HR Digest

OCTOBER 17, 2020

And the lessons from most recent events in the last 20 years like the relatively mild swine flu (H1N1) in 2009, the dot-com bubble of 2001, and the 2008-09 Great Recession, are nowhere near suitable to withstand the social and economic impacts of the COVID-19 pandemic. Managing Rewards and Mobility. Spanish flu). Money talks, honey.

Short-term 52

Short-term Committee Incentives Long-term 52

Harvard Business Review

FEBRUARY 20, 2017

Clarke painted a picture of how computers would change our way of life by the year 2001. Since its inception, in 1995, ghSMART has been a firm with a completely remote team. More than 80% of our work is done by teams of consultants and staff who operate out of their home offices. They feel true ownership.

Team 11

Team Organization Management Consultative 11

Harvard Business Review

NOVEMBER 23, 2018

In the 2001 recession, total sales for the S&P 500 declined by 9% from its pre-recession peak to its trough 18 months later—almost a year after the recession officially ended. Too many sales teams use outdated practices in making account and territory assignments. Digital tools can also open new go-to-market approaches.

Team 11

Team Price B2B Tools 11

Ask Atma

SEPTEMBER 13, 2012

It is at heart a new philosophical approach to project management. Consider this statement of values from the original authors of the agile manifesto (Beedle, et al; 2001): I. In this sense, agile is more a way to create a new culture than simply a way to write software or manage a project. Agile Concept.

Agility 71

Agility Project Software Short-term 71

Michael Lee Stallard

JUNE 23, 2010

Leaders consciously or unconsciously lump employees into three categories: the “stars” consisting of those in management as well high potential employees, the much larger “core” made up of solid contributors, and the rest, employees whose contributions and fit with the organization are questionable. Connecting the U.S.

Long-term 207

Long-term Consensus Class Follow-up 207

Chart Your Course

JUNE 30, 2016

Every HR, OD professional, and management consultant should at the very least be aware of their existence, if not well-versed in their ideas and theories. Good to Great: Why Some Companies Make the Leap … and Others Don’t (2001). First, Break All the Rules: What the World’s Greatest Managers Do Differently (1999). By Patrick M.

Human Resources 100

Human Resources Talent Management Resources Ulrich 100

Harvard Business Review

APRIL 20, 2016

Teams using agile methods get things done faster than teams using traditional processes. Toyota hired Deming to train hundreds of the company’s managers, eventually capitalizing on his expertise to develop the famous Toyota Production System — the primary source of today’s “lean” thinking.

Agility 8

Agility Nonaka Takeuchi Innovation 8

Harvard Business Review

JULY 6, 2017

Since the Expedition One launch to the International Space Station (ISS) in 2001 — the first long-duration stay on the orbital construction site — NASA’s Human Health and Performance team has been developing expertise in the planning and provision of medical support to crews staying in our world’s most remote environment.

Intangible Assets 11

Intangible Assets Operations Health Care Conference 11

Harvard Business Review

OCTOBER 20, 2016

If the Microsoft board was managing for quarter-to-quarter or even year-to year-revenue growth, Ballmer was as good as it gets as a CEO. Microsoft ended the 20 th century owning over 95% of the operating systems that ran on computers (almost all on desktops). They are hard to do in a company that excels at products. The result?

CEO 8

CEO Supply Chain Long-term Short-term 8

Harvard Business Review

JANUARY 17, 2013

Rational managers for the past thirty years have tightly focused on efficiency, cost cutting, and day-to-day execution — perhaps to a fault. For example, in 2001, IBM set up a permanent transformation organization designed to anticipate and respond to the increasingly unpredictable changes in its markets.

Agility 8

Agility Process Long-term Short-term 8

Harvard Business Review

MAY 26, 2014

Growing a midsized firm takes a top team with zero weak links. But building a consistently strong top leadership team is difficult for at least three reasons: the tendency to be loyal to existing members, the lack of management depth to promote from, and many CEOs’ lack of experience in many functional areas.

Leadership 8

Leadership Leadership Pipeline Loyalty CEO 8

Harvard Business Review

AUGUST 10, 2012

While on the surface revenues remained strong, its rapport with customers and physicians was rapidly eroding, and its reputation was being bludgeoned by lawsuits and a national backlash against health maintenance organizations and managed care (which Aetna had championed). Its operating income recovered from a $300 million loss to a $1.7

Health Care 14

Health Care Restructuring Resistance Long-term 14

Harvard Business Review

AUGUST 22, 2012

In his research, he reports that these individuals typically have extensive sales, marketing and operational backgrounds. They manage preference centers, they use propensity models to define and meet customer needs, and they leverage tools to recognize customers across channels and devices. Get operational expertise, and fast.

Company 14

Company Business Intelligence CRM Marketing 14

Harvard Business Review

OCTOBER 17, 2016

In a PWC survey of more than 2,000 global executives, managers, and employees, only 54% of respondents said their change initiatives succeeded — and the most frequently cited problem (by 65% of those surveyed) was change fatigue. The more your change effort disrupts those things, the more people will resist or even rage against it.

Resistance 8

Resistance How To Survey Travel 8

Mike Cardus

JULY 4, 2023

The term “mindset” conjures the image of a single setting, like a TV channel or a prearranged machine operation. By embracing the fluidity of subjective understanding, organizations can tap into the collective intelligence of teams and foster innovation. However, human cognition is far more complex.

Open-book 78

Open-book Shaw Self-aware Learning-by-Doing 78

Harvard Business Review

MAY 19, 2011

To overcome these problems, many companies are now using or experimenting with "idea management" software applications. Since 2001, IBM has used jams to get 300,000 employees and others around the world to explore and solve problems. Newsletters and town hall meetings are slow and ineffective in global organizations.

Process 15

Process Press Release Automotive Globalization 15

Harvard Business Review

NOVEMBER 20, 2012

Gleeson writes that the best managers are those who hire responsibly, and then support the people they hire. Joffe-Walt says that for now, you’re going to have to operate, basically, like a drug dealer. That’s according to Brent Gleeson at Inc. whose own leadership skills come courtesy of the Navy SEAL training program.

Banking 8

Banking Loyalty Morale Report 8

Harvard Business Review

MAY 28, 2018

It was 2001, and online advertising was at its nascent stage. The marketing team was getting lost in attribution, pulling the same search engine marketing levers, talking to the same audiences, and creating the same campaigns with diminishing returns. The situation was untenable. Not Albert.

Retail 8

Retail Audience Budgeting Advertising 8

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. You and Your Team. How to build a strong team.

Loyalty 8

Loyalty Customer Loyalty Training Quality 8

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

MARCH 12, 2018

“We had to train harder, measure our goals better, and become a better team,” Bunge said. It is also a matter of having fun and fostering strong bonds between team members to help them reach their goals. The ambition was to double sales and have a 90% employee engagement rate within five years.

CEO 8

CEO Company Sports Fashion 8

Harvard Business Review

AUGUST 7, 2012

Interestingly, the company's founding vision was not a lean idea, but rather a big idea: to accelerate and manage Internet traffic on a global, highly scalable, highly distributed scale. Despite the Internet bubble bursting, the company was able to generate over $160 million in revenue in 2001. How did Akamai do it? Founding Akamai.

P&L 13

P&L Lewin EBITDA Ries 13

Harvard Business Review

DECEMBER 4, 2017

When I joined Facebook in 2010, it was already well established that sustainability was central to the way that we operated. I took a job working for the local county commissioner, Mary Boyle, and was put on a team charged with reviewing Cleveland’s solid-waste management program to make it more efficient and environmentally friendly.

Project 8

Project Energy Policies Efficiency 8

Harvard Business Review

JANUARY 11, 2017

Looking at LVMH’s efforts, I’ll highlight three areas where I see great impact and innovation: managing carbon and energy, building a connection with customers around brand purpose, and working closely with suppliers. Managing Carbon and Energy. I’ll then discuss some of LVMH’s challenges. ”

Supply Chain 8

Supply Chain Payback Period Brand Energy 8

Harvard Business Review

JANUARY 17, 2012

The engineer behind that project, Steve Sasson, offered a memorable one-liner to the New York Times in 2008 when he said management's reaction to his prototype was, "That's cute — but don't tell anyone about it.". Early in the 2000s it made a bold bet: buying photo sharing site Ofoto in May 2001.

Gilbert 15

Gilbert Film Incubator Business Model 15

Harvard Business Review

MARCH 15, 2012

In a recent survey , more than 40 percent of IT professionals said that the spike in internet use has affected their office computer operations in recent years, in some cases causing their systems to grind to a halt. Many fans are gripped by anxiety when their team plays a game, and they remain excited at the prospect of big games to come.

Productivity 10

Productivity Products Library Sports 10

Harvard Business Review

OCTOBER 3, 2013

Back in 2011, in Citrus Lane’s first six months, its small founding team worked in a house and ate lunch together every day around a big table. Growing to 20 people working in a more traditional office setting did not strike anyone as extreme change, yet the team found it had to work a lot harder to unearth problems and opportunities.

Pharmaceuticals 8

Pharmaceuticals Seminar Learning-by-Doing Open-book 8

Harvard Business Review

APRIL 26, 2016

I found that the companies that survive and thrive are good at aligning their organizations around three critical but competing activities : Box 1: Manage the present at peak efficiency and profitability. And yet without Box 2, organizations don’t truly transform; they persist in limiting ways of operating.

Company 8

Company Welch Bureaucracy Innovation 8

Harvard Business Review

JANUARY 12, 2017

To understand how traditional software vendors can move to the SaaS model while managing the transformation’s challenges, we studied how the stock market reacted to publicly listed firms announcing they wanted to introduce a new SaaS offering from 2001 until the end of 2015. increase in stock price on the announcement day.

Business Model 8

Business Model Licensing Company Software 8

Harvard Business Review

MAY 3, 2016

HBS Executive Education brings you these articles about business management courtesy of Harvard Business School Working Knowledge. To that end, Gourville and Ofek teamed up with London Business School professor Marco Bertini (HBS DBA ’06) to suss out the best practices for branding next-generation products. Join the conversation.

Brand 8

Brand Education Productivity Products 8

Deming Institute

OCTOBER 23, 2017

The bigger be the coverage, the bigger be the possible benefits, plus the more difficult to manage. In the fall of 2001, shortly after 9/11, I was invited to deliver a presentation on an integration of ideas from W. Even if I had one, in all likelihood it would be a video of a simulated assembly operation of a rocket engine.

Deming 28

Deming Teamwork System Reference 28

Harvard Business Review

FEBRUARY 7, 2017

Companies deliver superior results when executives manage for long-term value creation and resist pressure from analysts and investors to focus excessively on meeting Wall Street’s quarterly earnings expectations. This has long seemed intuitively true to us. The returns to society and the overall economy were equally impressive.

Long-term 8

Long-term EPS Short-term Management 8

Strategy Driven

OCTOBER 18, 2013

The same planning process that nurtures Crisis Preparedness can and must also accommodate for Crisis Management. Having done so put the city in the position of responding to the unthinkable on September 11, 2001. This is regarded as a premiere textbook case of quality crisis management. Product Contamination-Damage.

Crisis 71

Crisis Crisis Management Budgeting Risk Management 71

Harvard Business Review

MAY 2, 2016

May 2 marks the fifth anniversary of the operation that killed the world’s most wanted terrorist, Osama Bin Laden. His death was the culmination of a global manhunt that lasted more than a decade and assumed extreme urgency after the September 11, 2001, attacks. It was not a top-focus item of the Agency’s senior management.

Management 8

Management Operations Planning Politics 8

Harvard Business Review

MAY 18, 2017

Garvin was a generalist more than a specialist, perhaps because he came of age at HBS during the 1980s, when the school’s primary focus was the development of skilled general managers. A Sloan Management Review article (which I had the pleasure of working on) provides valuable context for Garvin’s most-read HBR articles.

Management 9

Management Balanced Scorecard NPV Article 9

Harvard Business Review

AUGUST 27, 2018

They operate as lean organizations, using cloud and internet-based infrastructure, and launch and distribute products more quickly than did firms that competed with factories, warehouses, inventories, and suppliers. The aggregate market capitalization of listed companies keeps increasing , unemployment remains manageable, and U.S.

IPO 11

IPO Company First-mover Advantage Intangible Assets 11

Harvard Business Review

NOVEMBER 20, 2017

Following the company’s go-private transaction in October 2013 , Dell put in place new models for strategy development, resource allocation, and performance management. Dell’s executive leadership team focuses on systematically addressing the issues on the company’s strategy agenda. Take Google.

Execution 8

Execution Strategy Contingency Plans Company 8