Coaching Tip

FEBRUARY 20, 2011

Winston, a former executive responsible for leadership development at the Countrywide Financial Corporation, spent three years in a legal battle against Countrywide, the once-mighty mortgage giant, and its current owner, Bank of America, contending that he was punished and pushed out for not toeing the company line. million in damages.

Power 112

Power Banking Document Report 112

Women on Business

JULY 25, 2012

Companies that engage employees and the community through employee volunteerism are making a difference to more than the bottom line. Incorporating programs for social good into their culture helps companies stand out in their community, enhances recruiting opportunities and leads to greater satisfaction among employees.

Software 193

Software Banking Survey Learning-by-Doing 193

Women on Business

JANUARY 17, 2011

Furthermore, of the 535 highest paid and most senior positions at those companies, only 5.8% One more disheartening statistic shows that only 26% of those companies have at least one woman in an executive officer’s position (e.g., In April 2007, Catalyst surveyed all of the FP 500 companies in Canada, and at the time, 15.1%

Press Release 113

Press Release Discount PR Directory 113

Women on Business

JANUARY 23, 2011

She joined eBay in 1998 and now, 10 years later, she’s following her own advice and leaving the company she helped drive to online success. Meg Whitman, 51, has been quoted saying a CEO should never stay with the same company for more than 10 years, because by that time the company needs a fresh outlook.

Press Release 100

Press Release CEO Discount PR 100

Women on Business

JANUARY 26, 2011

Toward the end of 2005, I started preparing my exit strategy. No longer a company creature; my job was surely destroying my soul. My former employer decided to downsize our management group within two months of my planned exodus. Don’t get me wrong, big bucks rock! After fourteen years, I left my prior life on my terms.

Press Release 100

Press Release PR Exit Strategy Discount 100

Harvard Business Review

DECEMBER 11, 2013

While you would expect online giants like Amazon and companies like Netflix to be early innovators in the use of data to recommend products or movies, you only care about the answer to one question: what does big data mean for the everyday employee and how can regular businesses extract real value from it? is one of those companies.

Company 8

Company Human Resources Metrics Bottom-up 8

Marshall Goldsmith

SEPTEMBER 16, 2013

We only work with people who will be given a fair chance by their management. We do not work with leaders who have been “written off” by senior management. This is not fair to my client, to the company or to me. My clients and their managers (unless my client is the CEO) agree upon the desired behavior for change.

Learning-by-Doing 123

Learning-by-Doing Long-term CEO Follow-up 123

Deming Institute

FEBRUARY 11, 2016

The most common reasons provided for why the business was not profitable were: starting a business venture which is not well prepared, bad management of the venture, or extremely strong influences of market distortions. In any case, this is an indicator of wasted resources, and wasted dreams.

Deming 28

Deming Library Entrepreneur Conference 28

Harvard Business Review

MAY 24, 2018

But we believe this diversity framework, though somewhat artificial (as all frameworks are) can be useful to companies who are trying to refresh their approach to managing diversity. What kind of diversity does your company focus on? Managing identities of origin. Managing identities of growth. Consider Sodexho.

Diversity 8

Diversity Human Resources Policies Project 8

Harvard Business Review

FEBRUARY 24, 2016

Culture, and how to build and sustain one, is one of the toughest challenges for managers, especially in today’s fast-paced, highly competitive organizations. But what happens when the external competitive environment — and the direction of the company — changes?

Technology 8

Technology Company Tools Information 8

Harvard Business Review

MAY 26, 2014

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. a $134 billion company) has a corporate-level team of 41; Western Union (a $5.6

Leadership 9

Leadership Leadership Pipeline Loyalty CEO 9

Harvard Business Review

SEPTEMBER 11, 2017

In today’s rapidly changing business environment, companies that rely solely on full-time employees are finding they have neither the skills nor the agility to sustain success. With those gaps, companies must now focus less on the fixed supply of in-house people and more on the capabilities they need to get work done.

Content 9

Content Katz Forrester Budgeting 9

Harvard Business Review

JANUARY 5, 2018

For more than a decade, leading human resource strategists have hit on a recurring theme: You want your star players working in the roles that matter most to the business. USC’s John Boudreau, CEO adviser Ram Charan, and consultants at Bain & Company , McKinsey, and Korn Ferry have made similar arguments.

McKinsey 8

McKinsey Human Resources Reputation Brand 8

Harvard Business Review

SEPTEMBER 4, 2017

.” There is a virtuous cycle between productivity and people: Higher levels of productivity allow society to reinvest in human capital (most obviously, though not exclusively, via higher wages), and smart investments result in higher labor productivity. Small and large companies alike are experimenting with these concepts.

Human Capital 15

Human Capital Kaizen Agility Energy 15

Harvard Business Review

JANUARY 10, 2012

It's rare to find a corporate human resources function that accelerates change by actively finding ways to help drive new strategies. Its HR function has been instrumental in the $100 billion company's metamorphosis from a floundering computer manufacturer in the 1990s to a prosperous software and consulting services company today.

Globalization 15

Globalization Human Resources Diversity Long-term 15

Harvard Business Review

AUGUST 6, 2014

Editor’s note: When the Chinese e-commerce giant Alibaba goes public, as it will soon, Yahoo will earn many times its significant original stake in the company — a surprising ending to a tale of experimentation and discovery. search engine company Inktomi in 2002. Things hadn’t gone well up until that point.

Chief Financial Officer 10

Chief Financial Officer Operations Learning-by-Doing IPO 10

Harvard Business Review

MAY 20, 2015

Organizations have always depended on data — to manage operations, to communicate with customers, to pay employees and suppliers, to plan their futures, and so forth. Data is invading every nook and cranny of every sector, every company therein, every department, and every job. That’s changing. The sums can be enormous.

Business Model 8

Business Model Price Competitive Advantage Strategy 8

Harvard Business Review

JULY 17, 2015

The result of poor culture fit due to turnover can cost an organization between 50-60% of the person’s annual salary, according to the Society for Human Resource Management (SHRM). That’s why it’s a key trait to look for when recruiting. This would be a key signal of culture fit.

Diversity 8

Diversity Human Resources Environment Long-term 8

Harvard Business Review

MARCH 8, 2013

Consider the story of the Business Transformation Agency of the Department of Defense, which was founded in 2005 under Defense Secretary Rumsfeld, and "disestablished" in 2011 by Defense Secretary Gates. Unlike at commercial companies, there was no senior leader who could mandate changes.

Bureaucracy 9

Bureaucracy Innovation Supply Chain Long-term 9

Harvard Business Review

JULY 15, 2013

More companies want far greater flexibility with far fewer people. Their greatest human capital concerns have shifted. The profound difference between today [2010] and 2005 is that good hires looked like better investments than great tweaks back then. Economy Hiring Human resources'

Human Capital 9

Human Capital Real Estate Human Resources Disruptive Innovation 9

Harvard Business Review

APRIL 27, 2016

On one hand, many noted that in the 1990s, following scandals in Indonesia and Vietnam, the shoe giant’s name had become, in the words of the company’s co-founder and former CEO Phil Knight, “synonymous with slave wages, forced overtime, and arbitrary abuse.” What is unusual about this company? Not necessarily.

Policies 8

Policies Technology Bottom-up Cost 8

Harvard Business Review

NOVEMBER 19, 2012

tire manufacturer, which implemented a new order fulfillment process in 2005. My consultant friends Steve Cantrell and Sharol Henry were hired to work with them on changes to managers' roles caused by the new process. Consider what happened at a major U.S.

Participative 8

Participative Learning-by-Doing Operations Process 8

Harvard Business Review

JANUARY 22, 2018

I returned to work the following day, and my office manager dressed me down in front of the entire office because I had been seen out while off sick. I work for a very different company now. I worked with my manager as well as our HR team to ensure they were in the loop and could provide me with support through the process.

Presenteeism 8

Presenteeism Report Self-aware Learning-by-Doing 8

Harvard Business Review

SEPTEMBER 11, 2012

When HR brings a communication orientation to its role, the entire company benefits. Our first, in 2005, aimed to transform the way Xerox's HR staff connected with its workforce and align Xerox employees with new business goals. Employee engagement was integral to Xerox's transformation and continued growth as a Fortune 500 company.

Marketing 8

Marketing Brand Benchmarking Marketing Strategy 8

Harvard Business Review

AUGUST 27, 2018

In a parallel development, the number of companies listed on U.S. The quickening pace extends to firms’ lifespan; we found that companies’ lifespans decreased substantially in each new decade of listing from the 1960s. westend61/Getty Images. stock exchanges. Furthermore, as production shifts to Asia and more and more U.S.

IPO 11

IPO Company First-mover Advantage Intangible Assets 11

Harvard Business Review

FEBRUARY 3, 2015

By managing the three key properties of networks that either propel you forward or hold you back—breadth, connectivity, and dynamism—you can develop a stronger network and use it as an essential leadership tool. This article will show you how to reinvent your network, by managing these three critical dimensions.

How To 8

How To Diversity Letter Learning-by-Doing 8

Eric Jacobson

AUGUST 25, 2012

That means that company with three hundred employees, an average employee salary of $35,000, and a voluntary turnover rate of 15 a year is losing $1,575,000 per year in turnover costs alone. Yes, it's all about the manager, but it's the senior leaders who set the tone and culture and the example for managers to follow.

Survey 57

Survey Open-book Welch Books 57