Innovation Ecosystems: Is there a Cost to Collaboration?
CONTENT DESCRIPTION: More and more companies are using innovation ecosystems to bring better products to market. But Ron Adner, Associate Professor of Business Administration, says all this collaboration comes at a cost.
The Other Side of Innovation, Solving the Execution Challenge
CONTENT DESCRIPTION: After a decade of rigorous research Vijay Govindarajan and Chris Trimble have discovered and written a book about why companies struggle to achieve innovation successes. Most companies have plenty of creativity and plenty of technology. What they lack are the managerial skills to convert ideas into impact.
EXCERPTED FROM THE BOOK: The Other Side of Innovation, Solving the Execution Challenge, by Vijay Govindarajan, Earl C. Daum 1924 Professor of International Business and Chris Trimble, Adjunct Associate Professor of Business Administration at Dartmouth's Tuck School of Business.
The Good, the Bad, and the Trustworthy (strategy+business, Winter 2010)
CONTENT DESCRIPTION: The choice between neglect and building trustworthiness as a core capability may well become vital for competitive advantage in a world looking for institutions it can count on for the long term. This article defines the four reputation strategies companies typically utilize and offers advice on which work and which do not and provides the five strategic pillars for becoming a trustworthy, reputation-driven company.
Mastering the 4 keys: Identity, Achievement, Reputation, Acceptance
CONTENT DESCRIPTION: Mojo is the moment when we do something that’s purposeful, powerful, and positive and the rest of the world recognizes it. This book is about that moment—and how we can create it in our lives, maintain it, and recapture it when we need it.
EXCERPTED FROM THE BOOK: Mojo: How to Get It, How to Keep It, How to Get it Back If You Lose It, by Marshall Goldsmith, executive coach to more than 80 CEOs at the world's leading corporations. He is Adjunct Professor at the Tuck School of Business, and teaches in its Tuck Executive Program (TEP) program as well as theLeadership and Strategic Impact (LSI).
How to Avoid Making Bad Decisions
CONTENT DESCRIPTION: “Think Again is a great book for any senior leader or team wanting to avoid ‘big’ mistakes.” – Peter Volanakis, President and COO, Corning Inc. This download features chapter 6, which describes examples of how prejudgments can lead to poor decisions.
ADAPTED FROM THE BOOK: Think Again, by Syd Finkelstein, Professor of Management at Dartmouth's Tuck School of Business and faculty director of the Tuck Executive Program.
Strategies for Corporate Success in the Age of Digital Communications
CONTENT DESCRIPTION: Learn how to lead your organization and protect its reputation in the digitalization of communications. The book summarizes current surveys and industry reports and provides in-depth case studies of corporations whose leaders are successfully embracing digital platforms such as blogs, mashups, wikis, social networks, and advanced video-gaming technologies – and some who are ignoring them at their own risk.
ADAPTED FROM THE BOOK: Digital Strategies for Powerful Corporate Communication, by Paul Argenti, Professor of Corporate Communication at Dartmouth's Tuck School of Business and faculty director of the Leadership and Strategic Impact Program.
The 4 + 2 Formula for sustained business success
CONTENT DESCRIPTION: This download features a free Harvard Business Review article, “What Really Works.” Learn how a company that consistently follows the author’s “4+2” formula has a better than 90% chance of sustaining superior performance! Based on a five-year study analyzing 200 management techniques employed by 160 companies.
BASED ON THE BOOK: What Really Works: The 4 + 2 Formula for Sustained Business Success by Bill Joyce, Professor of Strategy and Organizational Theory at Dartmouth's Tuck School of Business.
Why do good leaders make bad decisions?
CONTENT DESCRIPTION: Learn why good leaders make bad decisions…and how to keep it from happening to you! This download feature chapter 1, which illustrates both the way in which a person’s thinking can be blinded as well as the difficulty we have in challenging our thoughts so that we can spot and correct errors.
ADAPTED FROM THE BOOK: Think Again, by Syd Finkelstein, Professor of Management at Dartmouth's Tuck School of Business and faculty director of the Tuck Executive Program.
“CEO” advice for getting through a transition process
CONTENT DESCRIPTION: Written as correspondence with a CEO in the form of a series of short sequential memos that provide practical advice to any executive going through a transition process, this download features chapters 3 and 7, “Choosing Your Successor” and “Making A Great Exit.”
ADAPTED FROM THE BOOK: Memo to the CEO – Succession: Are You Ready? by Marshall Goldsmith, executive coach to more than 80 CEOs at the world's leading corporations.
How do you become more successful?
CONTENT DESCRIPTION: This download features part 1 and 2 “How Successful People Become Even More Successful.” It tells you what the four key underlying beliefs of more successful people are that differentiate them from peers, and a series of steps to help any successful person change their leadership behavior to achieve measurable, long-term success.
ADAPTED FROM THE BOOK: What Got You Here Won’t Get You There, by Marshall Goldsmith, executive coach to more than 80 CEOs at the world's leading corporations.
Why do smart executives fail?
CONTENT DESCRIPTION: This download features the popular chapter, “Seven Habits of Spectacularly Unsuccessful People: The Personal Qualities of Leaders Who Preside Over Major Business Failures.” Learn what mistakes not to make from this bestseller in the U.S. and Japan.
ADAPTED FROM THE BOOK: Why Smart Executives Fail: And What You Can Learn From Their Mistakes, by Syd Finkelstein, Professor of Management at Dartmouth's Tuck School of Business.
How to talk your way through a downturn.
CONTENT DESCRIPTION: This download features the Financial Times article, “How to Talk Your Way Through a Downturn,” which shows how a transparent communication strategy during a crisis can set you apart from the competition by fortifying employee relationships, showcasing superior customer focus, and strengthening your reputation for integrity.
ABOUT THE AUTHOR: Paul A. Argenti is a Professor of Corporate Communication at Dartmouth's Tuck School of Business and Faculty Director of the Leadership and Strategic Impact program.
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