Le grandissime aziende detengono una gran parte degli asset mondiali e monopolizzano  l’attenzione degli accademici e dei consulenti. Sul lato opposto molta attenzione è rivolta alle start-up, che attraggono giovani ambiziosi ed emigranti dalle grandi corporation. Ma le “aziende di mezzo” (Mid Cap)? Sono poco studiate in termini di leadership, cultura e talenti. IMD  e Amrop hanno cercato di colmare la lacuna con lo studio “Welcome to the Flight Deck”, basato su interviste personali ad un centinaio di capi azienda (imprenditori e manager) nel mondo.

You’d think after years of using Google Maps we’d trust that it knows what it’s doing.

The decor varies greatly in the offices of the 550 CEOs, government officials, and heads of NGOs interviewed as part of our research on leadership — but hands down, photos are the most popular accessory. There are some shots of families and vacations, but most of the pictures show these senior leaders with prominent people. Playing golf with Jack Nicklaus. Smiling with President Obama at a state dinner. Laughing with another CEO at Davos.

Gallup has found that one of the most important decisions companies make is simply whom they name manager. Yet our analysis suggests that they usually get it wrong. In fact, Gallup finds that companies fail to choose the candidate with the right talent for the job 82% of the time.

When we hear people talk about struggling to maintain work-life balance, our hearts sink a little. As one executive in a high-performing company we have studied explained, “If work and life are separate things—if work is what keeps you from living—then we’ve got a serious problem.” In our research on what we call Deliberately Developmental Organizations—or “DDOs” for short—we have identified successful organizations that regard this trade-off as a false one. What if we saw work as an essential context for personal growth? And what if employees’ continuous development were assumed to be the critical ingredient for a company’s success?

The proliferation of C-suite roles is an indication of the increasing strategic and operational complexity organizations face. Heightened expectations of expertise are also part of the picture — for instance, GE’s recent transition from asking executives to focus on breadth to focus on depth.

Secondo il Rapporto sulle telecomunicazioni di Asstel uscito a giugno di quest’anno, la banda larga (infrastruttura ADSL) raggiunge il 95,6% degli italiani.

There are three popular explanations for the clear under-representation of women in management, namely