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Too much familiarity with customers can backfire, but engaging in multisided conversations can manage the risks.
The seeds of effective change must be planted by embedding procedural and behavioral changes in an organization long before the initiative is launched.
Stakeholder theory may be more conducive than shareholder theory to curbing company impropriety.
Warren Bennis and a panel of experts in leadership development discuss the “legitimization of doubt.”
Strategically outsourcing innovation can put a company in a sustainable leadership position.
How faulty decision making led to the ruin of a once profitable ordnance manufacturer.
As a tool for business process reengineering, "the matrix" can help managers determine how to approach change and change management.
Executives, engineers, and operators often don't understand each other very well, and that lack of alignment can hinder learning.
The author presents a framework for developing a company’s strategic vision.
When someone asks, "What is your bottom line?" few negotiators tell the truth. How much bluffing is ok?
