TURNING TALENTS INTO PERFORMANCE DEMAND THAT EMPLOYEES MUST BE CAST IN THE RIGHT ROLES THAT RESONATE TO THEIR TALENTS. IN ESSENCE, THE MANAGER GETS THEM TO DO WHAT THEY ARE …
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IT PAYS TO BE IN THE DRIVING SEAT OF INDUSTRY EVOLUTION EVEN IF IT ADVERSELY IMPACTS A FIRM’S PROFIT MECHANISM.THE ANSWER TO QUESTION WHETHER A COMPANY WILL BE THE FIRST …
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EFFECTIVE ENTREPRENEURIAL LEADERSHIP IS CHARACTERIZED BY THE CAPACITY TO PROVIDE OTHERS WITH POWER AND AUTHORSHIP AND TO CREATE A FRAMEWORK FOR THEM TO MONETARILY AND/OR EMOTIONALLY OWN WHAT THEY DO. …
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PRODUCT FAILURE IS THE RESULT OF A COMPANY FOCUSING STUBBORNLY ON WHAT THEY WANT TO SELL TO THEIR CUSTOMERS INSTEAD OF PAYING CLOSE ATTENTION TO WHAT THOSE CUSTOMERS REALLY NEED. …
A COMPANY COMPETING FOR THE FUTURE, CARRIES OVER TO CONCEPTUALIZE NEW TYPES OF CUSTOMER BENEFITS OR TO CONCEIVE RADICALLY NEW WAYS OF DELIVERING EXISTING CUSTOMER BENEFITS. For a company competing …
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COMPANY COMPLACENCY OFTEN REARS UP AS FAILURE TO KEEP ABREAST WITH THE CURRENT TRENDS AND EXPECTATIONS OF A GIVEN INDUSTRY. Intellectual capital steadily erodes. Past knowledge about an industry is …
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A MANAGER THAT MICROMANAGES HARDLY SPENDS ENOUGH TIME TO DEFINE THE CRUCIAL OUTCOMES THAT MATCH THEIR COMPANY’S CURRENT STRATEGY FOR THEIR EMPLOYEES. The customer is the ultimate judge of value. …
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COMPANIES OUTSOURCING CAPABILITIES CRITICAL FOR THEIR FUTURE SURVIVAL COULD BE COMPARED TO PARENTS WHO OUTSOURCE THEIR RESPONSIBILITIES BY SPENDING INADEQUATE TIME WITH THEIR CHILDREN. IN BOTH CASES, A BLEAK FUTURE …
TO SECURE A TURF OF THE FUTURE, IT MAY BECOME EXPEDIENT FOR A COMPANY TO DEVELOP NEW CORE COMPETENCIES CAPABLE OF TRANSCENDING A SINGLE BUSINESS UNIT AND DELIVERING DIFFERENT PRODUCTS …
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A POOR MANAGER CREATES A CULTURE OF UNPRODUCTIVE MECHANICAL COMPLIANCE THAT CARRIES THE FLEXIBILITY, RESPONSIVENESS AND GOODWILL OF AN ORGANISATION OFF TO RUIN. To start with, the good manager realizes …
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