Articles
When Satya Nadella became CEO of Microsoft in February 2014, the company seemed in danger of fading into irrelevance. Now its share price is at an all-time high. How did he do it?
In an era of transformative cognitive technologies like AI and machine learning, it’s become obvious that people, practices, and systems must become nimbler too. And because organizational change tends to be driven by those who most acutely feel the pain, it’s often line managers who are the strongest champions for ‘talent tech’.
Networking — the process of cultivating a robust tissue of professional relationships — is essential, for getting things done in our day-to-day jobs and for our long-term career progression. But, when it comes to daily choices about how we spend our time, developing our networks intentionally tends to fall far down the list of priorities.
Many of us recognize intellectually that we need others’ knowledge to solve big problems, yet we still lack the motivation to collaborate.
Sabbaticals are one sign of a need for respite but even they can be too busy.
A good network keeps you informed. Teaches you new things. Makes you more innovative. Gives you a sounding board to flesh out your ideas. Helps you get things done when you’re in a hurry.
The late CEO loved a shouting match but staff knew they could speak up.
Just because a person knows that networks are important to their success, it doesn’t mean they are devoting their time and energy to building the right sort.