Remove 2002 Remove Benchmarking Remove Goal Remove Team
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Deep Motivations, Not Competencies, Drive Leadership Performance

The Empowered Buisness

You could easily predict the performance of your leaders, your teams and your organization ? how to do something faster, better or cheaper) over procedures; high motivation toward goals, rather than avoiding problems; and high future time orientation with a focus on long term strategies, future customer needs and environmental changes.

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Deciding to Fix or Kill a Problem Product

Harvard Business Review

In 2002 I worked with a client at a large global electronics company. Fix: Make sure people outside the design team have used the product; work tirelessly to remove barriers to set up and improve usability; often these weaknesses can be fixed, but only if they are caught before launch. Isn’t this thing connected to the internet?

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The Big Picture of Business – Business Lessons to be Learned from the Enron Scandal

Strategy Driven

The Enron scandals of 2001 and 2002 focused only upon cooked books audit committees and deal making. The company did more than 4,000 deals…most risky and without research, planning and benchmarking. Without Strategic Planning, there is no benchmarking of specific tactics. Team empowerment suffers. Accounting.