It’s amazing to see many of the major retailers simply stand by and watch their business atrophy. On the other hand, there are a few that work hard to get out in front of the key trends/changes impacting retailers. Best Buy is an amazing example of doing exactly that. While facing bankruptcy in early 2013, with its stock price down to $11.80, it watched its competitors such as CompUSA, Circuit City and Radio Shack fall by the wayside.
Perspectives on Bob's Books
What's Holding You Back?
"A must read for both emerging and established executives! Bob Herbold provides ten clear guidelines that will enable managers to become strong, proactive leaders."- J.Lechleiter, retired Chairman, President and CEO of Eli Lilly & Company
Seduced By Success
"Bob Herbold gets to the heart of why successful organizations and individuals often go into a tail-spin, and how this can be avoided. His thorough reviews of specific companies we all know make this a very useful book, and I highly recommend it."- Indra K. Nooyi, Chairperson & CEO, PepsiCo, Inc.
The Fiefdom Syndrome
"Turf wars and bureaucracy can undermine even the strongest corporate strategies. Drawing on lessons learned throughout his distinguished career, Bob describes innovative and practical ways to tackle this pervasive problem."- Bill Gates, Co-Founder, Microsoft Corporation and Co-Founder, Bill & Melinda Gates Foundation
Bob's Gutsy Leadership Blog
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Bob regularly writes blog posts and articles with his areas of focus being leadership, organizational effectiveness. Below you will find the titles and hot-links of his most recent efforts:
Amazon is paranoid about hiring and developing top talent! For example, it has hired 97 MBA’s from MIT over the past 5 years, more than twice any other tech company. Stepping back, given the amazing speed of change in most industries today, it is clear that having top talent is a necessity. Hence, the subject of spotting such individuals at a very early stage and acquiring that talent for your organization should be a very high priority task.
Seventeen years ago, in November 2000, GE named a new CEO. GE had just completed a highly successful ten-year period where the stock price went from $5/share to $55/share. The person who got the job was highly regarded by everyone, and given the enormous success of GE, he was obviously very positive and confident about the future.