. To Montgomery, this is indicative of a disturbing trend: strategy has been narrowed to a competitive game plan, separate from a firm's larger sense of purpose.
Harvard Business Review
JULY 19, 2012
"I want to be a social entrepreneur." I hear it nearly every day. Not just from those applying for Echoing Green's social entrepreneurship fellowship, but from high school students, college students, and young professionals. They excitedly tell me that they want to launch organizations to improve education in Africa, to better the livelihood of women in inner city Chicago, or solve any number of other big problems.
Harvard Business Review
JULY 2, 2012
Professional success used to depend on experience, knowledge, and skill. But things have changed in recent decades. First, knowledge has become as rapidly obsolete as universally available. Second, we live in an increasingly uncertain and volatile world where, I often say, even the past has become unpredictable. And, finally, business has become more global and diverse.
Speaker: Jason Cottrell and Gireesh Sahukar
Retailers know the clock is ticking–legacy SAP Commerce support ends in 2026. Legacy platforms are becoming a liability burdened by complexity, rigidity, and mounting operational costs. But modernization isn’t just about swapping out systems, it’s about preparing for a future shaped by real-time interactions, AI powered buying assistants, and flexible commerce architecture.
Harvard Business Review
JULY 19, 2012
The risk management approaches used by many organizations haven't effectively mitigated crucial risks. BP made safety a top priority, only to be involved in one of the worst man-made disasters in history. And many financial firms had risk management activities in place and were still hit with disaster in the 2007/2008 financial crisis. Harvard Business School professors Robert S.
Harvard Business Review
JULY 18, 2012
Many venture capitalists are up in the arms because their returns are down, their funds are drying up, and there appear to be a declining number of entrepreneurs pursuing big ideas. They've turned to blaming angel investors for encouraging " an entire generation of entrepreneurs [to build] dipshit companies and hoping that they sell to Google for $25 million.
Harvard Business Review
JULY 18, 2012
Many venture capitalists are up in the arms because their returns are down, their funds are drying up, and there appear to be a declining number of entrepreneurs pursuing big ideas. They've turned to blaming angel investors for encouraging " an entire generation of entrepreneurs [to build] dipshit companies and hoping that they sell to Google for $25 million.
Harvard Business Review
JULY 17, 2012
One secret of successful business and social entrepreneurs is that they act bigger than they are. Not bigger in the bad sense, with the arrogance and complacency that has made some banks, for example, feel they are above the rules. But bigger in terms of having the confidence to propel growth and set courageous goals. Consider Brazilian entrepreneur Nizan Guanaes.
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Harvard Business Review
JULY 17, 2012
One secret of successful business and social entrepreneurs is that they act bigger than they are. Not bigger in the bad sense, with the arrogance and complacency that has made some banks, for example, feel they are above the rules. But bigger in terms of having the confidence to propel growth and set courageous goals. Consider Brazilian entrepreneur Nizan Guanaes.
Harvard Business Review
JULY 20, 2012
In just a few years, social media has come to dominate many of our personal communications. We collaborate daily, sometimes productively, sometimes not. Most organizations, however, still view social media as a threat to productivity, intellectual capital, security, privacy, management authority, or regulatory compliance. In fact, this is the most common attitude among the more than 250 organizations that have taken our Social Readiness Assessment.
Harvard Business Review
JULY 11, 2012
We had hired a new senior executive. Soon after settling in, he began to share his concerns with me. He was doing so, he assured me, only because he loved working for us, and he was looking out for the wellbeing of the company. He reported to me, and at first, I appreciated his input. Early on, he focused on small things, such as pointing out that he thought someone had spent more money than was warranted on a particular project.
Harvard Business Review
JULY 13, 2012
Boredom is surprisingly stressful. And when we're busy, but still bored, it's even more so. How many of us feel this way? I do, and I suspect you might too. By the looks of it, my own working life should actually be quite exciting. I travel twice a month to such exotic places as Kuala Lumpur, Doha, New York, and Helsinki to teach bright executives. I write books and articles, give interviews for newspapers and radio.
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Innovation is key to overcoming crises. This guide outlines how businesses can navigate uncertainty by adapting strategies, embracing open innovation, and strengthening resilience. Learn how to reassess business models, engage external expertise, and build a robust innovation ecosystem. Explore the three phases of crisis response—from immediate adaptation to long-term transformation—and discover how collaboration accelerates progress while reducing costs.
Harvard Business Review
JULY 12, 2012
Some view it as a scandal that the CEO of J.P. Morgan "knew" about the risky trades long ago. Or that the Bush administration knew " Bin Laden Determined to Strike in U.S." Or that the average cell phone customer can know when they're roaming, and yet still be surprised by the data charges from vacation, whether it's $100 to upload a photo to Facebook , or $62,000 for downloading Wall-E.
Harvard Business Review
JULY 27, 2012
For CEOs who are trying to decide whether participating in social media is worth their time, there's new research that could help tip the balance. The new report from CEO.com and business intelligence firm DOMO. notes that social media is more pervasive than ever among consumers: 50% of the population currently uses Facebook, and more than 37% use Twitter.
Harvard Business Review
JULY 11, 2012
Sales teams that focus on relationships quickly learn the value of providing personal and professional value to clients rather than focusing solely on the sale. The impact of relationship building with your customers may surprise you. Ferrazzi Greenlight's study of 16 Global Account Teams showed that these strategic, relationship-focused teams grew their accounts at least twice as fast as regular transactionally-focused account teams.
Harvard Business Review
JULY 16, 2012
There is a brilliant and highly accomplished engineer in my company who has managed to break the coffee machine, the toaster and so many other appliances in the company kitchen that we're considering giving his trail of broken appliances their own line item in the budget. Apparently making toast is more challenging than the complex algorithms he works with every day.
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The DHS compliance audit clock is ticking on Zero Trust. Government agencies can no longer ignore or delay their Zero Trust initiatives. During this virtual panel discussion—featuring Kelly Fuller Gordon, Founder and CEO of RisX, Chris Wild, Zero Trust subject matter expert at Zermount, Inc., and Principal of Cybersecurity Practice at Eliassen Group, Trey Gannon—you’ll gain a detailed understanding of the Federal Zero Trust mandate, its requirements, milestones, and deadlines.
Harvard Business Review
JULY 30, 2012
From customers' and suppliers' viewpoint, Company X is fast growing, exciting, and high-energy. Inside, though, it's a tornado. Fighting fires, arguing over who committed to what, why it didn't happen, and noticing things that fell through the cracks in just enough time is normal. How can this happen when they have weekly departmental meetings, keep track of action items, and post projects and timelines everywhere?
Harvard Business Review
JULY 5, 2012
For two decades we have been hearing that HR must become a strategic partner to the business. And the fact that we're still hearing it suggests that in many organizations it hasn't happened. The need to align HR with the business has become more urgent than ever. Financial markets exert relentless pressure for growth, especially in emerging markets.
Harvard Business Review
JULY 9, 2012
There are no guarantees to entrepreneurial success. Your concept may be bold, your passion high, your intelligence and analysis exceptional, but there will always be external factors beyond your control. Last-minute glitches or UKVs — unforeseen killer variables — are always lurking and threatening havoc, especially in early stages. A major customer may default, a promised source of funding may disappear, or the world's markets may sour — any of these can shift your trajectory
Harvard Business Review
JULY 16, 2012
There is a brilliant and highly accomplished engineer in my company who has managed to break the coffee machine, the toaster and so many other appliances in the company kitchen that we're considering giving his trail of broken appliances their own line item in the budget. Apparently making toast is more challenging than the complex algorithms he works with every day.
Speaker: Yohan Lobo and Dennis Street
In the accounting world, staying ahead means embracing the tools that allow you to work smarter, not harder. Outdated processes and disconnected systems can hold your organization back, but the right technologies can help you streamline operations, boost productivity, and improve client delivery. Dive into the strategies and innovations transforming accounting practices.
Harvard Business Review
JULY 23, 2012
You can't make every worker happy, surely, and should a business even try? Evidence from our recent research suggests, actually, that the answer is yes. Or rather, our evidence shows that managers are giving up far too soon on their disgruntled employees, making them less productive than they could be, exposing their companies to unnecessary risks from thefts and leaks in the process, and inflating turnover costs.
Harvard Business Review
JULY 17, 2012
The brand was languishing. The public dismissed it as outdated, uninspired, and a little stale. So in a bold move, a new public face was anointed — young, appealing, and energetic. It's a script we've heard before, whether it's yesterday's much-lauded announcement that Google executive Marissa Mayer will become Yahoo's new CEO or John McCain's ultimately disastrous choice to pick Sarah Palin as his vice-presidential running mate.
Harvard Business Review
JULY 23, 2012
A man and two children, a boy about nine and a girl about seven, were walking ahead of me in silence. The boy looked up and said something to his father. Whatever he said set off his father who started yelling at the boy. I could see the boy's pain as his father's words hit him. It was heartbreaking. What happened next took me by surprise, but shouldn't have: As soon as his father stopped yelling at him, the boy turned to his little sister and hit her.
Harvard Business Review
JULY 17, 2012
The brand was languishing. The public dismissed it as outdated, uninspired, and a little stale. So in a bold move, a new public face was anointed — young, appealing, and energetic. It's a script we've heard before, whether it's yesterday's much-lauded announcement that Google executive Marissa Mayer will become Yahoo's new CEO or John McCain's ultimately disastrous choice to pick Sarah Palin as his vice-presidential running mate.
Speaker: Ben Epstein, Stealth Founder & CTO | Tony Karrer, Founder & CTO, Aggregage
When tasked with building a fundamentally new product line with deeper insights than previously achievable for a high-value client, Ben Epstein and his team faced a significant challenge: how to harness LLMs to produce consistent, high-accuracy outputs at scale. In this new session, Ben will share how he and his team engineered a system (based on proven software engineering approaches) that employs reproducible test variations (via temperature 0 and fixed seeds), and enables non-LLM evaluation m
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