Nowhere to hide for Silicon Valley
We need a digital social contract to rebalance the implicit power held by the triumvirate of big tech, government and consumer.
Harvard Business Review
Tell me, do I want red or white?
If you want to influence your customers’ choices, take a look at the wine industry.
Should you cope or quit?
Respected, effective, and desperately unhappy. Here are four things to think about if you’ve hit a mid-career crisis.
How Japanese cope with Brexit
Japanese companies offer an interesting example of how international business is coping with the Brexit tumult.
How to do the vision thing
Even if you’re not a chief executive, you can still get hands-on experience in establishing the vision.
Three ways to sharpen your company’s vision
Even if you’re not a chief executive, you can still get hands-on experience in establishing a corporate vision.
Why no one gets fired
It looks far weaker to ignore poor performance than it does to address it, so why do bosses hesitate to fire people?
Don’t be chairman of the bored
Meetings can help individuals form a coherent whole. Or they can be a complete waste of time.
When it’s crowded at the top
People are staying at work longer, so what can companies do to keep younger workers that want to advance their careers?
How to give feedback that works
Telling people how we think they should improve actually hinders their learning. So what does work?
Data use requires better code
In the wake of customer data breaches, companies are recognising the need for more protections around its collection and use.
Economic boost from women’s leadership
Female leaders may be better able to unlock the benefits of diversity at the national level.
That Hollywood guy
Movie super agent turned Silicon Valley adviser Michael Ovitz says the best lessons come from mistakes, not successes.
Working out automation
The future of work is unclear. Here are five important, overlooked questions about technological change and jobs.
Business must embrace innovation
Despite innovative cultures being desirable and leaders claiming to understand what they entail, they are hard to create and sustain.
When you’re just not feeling it
Motivating yourself is hard at this time of year. Here are four ways to get yourself working when you’re just not feeling it.
Focusing on the future
Leaders have always been eager to see into the future, but uncertainty, complexity and volatility get in the way.
Immigrants help business adapt
Immigrants aren’t just creating more businesses; they’re creating more successful ones.
Finding a cure
Where are the women leaders in health?
Worker wellbeing makes sense
Tracking the data on the effectiveness of employee wellbeing programs can feel like watching a ping-pong match.
Co-drive best in the long run
Targets at work are reached by managers who set a pace that helps others perform at their best.
Question time
Research has found that many leaders discourage curiosity – to the detriment of organisations.
Lincoln: How I did the deal
Trump is not the first president to claim superior negotiating skills. More than 150 years ago, another showed how to get what you want against the odds.
Play, purpose and potential
How do you improve the performance of people who drive customer experience.
Going up against the clock
Take a break from your busy work and leisure schedule to read one of the many books out on time management.
Here to help, but not too much
Companies are keen on collaboration but there’s a limit to employees’ ability to be helpful to colleagues. Here’s how to avoid burnout.
Can you learn stress away?
There are typically two ways people try to deal with stress, but both have pitfalls.
Keeping matters private
Digital strategies and rapid technological obsolescence lifts mortality rates among existing public firms.
AI gets emotional
The smartphone in your pocket soon will not just know where you are but how you feel.
Keep learning for long career
Human beings have an astonishing ability to learn, but our motivation to do so tends to decrease with age.
Original URL: https://www.theaustralian.com.au/business/harvard-business-review/page/5