Implement a revolutionary, transparent corporate environment that: (1) allows meritocracy to assert its proper influence on the decision-making process; (2) eradicates the power of brow
Catalytic leadership helped a Swedish CEOintroduce organic, self-organizing principles,which helped save the company and pavethe way for international success.Clearly, theguidelines presented are not
Twenty-first century companies are in great need of innovative leaders. They need men and women who know how to put new ideas to work effectively and responsibly in every corner of their organizations. They need people who will define what's next in our markets and societies. But that doesn't mean...
Never before has leadership been so critical, and never before has it seemed in such short supply. That's why we're delighted to announce the Leaders Everywhere Challenge today. The second leg of the 2012-13 HBR/McKinsey M-Prize calls for real-world case studies and bold hacks that demonstrate how we can dramatically expand the leadership capacity of all of our organizations by both redistributing power in a way that gives many more individuals an opportunity to lead, and equipping and energizing people to lead even when they lack formal authority.
Leadership practices have something in common with aging rock bands that continue to headline in obscure little venues: both have passed their prime yet fail to recognize it.
For all of the billions organizations invest each year in “leadership development,” a criminal amount of human potential is left on the table. Training and development programs almost universally focus factory-like on inputs and outputs: absorb curriculum, check a box; learn a skill, advance a rung...
HCL Technologies overhauled its annual business planning process, turning it into an opportunity for a) grooming future leaders, b) pushing the envelope of organizational transparency, and c) leveragi
