http://www.booz.com/katzenbach_foresight The Katzenbach Center at Booz & Company focuses on the development and application of innovative ideas in the areas of leadership, organization, culture, and human capital. The center promotes new thinking on achieving breakthroughs in higher performance, developed through active collaboration with clients and thought leaders around the world. Tue, 22 May 2012 06:56:50 -0500 http://www.booz.com/media/image/boozco-logo_for_rss.gif http://www.booz.com/katzenbach_foresight 88 30 http://www.booz.com/global/home/what_we_think/katzenbach_center/katzenbach_foresight/kcfs_may2012/50478563?gko=94b55 The Katzenbach Center at Booz & Company is proud to present the latest edition of Katzenbach Foresight, where we push beyond best practice boundaries in leadership, organization, culture, and human capital. Mon, 07 May 2012 11:01:00 -0500 http://www.booz.com/global/home/what_we_think/katzenbach_center/katzenbach_foresight/kcfs_may2012/50478563?gko=94b55 http://blogs.hbr.org/cs/2012/03/look_beyond_the_team_its_about.html Teaming has evolved over the last decade. Ten years ago, the conventional wisdom held that the best way to solve a problem was to form a team. However, today, with the ever-increasing necessity of working across organizational and geographical boundaries, more leaders at all levels are finding that it's not always practical -- or even best -- to put together a team. The blog discusses today's alternatives, including the potential of focused networks and subgroups, which can work more effectively in different modes than "real teams." by Jon Katzenbach Mon, 07 May 2012 11:00:00 -0500 http://blogs.hbr.org/cs/2012/03/look_beyond_the_team_its_about.html http://www.strategy-business.com/article/00109?gko=b2721 Leaders can learn a lot from the late Apple CEO, but not all of it should be emulated. Most business leaders would be thrilled to achieve Steve Jobs's level of market success, but should they aspire to lead like him? Steve Jobs may have been, as Walter Isaacson says in his eponymous biography, "the greatest business executive of our era," but he was a mercurial, demanding, and tyrannical one. Applied to the wrong strategy, market, or product, his behaviors could sink a company. In the end, what made Jobs such a successful leader was his much-lauded talent for envisioning and delivering breakthrough products and services. by Jon Katzenbach Mon, 07 May 2012 10:59:00 -0500 http://www.strategy-business.com/article/00109?gko=b2721 http://www.booz.com/media/uploads/HBR_How-Many-Direct-Reports.pdf?gko=96b57 This article in Harvard Business Review helps CEOs and other senior executives answer a perennial question: How much should they take on? The authors analyze how the CEO's span of control logically evolves and offer advice for managers as they progress through their career. by Gary Neilson and Julie Wulf Mon, 07 May 2012 10:58:00 -0500 http://www.booz.com/media/uploads/HBR_How-Many-Direct-Reports.pdf?gko=96b57 http://www.booz.com/global/home/what_we_think/katzenbach_center/katzenbach_foresight/kcfs_feb2012/50109314?gko=36a90 The Katzenbach Center at Booz & Company is proud to present the latest edition of Katzenbach Foresight, our newsletter, where we push intellectual and best practice boundaries in leadership, organization, culture, and human capital. Tue, 07 Feb 2012 01:00:00 -0600 http://www.booz.com/global/home/what_we_think/katzenbach_center/katzenbach_foresight/kcfs_feb2012/50109314?gko=36a90 http://www.strategy-business.com/article/00103?gko=b2721 Analysis of informal networks offers a potent leadership model for the C-suite: Make top teams the hub of the enterprise, and watch performance improve. Think of the leadership teams that have the greatest impact. Does most of their value come from the meetings they conduct and the decisions that flow from them -- or from their informal interactions and their connections with others outside the group? This article argues that in most companies, very little of the top team's power derives from its decisions, directives, or actions as a deliberative body. Instead, that influence comes from its members' informal and social networks, their willingness to make the most of those connections, and their ability to work well in subgroups that are formed to address specific issues. by Rob Cross, Jon Katzenbach Tue, 07 Feb 2012 00:59:00 -0600 http://www.strategy-business.com/article/00103?gko=b2721 http://hbr.org/web/ideas-in-practice/the-secrets-to-strategy-execution-the-idea-in-practice In this Harvard Business Review Idea in Practice (a case illustrating a wider business issue), the authors show how any company can better execute its strategy without making costly, disruptive changes to its organizational structure. Using the story of a highly successful global company referred to as Canson Industrial Goods, the authors illustrate how you can uncover serious obstacles preventing your company from meeting its goals, how you can change decision rights, and how you can improve the flow of information to effectively implement your strategy. by Ilona Steffen, Niko Canner, Gary Neilson Tue, 07 Feb 2012 00:58:00 -0600 http://hbr.org/web/ideas-in-practice/the-secrets-to-strategy-execution-the-idea-in-practice http://www.booz.com/global/home/what_we_think/katzenbach_center/kc_webinars?gko=e5001 We invite you to listen to the audio recording of the Katzenbach Center Webinar, hosted on December 6, 2011, with Jon Katzenbach, author of the strategy+business article Stop Blaming your Culture and Paul Leinwand, co-author of the book The Essential Advantage, and hosted by Art Kleiner, editor-in-chief of strategy+business magazine. Tue, 07 Feb 2012 00:57:00 -0600 http://www.booz.com/global/home/what_we_think/katzenbach_center/kc_webinars?gko=e5001 http://www.booz.com/global/home/what_we_think/katzenbach_center/katzenbach_foresight/kcfs_oct2011/49856543?gko=7e3d4 The Katzenbach Center at Booz & Company is proud to present the latest edition of Katzenbach Foresight, our newsletter, where we push intellectual boundaries in leadership, organization, culture, and human capital. Tue, 25 Oct 2011 01:00:00 -0500 http://www.booz.com/global/home/what_we_think/katzenbach_center/katzenbach_foresight/kcfs_oct2011/49856543?gko=7e3d4 http://www.booz.com/global/home/what_we_think/innovation_1000_2011?gko=ed546 Booz & Company's seventh annual study of the world's 1,000 largest corporate R&D spenders focuses on the ways strategic alignment and corporate culture facilitate innovation. We show that companies whose innovation strategy is tightly aligned with overall corporate strategy, and whose culture supports innovation, have better innovation results and stronger financial performance than other companies have. As in years past, we also conducted a comprehensive trend analysis of global R&D spending: Spending rose 9.3 percent in 2010, returning to its long-term trajectory after 2009's recession-induced decline. by Barry Jaruzelski, John Loehr, Richard Holman Tue, 25 Oct 2011 00:59:00 -0500 http://www.booz.com/global/home/what_we_think/innovation_1000_2011?gko=ed546