Friday Features: 03-May-2019
Friday Features - a weekly selection of useful insights from business schools, consulting firms and publications to help you Unleash Your Leadership
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BY Andrea Contigiani via Knowledge@Wharton
The Lean Startup is a bestselling business book by Eric Ries that has become a global revolution with followers in 17 countries.[...] Its core principle is to test a “minimum viable product” early and gather information to further fine-tune development. The idea is to mitigate risk in the product development process.
But there is a downside to early market testing, according to the research paper, “Experimentation, Learning and Appropriability in Early-Stage Ventures,” by Andrea Contigiani, a researcher at the Mack Institute for Innovation Management and a Wharton doctoral candidate. By releasing early versions of products, companies risk imitation by a competitor.
BY Benjamin Kessler et al. via INSEAD KNOWLEDGE
Interventions designed to increase women’s cultural fit can also create a better working environment for everyone.
Gender imbalance in the workplace is not confined to the gender pay gap or number of women vs. men in senior leadership positions. It also has to do with subtler yet deeper cultural cues about who belongs and who doesn’t.
BY Theodore Kinni via Strategy+Business
A 2017 survey found that 23 percent of Americans who work at companies with more than 500 employees are unsure of the name of the CEO. Thirty-two percent aren’t sure they could pick their CEO out of a lineup — a task that they will never be called upon to perform, hopefully. But we can all reel off the names of our managers.
That’s because managers are our leaders. They direct, coach, and appraise us. They play an outsized role in the quality of our work lives and work–life balance. They provide us the opportunities to grow and advance professionally.
BY John Hagel & John Seely Brown via Deloitte Insights
How can companies direct attention toward initiatives that have the most impact—and ensure that they’re properly funded? Using two parallel time horizons—one that’s six to 12 months out and another that’s 10 to 20 years—can help boost immediate strategic impact and prepare for the long term.
BY Stephanie Vozza via FastCompany
If there’s a time-saving trick for getting what you want, most of us will be willing to try it. Unfortunately, a lot of the hacks that are intended to make us better leaders simply waste our time.
We hope you enjoyed reading this issue of Friday Features as much as we did putting it together. If you have any comments, questions or suggestions, please do write in.
Narayan Kamath
