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The Four Capacities Every Great Leader Needs (and Very Few Have) - 0 views

  • When I was a very young journalist, full of bravado and barely concealed insecurity, Ed Kosner, editor of Newsweek, hired me to do a job I wasn't sure I was capable of doing. Thrown into deep water, I had no choice but to swim. But I also knew he wouldn't let me drown. His confidence buoyed me.
  • The more leaders make us feel valued, in spite of our imperfections, the less energy we will spend asserting, defending and restoring our value, and the more energy we have available to create value.
ISM Silicon Valley

Essay on Supply Chain Management: Challenges of the Supply Chain Management - articles ... - 0 views

  • google_protectAndRun("ads_core.google_render_ad", google_handleError, google_render_ad); Essay on Supply Chain Management: Challenges of the Supply Chain Management The main goal of any business concern is to meet the two broad objectives of reducing cost and obtaining the maximum customer satisfaction. If the business world was a quiet and fully predictable environment, these objectives can be met easily.
  • The unmanageable and manageable categories are, large complex supply chains having hundreds of unexpected events occuring every day, generating the need to trigger hundreds of re-planning cycles to maintain a constant balance between demand and supply. With this perspective in mind, probably the magnitude of the gap that exists between current Supply Chain Management processes and full Supply Chain Management optimization is very high.
ISM Silicon Valley

Great Customers Inspire Great Innovations - 0 views

  • Solving the problem doesn't go far enough. Sustainable — transformative — innovation emerges from the ability to collaboratively explore alternative approaches. Watt, Carrier, and Intel didn't achieve their breakthroughs by solving problems for their strategic clients; success came from testing approaches with their clients. Whether business historians acknowledge it or not, that's equally true for Henry Ford, Bill Gates, and Steve Jobs.
  • As the saying goes, the one thing history teaches is that we don't learn from history. Just because business history short shrifts the customer and client contribution to innovation success doesn't mean businesses should. If you want to become a more innovative organization, don't hire more innovative employees, acquire more innovative customers. Your capacity to innovate matters less than your customers' and clients' willingness and ability to exploit it.
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    Michael Schrage - Harvard Business Review
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