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The Research On ROI Of Employee Engagement

Six Disciplines

Several studies over the past few years reiterate the return on investment (ROI) of strategy-driven employee engagement programs, confirming the importance of an engaged workforce on bottom-line results. Firms with the highest percentage of engaged employees collectively increased operating income 19% and earnings per share 28% year to year.

ROI 141
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What U2 and the US Navy Have in Common: Connecting with Core Employees

Michael Lee Stallard

Navy One example of a leader who intentionally developed a Connection Culture using all three bridges is Admiral Vern Clark, the Chief of Naval Operations (CNO) from 2000 until his retirement in 2005. 2 Comments so far Brian Hackett on June 23rd, 2010 Great article. Michael Lee Stallard on June 23rd, 2010 Thanks Brian.

Long-term 207
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Entrepreneur Journeys – A conversation with Sramana Mitra | Rajesh.

Rajesh Setty

Quick bio of Sramana Mitra Sramana Mitra has been an entrepreneur and a strategy consultant in Silicon Valley since 1994. Traditional publishers take very long to get their acts together, and frankly, I don’t operate with those timelines. © 2005 - 2010 Rajesh Setty Podcast Powered by podPress (v8.8)

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The Comprehensive Business Case for Sustainability

Harvard Business Review

Yet executives are often reluctant to place sustainability core to their company’s business strategy in the mistaken belief that the costs outweigh the benefits. This can disrupt a firm’s ability to operate on schedule and budget. These require sophisticated, sustainability-based management.

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Why Chinese Firms' Cross-Border Deals Fall Apart

Harvard Business Review

including CNOOC's attempt to purchase Unocal in 2005 and Huawei's attempt to buy 3Leaf Systems in 2011. To do so, they must: Make sure that acquisitions are aligned with strategy. This is a recipe for failure and acquirers need to make sure that their M&A strategy is aligned with a well thought-through broader strategic plan.

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An Insider’s Account of the Yahoo-Alibaba Deal

Harvard Business Review

In May of 2005, Yahoo CEO Terry Semel, cofounder Jerry Yang, corporate development executive Toby Coppel, and I — I was then chief financial officer of the Silicon Valley internet company — went on what would turn out to be a fateful trip to China. Build, Buy, Partner. Not surprisingly, this didn’t sit well with the local team.

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How Midsized Companies Can Avoid Fatal Acquisitions

Harvard Business Review

Through research and my own consulting experience, I’ve found four practices that explain these companies’ mastery of the art of acquisition: They only buy companies that fit their core strategy. But midsize companies such as EORM shop carefully, making sure the deal is in line with their core strategy. The San Jose, Calif.-based