written by Marc Kauffmann
Outsourcing people, processes, and information technology to a third party has become commonplace. It provides organizations with an opportunity to gain operating efficiencies, improve performance, lower costs, and focus on core competencies. Many businesses, however, neglect to take sufficient care of the relationship, adopting an “out of sight, out of mind” approach once outsourcing begins. Continue reading
written by Shantanu Gosh
From custodian of corporate assets and financial information, the CFO’s role has expanded to a bewildering degree, requiring organizations to reassess their entire approach to financial operations. The old silo mentality is outdated; organizations must develop a more efficient and effective financial operation that drives value across the enterprise. The CFO, being at the center of this process, is best able to drive the necessary changes to create such an interconnected enterprise. However, to be successful, the CFO must learn to leverage all of the tools, expertise, delivery models, and resources available both within the organization and externally, for no single executive has the time to personally research and oversee every aspect of such a transformation. Continue reading
by Scott Edinger
What makes a leader inspiring? By far, the most common answer I hear from the thousands of leaders I’ve spoken with on the topic is “charisma.”
And who would argue? When they hear that answer, people typically nod knowingly; we all seem to recognize the power of charisma to motivate. Rosabeth Moss Kanter, recently wrote on this site about its importance.The sociologist Max Weber described it as being endowed with supernatural, superhuman, and exceptional powers. Continue reading
written by Martin Reeves
Companies that correctly match their strategy-making processes to the competitive circumstances of their industry, business function, or geographic markets perform better than those that don’t. But, as I discussed my last post, far too many lack a systematic way to do so. In that post I explained how choosing a strategy for setting strategy required asking two questions about your situation: How unpredictable is your environment? How much power do you or others have to change that environment? The answers give rise to four styles for executing strategy: classical, adaptive, shaping, and visionary. Continue reading
Wriiten by Tony Schwartz
Tony Schwartz is the president and CEO of The Energy Project and the author of Be Excellent at Anything.
In my most recent blog, I wrote about how we’ve allowed technology to take a pernicious toll on our attention, and in turn, on our creativity, our resilience, our relationships and, ultimately, our productivity. Continue reading
