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The article discusses technology literacy and what the author refers to as five ways in which business executives misunderstand technology, and it mentions how most executives view technology through an operational lens as opposed to how technology is connected to strategic objectives. The concept of technology as digital transformation is assessed, as well as thinking about technology as a a group of projects or as an integrated investment strategy.

The article discusses the authors' views about using the define, integrate, explore, test (DIET) approach to making strategic decisions with limited data and information, and it mentions the authors' book entitled "Stop Spending, Start Managing" which examines the views of various executives. According to the article, problem solving involves the ability to define the problem and the data that is needed, as well as the effective use of information, collaborative action, and critical thinking.

The article focuses on four effective strategies for boards to navigate a crisis successfully. Topics include knowing when to step in versus maintaining independence, managing emotions of both board members and leadership, and leading by example to maintain a positive and unified front during challenging times.

The adage “It’s not what you know, it’s who you know” is true. The right social network can have a huge impact on your success. But many people have misguided ideas about what makes a network strong: They believe the key is having a large circle filled with high-powered contacts. That’s not the right approach, say Cross, of UVA’s McIntire School of Commerce, and Thomas, of the Accenture Institute for High Performance. The authors, who have spent years researching how organizations can capitalize on employees’ social networks, have seen that the happiest, highest-performing executives have a different kind of network: select but diverse, made up of high-quality relationships with people who come from varying spheres and from up and down the corporate ladder. Effective networks typically range in size from 12 to 18 people. They help managers learn, make decisions with less bias, and grow personally. Cross and Thomas have found that they include six critical kinds of connections: people who provide information, ideas, or expertise; formally and informally powerful people, who offer mentoring and political sup- port; people who give developmental feedback; people who lend personal support; people who increase your sense of purpose or worth; and people who promote work/life balance. Moreover, the best kind of connections are “energizers”—positive, trustworthy individuals who enjoy other people and always see opportunities, even in challenging situations. If your network doesn’t look like this, you can follow a four-step process to improve it. You’ll need to identify who your connections are and what they offer you, back away from redundant and energy-draining connections, fill holes in your network with the right kind of people, and work to make the most of your contacts. Do this, and in due course, you’ll have a network that steers the best opportunities, ideas, and talent your way. INSETS: Are You Networking Impaired?;Four Steps to Building a Better Network. [ABSTRACT FROM AUTHOR]

Many executives believe that all failure is bad (although it usually provides lessons) and that learning from it is pretty straightforward. The author, a professor at Harvard Business School, thinks both beliefs are misguided. In organizational life, she says, some failures are inevitable and some are even good. And successful learning from failure is not simple: It requires context-specific strategies. But first leaders must understand how the blame game gets in the way and work to create an organizational culture in which employees feel safe admitting or reporting on failure. Failures fall into three categories: preventable ones in predictable operations, which usually involve deviations from spec; unavoidable ones in complex systems, which may arise from unique combinations of needs, people, and problems; and intelligent ones at the frontier, where “good” failures occur quickly and on a small scale, providing the most valuable information. Strong leadership can build a learning culture—one in which failures large and small are consistently reported and deeply analyzed, and opportunities to experiment are proactively sought. Executives commonly and understandably worry that taking a sympathetic stance toward failure will create an “anything goes” work environment. They should instead recognize that failure is inevitable in today’s complex work organizations. INSETS: A Spectrum of Reasons for Failure;How Leaders Can Build a Psychologically Safe Environment;Designing Successful Failures. [ABSTRACT FROM AUTHOR]

Though they’ve been warned for decades about the dangers of overrelying on gut instinct and personal experience, managers keep failing to critically examine—much less challenge—the ideas their decisions are based on. To correct this problem they need to think and act like scientists. That requires doing five things: (1) being a knowledgeable skeptic and relentlessly questioning assumptions; (2) investigating anomalies—things that are unexpected or don’t look right; (3) devising testable hypotheses that can be quantifiably confirmed or disproved; (4) running experiments that produce hard evidence; and (5) probing cause and effect. Drawing on the experiences of Harrah’s Entertainment, Sony, Bank of America, and Lego, Thomke and Loveman show how scientific methods can help companies discard ineffective practices, increase marketing and operational efficiency, boost customer satisfaction and sales, find new sources of growth, and even turn around struggling businesses. [ABSTRACT FROM AUTHOR]

This article explores the challenges and opportunities faced by project managers who aspire to become CEOs. It introduces the concept of the "Gantt ceiling," which refers to the obstacles project managers encounter when trying to reach executive leadership positions. The article shares real-life stories of project managers who struggled to advance their careers due to a lack of strategic experience. However, it also provides examples of successful project managers who became CEOs and outlines nine attributes that project managers can develop to increase their chances of transitioning to executive roles. The article emphasizes the importance of proactive skill development and highlights the role of organizations in identifying and nurturing project managers with leadership potential. The author, Antonio, is an expert in strategy implementation and project management, and offers various resources such as a website, a LinkedIn newsletter, and an online course. [Extracted from the article]

A reprint of the article "Remote Managers Are Having Trust Issues" by Sharon K. Parker, Caroline Knight, and Anita Keller, which appeared on HBR.org on July 30, 2020, is presented. According to the article, the effective management of remote employees is a struggle for many managers. Five recommendations are presented including providing support and appropriate resources to teleworkers, educating managers on the benefits of teleworking, and training managers on how to manage by result.

After Wall Street firms repeatedly had to shell out millions to settle discrimination lawsuits, businesses started to get serious about their efforts to increase diversity. But unfortunately, they don’t seem to be getting results: Women and minorities have not gained much ground in management over the past 20 years. The problem is, organizations are trying to reduce bias with the same kinds of programs they’ve been using since the 1960s. And the usual tools—diversity training, hiring tests, performance ratings, grievance systems—tend to make things worse, not better. The authors’ analysis of data from 829 firms over three decades shows that these tools actually decrease the proportion of women and minorities in management. They’re designed to preempt lawsuits by policing managers’ decisions and actions. But as lab studies show, this kind of force-feeding can activate bias and encourage rebellion. However, in their analysis the authors uncovered numerous diversity tactics that do move the needle, such as recruiting initiatives, mentoring programs, and diversity task forces. They engage managers in solving the problem, increase contact with women and minority workers, and promote social accountability. In this article, the authors dig into the data, executive interviews, and several examples to shed light on what doesn’t work and what does. INSET: The Downside of the Diversity Label. [ABSTRACT FROM AUTHOR]

The article analyzes the extent to which risk management help corporate decision makers deal with uncertainty, disruption and dilemmas. It discusses the conventional approach to risk management and qualitative and quantitative risk assessment. It proposes a consequence-conscious method of decision-making that involves considering possible disadvantages. It suggests paying attention to the mentality of team members, ethical considerations, competing interests, objectives and priorities.

The article provides a graph of a global survey from executives of various company sizes, regarding disruptive forces and corporate agility.

A decade of research into top executives shows that expertise can actually severely impede performance, in two important ways. The first is overconfidence: believing that brilliance in one area leads to competence in another. The second is when deep knowledge and experience leave leaders incurious, blinkered, and vulnerable—even in their own fields. The solution is clear: Rededicate yourself to learning and growth, and rediscover just a bit of what the Buddhists call beginner’s mind. Strategies that the most successful executives use to do so fall into three buckets: challenging their own expertise, seeking out fresh ideas, and embracing experimentalism. [ABSTRACT FROM AUTHOR]

Ashley Williams, star and executive producer of the movie Falling Together, found inspiration for the film from a failed chili party she threw years ago. The rom-com needed a unifying element, and Williams decided to incorporate the Walk to End Alzheimer's, as her mother had died from dementia in 2016. Williams, who wishes she had more time with her mother, now focuses on finding joy in the little things and spending quality time with her family. [Extracted from the article]

A report from Makerere University in Uganda explores the factors that influence hand hygiene among healthcare providers in the Kampala Metropolitan area. The study used a qualitative approach, including interviews and thematic analysis, to identify facilitators and deterrents to hand hygiene. The findings revealed low compliance with hand hygiene during patient care and inadequate hand hygiene infrastructure. Deterrents included heavy workloads, negative attitudes, inadequate supplies, and non-functional or distant hand washing stations. Facilitators included constant reminders, fear of infections, positive attitudes, knowledge of infection prevention and control guidelines, recognition and rewards, good leadership, and availability and proximity to hand hygiene supplies and infrastructure. [Extracted from the article]

A new study from the Norwegian University of Science and Technology (NTNU) explores the attitudes of Norwegian healthcare managers towards using digital tools in their work. The study found that healthcare managers generally have positive attitudes towards digital tools, as they facilitate positive changes in organizational work processes and support administrative tasks. However, managers also expressed that certain tasks, such as interactions with employees and building an organizational culture, should not be performed using digital tools or should be limited to in-person meetings. The study raises questions about whether digital leadership can or should be uniformly applied in all areas of healthcare. [Extracted from the article]

A recent qualitative study conducted by Islamic Azad University explored the perspectives and experiences of stakeholders regarding the implementation of accreditation and ISO 9001 programs in hospitals in Iran. The study involved interviews with 30 hospital staff members and identified 10 primary themes and 88 subthemes related to the implementation of these programs. The findings highlight the importance of proper planning, benchmarking, physician involvement, increased resources, and training for successful accreditation implementation, while fostering a positive culture, changing managerial attitudes, and supporting and motivating staff are crucial for the ISO 9001 program. The results of this study can be valuable for health policymakers and managers in improving the implementation of these programs in Iranian hospitals. [Extracted from the article]

In 2006, Harvard Business School’s Michael E. Porter and Nitin Nohria launched a study tracking how large companies’ CEOs spent their time, 24/7, for 13 weeks: where they were, with whom, what they did, and what they were focusing on. To date Porter and Nohria have gathered 60,000 hours’ worth of data on 27 executives, interviewing them—and hundreds of other CEOs—about their schedules. This article presents the findings, offering insights not only into best time-management practices but into the CEO’s role itself. CEOs need to learn to simultaneously manage the seemingly contradictory dualities of the job: integrating direct decision making with indirect levers like strategy and culture, balancing internal and external constituencies, proactively pursuing an agenda while reacting to unfolding events, exercising leverage while being mindful of constraints, focusing on the tangible impact of actions while recognizing their symbolic significance, and combining formal power with legitimacy. INSETS: FOUR BEHAVIORS OF GREAT EXECUTIVE ASSISTANTS.;Looking Beyond the Averages.;MANAGING THE DIMENSIONS OF CEO INFLUENCE.. [ABSTRACT FROM AUTHOR]

Executives are often confounded by culture, because much of it is anchored in unspoken behaviors, mindsets, and social patterns. Many leaders either let it go unmanaged or relegate it to HR, where it becomes a secondary concern for the business. This is a mistake, because properly managed, culture can help them achieve change and build organizations that will thrive in even the most trying times. The authors have reviewed the literature on culture and distilled eight distinct culture styles: caring, focused on relationships and mutual trust; purpose, exemplified by idealism and altruism; learning, characterized by exploration, expansiveness, and creativity; enjoyment, expressed through fun and excitement; results, characterized by achievement and winning; authority, defined by strength, decisiveness, and boldness; safety, defined by planning, caution, and preparedness; and order, focused on respect, structure, and shared norms. These eight styles fit into an “integrated culture framework” according to the degree to which they reflect independence or interdependence (people interactions) and flexibility or stability (response to change). They can be used to diagnose and describe highly complex and diverse behavioral patterns in a culture and to model how likely an individual leader is to align with and shape that culture. Through research and practical experience, the authors have arrived at five insights regarding culture’s effect on companies’ success: (1) When aligned with strategy and leadership, a strong culture drives positive organizational outcomes. (2) Selecting or developing leaders for the future requires a forward-looking strategy and culture. (3) In a merger, designing a new culture on the basis of complementary strengths can speed up integration and create more value over time. (4) In a dynamic, uncertain environment, in which organizations must be more agile, learning gains importance. (5) A strong culture can be a significant liability when it is misaligned with strategy. [ABSTRACT FROM AUTHOR]

The article offers information on analyzing the current manufacturing job market and provides insights into challenges faced by manufacturing employers and their solutions. Topics include dissatisfaction among senior manufacturing managers regarding salary levels, despite a reported 81% increase in salaries.

The article focuses on Jennifer Sey, the former chief marking officer (CMO) and brand president of clothing retailer Levi Strauss & Co. Topics include Sey's views of school closures due to the onset of the COVID-19 pandemic, her decision to share frustration with these closures on the social media website Twitter, and how her Tweeting led to her quitting.

The article focuses on enhancing employee attitudes toward performance reviews by providing actionable strategies for managers. Topics include the importance of maintaining a positive attitude, eliminating confusion through clear communication, and fostering a two-way conversation during evaluations. It emphasizes the need to avoid surprises, cover the entire evaluation period, and create a forward-looking, goal-oriented atmosphere.

Many executives feel overwhelmed by meetings, and no wonder: On average, they spend nearly 23 hours a week in them, up from less than 10 hours in the 1960s. What’s more, the meetings are often poorly timed, badly run, or both. We can all joke about how painful they are, say the authors, but that pain has real consequences for teams and organizations. Every minute spent in a wasteful meeting eats into solo work that’s essential for creativity and efficiency. Chopped-up schedules interrupt deep thinking, so people come to work early, stay late, or use weekends for quiet time to concentrate. And dysfunctional meeting behaviors are associated with lower levels of market share, innovation, and employment stability. The authors have found that real improvement requires systemic change, not discrete fixes. They describe a five-step process for that—along with the diagnostic work you’ll need to do in advance. INSET: HOW ARE MEETINGS AFFECTING PEOPLE IN YOUR ORGANIZATION?. [ABSTRACT FROM AUTHOR]

The article offers information on CIOs (Chief Information Officers). Particular focus is given to the career paths of CIOS. Additional topics discussed include their changing positions and master's degrees, how the institution one graduates from has no influence on one's chances of becoming a CIO and how CIOs often earn degrees in fields including business, information systems and engineering.

A report from the University of Turku in Finland discusses the attitudes of nurses and nurse managers towards violence risk assessment and management in psychiatric inpatient settings. The study found that workplace violence is a significant challenge in psychiatric hospital care, and some existing practices of violence risk assessment rely on nurses' intuition and clinical experience rather than structured tools. The research highlights the need for a change in nurses' and nurse managers' attitudes towards risk assessment tools and a shift towards recovery-oriented care. Understanding nurses' attitudes is crucial for training and implementation processes to address concerns and enhance positive attitudes. [Extracted from the article]

General Dynamics IT (GDIT) had a successful year in 2023, with low attrition rates and $13.5 billion in contract wins. The company's focus on emerging technologies like artificial intelligence (AI) and zero trust, as well as consulting, helped secure several billion-dollar contracts, including with the U.S. Air Force and U.S. Central Command. GDIT President Amy Gilliland emphasized the importance of responsible AI adoption and highlighted the company's internal use of AI for tasks such as proposal reading and employee support. GDIT's future pursuits include driving digital accelerators and offering consulting services to help customers navigate technology roadmaps. The company also prioritizes taking care of its employees and providing technical training to meet their evolving needs. While GDIT has experienced some losses in contract bids, it maintains a high success rate in re-competes and focuses on delivering quality solutions. [Extracted from the article]

The ever-increasing pace of change in today’s organizations requires that executives understand and then quickly respond to constant shifts in how their businesses operate and how work must get done. That means you must resist your innate biases against doing new things in new ways, scan the horizon for growth opportunities, and push yourself to acquire drastically different capabilities—while still doing your existing job. To succeed, you must be willing to experiment and become a novice over and over again, which for most of us is an extremely discomforting proposition. Over decades of work with managers, the author has found that people who do succeed at this kind of learning have four well-developed attributes: aspiration, self-awareness, curiosity, and vulnerability. They have a deep desire to understand and master new skills; they see themselves very clearly; they’re constantly thinking of and asking good questions; and they tolerate their own mistakes as they move up the curve. Andersen has identified some fairly simple mental strategies that anyone can use to boost these attributes. [ABSTRACT FROM AUTHOR]

The author discusses the perspective of upper management versus other employees and lessons she learned during her career. Topics include the challenges associated with interviewing senior leaders, the importance of trusting leadership and delegating responsibility, and the influence of executives' confidence, motivation and vision on employee performance.