Boxes and Arrows
AUGUST 20, 2012
Imagine you’re on one side of a grass lawn and you want to reach the bus stop on the opposite side. Do you walk on the sidewalk around the edges or cross in the middle? Assuming the grass is dry and it’s not prohibited, you’d probably take the shortest path and walk across the lawn to the bus stop. If others have done so before, you may see a beaten path that you could follow.
Bill Fischer
AUGUST 24, 2012
Genes matter, and Samsung's genes are OEM genes. There is nothing wrong with OEM genes, as long as you are satisfied with being an OEM supplier, and there's certainly nothing wrong with that, either. But, it's quite a different story if your aspirations are to be something that you're not, like, [.
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CorporateIntel
AUGUST 27, 2012
As an investor, can you ever know for certain if that newfangled gizmo come to market is the real deal or a fad? Let’s try it a different way—perhaps everything is a fad, until it’s proven otherwise. Bread, most likely not a fad. But organic fair-market nine-grain soft crust, probably a fad. Cars, probably not a fad. But eight-cylinder 130 mph muscle mobiles with no back seats could be a fad.
Harvard Business Review
AUGUST 8, 2012
Why don't successful people and organizations automatically become very successful? One important explanation is due to what I call "the clarity paradox," which can be summed up in four predictable phases: Phase 1: When we really have clarity of purpose, it leads to success. Phase 2: When we have success, it leads to more options and opportunities. Phase 3: When we have increased options and opportunities, it leads to diffused efforts.
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.
Xplaner
AUGUST 26, 2012
Many thanks to Thomas Vanderwal for the many conversations that inspired this post. The average life expectancy of a human being in the 21st century is about 67 years. Do you know what the average life expectancy for a company is? Surprisingly short, it turns out. In a recent talk , John Hagel pointed out that the average life expectancy of a company in the S&P 500 has dropped precipitously, from 75 years (in 1937) to 15 years in a more recent study.
CorporateIntel
AUGUST 14, 2012
If you went to elementary school circa the 1960s, you remember that one of the few times TV was brought into the classroom—likely a dusty, early model, enormous 21-inch Zenith B&W CRT with bent rabbit ears, strapped to a prison issue, grey steel rolling wheel cart—was for the Apollo lift offs, splash downs, and moon walks. During those turbulent years of hard-won civil rights and compounding economic expansion, you might have dreamed about growing up to be the next Mick Jagger, but it is eq
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
AUGUST 16, 2012
Conjure up the term "bad boss" and what comes to mind? Scenes of red-faced people berating subordinates in public. Smarmy souls taking credit for other people's work or saying one thing and doing another. Cutting remarks. Yelling. Feel free to continue — we're sure you can. This is iconic bad boss behavior — defining in our minds the very essence of what bad bosses do.
Harvard Business Review
AUGUST 24, 2012
The connection between leadership and art has been made many times over, usually as a way to single out certain properties of the arts that carry over to leadership, such as a jazz musician's ability to create through improvisation. These analogies can be compelling, but my point is more ambitious: leadership is an actual art, not metaphorically an art.
Harvard Business Review
AUGUST 20, 2012
The web has been alight these past few weeks with the details of the Apple v. Samsung lawsuit. It's been a unique opportunity to peer behind the curtain of how these two companies operate, as the trial seeks to answer the question: did Samsung copy Apple? But there's actually another question that I think is much more interesting to the future of innovation in the technology industry: regardless of whether the courts say that Samsung copied Apple or not, would we all be better off if we allowed
Harvard Business Review
AUGUST 20, 2012
When I was a kid, the children in our neighborhood would play in a nearby park every evening. Our undisputed leader was a boy barely a year older than I was, I think. He introduced the new kids to everyone, taught them the rules of games we played, and made sure no one felt left out. We also trusted him blindly because he had our backs whenever we messed up.
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
AUGUST 8, 2012
It's hard not to be surprised by what you read in the newspapers these days, but a recent report in the New York Times left me downright floored. Richard Bove, a high-profile securities analyst who focuses on bank stocks, wrote a commentary that excoriated Wells Fargo for lousy service — so much so that he announced he'd moved his business to a different bank.
Harvard Business Review
AUGUST 6, 2012
Why is it that American football uses eleven players, Canadian football twelve, and Gaelic fifteen? Why eleven in European soccer? Why does baseball field nine players, basketball five, volleyball six, water polo seven, and cricket eleven? Simple as these questions are, they are deceptively hard to answer. But whatever the historical reasons, the number of people on a team has significant impact on performance.
Harvard Business Review
AUGUST 27, 2012
"Who can tell me what holiday is coming up next week?" Dorit* looked around the room at the circle of six year olds, almost all of whom raised, or rather waved, their hands eagerly. I was with my daughter in her first grade classroom at her Jewish day school and I was mesmerized. Dorit called on a little boy, who said "Purim." He was off by about a month.
Harvard Business Review
AUGUST 3, 2012
Michael is busy. For weeks he's been rising early and getting home late. As division head, he's used to the budget season bringing strain. But this year he's been running the numbers — doing his "real work" — largely outside normal hours. His days are filled with meetings, often without clear objectives, and the invitations just keep coming in.
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Harvard Business Review
AUGUST 15, 2012
Can you make — or "make over" — an entrepreneur? It's a question that came up a lot as my co-authors and I researched our new book, Heart, Smarts, Guts and Luck. Those are the four traits we deemed crucial to entrepreneurial and business-building success. We even came up an Entrepreneurial Aptitude Test to measure how company founders and business builders stacked up in the different traits, and to help you identify where you're strongest.
Harvard Business Review
AUGUST 1, 2012
It's impossible not to admire the discipline, focus, willingness to sacrifice and grace under pressure exhibited by the Olympic champions. Even so, there's something about the relentless focus on winning — and more specifically, our shared reverence for "winners" — that leaves me feeling deeply uneasy. You can't help but feel the heartbreak when an Olympic athlete falls just short of winning: Taylor Phinney missing a medal by inches in Olympic cycling; Allison Schmitt losing the gold
Harvard Business Review
AUGUST 1, 2012
Today, power has been restored across India — but what's the impact of the massive blackout, which hit more than half of the population? When 670 million people — more than 10% of the world's population — are suddenly left without power, that's not good. But if you're a country that's trying to cement its status as a major world power — to go from "emerging" to "emerged" — how bad a setback is this?
Harvard Business Review
AUGUST 15, 2012
When David Petraeus visited the Harvard Kennedy School in 2009, one of the meetings he requested was with author Doris Kearns Goodwin. Petraeus, who holds a PhD in International Relations from Princeton, is a fan of Team of Rivals and wanted time to speak to the famed historian about her work. Apparently, the great general (and current CIA Director) is something of a bibliophile.
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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
AUGUST 21, 2012
Conventional wisdom says that assertive people get ahead. They tell people what they think, request the resources they need, ask for raises , and don't take no for an answer. So what are non-assertive people supposed to do if their company's culture rewards these actions? If you're shy or reserved, don't fret. You can ask for what you need and get what you want, while still being yourself.
Harvard Business Review
AUGUST 20, 2012
Where do you turn for the resources you need to fuel growth? Do you hire new talent, or ask for more from your existing employees? In growing companies, the temptation to fuel growth by hiring new talent is almost irresistible. The hiring path is especially compelling for hot growth companies; they are inherently attractive employers and can afford new resources.
Harvard Business Review
AUGUST 1, 2012
Whether the game involves competing every four years in the Olympics or every day in a business, winning brings advantages that make it easier to keep winning. To understand sustainable success, I compared perpetual winners with long-term losers in professional and amateur sports and then matched the findings to business case studies for my book Confidence.
Harvard Business Review
AUGUST 21, 2012
In a business world obsessed with gaining more customer intelligence, you would think that email marketing would get more respect. But just look at media spending. According to eMarketer, this year U.S. companies are spending about $64 billion per year on TV, $34 billion on print ads, and $39 billion on Internet advertising. And how much are they are spending on email?
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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
AUGUST 23, 2012
There's a difference between leading a global company and being a global leader. America has a lot of people who can do the former, but not so many who do the latter. To be successful, any leader of a global corporation has to be brilliant, and master the functional skills they learned in business school. He or she must be a strong communicator and a strategic thinker, and know how to collaborate with stakeholders of all stripes.
Harvard Business Review
AUGUST 14, 2012
Picking a number two is among the most important decisions any leader makes. Getting it right shapes a leader's direction, effectiveness, and legacy. In U.S. Presidential elections, the choice of a running mate can influence voter views of the candidate and shift the dialogue, as happened following Mitt Romney's naming of conservative budget-chopping congressman Paul Ryan as his vice presidential pick in the race for the White House.
Harvard Business Review
AUGUST 7, 2012
We've all been there. The subordinate we're talking to, the boss we're reporting to, the supplier we're dealing with is being plain unreasonable. They somehow don't "get it" and refuse to even consider what seem to us to be perfectly reasonable requests or complaints. We end up hugely frustrated, get a bit tetchy, and then they take offense. Pretty quickly the dynamic deteriorates and we lose a valued employee, upset an important manager, or maybe lose a deal.
Harvard Business Review
AUGUST 3, 2012
These days, it's not hard to find people who question the role that financial markets play in our economy , who argue that shareholder value is a flawed metric of corporate success , who say that linking pay to financial markets is a big mistake. In 1997, though, such arguments were pretty close to unheard of. Which is what makes Doug Henwood's book Wall Street , published that year, such an amazing document.
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
AUGUST 1, 2012
The practice of business-to-business selling is in a curious state. On the one hand, commentators and academics are repeatedly telling us that transactional selling is outmoded and that relational selling is the 'new normal.' On the other hand, most businesses are operating with traditional models of salesperson recruitment and training. The American Society for Training and Development (ASTD) estimates that in the U.S., $15 billion is spent per year on sales training.
Harvard Business Review
AUGUST 8, 2012
They are all over the Games. They greet you at the airport. They direct you from the trains. They guide you through the Olympic Park. Danny Boyle acknowledged them as the key to the success of the opening ceremony. There are 70,000 of them, constituting nearly half of the Olympic workforce, Britain's biggest peacetime mobilization of people since the Second World War.
Harvard Business Review
AUGUST 3, 2012
Do you struggle to reach customers beyond your own country's borders? If targeting clients in other countries seems daunting, there is one simple step you can start with: Translate something. You have to speak the language of your customers. And that isn't just an overused metaphor. It refers to actual languages — like Spanish, French, or Chinese.
Harvard Business Review
AUGUST 14, 2012
Donald Sull , London Business School professor, poses three questions to break down complex strategies into actionable steps. For more, see the article Simple Rules for a Complex World.
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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