The Five Key Capabilities of Effective Leadership
WEBNov 14, 2018 · Building credibility. In the figure above, building credibility appears at the centre, surrounded by arrows. This is because this key capability is both the condition and the result of the other four. It is about gaining respect from others by keeping commitments and operating with a strong sense of purpose.
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WEBIrrational humans have a long history of fearing some bogeyman. INSEAD Knowledge showcases research and business insight. Featuring articles, videos, interviews and opinion pieces. Covering Economics/Politics, Entrepreneurship, Finance, Innovation, Leadership, Markteting, Strategy, Social Innovation and more.
The Strategic Decisions That Caused Nokia’s Failure
WEBNov 23, 2017 · Between 2001 and 2005, a number of decisions were made to attempt to rekindle Nokia’s earlier drive and energy but, far from reinvigorating Nokia, they actually set up the beginning of the decline. Key amongst these decisions was the reallocation of important leadership roles and the poorly implemented 2004 reorganisation into a …
Aligning Individual and Organisational Values - INSEAD Knowledge
WEBOct 26, 2021 · These tensions between individual and organisational values have been clearly identified in management research. For example, close alignment between individuals’ values and those of their organisations leads to a number of positive organisational outcomes including a reduction in staff turnover. The literature also indicates that reflecting ...
The Fine Line Between Stubbornness and Stupidity
WEBOct 1, 2018 · Stubborn people may seem invincible, but there is a huge difference between a strong person and a stubborn person. Although stubborn people project strength and power, it is only a façade. Stubbornness is often a sign of insecurity and a way to hold on to a very fragile mental equilibrium. Truly strong people know how to compromise when ...
Business Strategy: Are You Inside-Out or Outside-In?
WEBAug 15, 2014 · In business the overarching goal is to create [long-term] shareholder value. These two approaches use very different means to achieve that end. The Inside-Out approach is guided by the belief that the inner strengths and capabilities of the organisation will make the organisation prevail. The Outside-In approach is …
Seven Signs of the Greed Syndrome | INSEAD Knowledge
WEBApr 8, 2016 · Seven Signs of the Greed Syndrome. Manfred F. R. Kets de Vries , INSEAD. 08 Apr 2016 15. It is said that without greed we would still be living in caves but, left unchecked, the insatiable desire for more and better material things can be destructive. Pavel felt that he had had a good day. At the most …
Embracing the Paradoxes of Leadership | INSEAD Knowledge
WEBSep 20, 2019 · Here are some of Lego’s managerial paradoxes: “To take the lead and to recede into the background.”. “To plan the working day carefully and be flexible.”. “To be self-confident and humble.”. These expressions (from the 1980s) are still valid today, if not more so. The issue is around longstanding and preconceived ideas of what a ...
Blue Ocean Strategy: The primer | INSEAD Knowledge
WEBSep 12, 2007 · The book ‘Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant’ has had a huge impact worldwide. Written by two INSEAD professors, W. Chan Kim and Renée Mauborgne, it sold more than a million copies within its first year of publication and has been translated into 39 languages, breaking Harvard Publishing records as the fastest selling book in print.
What Corporate Strategists Need to Know About Synergies
WEBApr 5, 2016 · As noted in our book Corporate Strategy: Tools for Analysis and Decision-Making, leaders should be able to use this tool to identify which type (s) of synergy they’re seeking with each new deal and to discover new opportunities for synergy within existing partnerships or proposals, e.g. by ascertaining whether a business has in its value ...
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