The revenge of the executives: jobs on the rise by 2020

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Interview to Cristina Spagna – From “La Repubblica Affari&Finanza” 

 

According to a research carried out by Centro Formazione Management del Terziario established in 1994 on the initiative of ManagerItalia and Confcommercio, Italy is to expect a rise in the number of upskilled managers by 2020.

 

The report underlines that the growing need for managers will be driven by the greatly complex digital organization and by the creation of new businesses. While it rings as definitely good news to the ears of current and would-be managers, it does not mean one can afford to passively watch success go past. As a matter of fact, market outlets will open up solely for professionals meeting three chief requirements: relational and negotiating skills, vision and intuition, sharing and transfer of know-how. Therefore, although digitalization paves the way to new skills, eventually only the most flexible managers will make headways.

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The Elements of Value: Measuring What Consumers Really Want

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By Eric AlmquistJohn Senior, and Nicolas Bloch – The Harvard Business Review

 

When customers evaluate a product or service, they weigh its perceived value against the asking price. Marketers have generally focused much of their time and energy on managing the price side of that equation, since raising prices can immediately boost profits.

 

But that’s the easy part: Pricing usually consists of managing a relatively small set of numbers, and pricing analytics and tactics are highly evolved.

What consumers truly value, however, can be difficult to pin down and psychologically complicated. How can leadership teams actively manage value or devise ways to deliver more of it, whether functional (saving time, reducing cost) or emotional (reducing anxiety, providing entertainment)? Discrete choice analysis—which simulates demand for different combinations of product features, pricing, and other components—and similar research techniques are powerful and useful tools, but they are designed to test consumer reactions to preconceived concepts of value—the concepts that managers are accustomed to judging. Coming up with new concepts requires anticipating what else people might consider valuable.

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Pioneers, Drivers, Integrators, and Guardians

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By Suzanne M. Johnson Vickberg, Kim Christfort – The Harvard Business Review

 

Organizations aren’t getting the performance they need from their teams. That’s the message we hear from many of our clients, who wrestle with complex challenges ranging from strategic planning to change management. But often, the fault doesn’t lie with the team members, our research suggests.

 

Rather, it rests with leaders who fail to effectively tap diverse work styles and perspectives—even at the senior-most levels. Some managers just don’t recognize how profound the differences between their people are; others don’t know how to manage the gaps and tensions or understand the costs of not doing so. As a result, some of the best ideas go unheard or unrealized, and performance suffers.

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The Most Attractive Cities to Move to for Work

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By Kevin Randall – The Harvard Business Review 

 

Despite the current political headwinds blowing against globalization, companies continue to recruit talent from around the world and talented people continue to want overseas work experience.

 

For firms, it’s become imperative to look beyond geographic borders to attract and retain top talent. This is partly due to the fact that 77% of CEOs report being concerned about the availability of key skills, according to PwC. Seventy-seven percent also agree or strongly agree that they move talent to where they need it. Marshall Goldsmith, who has coached CEOs at dozens of global Fortune 500 companies, told me that the talent game is becoming geographically borderless. “What companies want is a leadership base that at least somewhat parallels their customer base. So you don’t have a group of leaders that doesn’t have anything in common with their customers.

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