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November 26, 2012
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Leading Edge 
  • How to drive a Jeep across quicksand
    Managing innovation is like driving a Jeep across a pond of quicksand, says John Nottingham, a co-president of Nottingham Spirk. It's risky, but you need to commit fully to the path you've chosen and not stop to second-guess yourself. "If you pause to think about it for a while, you start sinking in the quicksand and all of a sudden you disappear," Nottingham says. The New York Times (tiered subscription model) (11/24) LinkedInFacebookTwitterGoogle+Email this Story
  • Is Jack Welch a has-been?
    Former General Electric CEO Jack Welch has been raising eyebrows with a string of political statements, including a claim that unemployment figures were skewed to assist President Barack Obama's re-election campaign. Welch shrugs off critics who say he's "lost his game," and says he's simply enjoying his retirement. "If I were still a CEO, I wouldn't be saying all these controversial things," he says. Bloomberg Businessweek (11/21) LinkedInFacebookTwitterGoogle+Email this Story
Strategic Management 
  • Retailers go online to win Black Friday price war
    Big-box retailers are incorporating e-commerce into their real-world sales strategies, using real-time data analysis to ensure that they're matching rivals' promotional offers, and often applying the same discounts to online pricing. That's good news for offline and online consumers, although some analysts fear the move could reduce the profits retailers are able to wring out of holiday-sales shoppers. The Wall Street Journal (11/23) LinkedInFacebookTwitterGoogle+Email this Story
Innovation and Creativity 
  • More immigration means more innovation, researcher says
    A quarter of all U.S. startups, and more than half of those in Silicon Valley, were started by immigrants from 1995 to 2005. However, a shortage of H1-B visas for science, engineering and computer researchers is threatening that trend, says innovation researcher Vivek Wadhwa. "The reality is, if we just fix that one issue about the numbers of visas, the problem would likely fix itself. It's that simple," he says. Knowledge@Wharton (11/20) LinkedInFacebookTwitterGoogle+Email this Story
Most Read by CEOs 
  • Why bosses should find their "off button"
    Leaders shouldn't be afraid to turn off their smartphones and iPads, write Henry Mintzberg and Peter Todd, as digital distractions make it harder for bosses to relate to their workers effectively. "By giving managers the illusion of control, the rapid flow of information through new technologies threatens to rob them of real control," the pair write. Strategy+Business magazine (free registration) (Winter 2012)
  • Results based on number of times each story was clicked by readers.
The Global Perspective 
  • Japanese manufacturers say offshoring isn't an option
    The yen has risen 34% against the dollar since 2007, causing problems for Japanese exporters and putting many under pressure to offshore manufacturing. Still, some executives say they're determined to maintain a Japanese manufacturing base. "You don't need foreign factories to be a global company," says Norifumi Hagimoto, president of parts supplier Tamagawa Seiki. The Wall Street Journal (11/22) LinkedInFacebookTwitterGoogle+Email this Story
  • Wal-Mart suspends Indian workers amid corruption inquiry
    Wal-Mart's efforts to find a foothold in India have been shaken by reports that the company's joint venture there has suspended five employees, reportedly including its chief financial officer, pending a corruption inquiry. The news was seen as potentially slowing Wal-Mart's aggressive expansion in India, where it jointly operates 18 wholesale stores with plans to begin retail operations. The Associated Press (11/23), The Economic Times (India) (11/26) LinkedInFacebookTwitterGoogle+Email this Story
Engage. Innovate. Discuss. 
  • Relationship-management tips for new executives
    Newly appointed executives probably already know the importance of nurturing relationships, but their existing interpersonal techniques might not work as well in a larger role, writes Mary Jo Asmus. Small-group meetings still have a place in the new manager's toolkit, but it's also important to develop the skills needed for running all-hands meetings and other large-group sessions. SmartBrief/SmartBlog on Leadership (11/21) LinkedInFacebookTwitterGoogle+Email this Story
Daily Diversion 
  • Black Friday isn't the only "black" day
    Black Friday isn't the only day to have been given a "black" epithet over the years, writes M. Asher Cantrell. History buffs will recall Black Sunday, which marks a huge dust storm in 1935; Black Thursday, a day in 1943 when a record number of U.S. planes were shot down over Germany; and Black Saturday, the day in 1962 on which the Cuban missile crisis reached its climax. MentalFloss.com (11/23) LinkedInFacebookTwitterGoogle+Email this Story
 
Position TitleCompany NameLocation
Senior Vice President of MarketingTotal Wine & MorePotomac, MD
Vice President, Network Development and Provider RelationsLouisiana Health Cooperative, Inc.New Orleans, LA
Senior Corporate CounselMedivationSan Francisco, CA
Senior Director, QualityAmerican Medical SystemsMinneapolis, MN
Senior Control Systems EngineerMarotta ControlsMontville 07045, NJ
Vice President and Chief Financial OfficerLouisiana Health Cooperative, Inc.New Orleans, LA
Chief Executive OfficerOklahoma Health Care Authority Oklahoma City, OK
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Featured Content 
 

Editor's Note 
  • From the SmartBrief library: "Influencing Up"
    In this follow-up to "Influencing Without Authority," authors Allan Cohen and David Bradford offer tools on how to influence those you don't control, as well as bridge the power gap with senior leaders and build partnerships with those who are hard to reach. SmartBrief is pleased to share an excerpt from this book titled "What Do the Powerful Care About?" In return for updating your SmartBrief subscriber profile, we will send you this chapter absolutely free. LinkedInFacebookTwitterGoogle+Email this Story
SmartQuote 
You can't evaluate a CEO's legacy in the time he was CEO. You have to look at what was laid at the successor's feet."
--Thomas O'Boyle, author, as quoted in Bloomberg Businessweek
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