Michael Lee Stallard

JUNE 23, 2010

The Value Bridge Admiral Clark described his strategy as using the Navy’s “asymmetrical advantages” of the “best technology in the world” combined with the “genius of our people.” Admiral Clark’s description of who sailors are as members of the U.S. He made certain the Navy’s plans and budgets were aligned with his priorities.

Long-term 207

Long-term Consensus Class Follow-up 207

Harvard Business Review

DECEMBER 8, 2010

A CEO can make hundreds of millions for running a once-thriving company into the ground because he (or she) can earn his mega-bonus faster than you can stop him from earning it. There are big and small, worse and better, more and less ethical ways to do the latter. And the systemic result of that is crisis, stagnation, and decline.

GDP 15

GDP Hypercompetition IPO Information 15

Harvard Business Review

MARCH 24, 2011

Between 1994 when he was first elected and 2001, in his third term, the Firm more than doubled its number of consultants (3,300 to 7,700), partners (425 to 891), and annual revenues ($1.5 Starting managerial salaries were a lot lower than consultants' — they still are — and even client CEOs didn't make all that much.

McKinsey 13

McKinsey Consultative Waterman Intellectual Capital 13

Strategy Driven

MARCH 11, 2011

Thus, when Lay (CEO of Enron) was chairing a charity drive, Lay asked for 100% participation from the client’s firm, and the client reciprocated by edicting donations from his 200+ employees. This client was a prime example of a leading CEO who served his community, profession and firm well. Executives never stayed long.

Strategic Planning 57

Strategic Planning Committee Golden Handcuff Media 57