When crises like the Coronavirus impact the business world, it’s important to have a good structure for decision-making. McKinsey & Company offers 6 tips to ensure your decision-making remains solid when battling the unprecedented and unbelievable. First, take a breath. Step back, take stock and prioritize. Consider the long-term implications – look beyond what’s happening right now. This alleviates […]
Read More →Diana Ross once said, “Instead of looking at the past, I put myself ahead twenty years and try to look at what I need to do now in order to get there then.” Great advice for anyone looking for perspective and ways to set goals and make choices. Whatever your time horizon, one year, five years, […]
Read More →Laura Huang, an associate professor at Harvard Business School studied gut decisions made by hundreds of angel investors and venture capitalists. For several years, she tracked 90 companies that they considered investing in and uncovered the two rules for making gut versus data-driven decisions. Before trusting your gut, consider the type of problem you’re faced with. […]
Read More →Harvard Associate Professor Laura Huang studied hundreds of angel investors and venture capitalists, and their propensity to make gut decisions. She discovered three very important things as she followed the outcomes of their decisions over several years. Here’s the pattern she saw among the successful. Those whose decisions worked out well recognized that their gut feeling drew […]
Read More →Do you suffer from analysis paralysis? Do you struggle to make big decisions because the unknown scares you or deciding now feels like too big a commitment? Here are 3 ways New York Times contributor Susan Shain says you can spend less time agonizing and more time enjoying. Go for Good Enough. Today, we’re assaulted with endless options. You […]
Read More →Quick decision-making is one of the hallmarks of an agile company. But making fast decisions is easier said than done. A recent McKinsey and Company article looks at three types of decisions and offers ways to speed up the process. For Big-Bet decisions made at the very top, like making an acquisition, spur productive debate. Assign someone to argue […]
Read More →Because malicious, unapproved software can bring down an entire IT infrastructure, many companies keep a tight reign on the software employees can use. Yet, the Harvard Business Review warns about the dangerous lag time between customers identifying a real need and IT satisfying it. When all IT decisions are made at the very top, i.e., the […]
Read More →In the final installment of Harvard Business Review contributor Larry Clark’s series on navigating complexity, he reframes the benefits of failure in an interesting way. He begins with an NFL coaching analogy. The emergence mindset he believes business owners must adopt is similar to how football coaches choose plays based on what they learned during previous ones. […]
Read More →Harvard Business Review contributor Larry Clark provides great insight into problem solving that starts with making sure you understand the kind of problem you’re solving. To make his point, he refers to the Cynefin Framework, which is used to categorize situations and identify strategies to address them. The 4 categories are: Simple. These are situations that can be […]
Read More →Harvard Business Review contributor Larry Clark’s three part series on navigating complexity offers timely education on rethinking business. He encourages leaders to embrace the natural push and pull of polarities that are inherent to every business. Polarity is when opposing forces pull at each other to keep things balanced. For instance, growth versus profit maximization or work-life […]
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