個案總覽

The twenty-first century poses new challenges for businesses, especially when it comes to velocity (the speed of now). This book looks at the intersections of leadership and velocity and offers key leadership competencies essential for our time; these competencies might be even more timely due to the COVID-19 pandemic and the need for effective leadership at all levels. There is a vital need for these competencies, but there are also contrasts in practice, leaders who are rising to the occasion and those whose lacking is clearly notable. Ten competencies are outlined throughout the text that can serve as a foundation for effective leadership. They are based on personal experiences, interviews with various leaders, and research. Written for managers and business leaders of all kinds, this book will help individuals and businesses establish their leadership brand and enhance their leadership practices. Chapter 3 explores the importance of effective communication. Collecting, providing, and transmitting information are a few keys to being an effective communicator of substantive material. Traits of effective and trustworthy communicators are discussed, including honesty, projecting confidence, and active listening. Communication is a two-way conversation, and listening is just as, if not more, important than talking. Other areas of communication are also discussed, such as nonverbal cues and contextual awareness. Apologizing and admitting leadership mistakes is essential for trust even though most leaders are hesitant to admit where they were wrong. E-communication is looked at briefly. Concrete ideas on how to act to be a leader as communicator are also given and explained, including speaking briefly and effectively, ensuring understanding, and asking questions.

The twenty-first century poses new challenges for businesses, especially when it comes to velocity (the speed of now). This book looks at the intersections of leadership and velocity and offers key leadership competencies essential for our time; these competencies might be even more timely due to the COVID-19 pandemic and the need for effective leadership at all levels. There is a vital need for these competencies, but there are also contrasts in practice, leaders who are rising to the occasion and those whose lacking is clearly notable. Ten competencies are outlined throughout the text that can serve as a foundation for effective leadership. They are based on personal experiences, interviews with various leaders, and research. Written for managers and business leaders of all kinds, this book will help individuals and businesses establish their leadership brand and enhance their leadership practices. Chapter 4 discusses the importance of leading by example, which allows for better understanding of expectations, congruency with core values, and higher levels of trust. A leader's example must be consistent; specific benefits of consistency are outlined, such as creating personal responsibility. Exemplars know that their example affects how members of the company view and respect one another and their stakeholders. It also encourages leadership skill development in the everyday routine. Leaders as exemplars should remember that no one is infallible and that owning their mistakes and showing their humanity is essential; they also need to be able to receive critical feedback, which can create a learning culture at all levels of the business. Leaders also need to regularly self-assess to ensure their example is as intended and is positively influencing their followers. Leaders should also make their values clear through their actions, such as committing to social justice initiatives and assessing organizational programs like rewards systems to ensure ethical behavior.

The twenty-first century poses new challenges for businesses, especially when it comes to velocity (the speed of now). This book looks at the intersections of leadership and velocity and offers key leadership competencies essential for our time; these competencies might be even more timely due to the COVID-19 pandemic and the need for effective leadership at all levels. There is a vital need for these competencies but there are also contrasts in practice, leaders who are rising to the occasion and those whose lacking is clearly notable. Ten competencies are outlined throughout the text that can serve as a foundation for effective leadership. They are based on personal experiences, interviews with various leaders, and research. Written for managers and business leaders of all kinds, this book will help individuals and businesses establish their leadership brand and enhance their leadership practices. This chapter looks at how leaders can be inclusionists, embracing diversity and promoting conscious inclusion and equity in an organization. Policies and practices should be created so all social identities can thrive; they should also be regularly assessed to ensure bias has not seeped into the business, which inhibits diversity and inclusion. This chapter looks at various benefits of diversity and how to maximize those through inclusive leadership. Some benefits include higher innovation, better decision making, increased profits, and reduced employee turnover. Six specific characteristics of inclusionist leaders are described, including being committed, curious, and culturally intelligent. An inclusionist leader should also be an exemplar and should cultivate a welcoming environment that respects differences and helps the team see the value in them. How to develop cultural competency is also discussed. Examples of ways leaders are engaging in inclusive practices during the COVID-19 pandemic are outlined and other tools for inclusive leadership development are given.

The twenty-first century poses new challenges for businesses, especially when it comes to velocity (the speed of now). This book looks at the intersections of leadership and velocity and offers key leadership competencies essential for our time; these competencies might be even more timely due to the COVID-19 pandemic and the need for effective leadership at all levels. There is a vital need for these competencies, but there are also contrasts in practice, leaders who are rising to the occasion and those whose lacking is clearly notable. Ten competencies are outlined throughout the text that can serve as a foundation for effective leadership. They are based on personal experiences, interviews with various leaders, and research. Written for managers and business leaders of all kinds, this book will help individuals and businesses establish their leadership brand and enhance their leadership practices. Chapter 6 discusses the growing responsibility of leaders-leaders in the business as well as employees-to represent the organization. These leaders are able to create, practice, and preach the company's vision through their actions. They must represent the right image of the brand in all they do and how they communicate; they also need to live the organization's values in a public and private manner. Proactive ambassadorship is vital. This is increasing in importance due to the rise of social media and today's pace of life in the workplace. Various attributes are described that are needed to be an effective leader as ambassador, including being passionate, knowledgeable, authentic, and confident. Examples of how a leader as ambassador can directly create positive outcomes are also given. Brand ambassadorship programs are another option to reach more customers in a specific location. Ideas on how a leader can develop the competency of being an ambassador are also described.

The twenty-first century poses new challenges for businesses, especially when it comes to velocity (the speed of now). This book looks at the intersections of leadership and velocity and offers key leadership competencies essential for our time; these competencies might be even more timely due to the COVID-19 pandemic and the need for effective leadership at all levels. There is a vital need for these competencies, but there are also contrasts in practice, leaders who are rising to the occasion and those whose lacking is clearly notable. Ten competencies are outlined throughout the text that can serve as a foundation for effective leadership. They are based on personal experiences, interviews with various leaders, and research. Written for managers and business leaders of all kinds, this book will help individuals and businesses establish their leadership brand and enhance their leadership practices. Chapter 7 explores how the leader can be a catalyst for change. Leaders inspire others and convince them change is needed, then lead the execution of those changes; however, continuous change can increase employee stress. Effectively leading change means following best practices from creating the change vision, communicating effectively, mitigating risk, and controlling the by-products, such as employee stress. This chapter looks at what drives change and how change looks at a practical level. How to be an effective change agent is also discussed; essential traits of change agents are outlined, including optimism, resilience, and empathy. Being adaptive and flexible is also essential to being an effective change agent. Several best practices for leading change are explored. The "three Cs" for effective change leadership are also introduced: communication, collaboration, and commitment. Beyond these three Cs, this chapter offers a new change framework, "C6." These six Cs include communication, collaboration, confidence, cohesion, climate, and conversion.

The twenty-first century poses new challenges for businesses, especially when it comes to velocity (the speed of now). This book looks at the intersections of leadership and velocity and offers key leadership competencies essential for our time; these competencies might be even more timely due to the COVID-19 pandemic and the need for effective leadership at all levels. There is a vital need for these competencies, but there are also contrasts in practice, leaders who are rising to the occasion and those whose lacking is clearly notable. Ten competencies are outlined throughout the text that can serve as a foundation for effective leadership. They are based on personal experiences, interviews with various leaders, and research. Written for managers and business leaders of all kinds, this book will help individuals and businesses establish their leadership brand and enhance their leadership practices. Chapter 8 looks at the importance of leaders being able to connect with people and build relationships that can help achieve an organization's vision. They network with others and foster a collaborative environment. Being able to network effectively is vital and will contribute to the entire team's success. This chapter explores the importance and history of networking as well as how leaders can be successful in this with the overwhelming velocity the world is in today. Individual connection, team connection, and organizational connection are all discussed. Leaders need to keep three main elements in mind when connecting their organization: vision, value, and voice. Each of these and their role in building bridges are briefly described. Leaders as connectors need to have humility and ensure psychological safety in the workplace; everyone should feel a sense of belonging and that their contributions are valued and utilized.

The twenty-first century poses new challenges for businesses, especially when it comes to velocity (the speed of now). This book looks at the intersections of leadership and velocity and offers key leadership competencies essential for our time; these competencies might be even more timely due to the COVID-19 pandemic and the need for effective leadership at all levels. There is a vital need for these competencies, but there are also contrasts in practice, leaders who are rising to the occasion and those whose lacking is clearly notable. Ten competencies are outlined throughout the text that can serve as a foundation for effective leadership. They are based on personal experiences, interviews with various leaders, and research. Written for managers and business leaders of all kinds, this book will help individuals and businesses establish their leadership brand and enhance their leadership practices. Chapter 9 discusses the need for leaders to be participants in securing, retaining, and developing talent. To be a leader as talent manager, three skill sets are needed: developing an ability to identify talent needs and establishing a process to secure that talent, being involved in the development and implementation of retention policies and practices, and being invested in employee professional growth. The labor force is getting more and more competitive, resulting in higher competition in talent recruitment. Two forms of talent recruitment are described: internal and outsourcing recruitment. Ideas for retention efforts are explored, including analyzing benefits and giving the option of telecommuting. Key actions of being a leader as talent manager are discussed, including having an active role in recruitment, having a talent-centric mindset, and transforming the organization's culture. Succession planning and internal pipeline growth are also essential.

The twenty-first century poses new challenges for businesses, especially when it comes to velocity (the speed of now). This book looks at the intersections of leadership and velocity and offers key leadership competencies essential for our time; these competencies might be even more timely due to the COVID-19 pandemic and the need for effective leadership at all levels. There is a vital need for these competencies, but there are also contrasts in practice, leaders who are rising to the occasion and those whose lacking is clearly notable. Ten competencies are outlined throughout the text that can serve as a foundation for effective leadership. They are based on personal experiences, interviews with various leaders, and research. Written for managers and business leaders of all kinds, this book will help individuals and businesses establish their leadership brand and enhance their leadership practices. This chapter looks at a leader's responsibility to help others reach their full potential, making the role of leader as coach and mentor vital. A coach and a mentor are two sides of the same coin; a coach knows when to motivate and how to instruct, while a mentor is more of a guide. Differences and similarities between the two are described. Leaders need to be able to transition between coach and mentor roles depending on the specific situation. The GROW model for mentoring and various approaches to mentoring are outlined. Attributes and actions of good and bad mentors are discussed. This chapter also offers ideas on how to develop this competency of being a coach, including asking instead of telling and being empathetic. Benefits of effective coaching and mentoring are briefly explored, including positive impacts on productivity and retention.

The twenty-first century poses new challenges for businesses, especially when it comes to velocity (the speed of now). This book looks at the intersections of leadership and velocity and offers key leadership competencies essential for our time; these competencies might be even more timely due to the COVID-19 pandemic and the need for effective leadership at all levels. There is a vital need for these competencies, but there are also contrasts in practice, leaders who are rising to the occasion and those whose lacking is clearly notable. Ten competencies are outlined throughout the text that can serve as a foundation for effective leadership. They are based on personal experiences, interviews with various leaders, and research. Written for managers and business leaders of all kinds, this book will help individuals and businesses establish their leadership brand and enhance their leadership practices. Chapter 11 discusses leaders as producers, those who execute on goals and objectives, drive results, and use feedback and experience to inform decisions. They need to not only create a compelling vision and strategy but also deliver the expected outcomes. Qualities of an effective leader as producer are described, such as efficiency, resourcefulness, and the ability to solve problems. Other areas in order to be a good producer are explored, including being a responsible leader, managing and delegating effectively, and analyzing critical data and information. This chapter also looks at how a leader can develop this competency of also being a producer, including how to execute on goals and objectives and how to drive tangible outcomes. A discussion of various actions a leader as producer can take is also offered. Anyone at any level of an organization can be a leader as producer.

The twenty-first century poses new challenges for businesses, especially when it comes to velocity (the speed of now). This book looks at the intersections of leadership and velocity and offers key leadership competencies essential for our time; these competencies might be even more timely due to the COVID-19 pandemic and the need for effective leadership at all levels. There is a vital need for these competencies, but there are also contrasts in practice, leaders who are rising to the occasion and those whose lacking is clearly notable. Ten competencies are outlined throughout the text that can serve as a foundation for effective leadership. They are based on personal experiences, interviews with various leaders, and research. Written for managers and business leaders of all kinds, this book will help individuals and businesses establish their leadership brand and enhance their leadership practices. Chapter 12 offers a summary of how leadership has changed in recent years. The ten competencies outlined throughout the book are suggestions on how to effectively lead in these fast-paced times when everything seems to be out in the open. Leaders need to be effective communicators, embrace differences, produce results, create processes for sustainable success, and participate in recruiting and retaining talent. The best leaders are humble enough to accurately self-assess. They confront their own competencies, seek feedback, delegate, and empower those around them. Ultimately, leaders should be life-long learners and continuously challenge their leadership assumptions, practices, and behaviors.

Birla Cellulose, a part of India's large conglomerate Aditya Birla Group, manufactured viscose fibre, which came from wood and was naturally sustainable. In 2017, the Changing Markets Foundation (CMF) brought out a report titled Dirty Fashion, which described the environmental damage caused by manufacturing practices used in viscose fibre production. The report detailed impacts on the environment, bodies of water, and communities around viscose manufacturing plants. Birla Cellulose responded to the report by collaborating with CMF and making significant changes to its manufacturing processes to comply with the highest standards around the globe. It ensured that its raw materials were responsibly sourced and that its products were responsibly manufactured and then properly handled at the end of their lives. The company was proud of its achievements. At the same time, it recognized that it needed to do more. In late 2019, the company's business director wondered how to make the company even more sustainable. What level of investment would be required? How could it adapt to changing consumer preferences and still retain the benefits it had recently gained?

The chair of the anesthesiology is attempting to develop a compensation plan that will reward the physicians in his department for their performance in clinical, teaching, and research activities. His efforts are impeded by a variety of conflicting incentives.

In March 2020, a physician in southwestern Ontario, Canada began working on the development of an innovative digital application called the Pandemic Population Health Navigator, designed to help mitigate the pressure on Ontario’s health care system due to the rapid increase and spread of COVID-19 infections. The founder worked quickly to engage local health system partners, trusted advisors, the provincial government, and a digital health vendor to support the development of his innovation, which was intended to act as a COVID-19 triage tool. The project garnered widespread support and benefited from unprecedented quick approval times by the provincial government, which was undergoing a provincial transformation to a new health care system. Six months later, however, unexpected issues and risks began to surface. A key stakeholder was threatening to terminate the project’s agreement due to increasingly complex customization demands from users of the Pandemic Population Health Navigator. The physician realized that he quickly needed to find a way to alleviate these complexities and associated risks, while maintaining the trust of his health care collaborators.

Governments are implementing policies to require vaccination for employees in certain settings while rolling out programs that require vaccination passports for public access to certain non-essential services. In this political and legal landscape, employers who are not directly impacted by government orders mandating vaccination are contemplating mandatory vaccination policies of their own. As employers implement a mandatory vaccination policy, the authors recommend the following safeguards: 1) Employees who cannot be vaccinated or who refuse the vaccine for human rights reasons must be provided with accommodation (i.e., regular testing, masking and social distancing measures, remote work options, etc.), unless it would amount to undue hardship. 2) Require vaccination for employees who will report to work at the office. 3) Employers should tread carefully when considering the termination of employees who refuse to be vaccinated. 4) In accordance with privacy legislation in certain provinces and at the federal level, employees must be notified of the purposes for which information on their vaccine status will be used. 5) Employers should minimize the information that they collect.

Saudamini Mattu was the chief executive officer of Abu Jani Sandeep Khosla (AJSK), a successful Indian luxury brand specializing in luxe couture, interior design, and wedding decor. The brand had roots in ancient Indian embroidery, and its story was inextricably linked with the personalities of its founders, Abu Jani and Sandeep Khosla, who thought of themselves as revivalists creating luxury products and experiences using designs with an Indian ethos. The luxury brand had deeply resonated with its loyal customer base for over three decades, but AJSK had to now address the relevance and sustainability of its brand story. Mattu therefore had to evaluate whether AJSK’s brand story was relevant in the constantly shifting luxury market, and recraft the brand story for the House of AJSK, while considering missed opportunities and the viability of the business model of a creative organization in a challenging economic scenario.

The chief commercial officer of Johnson Controls International, a multinational manufacturer and marketer of security systems, was noticing a change in the buying behaviour of one of its premier customers. As one of the company’s designated strategic accounts, this customer was entitled to multi-level collaborative support. Of late, the customer had been taking a “bid-and-buy” approach to its purchases, ignoring the standards agreed to in the strategic agreement with Johnson Controls International. It also sought a scaled-down version of a security system, and this ran contrary to the original strategic account agreement. The chief commercial officer was examining the way forward with the customer. Should he demote it from the strategic account status to a regular sales account, despite the risks involved in doing so?

Thomas Keller, the first and only American-born chef to hold multiple three-star ratings from the prestigious Michelin Guide, and Joe Essa, the immediate past Board Chair of the National Restaurant Association and the CEO of Keller's restaurant group, were class guests in the HBS course "Challenges and Opportunities in the Restaurant Industry" on March 12, 2020. Then, that night, they began to confront a situation they could not have imagined, the declaration of a national emergency and the immediate closure of all of their restaurants. Pondering how they could best save their restaurants, their staff, their communities and the restaurant industry, they examine how to navigate uncharted waters locally within their restaurant communities and nationally in an upcoming meeting with the President of the United States.

In 2018, the chairman of Sichuan Mt. Emei Zhuyeqing Tea Co., Ltd. (ZT), a tea enterprise founded in 1998, faced a strategic decision. ZT had become an economic entity in China, having successfully integrated tea plantation, cultivation, processing, and marketing. Since 2013, however, ZT had experienced sluggish growth. According to a third-party research report, the company’s development bottleneck was caused by fuzzy strategy and an out-of-focus operation. The company’s chairman needed to decide the next steps for ZT. Should ZT continue to pursue its cost leadership strategy by developing multiple brands and expanding geographically? Or should ZT adopt a focusing strategy, by building its green tea brand, and moving in stages toward the goal of national market expansion?

In mid-2020, the organizer of the Qingdao International Beer Festival (QIBF) faced a predicament. The QIBF was an annual festival held every August in Qingdao, China; however, due to the COVID-19 pandemic, the organizer had initially abandoned the idea of holding the QIBF in 2020. By the end of March 2020, the spread of the pandemic in China had been basically contained. The organizer then decided to restart the event preparations. However, on June 12, 2020, a second COVID-19 outbreak occurred in Beijing. Could the QIBF be held as expected in August 2020? What should be done to control the pandemic’s spread and coordinate the planning and design work of the festival? Based on this predicament, could the organizer meet the festival's goals while safeguarding the health of all participants?