Robert G. Barrett is a master of political incorrectness. For more than a decade now, Robert G. Barrett has been entertaining Australians with the cocky Queenslander Les Norton and his outrageous exploits. In this collection, as well as more great Les Norton stories, Robert G. Barrett offers his views on getting published, getting famous, getting the dole and getting a date. Rider on the Storm and Other Bits is Les Norton at his worst and Robert G. Barrett at his best.
The CEO and president of IDEO writes that when designers are involved from the very beginning of the innovation process, startling new ideas can result - as a U.S. health care provider, a Japanese bicycle components manufacturer, and a system of Indian eye hospitals learned.
The consequences of not knowing the cost of your capital.
Increasing your energy capacity is the best way to get more work done faster and better. From the October 2007 issue of Harvard Business Review.
Fast Company is a "workstyle" magazine, a new breed of business journalism that understands a powerful new truth: Work is personal. Its mission is to define the new world of business and to capture the spirit of the men and women who are making it happen. Fast Company connects with an authentic voice, inspires with a revolutionary style, and instructs with personal tools to serve as a manifesto for change and a manual for achieving it.
Adam Grant, a professor of management at the University of Pennsylvania’s Wharton School, writes about how your organization’s success depends on the generosity of your employees.
Here's a creative way to make the best use of your morning commute: listen to The Wall Street Journal. Each morning, you'll get the must-hear stories from the Journal's front page, as well as the most popular columns and briefings from Marketplace, Money & Investing, and more. And, every Friday, you'll get a bonus delivery: features, columns, and reviews from the Weekend Journal.
In this issue: "Do Search Ads Really Work?" by the Editors of Harvard Business Review; "Strategy in the Age of Superabundant Capital" by Michael Mankins, Karen Harris, and David Harding; "Bursting the CEO Bubble" by Hal Gregersen; "Hiring an Entrepreneurial Leader" by Timothy Butler; "What's the Value of a Like?" by Leslie K. John, Daniel Mochon, Oliver Emrich, and Janet Schwartz; "The New Sales Imperative" by Nicholas Toman, Brent Adamson, and Cristina Gomez; and "Restructure or Reconfigure" by Stéphane J.G. Girod and Samina Karim.
Businesses hoping to survive over the long term will have to remake themselves into better competitors at least once along the way. These efforts have gone under many banners: total quality management, reengineering, rightsizing, restructuring, cultural change, and turnarounds, to name a few. In almost every case, the goal has been to cope with a new, more challenging market by changing the way business is conducted. In this article, John Kotter outlines the eight largest errors that can doom these efforts.
In this issue: "Why Amazon Is the World's Most Innovative Company of 2017": A rapid expansion of Prime plus bold bets in the physical world are allowing the retailer to offer even more, even faster and smarter. "What You Can Learn from the World's Most Innovative Companies of 2017": What Amazon, Snap, Netflix, and others can teach us about innovation in 2017. "What Makes Snap Worth 25 Billion Dollars – And Maybe More": The people who brought you Snapchat present a different view of the world through the lens of a camera.
David C. Edelman, a co-leader of McKinsey & Company's Global Digital Marketing Strategy practice, reports on how driving online advocacy may be the most effective way to strengthen your brand.
Pankaj Ghemawat writes about why the post-crisis world demands a much more flexible approach to global strategy and organization.
The complexities of deal making and how what happens away from the bargaining table can be critical to success.
How cognitive limitations obstruct us from dreaming up truly innovative ways of doing business – and how we can overcome them....
In this issue: "The Power of Positive Surveying" by the Editors of Harvard Business Review; "Curing the Addiction to Growth" by Marshall Fisher, Vishal Gaur, and Herb Kleinberger; "Are You Solving the Right Problems?" by Thomas Wedell-Wedellsborg; "The Neuroscience of Trust" by Paul J. Zak; and "Kick-Ass Customer Service" by Matthew Dixon, Lara Ponomareff, Scott Turner, and Rick DeLisi.
This edition features six articles that focus on the High Performance Organization. First, we'll hear about designing high performance jobs by implementing just a few simple yet profound changes. Then, we'll hear about entering the fundamental state of leadership: greatness. Also, we'll hear about the benefits of learning while in the midst of battle, rules for breaking down barriers between collaborators; the pros and cons of hiring all-star teams; and guidelines for managing creative employees.