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August 1–8, 2016
August 16–23, 2016
October 7–10, 2016
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Chair
Sherry Duda
Vice Chair
Martha Kesler
Secretary
Beverley Patwell
Interim Treasurer
Zoe MacLeod
Lori Blander
Marco Cassone
Amy Cowart
Kellie Garrett
Zoe MacLeod
Sanjay Naik
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| Globalization's Next Chapter Benjamin Shobert, ForbesJudged by the 2016 Presidential campaign, many Americans are having second thoughts about the benefits of globalization. Two arguments have long been put forward in support of free trade. The first is that free markets ultimately give way to political liberalization in countries such as China. The second is that global trade creates new consumers in previously closed markets, which in turn creates economic growth that benefits everyone.
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| The One Question That Matters in Microsoft's Acquisition of LinkedIn Walter Frick, Harvard Business Review
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| Growth Needs to Come from the Entire Company Paul Leinwand, Cesare Mainardi and Gerald Adolph, Harvard Business ReviewOrganizations, whether businesses or nonprofits, almost universally pursue growth. In fact, 94% of the senior executives who responded to a recent global survey conducted by our firm, Strategy&, said that growth was a priority for their companies. Thirty percent said that growth was more important than anything else.
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| Out of the Sustainability Doldrums Gregory Unruh, MIT Sloan Management Review The doldrums. It’s a strange association with sustainability, I know, but it has stuck with me over years of interviewing corporate sustainability leaders. The doldrums are vast oceanic regions of becalmed waters with no wind, known as the “horse latitudes” because stalled 15th-century sailors would jettison ponies overboard as food and water ran short.
Corporate sustainability leaders are like explorers in an age of business discovery. Passionate about business sustainability, they voyage across the org chart sharing their vision, converting business units to the cause. But almost universally, their expeditions stall out at the doors of the financial suite. The CFO’s office has been the sustainability doldrums, sucking the wind out of sustainability managers’ sails.
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| Is Your Org Chart Stuck in a Rut? Try a Scientific Experiment Carmen Nobel, Forbes
If you want to be awed by the pace of technological advancement over the past few decades, compare the capabilities of a bulky PC from 1984 with those of a sleek smartphone in 2016. You’ll find stark differences. But if you want to be underwhelmed, try comparing a company’s organizational structure chart from the same two years. Chances are, those two charts look pretty similar.
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| Removing Human Bias from Management Lily B. Clausen, Insights
In response to centuries of racial discrimination, American companies spent the last two generations implementing personnel policies designed to limit managerial discretion. Standardized hiring criteria, performance reviews, grievance procedures, and other employment policies aim to remove human bias from management and therefore reduce discrimination and lead to more diverse organizations. Keep Reading
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| How Scenario Planning Influences Strategic Decisions
Shardul Phadnis, Chris Caplice and Yossi Sheffi, MIT Sloan Management Review
The use of scenario planning once saved a credit union that had had Enron Corp. as its sole corporate sponsor. In their 2009 MIT Sloan Management Review article, “How to Make Sense of Weak Signals,” Paul J.H. Schoemaker and George S. Day described how, after Enron’s sudden collapse into Chapter 11 bankruptcy and scandal in 2001, the credit union survived, rather unexpectedly, because its management had taken previous actions to reduce its dependence on Enron. Management took these actions after considering scenarios in which the credit union could not depend on Enron for its growth.
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| How Smart Leaders Build Trust Theodore Kinni, Insights
Joel Peterson could have written his first book on any number of topics. As treasurer, CFO, and then CEO of Trammell Crow Co., the world’s largest private real estate development firm, he helped craft countless deals. As the founder of Peterson Partners — a private equity group with $1 billion in investments — and JCP Capital, he has become a savvy judge of companies and entrepreneurs. And as chairman of the board of JetBlue and a director at dozens of other companies over the past 35 years, he is an expert on corporate management and governance.
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| Creating Your "Strategic Structure" to Make Smart Choices and Execute to Get Results David Finkel, Inc.
How do you consistently get your company to invest its time, talent, attention, and money on the right things in the face of so many demands and urgencies crying out for its resources?
You lean heavily on the strategic structure you've built for your company.
At its most basic form, your strategic structure is how your business rationally and effectively plans its pathway forward as you scale.
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| Five Team-building Exercises That Increase Collaboration Angela Ruth, Forbes
It’s no secret that if you want your team to be more effective, productive, happier and successful, they have to work well together. But how can you bring together individuals who have varying skills, contrasting personalities, and different responsibilities?
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| Why Your Onboarding Process Is Key to New Employees' Success Cassandra Marketos, Inc. So, you've found the right person. Check! It feels great to pull in an exciting new hire, but it's not time to sit back and relax quite yet.
What comes next — the onboarding process — will be crucial in enabling your new support rep to take flight and thus meaningfully contribute to your company's customer support in the long term.
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| Four Reasons Your Company May Be Susceptible to Disruption Theodore Kinni, MIT Sloan Management Review Disruptee vs. disruptor: Every MBA knows economist Joseph Schumpeter’s theory of creative destruction. So why is it that established, resource-rich companies still get the stuffing kicked out them by upstarts that seemingly appear out of nowhere? Steve Blank, who’s credited with launching the Lean Startup movement, offers an interesting take on that question in a new post on his blog. “In the 21st century it’s harder for large corporations to create disruptive breakthroughs,” writes Blank. “Disruptive innovations are coming from startups — Tesla for automobiles, Uber for taxis, Airbnb for hotel rentals, Netflix for video rentals and Facebook for media.” Keep Reading
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