The Management Academy for Public Health develops public health managers' management skills. Ultimately, the program aims to develop civic entrepreneurs who can improve the efficiency and the effectiveness of their organizations. With help from a coach, teams write public health business plans to meet needs in their communities. An external evaluation found that 119 teams trained during the first 3 years of the program generated more than $6 million in enhanced revenue-including grants, contracts, and fees through their business plans--from $2 million in program funding. Approximately 38% of the teams expected to generate revenue from an academy business plan or a spin-off plan. Action-learning methods can help midcareer managers transfer their training to the workplace and build entrepreneurial skills.

This article describes a psychological skills training program developed for the Houston Astros’ minor league player development program. It represents a mode of consultation that includes the training and supervising of an appropriate professional within the organization who delivers the actual training to the athletes. The goal is to provide a quality and continuity of services that would be difficult to accomplish using the traditional outside consultant model. Issues and problems that arose in the implementation of the program are discussed, and data derived from an evaluation of the program are presented.

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We examine how to encourage collaboration between local sales and marketing teams in multinational enterprise (MNE) subsidiaries in order to successfully commercialize new product launches by creating integrated, locally adapted implementation plans. Empirical research within six subsidiaries of an MNE operating in southern Latin America found that centrally produced processes alone were insufficient for successfully launching new products in these subsidiary markets. However, devolving power, while using cross‐functional teams and formalized processes to encourage communication, led to the development of the types of trust that facilitate effective relationships between sales and marketing teams, which resulted in successfully adapted new product launches for each subsidiary market. We discuss the implications of our findings for theory and practice.

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