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King Arthur and the Knights of the Round Table (anon. medieval)

How Evolving C-Suite Structures Affect Performance

Idea posted: February 2013
  • Strategy
  • CSR & Governance
  • Leadership & Change
  • Operations

The size and structure of C-Suites has changed significantly over the past few decades. An examination of these changes reveals a number of shifts, including one towards more product-focused (or front-end) functional managers in organizations with closely-related business units, and an increase in administrative positions where organizations invest more in IT. These findings also have an impact on general managers’ salaries. Here’s why executives should pay attention to these shifts when structuring their top teams.

Idea #082
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Principles of Competitive Global Talent Management

Idea posted: February 2013
  • Strategy
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

Companies must use talent management to build and sustain a talented workforce. Recruit, develop, deploy and retain the right people; these are the core aims of a successful global talent management strategy. Rather than follow untailored ‘best practices’ to do that, a company can subscribe to six outline principles that are consistent with the organization’s overall strategy and culture.

Idea #018
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Humanoid with his knowledge of universe on space background

Embed the Strategy (Do Not Rely on Cascading)

Idea posted: May 2013
  • Strategy
  • Leadership & Change
  • Learning & Behaviour
Institutions: INSEAD

It’s not enough to ‘cascade’ strategy down through the chain of command. Senior leaders need a ‘direct line’ of communication with employees. Decisions about the future of the business need to be explained by those who make them. Supervisors and middle managers help to embed strategy by creating the working conditions that make it possible — not by ‘parroting’ the ideas of senior leaders

Idea #143
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Think difference

How Social Intrapreneurs Get Heard

Idea posted: May 2013
  • Strategy
  • CSR & Governance
  • Innovation & Entrepreneurship
Institutions: INSEAD

Corporate social entrepreneurship initiatives, usually the work of intrapreneurs (entrepreneurial executives within the corporation) keen to solve social problems, have important macro- and micro-economic implications. They create value for people who are not current stakeholders - and they create opportunities to innovate and diversify. There are, however, barriers to their development. A model that counters the conventional logic of the organization and puts financial sustainability before growth could be the solution.

Idea #151
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Chery A1 - service/repair shop in Ukraine (Source: Wikipedia Commons)

Reasons for Product Recalls: Safety on the Line

Idea posted: December 2013
  • Strategy
  • CSR & Governance
  • Operations

Product recall is an increasingly common problem for manufacturing industries. But its causes are rarely researched. Most studies concentrate on its effects. The  financial impact of withdrawing a product from sale has been examined in detail; the PR ‘fall-out’ much discussed. This Idea shifts the emphasis to the ‘plant-level drivers’ of recalls — and reveals the ‘systematic’ and operational reasons for quality-control failure and serious product flaws.

Idea #285
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Ideas, Implementation and the Learning Organization

Idea posted: January 2014
  • Strategy
  • Innovation & Entrepreneurship
  • Learning & Behaviour

Employee deviation from official strategy can result in discoveries and innovations that increase profits. It’s not always to be actively encouraged, though. Employees who try to implement the ideas of management — and provide feedback on what works and what doesn’t — can better serve the interests of the organization in the long term.

Idea #314
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The Steben Twins, famous trapeze artists and innovators of the feet-to-feet catching technique (Source: Wikimedia Commons)

Innovation Partnerships — Loosely or Tightly Coupled?

Idea posted: February 2014
  • Strategy
  • Innovation & Entrepreneurship

‘Loosely coupled’ research partnerships — in which the flow of new ideas and new knowledge tends to be one-way — are often considered the ‘poor relation’ in the quest for innovation. They can, however, be just as successful as ‘tightly coupled’ and more reciprocal alternatives. Much depends on the conditions at the ‘in-sourcing’ company. 

Idea #329
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St. Augustine Departing for Milan, detail from a fresco in the apsidal chapel, Sant'Agostino, San Gimignano, by Benozzo Gozzoli, 1464-65

How to Keep Clients When a Linchpin Leaves

Idea posted: February 2014
  • Strategy
  • CSR & Governance
  • Leadership & Change
  • Marketing
Institutions: INSEAD

Losing clients can be a serious risk when a key member of staff leaves, particularly in the creative and professional-services industries. Including non-compete clauses in employee contracts has, so far at least, proved an ineffective mitigation strategy. Is ‘multiplexity’ — increasing the number of ‘human ties’ between client and company — the ‘optimal’ solution? Only, finds new research, in certain circumstances.

Idea #330
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Dr. Manmohan Singh in 1994, when finance minister. He subsequently became Prime Minister of India (Source: Wikimedia Commons)

Modernizing without Westernizing: Social Ties and Indian Business

Idea posted: March 2014
  • Strategy
  • Finance
  • Marketing
  • Operations

The modernization of India’s economy, begun in the early 1990s when Manmohan Singh, then finance minister, introduced a series of reforms, has not reversed centuries-old traditions. Personal affiliations and kinship ties, long the bedrock of Indian society, continue to exert a powerful influence in the financial sector. India’s economy has been liberalized — but not, necessarily, Westernized.

Idea #341
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Dinamismo di Treno Nave Aereo, 1929, by Italian futurist painter Giulio D'Anna (Source: Wikimedia Commons)

Why Inferior Innovations Often Beat the Best

Idea posted: April 2014
  • Strategy
  • Innovation & Entrepreneurship
  • Learning & Behaviour

In theory, companies base decisions on whether or not to buy a new technology on an objective assessment of its merits and demerits. In practice, however, it doesn’t always work that way. Random events and ‘copy-cat’ behaviours among competitors play a significant role in the spread of innovation.

Idea #369
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Walkie talkie. Image from World War II US Signals Corps' manual (Source: Wikimedia Commons)

How to Lead Virtual Teams

Idea posted: May 2014
  • Strategy
  • Leadership & Change
  • Learning & Behaviour
Institutions: INSEAD

Virtual teams, groups of diverse and geographically dispersed people communicating mainly by technology, pose challenges for companies. They can deliver superior performance and become an important source of value creation, but they demand a new management and leadership approach. Organizations that apply the ‘rules’ for classic or traditional teams will be disappointed.

Idea #384
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Foreign Acquisitions: The Path to Better Productivity at Home?

Idea posted: June 2014
  • Strategy
  • Operations

Cross-border acquisitions can be risky and complex but they can also create value and improve productivity in the long term. Much depends on the professional ‘ecosystem’ offered by the host country — and on the acquirer’s willingness to make complementary capital investments at home.

Idea #409
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Robert Maxwell, media tycoon and owner of Mirror Group Newspapers, 1991 in London. Maxwell died in November 1991 (Copyright: Shutterstock)

The Curse of the Narcissistic CEO

Idea posted: June 2014
  • Strategy
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

In theory, strategic decision-making is a democratic process in which the knowledge and previous experience of all executives is brought to bear. In practice, it doesn’t always work that way. A recent study finds that more narcissistic CEOs fail to pool knowledge effectively, putting themselves and their own experiences first. This underlines the importance of checks and balances on CEO power.

Idea #404
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Millennials 2: Concerned about Opportunities for Growth and Quality of Life

Idea posted: May 2015
  • Strategy
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour
Institutions: INSEAD

A new global survey shows Millennials from different regions of the world have different fears about their work lives. On average, the number one fear was getting stuck in a job with no development opportunities. In Latin America, however, the fear of not realizing their career goals dominated, while North Americans feared working too much most of all. (Editor's Note: This article is based on Part 2 of the survey)  

Idea #516
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