Nefertiti bust showing the use of eye liner made of kohl.
How to market in a downturn. Harvard Business Review April: What to do for a struggling colleague? Harvard Business Review May: Entering the fundamental state of leadership.
Creating a purpose-driven organization. Envision an inspired workforce, discover the purpose, recognize the need of authenticity, turn the authentic message into a constant message, stimulate individual learning, turn midlevel managers into purpose-driven leaders, connect the people to the purpose, and unleash the positive energizers.
Creating a purpose-driven organization: War planning and industrial mobilization. Harvard Business Review October: How to identify your enemies before they destroy you. Harvard Business Review November: A tool to distinguish signal from noise.
When the CEO's personal crusade drives decisions. Harvard Business Review June: Do you thank the taxpayer for your bailout? Why conglomerates thrive Outside the U. Harvard Business Review December: The global brand face-off. Harvard Business Review July-August: How the global slowdown is reshaping competition from emerging markets.
The sum of India's contradictions. Why "fair value" is the rule.
Harvard Business Review March: Is a promotion worth hiding who you are? Building the co-creative enterprise. The co-creation approach to process and product design attempts to serve the interest of all stakeholders and focuses on their experiences and how they interact with each other.
The truth about CSR. Firms must develop coherent corporate social responsibility strategies. Segmenting the base of the pyramid.
Why sustainability is now the key driver of innovation. Harvard Business Review September: Selecting strategies that create shareholder value. Do not manage earnings or provide earnings guidance, 2.
Make strategic decisions that maximize expected value, even at the expense of lowering near-term earnings, 3. Make acquisitions that maximize expected value, even at the expense of lowering near-term earnings, 4.
Carry only assets that maximize value, 5. Return cash to shareholders when there are no credible value-creating opportunities to invest in the business, 6.
Reward CEOs and other senior executives for delivering superior long-term returns, 7.Becker-Olsen, K. L., Taylor, C. R., Hill, R. P., & Yalcinkaya, G. (). A Cross-Cultural Examination of Corporate Social Responsibility Marketing Communications in.
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