| Articles – People |
• MIT
SLOAN – Social Identity Conflict
The complex effects of employee identity
on the workplace: GO |
• WHARTON
– Retain or Lay Off Workers?
Until the 1990s, retraining ruled at companies
like IBM. Big Blue, which promised lifetime employment to its
workforce, moved its employees every few years and when it did,
taught them new jobs: GO |
• WHARTON
– Ways to Retain and Reward Employees
Hint: We’re Not Talking Stock Options:
GO
|
• FAST
COMPANY – How to Get Bad News to the Top
If you think that what you don’t know
can’t hurt you, you haven’t been reading the papers:
GO |
•
MIT SLOAN – The Hidden Leverage of
Human Capital
A down economy is not the time to ‘slash-and-burn’,
but rather to ensure growth potential during the ensuing rebound.
This requires a focus on strengthening key relationships, capitalising
on underutilised staff, clarifying strategic roles and forging
stronger links between compensation and results: GO |
• FAST
COMPANY – Finance – How to Spot the Next Enron
Want to know how to avoid being fooled by
the next too-good-to-be-true stock market darling? Just remember
these tips from the cynics of Wall Street, the short sellers:
GO |
• FAST
COMPANY – 25 Rules for Leaders
Fast Company’s recent RealTime San Diego
generated a remarkable collection of ideas, tools, and inspirational
advice. Here are 25 of the smartest insights that we took away
from the event: GO |
• MIT SLOAN
– The Perils of Power
Fast-growing founder-run companies are more
likely than other companies to need strong boards – and
less likely to have them: GO |
• MIT SLOAN
– Comparative Advantage of X Teams
The current environment demands a new brand
of team – one that emphasises outreach to stakeholders
and adapts easily to flatter organisational structures, changing
information and increasing complexity: GO |
• WHARTON
– Enron’s Kenneth Lay
Michael Useem, director of Wharton’s
Centre for Leadership and Change Management, says Lay could
have taken specific action that would have prevented bankruptcy
and saved the jobs of thousands of Enron employees. Useem compares
Lay’s choices with those facing Salomon chief executive
John Gutfreund a decade earlier: GO |
• SLOAN
– Managing the Total Customer Experience
Offering products or services alone is no
longer enough; organisations must provide their customers with
satisfactory experiences. Competing on this dimension means
orchestrating all the ‘clues’ that people detect in
the buying process: GO |
•
WHARTON – Improving Corporate Governance
The spectacular failure of the Enron board
to question company management about activities that could,
and did, harm the company, will have an impact on more than
just the shareholders, employees and creditors. Such behaviour
casts a pall on efforts by other American firms to establish
boards that are independent, assertive and willing to ask the
tough questions: GO |
• WHARTON
– Leadership from Below
In politics as in business, leadership isn’t
a solo performance. The top gun must depend on those just below.
And those individuals must be strong leaders in their own right,
able to make effective decisions and think strategically, says
Michael Useem, director of Wharton’s Centre for Leadership
and Change Management: GO |
• FAST
COMPANY – Barry Shepard
He helps some of the world’s best-known
companies cut through marketing clutter and communicate effectively
with their customers. His secret for helping brands get and
keep your attention? A picture really is worth a thousand words:
GO |
•
FAST COMPANY – Promotion
The transition from team player to the leader
can make – or break – your career. Here’s Fast
Company’s six-point leadership guide: GO |
• FAST
COMPANY – 360 Degree Customer Care
Thomas M. Siebel shares his principles for
meeting the complex demands of customers who want to interact
seamlessly with companies across various platforms. Learn to
wow your customers on every front: GO |
•
FAST COMPANY – Strategic HR
Kevin Wheeler predicts an HR revolution will
turn corporate training on its ear. In order to survive and
thrive in the future, he says, every fast company must deploy
a strategic minister of talent. Here’s why: GO |
• FAST
COMPANY – Extreme Networking
Incoming business-school students from Harvard
to Stanford use web-based communities to get to know each other,
to make group deals for computers and cell phones, and to launch
business plans – before they attend their first class!
Call it extreme networking: GO |
•
FAST COMPANY – Life vs Work
‘The greatest sources of satisfaction
in the workplace are internal and emotional:’ GO |
•
SLOAN – Change in the Midst of Crisis
There is no recipe for pulling an organisation
through a crisis. You have to think on your feet. This case
study shows that even in a complex, high-pressure industry openness
to learning can light the way: GO |
• SLOAN
– Management Practices
How to prevent high turnover, burnout and
loss of employee commitment which are undermining some high-profile
companies: GO |
• FAST
COMPANY – Scott Bedbury
Scott Bedbury has served as a brand architect
for some of the world’s most dynamic brands, helping make
‘Just Do It’ part of the global lexicon and tall lattes
a part of everyday life for millions: GO |
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