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We live in an age of polarization. Many of us may be asking ourselves how, when people disagree with or discount us, we can persuade them to rethink their positions. The author, an organizational psychologist, has spent time with a number of people who succeeded in motivating the notoriously self-confident Steve Jobs to change his mind and has analyzed the science behind their techniques. Some leaders are so sure of themselves that they reject good opinions and ideas from others and refuse to abandon their own bad ones. But, he writes, "it is possible to get even the most overconfident, stubborn, narcissistic, and disagreeable people to open their minds." He offers some approaches that can help you encourage a know-it-all to recognize when there's something to be learned, a stubborn colleague to make a U-turn, a narcissist to show humility, and a disagreeable boss to agree with you.

Remote working seems like it's here to stay, even after the pandemic ends. Employees enjoy the flexibility, and research shows that they can be more productive. But what do we lose when we never see our coworkers in person? The author explores several new books on the topic.

The contemporary artist on how he went from being a lonely, unpopular geek to commercial success and critical acclaim.

The skills needed in many roles are continually changing--and sources of talent are too. PLUS a silver lining for female founders, bankruptcy in the time of Covid, the psychology of jargon, and more.

Is your transformative company program having trouble getting traction? New research from Europe suggests that a little humor might propel it forward.

Whether it's mobile phones or autonomous cars or telemedicine, a well-functioning robust 5G ecosystem will require licensing executives to have a deep understanding of the need for timely licensing to support technology development and adoption. It is important that the parties to patent licensing agreements understand that value doesn't depend on the numerosity of patent portfolios, but on use value. The ecosystem is impaired when parties to licensing transactions are recalcitrant and advance bogus indicia of value. The 5G stakes are sufficiently high that top management oversight is likely required.

Many organizations are embarking on digital transformation to be future-ready. However, there is a lack of conceptual clarity on the underlying design logic of a future-ready enterprise. A digitally transformed enterprise must be ready to respond to unpredictable dynamism and pervasive digitalization. Such an enterprise must incorporate the duality of exploitation and exploration as well as the fusion between business and technology into its organizational design. This article presents a framework based on the digital transformation journey of DBS Bank and draws new managerial insights for driving digital transformation strategically.

The leadership literature is replete with admonitions that successful leadership requires confidence. While that may be true, striving for greater confidence runs the risk of overconfidence. Overconfident leaders put themselves, their teams, and their organizations at risk. There are reasons to be skeptical that greater confidence improves performance, and substantial reasons to worry that greater confidence can undermine preparation. This article offers suggestions to avoid being fooled by overconfident charlatans. It also offers strategies for wise and honest leaders who would like to be both confident and truthful.

Facing constant pressures to grow, established firms increasingly harness external innovation by collaborating with and eventually acquiring startups. To succeed in their exit through acquisition, startup firms and incumbents have to master three steps (the "3 Cs") that enhance the co-specialization with the acquirer: establishing the Complementarity of offerings, generating Customer endorsement, and attracting an acquirer executive Champion. Drawing on a multiple-case, inductive study of seven Israeli startup acquisitions completed by two acquirers from the information and communications technology (ICT) industry, this article illustrates the different approaches pursued by the startup firms and their acquirers to succeed in managing pre- and post-acquisition processes.

Startups in entrepreneurial ecosystems such as Silicon Valley constantly generate potentially disruptive technologies and business models. Consequently, multinational companies are finding it essential to be connected to the ecosystems where these opportunities are emerging, and many have opened "innovation outposts" in these locations. However, not many outposts succeed in effectively connecting their companies with these ecosystems. This article details why outposts often fail to become "effective brokers" and what companies should do for their outposts to deliver their full potential.

Contrary to existing literature, startups can be successful orchestrators of ecosystems. Based on nine qualitative case studies, this article introduces four archetypes that shed light on how a startup can fulfill the tasks of an orchestrator and overcome challenges. The findings identify dimensions of standardization/customization and sources of value creation as defining the role of ecosystem orchestrators and demonstrate the consequences for small and medium-sized enterprises (SMEs), corporates, investors, and accelerators involved in such ecosystems.

Innovations by front-line workers are a significant source of competitive advantage in manufacturing industries. New research shows that when managers send these employees to other plants within the organization on short assignments, the value of their innovations increases.

Leading European manufacturers are adopting circular business models, whereby they identify and collaborate with business-ecosystem partners to achieve environmental benefits while still meeting profit targets. The authors analysis of how 15 large companies are making the transition reveals challenges in aligning incentives and motives among partners, identifying new partners, involving customers, and planning for extended implementation.

As organizations plan for ways to bring remote employees back to the workplace, they should take advantage of the opportunity to rethink how and where work is best done, and how to combine the best aspects of remote and colocated work.

COVID-19 is driving a transformation in the ways we work, accelerating a shift to hybrid virtual and in-person models, and requiring a fundamental change in the skills team leaders need to succeed. Leaders will need to play four roles Conductor, Catalyst, Coach, and Champion as they adapt to managing a hybrid post-pandemic workforce.

China's strong collectivist culture may have helped it to become a manufacturing powerhouse, but the individualistic United States may have an edge in technology-driven innovation.

Managers - whether they realize it or not - have a profound influence over how people they work with think and feel. This article presents ten nonverbal behaviors managers should (or should not) be doing, the science behind them, and the tools to start modifying them. The ten topics covered are: avoiding micro-aggressions, liking and valuing others, building trust and consensus, listening, resting "cranky face," power, status, intelligence, deception, and how to leverage the "wisdom of the crowd" to better "read" others. Knowing these nonverbal strategies can potentially make managers more effective in their workplace.

While millennials appear motivated to support the evolution of stakeholder capitalism and solve challenging social problems via entrepreneurship, the challenges they face as business founders are also greater than those experienced by previous generations. Canadian start-ups can experience significant challenges when trying to secure financing, which is why some of our best and brightest entrepreneurs relocate to the United States. In Canada, there are three categories of business incorporation: charity, non-profit, and for-profit. Charities and non-profits are heavily reliant upon government grants, but they pay no taxes because they exist to contribute to society. Social enterprises are required to incorporate as for-profit ventures and so they pay the corporate tax rate. Now imagine a Canada with a fourth category of incorporation, one designed to give social enterprises the same tax benefits that are offered to charities and non-profits. This fourth “social enterprise” category could make our nation a tax haven for social entrepreneurship. Instead of pushing entrepreneurs away, Canada would attract top social entrepreneurial talent from the global talent pool. In addition, this simple policy adjustment has the potential to mitigate long-term fallout from pandemic measures that have left too many entrepreneurs struggling to survive.

First-generation blockchain applications are delivering business value by removing friction shared by ecosystem partners, but they complement rather than disrupt existing structures and grow ROI on existing technology. This article describes how early adopters are successfully building collaborative networks, how they are building trust, why private blockchain networks are still dominant, and other lessons from blockchain implementations.

Research shows that people engage in vicarious moral licensing at work, granting themselves leeway to do bad things in light of good deeds performed by close colleagues. Leaders are no exception. Even when leaders inspire good citizenship in their teams, two factors can make them susceptible to unethical behavior: narcissism and close identification with team members.