In an environment where organizations and their people are experiencing greater and faster change--often highly disruptive change--it's crucial that more emphasis be placed on identifying and developing executives who possess emotional intelligence skills in addition to the more traditional leadership competencies. Among other things, today's leaders need to manage the dynamic tension between a sense of urgency and realistic patience and between optimism...

The future effectiveness and success of your organization depends to a large degree on its rising managers and professionals under thirty-five. Training and nurturing these leaders and keeping them on board is critical--but to do so you must first understand who they are, how they think, and what they want.

In today's increasingly complex world, leadership is crucial to organizational survival and success. But how can an organization ensure that it has enough leadership-and the proper kind of leadership-to meet the often unpredictable challenges it will face?

As organizations add systems, services, and cloud environments, they notice that their old ways of monitoring performance are no longer adequate. Even though they prioritize observability, operations teams are not finding ways to achieve it. According to a survey conducted in early 2021, managers and staff of more than 1,300 organizations reported that lack of observability into their systems and applications hampered their ability to trace and recover...

In this interview, the second in MIT Sloan Management Review's Leading With Impact series, Urvashi Tyagi discusses her role as CTO at ADP with coach and consultant Chris Clearfield. She also describes ADP's systems-first approach to its payroll and HR solutions business and shares what she has learned about creating a healthy corporate culture and evaluating employee performance.

The hardest part of strategic leadership is getting people throughout the organization--from the executive team to the people on the front lines--to think and act similarly when making or carrying out strategy, even as the business environment continually places new demands on the organization. For leaders, closing the gap between strategy and execution requires focusing on clear priorities, creating common understanding through real dialogue, and...

Where should leaders focus when managing multiple, simultaneous change initiatives? Recent research by the authors explores the experiences of a global technology company that attempted two concurrent large-scale change initiatives. In this scenario, consistency around content, procedure, and normative expectations as perceived by employees stood out as the pivotal success factor.

Mastering the IBM Tivoli Access Manager is the most important factor for successfully deploying contemporary e-business solutions. Access Manager is the key element in an e-business security framework that needs thorough understanding to achieve maximum security, functionality, and performance. Based on expandable security policies for users, groups, and protected resources, the Tivoli Access Manager manages the authentication and authorization to...

Das renommierte Lehrbuch von Oliver Rausch, Mitbegründer der Fotoakademie-Koeln, erscheint in der 4. Auflage. Es behandelt Licht als das unmittelbarste Gestaltungselement der Fotografie. Der Autor zeigt, wie sich Licht der Bildaussage entsprechend gezielt wirkungsvoll einsetzen lässt. Schritt für Schritt vermittelt er den Einsatz unterschiedlicher Lichtarten und ihrer Wirkung und geht dabei auch auf oft vorkommende Missverständnisse ein. Er...

Much has changed in India in the past ten years, and it is poised to emerge as a major player in the global economy. But many observers believe that India must further develop its leadership to fulfill its destiny. Here, the CEO of India's largest media conglomerate talks about the changes, choices, and challenges facing leaders in a nation on the brink.