Talent Organization

  • Middle Market Perspectives on Government Services

    The National Center for the Middle Market took an election-year opportunity to ask executives from the critical middle market segment to evaluate the quality and impact of the government services they receive. The consensus: the majority of mid-sized companies are pleased with the basic services their local governments provide but satisfaction levels decline when it comes to basic services provided by the state and federal governments.  Read More >
  • What’s Your Company’s ‘Big Idea’? Author and Strategy Expert Todd Zenger On Sustaining Business Growth

    Todd Zenger’s new book, Beyond Competitive Advantage, isn’t just about identifying and leveraging a single competitive advantage, but explains how companies can create big ideas, long-term theories of value that sustain business growth and generate multiple competitive advantages over time. Examples of these big, organizing “corporate theories,” as Zenger describes them, include Disney’s focus on leveraging great animated characters across all media, Apple’s long-held commitment to designing great consumer electronic devices that elegantly integrate hardware and software, and USAA’s focus on providing financial services to fit the unique needs of military families.   Read More >
  • Brexit and the U.S. Middle Market

    To gauge how U.S. middle market companies believe the UK's exit from the European Union will impact their business, the National Center for the Middle Market surveyed C-suite middle market executives with business operations outside of the U.S. Opinions on the impact of Brexit are split among U.S. middle market firms. A slight majority of companies believe the impact will be minimal. One in eight see a major impact.  Read More >
  • Brexit and the U.S. Middle Market

    To gauge how U.S. middle market companies believe the UK's exit from the European Union will impact their business, the National Center for the Middle Market surveyed C-suite middle market executives with business operations outside of the U.S. Opinions on the impact of Brexit are split among U.S. middle market firms. A slight majority of companies believe the impact will be minimal. One in eight see a major impact.  Read More >
  • When Behavior Trumps Performance

    The truth is, when troubling behavior is not addressed, it eats at the organization like a cancer. Teamwork, the “esprit de corps,” and the cultural health of the organization are sacrificed at the altar of productivity. “Oh that’s just Susan!” one of my former peers used to say of a colleague who alienated everyone in her wake. “She ruffles a lot of feathers, but my God nobody delivers like she can.” As fate would have it, Susan eventually came to work in my department, and soon she learned I governed by a different code than what she had been used to. And while I put an abundance of energy into working with her and getting her to appreciate the negative impact of her behavior, I was never successful in so doing. We parted company some time later.  Read More >
  • 4Wall Lighting

    4Wall Lighting ( https://www.4wall.com/ ), a full-service lighting company serving the entertainment industry, prides itself on being “Large enough to service, small enough to care”. The Las Vegas-based company does rentals, sales and system installation and now has offices in Los Angeles, Nashville, New York, and Washington D.C. We recently talk to the company’s Vice President of Marketing and Integration, Wes Bailey, to learn more about their story.

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  • Disruption Defanged: A Management Guide for Middle Market Companies

    When mid-market companies are faced with the prospect of disruptive innovations entering their business sector, leadership teams need to organize to compete effectively while remaining true to their culture, customers, and brand. In this post, Geoffrey A. Moore shares four zones that are frameworks to help teams select the strategy best for them and to execute that strategy with a high probability of success.  Read More >
  • Disruption Defanged: A Management Guide for Middle Market Companies

    When mid-market companies are faced with the prospect of disruptive innovations entering their business sector, leadership teams need to organize to compete effectively while remaining true to their culture, customers, and brand. In this post, Geoffrey A. Moore shares four zones that are frameworks to help teams select the strategy best for them and to execute that strategy with a high probability of success.  Read More >
  • Disruption Demystified: A Strategy Guide for Middle Market Companies

    Established businesses have a poor track record for embracing disruptive innovation or dealing with it if it threatens them. Too often they misread the environment, misunderstand their options, and misplay their hand. In this article Geoffrey A. Moore digs into the forces involved, how they impinge on business strategy, what options a business has to respond, the pros and cons of those options, and finally how best to organize to execute one’s chosen response.  Read More >
  • Disruption Demystified: A Strategy Guide for Middle Market Companies

    Established businesses have a poor track record for embracing disruptive innovation or dealing with it if it threatens them. Too often they misread the environment, misunderstand their options, and misplay their hand. In this article Geoffrey A. Moore digs into the forces involved, how they impinge on business strategy, what options a business has to respond, the pros and cons of those options, and finally how best to organize to execute one’s chosen response.  Read More >
  • Where Have All the Managers Gone?

    It was and still remains disheartening to see how few managers seem interested in “managing” -- doing the day-to-day work of motivating employees, setting them on the right path, making time for them one-on-one, and keeping them accountable. “Management” and “manager” have become quaint bywords for an old-fashioned way of running a business. People instead worship at the altar of leadership, on the misguided assumption that all any of us needs to do is “be our self” and let the brilliant light we shed cause others to follow.   Read More >
  • Where Have All the Managers Gone?

    It was and still remains disheartening to see how few managers seem interested in “managing” -- doing the day-to-day work of motivating employees, setting them on the right path, making time for them one-on-one, and keeping them accountable. “Management” and “manager” have become quaint bywords for an old-fashioned way of running a business. People instead worship at the altar of leadership, on the misguided assumption that all any of us needs to do is “be our self” and let the brilliant light we shed cause others to follow.   Read More >

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