Harvard Business Review

AUGUST 6, 2014

In hindsight, this thinking turned out to be far less important than what we learned about leadership, control, and trust, which ultimately were reflected in how each of the businesses was created, capitalized, and staffed. We were optimistic about Yahoo’s future in China as the deal closed in January 2004.

Chief Financial Officer 8

Chief Financial Officer Operations Learning-by-Doing IPO 8

Harvard Business Review

MARCH 23, 2011

The timeline showed five improvement initiatives matching the eras of five presidents: Quality Action Teams (1992-1995), Total Cycle Time (1995-2000), Perfect Order (2000-2003), Grainger Performance System (Balanced Scorecard and Six Sigma) (2004-2007), and Lean (2008). By all means, choose a name and stick with it.

Six Sigma 14

Six Sigma TQM Kaizen Balanced Scorecard 14

Harvard Business Review

JANUARY 16, 2013

In 2004, Apple's CFO, Fred Anderson, left the company. In 2007, the SEC filed charges alleging that she let Apple backdate large option grants and altered corporate records to hide the actions. Executive exodus: In 2008, Tony Fadell, senior vice president of the iPod division, stepped down. His wife, the VP of HR at Apple, also left.

Marketing 9

Marketing Stage-Gate Advertising Price 9

Harvard Business Review

FEBRUARY 3, 2015

When it comes to stepping up to leadership, your network is a tool for identifying new strategic opportunities and attracting the best people to them. And in a connected world, build­ing stronger external networks to tap into the best sources of insight into environmental trends is also part and parcel of the leadership role.

How To 8

How To Diversity Letter Learning-by-Doing 8

Harvard Business Review

SEPTEMBER 8, 2016

After studying and working with hundreds of companies in free fall, we’ve identified concrete steps that leadership teams can take to engineer successful turnarounds and transformations. When Knudstorp took over as CEO in 2004, he quickly settled on a course of action: return the company to its core. Build a Re-Founding Team.

Company 8

Company How To Business Model Engineering 8

Harvard Business Review

JANUARY 7, 2011

Air Products, for example, tripled corporate productivity (hard profit-and-loss benefits) from 2003 to 2006, and boosted operating return on net assets from 9.5% from 2004 to 2007. And they succeeded wildly. Why didn't process owners stick at these organizations?

Process 15

Process Champy Competitive Advantage Hammer 15

Harvard Business Review

SEPTEMBER 25, 2015

I interviewed more than 50 executives and mid-level managers who had worked for HP in the 2004-2007 timeframe, many of whom reported to Fiorina and subsequently worked with her successor, Mark Hurd. As one senior manager noted, “he knew the operations and its numbers better than many business unit heads.”

CEO 8

CEO Charisma COO Execution 8