個案總覽

Discover some of the best ways to acknowledge and work through the fears of experimentation - while still embracing flexibility, creativity, and communication.

How can business leaders best understand the complex interplay between companies, economies, and societies?

Volatility in an industry should concern not only the companies within it but also the people who work for them. To stay ahead of developments that may disrupt your professional life, you must make two evidence-based diagnoses: How volatile is your industry? And what explains the volatility? The answers will equip you to disrupt your own career preemptively

A few Chinese companies recently have challenged the R&D strategies of foreign companies and offered lessons on how to make ideas commercially viable. But another, less obvious force to be reckoned with in China are the thousands of innovative companies that are quietly disrupting numerous industries and developing new products and new business models.

Findings don't have to be earth-shattering to be useful. In fact, obvious insights can help you overcome three barriers to change in your organization: resistance to new data ("But that's not what my experience has shown"), resistance to change itself ("But that's the way we've always done it"), and organizational uniqueness bias ("That will never work here"). You can also gain trust by confirming what people already believe.

A good psychometric test can easily outperform a räsumäscan and interview at predicting job performance and retention. Yet personality testing and other ways of analyzing potential present some significant challenges: For instance, not all assessments are accurate, and people's personalities vary from moment to moment, often depending on the challenge at hand. We need a finer-grained understanding of human potential.

Asking people to rate themselves has obvious disadvantages: They could fake their way to a higher score, or they might lack self-awareness. But self-report surveys make data collection efficient and offers access to respondents' thoughts, feelings, and behavior. Another benefit many people don't consider: The act of answering the questions can promote greater self-awareness, opening the door to self-development.

Now that companies have replaced rigid hierarchies with flatter, more fluid structures to promote agile ways of working, they have also made it harder for employees to chart a path for growth and advancement. This challenge is also a concern for employers,who must - for the sake of engagement and retention - show high performers how they can progress within the organization. Analytics can help highlight opportunities for getting ahead.

In the messy real world of ambiguous evidence and contentious objectives, organizational decisions - especially those about the people you're hiring, developing, managing, and trying to retain - usually hinge on relationships and trust. So, if you work in people analytics, you must learn to traffic in that currency to make an impact. It's not enough to be right. You also have to sell your model or idea. These tactics can help.

Many of us assume that the leadership handbook must be completely rewritten for the digital age. Is this true? Or are we overly focused on what's changing and thus neglecting the fundamentals? There is something to be said for both arguments. While many core leadership skills remain the same, the demands of digital disruption call for certain new ones, as well. This article explores which are which and what we can learn from organizations that are digitally maturing.

Companies whose boards of directors have digital savvy outperform companies whose boards lack it: Among companies with over $1 billion of revenues, 24% had digitally savvy boards, and those businesses significantly outperformed others on key metrics such as revenue growth, ROA, and market cap growth. Companies can improve their boards by knowing what characteristics to look for in existing and new board members, managing board agendas differently, and cultivating new learning opportunities.

Judgment bias has long been recognized and studied, particularly in the context of decision-making about hiring. Whether it's a one-time decision or something that recurs, limiting decision-making bias is a clear benefit to the outcome. The authors suggest a practical, broadly applicable approach to reducing errors in strategic decision-making: the Mediating Assessments Protocol (MAP).

Many decisions about strategy require that senior executives make evaluative judgments on the basis of extensive, complex information. A disciplined, sequential approach can mitigate common errors and improve the quality of both one-off and recurrent decisions in an array of business domains. The process described in this article is easy to learn, involves little additional work, and (within limits) leaves room for intuition.

High-skilled immigration is dramatically transforming the tech sector in the United States. U.S. tech workers over age 40 have good reasons to be concerned. In addition to competing with greater numbers of skilled foreign workers, older tech workers are now also more likely than younger workers to lose their jobs when technical work moves overseas.

Prioritizing process improvement, redefining performance, and committing to digitization, DBS Bank revitalized its performance management strategy and turned itself into one of the world's most successful global digital banks.

Although most manufacturers are beginning to flirt with digital technologies, not one has successfully pulled off a digital transformation. CEOs still have to figure out its art - and science - forcing them to draw up their game plans on the fly, which inevitably leads to tension and trauma. But they are learning. Here's how GE has navigated its own digital transformation process.

When a business is growing fast, decisions can get lost in the fray - especially if it's unclear that a decision even needs to be made. People in the workplace bring recommendations to four audiences: a manager or top executive (those who approve a recommendation), and peers or a broader set of stakeholders (those who execute a recommendation). To sell an idea and get others to take action, you have to understand what your particular audience needs to hear.

Many people have come to view disruption as a synonym for innovation. This single-minded focus leads companies to overlook an alternative path to growth: the nondisruptive creation of brand-new markets where none existed before. It's time to embrace the idea that companies can create without destroying - and expand the conversation about the problems they can solve and the opportunities they can seize.

In an age of digital distractions, mindfulness has become a billion-dollar industry that extends well beyond training to include products, services, and experiences. Attitudes on mindfulness vary from the cautious to the starry-eyed. However, one thing is certain: mindfulness is here and it is here to stay, as the conditions that gave rise to its popularity are only likely to intensify. Thus, it is incumbent upon managers to understand the phenomenon of mindfulness and this presents difficulties. The marketplace meaning of mindfulness has become so diffuse as to be almost meaningless, while the mainstream psychological definition is at best partial and at worst potentially myopic. In this installation of Marketing & Technology, we first explore the conditions that gave rise to the surge in interest in mindfulness. Second, by drawing on original source materials, we guide managers and marketing executives through the dimensions/types of mindfulness and integrate the various perspectives into two models. We conclude with an exploration of the opportunities and challenges that mindfulness poses to managers and marketing.

As the business world continues to expand globally, the U.S. and Canada remain great allies and trade partners. The Canadian market is an obvious avenue for expansion of U.S. companies, providing opportunities for U.S. executives to find themselves living north of the border. While culturally quite similar, there are some significant differences between the two countries of which potential U.S. expatriates should be aware. This article introduces the reader to personal income tax in Canada, highlighting some basic differences between the U.S. and Canadian tax systems. It also discusses the impact of those differences on tax planning. In addition, it will cover some requirements of individuals who are considered taxpayers of both countries. Finally, it will briefly discuss some tax and nontax consequences of giving up U.S. citizenship.