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.
Yet2
JUNE 10, 2024
yet2 ’s network has been built across multiple channels to include small and large companies, technical experts and scouting partners. yet2 was founded by cofounders Ben DuPont and Phil Stern in 1999. Ben and Phil eventually moved to Chartline, becoming the Managing Directors. However, it’s certainly worth it.
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Harvard Business Review
MARCH 14, 2016
And as part of a contingent staffing strategy, emerging businesses and startups can afford access to outstanding technical experts that would otherwise be cost prohibitive on a full-time basis. Others are new to managing or stronger technically than as a supervisor. Create the role of “external talent manager.”
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.
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
JUNE 29, 2016
RippleWorks, a private foundation that supports emerging market entrepreneurs by providing them with leading Silicon Valley executives as advisors, asked those questions in a recent survey of 628 social entrepreneurs from all over the world. What do these enterprises need to scale up? And how can they do it?
Harvard Business Review
OCTOBER 31, 2016
Similarly, some people move from technical to managerial positions in order to advance in their careers. Those jobs often demand less technical knowledge but can offer more pay, more responsibilities, and chances to develop new skills. These results have important implications for managers and policy makers.
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