Culture Management Technical Cofounder 
IdeaScale
JANUARY 3, 2018
He’s the founder and Managing Editor for IEDP – covering the global executive development sector– and cofounder of IEDP’s sister organization, Ideas for Leaders , which reviews, distills and shares the latest research on business leadership coming out of universities and business schools around the globe.
Harvard Business Review
JUNE 21, 2017
The survey results show that no single management skill stands out above the rest. Respondents indicated that founders need to be management jacks-of-all-trades, so to speak. The non-MBA founders shared the view that it is very important for future leaders of technology ventures to build a wide range of management skills.
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Harvard Business Review
JULY 26, 2011
No one who knows him doubts Page's unwavering commitment to the innovation culture of the company he cofounded. That possibility raises an important question that cuts to the core of Google's cultural values and success. Google Labs generated insights into technical elements and features, as well as customer engagement.
Harvard Business Review
DECEMBER 9, 2011
Directors keep nudging these CEOs to play it safe, filling the management team with steady performers whose work history closely matches the job at hand, even if there's no sense of "wow!" They wanted to be on the forefront of some technical field. In the boardroom, though, such plans elicit frowns. in the job interviews.
Harvard Business Review
APRIL 18, 2017
The tech sector, which has become as famous for toxic company cultures as for innovation, and as well-known for human resource headaches as for hoodie-wearing CEOs, could use a little of the mellowness and wisdom that comes with age. I imagined myself as a cultural anthropologist, intrigued and fascinated by this new habitat.
Harvard Business Review
FEBRUARY 27, 2015
Writing in response to the publication that year of IDEO cofounder David Kelley’s The Art of Innovation , Schrage argues that IDEO’s ability to innovate lies not so much in the methodologies of brainstorming, hot teams, and rapid prototyping that Kelley describes but in its culture.
Harvard Business Review
MARCH 14, 2016
The small size of unicorns allows the top management teams to be directly and deeply involved in most of the strategic decisions, which are then implemented through a flat organization. This is makes it easier to take decisions and put them into practice very swiftly. Financed by VC firms.
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