Purpose: The author addresses the looming question in the digital era: Can long-established firms adopt an existential mindset that enables them to survive and prosper? Design/methodology/approach: Disruptors take advantage of significant changes in the traditional value drivers in an existing...

Purpose: The article guides the process for each aspiring leader to develop his or her own unique approach to leading. Design/methodology/approach: Executives and managers can deepen theirunderstanding of leadership by mining three sources: the burgeoning archives of contemporary leadership...

Purpose: Harvard authority on leadership, Barbara Kellerman, indicts the deficiencies of the leadership industry and she argues that we can do better. Design/methodology/approach: This interview offers a bold prescription for training effective leaders[4]. Findings: To be effective, the...

With this interview of W.R. Goodwin, President and Chief Executive Officer of Johns‐Manville, Planning Review initiates a series of articles designed to elicit the opinion of top management on the effectiveness of planning and the proper direction for the state of the art. In simple terms the...

By asking Donald V. Seibert, Chairman of the Board of JCPenney, a number of variations on the basic question, “How do you plan?” this magazine continues its series of interviews with top management. These articles are informal and designed to reveal a chief executive officer's attitudes, his...

Probably every planner, while reading an article about managing, has felt a twinge of discomfort or gnaw of disbelief over the discrepancy between management as it is written about and management as it is practiced. According to the canons of business literary tradition, management's style and...