Wharton remains world's top-ranked executive MBA program
The University of Pennsylvania's Wharton School retains its crown as the world's top executive MBA program in a new ranking, while the University of Chicago's Booth School of Business and Northwestern University's Kellogg School of Management remained second and third, respectively. Students say they love Wharton for its brand and reputation. "I've taken only six hours of marketing, but I know enough to understand that brand matters. Plain and simple," one student says. Poets & Quants For Executives (3/26), CNNMoney/Fortune (3/26)
![]() | 5 Key Success Factors for the Subscription Businesses
In the subscription economy there are a few factors that determine success or failure, if your customer isn't happy your business isn't happy. Do you have the right data and metrics to determine if the relationship is successful? Beagle Research gives 5 critical factors that determine if a subscription offering succeeds or fails. Download the free report now. |
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70% of workers can't identify their company's strategy![]()
Less than 30% of workers can pick their company's publicly stated strategy from a randomized group of six strategy statements, Australian researchers have found. The companies involved still performed well, Timothy Devinney writes, perhaps suggesting that strategic awareness matters less than some people think. "What we are seeing is that even for the best firms, the 'vision thing' may not matter all that much," he writes. TheConversation.edu.au (Australia) (3/26)
How to create a perkier workplace
Not every company can provide the endless perks enjoyed by Google employees, but it's usually possible to offer at least a few benefits, writes Suzanne Lucas. Consider offering on-site yoga classes or massage sessions, reimbursing employees for gym memberships or simply buying a few board games for your workplace, Lucas suggests. Inc. online (free registration) (3/25)
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| Innovation and Creativity |
Good innovators don't fight octopuses
It's tempting to envision the innovation process as a struggle "between an heroic innovator and a bureaucratic octopus," writes Chris Trimble. Such an approach can be used to justify deceptive "stealth innovation" practices but fails to recognize the degree to which institutional support is necessary to bring even the best ideas to fruition. "[U]nless the initiative is quite small and incremental, it will take much more than one stealth innovator's hustle and ingenuity to get to the finish line," Trimble writes. Harvard Business Review online/HBR Blog Network (3/26)
Why companies sacrifice innovation while seeking efficiency
Many organizations tend to prioritize efficiency and short-term problem solving over the sort of long-term thinking that is required for innovation, Jeffrey Phillips writes. "We need to break the cycle of efficiency, not to return to sloth and inefficiency, but to return to good management," he writes. Innovate on Purpose (3/21)
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How Milton Friedman's disciple became India's top economist
Former University of Chicago economist Raghuram Rajan is now chief economic adviser to the Indian government -- and while he's replaced his office's portrait of Milton Friedman with those of prominent Indians, he says he remains a firm believer in the power of the free market. To reinvigorate the Indian economy, he says, the government will need to get rid of regulations and red tape, and encourage ailing companies to die off and make room for healthier rivals. Bloomberg Businessweek (3/21)
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| Engage. Innovate. Discuss. |
Cancel your meetings and go for a walk around the office
There are better ways for bosses to spend their time than in endless meetings and evaluation sessions, writes S. Chris Edmonds. The best leaders take charge of their schedules and make plenty of time for walking around the workplace, engaging directly with workers and modeling the kinds of values they hope to see emulated. "These leaders invest time in observing by wandering around, connecting one-on-one with frontline team leaders and frontline employees and asking how things are going," Edmonds explains. SmartBrief/SmartBlog on Leadership (3/26)
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