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In this issue of Briefings on Talent & Leadership, society has become addicted to anxiety. We are more comfortable with worry — and find comfort worrisome.
When Laurence Golborne made it to the San Jose mine in a desert area in the north of the country.
The elderly woman fidgeting in her seat became increasingly nervous as the jet began its ascent into the skies over Brazil.
In all likelihood, any one of the many Linked-In books can tell the reader how to create a profile, establish a network and make the most of the site’s functionality.
Being the leader of a major organization is similar to playing rugby.
At a time of discussions — and, in Europe, street demonstrations — about the fate of older workers.
Today’s organizations are too complex to operate effectively in silo mode; businesses are increasingly focused on cross-selling products to existing customers and innovating through the recombination of existing technologies.
A nation at war, citizens at each others’ throats. General disappointment in the country’s leaders and institutions, and uncertainty about the future.
There is no more exciting subject in management today than innovation.
Over the last few months, I have spoken with several chief information officers at a number of large, global companies.
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