Harvard Business Review

MARCH 12, 2018

What happened to being rewarded for consistent, quality work over the long-term? There is a straightforward relationship between input and output: Those who put in the hours are handsomely rewarded, and progress can be neatly tracked through the kind of upward-sloping curves that companies and executives can only dream of.

CEO 8

CEO Company Sports Fashion 8

Harvard Business Review

OCTOBER 16, 2014

If the number of executives from other companies who have been benchmarking GE’s management-development centers is an indication, interest in creating corporate universities is on the rise. Here are some of GE’s principles for achieving those essential aims: A leadership institute should reflect the company’s leadership ideals.

Six Sigma 8

Six Sigma Human Resources Benchmarking Participative 8

You're Not the Boss of Me

OCTOBER 20, 2009

In 2001, Jeffery W. Greenberg , Chairman of Marsh & McLennan Companies headquartered in New York, presided over a firm of 58,000 people worldwide. The irony is that Mr Greenberg does not enjoy a reputation associated with good leadership but perhaps at this particular time, he may have got it right. What about you?

Performance Review 43

Performance Review Blog Learning-by-Doing Contingency Plans 43

Harvard Business Review

JANUARY 26, 2016

But in a world where most companies don’t operate on the frontiers of digital transformation, and most employees aren’t tech geeks or app developers, our appetite for unconventional talent strategies should probably extend to more conventional parts of the economy. First, the best companies hire for attitude and train for skill.

Loyalty 8

Loyalty Customer Loyalty Training Quality 8

Harvard Business Review

FEBRUARY 2, 2018

There is no doubt that Kamprad’s personal tenacity, business savvy, and leadership skills account for IKEA’s success. When we focus on the puzzle of the man, we overlook important, hidden elements of the company: the paradox of its history, its processes and routines, and its shared, embedded culture of innovation.

Succession 8

Succession Humphrey Business Model Real Estate 8

Women on Business

AUGUST 12, 2011

As women progressively enter leadership roles and management positions in organizations that traditionally used to be held by men, many pose questions about leadership styles and gender. This statistic draws a question: what is the difference between a man and woman’s leadership style? When the Boss is a Woman, 2008).

Power 263

Power Leadership Styles Leadership Mentor 263

Harvard Business Review

MAY 19, 2011

To make big improvements in productivity and customer service, people in an organization must collaborate across corporate hierarchies, functions, companies, and geographies. Leading companies such as IBM, Ford, and Avery Dennison are making major improvements in key processes by creating online communities to share deep knowledge.

Process 15

Process Press Release Automotive Globalization 15

Michael Lee Stallard

NOVEMBER 15, 2015

between the ages of 16-30 years old in 2001, it found more than 90 percent of those surveyed rated “connection and community” as their greatest need. It is not for their beauty, their power, or their influence, but simply for the quality of their human relationships and their ability to look after those around them.”

Stress 150

Stress Mentor Competitive Advantage Long-term 150

Harvard Business Review

NOVEMBER 14, 2013

At some point most executive teams will make a bet-the-company decision. In 2007 AOL and Time Warner finally pulled the plug on the $350 billion 2001 merger that Time Warner chiefs Jeff Bewkes and Gerald Levin later called “ the biggest mistake in corporate history.”. The leadership teams at AOL and Time Warner were hardly boneheaded.

Hedge 8

Hedge Restructuring Execution Download 8

Harvard Business Review

JANUARY 16, 2013

What the naysayers are overlooking or ignoring is that one could have made a list for Steve Jobs that would look remarkably similar: Missed earnings: Apple posted a $247 million quarterly loss ( in 2001 , four years after Jobs took over — and the stock went UP in after-hours trading). Bad quality control: MobileMe, antenna-gate.

Marketing 11

Marketing Stage-Gate Advertising Price 11

Harvard Business Review

DECEMBER 11, 2012

It's been nearly a year since Nokia CEO Stephen Elop shot off his burning platform memo as a way of shaking up the phone company's leadership. At the same time, the New York company launched a Silicon Valley start-up with a separate mission, management team, and business model while leveraging vital assets of the parent.

EBITDA 8

EBITDA How To Crisis Depreciation 8

Harvard Business Review

NOVEMBER 22, 2013

Paula encouraged me to talk with Paul because he “is the real thing when it comes to global business leadership.” The company had been without a CEO for nine months, the earnings and stock price were in the tank, good people were running for the exits, and multiple projects in recent years had failed. And in 2001, profits jumped to $2.2

CEO 8

CEO Advice Workshop Execution 8

Harvard Business Review

JUNE 14, 2016

Do: Get experience at an outside company first to improve your judgment and boost your confidence. Toby Bozzutto’s father, Tom, never asked him if he wanted to work in the family real estate management company. ” Toby did everything his father asked, joining The Bozzuto Group in 2001 as a development associate.

Real Estate 8

Real Estate Supply Chain Learning-by-Doing Career 8

Harvard Business Review

JANUARY 30, 2013

Outsourcing leads to business model risk — you open the door to outsourcing your profits (in fact, a 2001 Boeing paper that is incredibly prescient and worth the time to read identified exactly this problem). And while outsourcing can certainly lead to problems, I'm not convinced it's the cause of these problems. At least not yet.

Outsourcing 8

Outsourcing P&L Airlines Price 8

Strategy Driven

OCTOBER 18, 2013

So also should diversity, branding, quality, marketing, re-engineering and other important processes. Any company or organization is like a tree. None of the limbs and twigs on each branch (staff-consultants) provide all nourishment required to breed a healthy tree (company). by Hank Moore. Product Recall, Tylenol.

Crisis 71

Crisis Crisis Management Budgeting Risk Management 71

Harvard Business Review

NOVEMBER 20, 2017

In our experience at Bain & Company, however, this strategy-to-performance gap is rarely the result of shortcomings in implementation; it is because the plans are flawed from the start. Leadership then specifies a plan that it believes will position the company to win in this predicted future.

Execution 8

Execution Strategy Contingency Plans Company 8

Harvard Business Review

MAY 18, 2017

That quality made him (arguably) the quintessential HBR author. I’ll fast-forward through the next decade, when Garvin, trained in operations, helped to answer the question much of America was obsessed with at the time: How Japanese automakers could make higher-quality, more-reliable cars than Americans, while charging less for them.

Management 9

Management Balanced Scorecard NPV Article 9

In the CEO Afterlife

JUNE 8, 2016

And everyone is trying to climb to the top of that to get ahead,” explains Heather Fadali, senior brand manager for coffee at Kraft Heinz, Nabob’s parent company. But when the company was purchased [in 1976 by Jacobs], we were in a free world of competition, and then suddenly we didn’t have the support of Kelly Douglas any more.

Brand 100

Brand Brand Management Advertising Management 100

Strategy Driven

MARCH 11, 2011

The company cried ‘case study’ from the very beginning, when it segued from the former Houston Natural Gas moniker. But, human nature being what it is, people are more easily duped than they are taught to appreciate the attributes of quality and substance. Any company or organization is like a tree. by Hank Moore.

Strategic Planning 57

Strategic Planning Committee Golden Handcuff Media 57

Harvard Business Review

APRIL 28, 2015

It doesn’t necessarily include the qualities (like optimism, initiative, and self-confidence) that some popular definitions ascribe to it. It took almost a decade after the term was coined for Rutgers psychologist Daniel Goleman to establish the importance of emotional intelligence to business leadership.

Emotional Intelligence 8

Emotional Intelligence Goleman Skills Leadership 8