When Sir Dave Brailsford became head of British Cycling in 2002, the team had almost no record of success: British cycling had only won a single gold medal in its 76-year history. That quickly changed
ANDREW NGUYEN/HBR STAFF Successful leaders keep their promises. They take their responsibilities to others seriously, and, when necessary, they put aside their own needs for the good of the organization.
Photo by TOM EVERSLEY I worked as a consultant for many years before becoming the CEO of Red Hat. One of the most surprising aspects of that work was that people would open up to me, an outsider, about
Say you are competing in a fast-growing industry. How much do you care about profits versus market share? It’s a common rule of thumb that businesses should go for market share in fast-growing industries.
When leaders communicate a vision of their organization’s future, they tend to emphasize ideals and ideology — the importance of “success,” “stewardship,” or “sustainability.” Leaders are likely to emphasize
While the interests in analytics and resulting benefits are increasing by the day, some businesses are challenged by the complexity and confusion that analytics can generate. Companies can get stuck trying
I recently got a call from a CEO of a health system that encompasses several hospitals, medical practices, and clinics. Lakeland Health employs about 4,000 associates and takes in nearly $500 million year.
When we make decisions, we make mistakes. We all know this from personal experience, of course. But just in case we didn’t, a seemingly unending stream of experimental evidence in recent years has documented
Consensus is a powerful tool. When CEOs set out to conquer new markets or undertake billion-dollar acquisitions, we’d hope they’d at least sought out some consensus from their trusted advisors. We hope