Category Archives: How to

The Talent Your Organization Needs May Already Be on the Payroll


By Jeremy Eden and Terri Long – Unfortunately, many executives and HR professionals have spent the last few decades solving the wrong problem.

They are correctly convinced that growing their business requires having more talent than their competitors. They are also convinced that they must compete hard to win talent that might otherwise go to their competitors.

Instead they should be more fully utilizing the talent they already have. more>

How to Learn


A Random Walk in Science, Author: Charles Lutwidge Dodgson (Lewis Carroll).

By Maria Popova – Mental recreation is a thing that we all of us need for our mental health; and you may get much healthy enjoyment, no doubt, from Games … But, after all, when you have made yourself a first-rate player at any one of these Games, you have nothing real to show for it, as a result! You enjoyed the Game, and the victory, no doubt, at the time: but you have no result that you can treasure up …

Once master the machinery of Symbolic Logic [2], and you have a mental occupation always at hand, of absorbing interest, and one that will be of real use to you in any subject you may take up. It will give you clearness of thought—the ability to see your way through a puzzle—the habit of arranging your ideas in an orderly and get-at-able form—and, more valuable than all, the power to detect fallacies, … more>

The Executive’s Guide To Mergers And Acquisitions

By Michael Glessner & Alexander Tang – Each merger is different, but most companies can expect to experience many of the following pains:

  • Dispersed technical solutions across business sites and segments (ERP, PLM, PPM, QMS and others). Existing solutions within each company can include multiple packages from various vendors which were never fully integrated from previous mergers, which significantly adds to the complexity of the situation
  • Lack of discipline around existing business processes including new product development, new technology development and portfolio management
  • Varying levels of willingness to integrate
  • High number of procedures for employees to follow with many outdated ones still in effect
  • Lack of balance between required design control requirements and business objectives (this is even more important in regulated industries)
  • Significant resource constraints

Faced with dismal numbers and many of the challenges above, the operations executive is often betting his or her career based on the results of the integration effort. more>

The Dead Simple Way Google Ventures Unlocks Great Ideas

By Mark Wilson – Simple dot stickers, just like you can buy from any office supply store, are Google Ventures’ preferred voting mechanism used to narrow down a big pile of ideas to a small pile of good ideas.

A concept, or several concepts, are taped to the wall, and team members are allowed to stick a dot on the parts they like most.

What results isn’t just a design concept covered in stickers; it’s a heat map for the best ideas. more>

Why Two CEOs Are Better Than One

By Thomas C. Lawton – Most companies approach nonmarket strategies from two distinct, separate perspectives: a legal and regulatory stance and a community relations and public affairs one, which were often poorly coordinated.

A much better strategy is for companies to create a second CEO C-Suite-level role that marries those perspectives: we call this executive the Chief External Officer. more>