Harvard Business Review

SEPTEMBER 12, 2013

but strong management is an important differentiator in both digital delivery and in aligning that delivery to strategic goals. Encourage everyone on the team — including designers, developers, and content producers — to consider deliverables through to execution. Communicate what the quantitative success metrics look like.

Team 8

Team Management Software Metrics 8

Terry Starbucker

MAY 16, 2010

How these two goals are connected by the company’s leadership is critical to building operational greatness – an organization that is working at high efficiency, with great enthusiasm and ever increasing productivity. Quantifiable standards must be developed for every job, and made a part of the evaluation process.

Metrics 243

Metrics Mission Statement Download Objective 243

Terry Starbucker

FEBRUARY 8, 2010

A few years ago my company started tracking a customer service metric, based on specific customer feedback. When we first started we more or less just “put it out there”, explaining the mechanics of the metric, the way it was compiled and scored, and setting a company goal. Michael Zakem February 12, 2010 at 11:26 am I agree.

Succession 284

Succession Simon Metrics Tactics 284

Harvard Business Review

DECEMBER 11, 2013

In their 2012 book, Transformative HR authors John Boudreau and Ravin Jesuthasan detailed a case study of Ameriprise Financial, a diversified financial services company spun off from American Express in 2005. The quality of data is important, along with the way leaders are educated about the credibility of talent metrics. Compelling.

Company 8

Company Human Resources Metrics Bottom-up 8

Harvard Business Review

OCTOBER 26, 2012

The course that I created in 2005, Authentic Leadership Development (ALD), has become one of the most popular elective MBA courses, thanks to my HBS colleagues who are currently teaching it.

Christensen 15

Christensen Self-aware Short-term Long-term 15

Terry Starbucker

AUGUST 1, 2010

He had just spent several days reviewing our business operations, and after absorbing our successes and industry-leading metrics, he couldn’t figure it out on his own. What’s the overarching goal? The “ big, hairy, and audacious &# goal? “Vi&# is Vision. What are our shared values?

Blog 246

Blog Metrics Learning-by-Doing Handbook 246

Terry Starbucker

MARCH 7, 2010

Home About Me About This Blog Starbucker’s Amazon Store TerryStarbucker.com Ramblings From a Glass Half Full Don’t Be A Victim of Success (Keep Climbing) by Starbucker on March 7, 2010 You set a goal, and with a lot of hard work, you hit it. You’ve achieved success.

Succession 160

Succession Learning-by-Doing Career Short-term 160

Harvard Business Review

MARCH 20, 2015

grew by nearly 80% between 2005 and 2012. Broadly speaking, communication is the ability to exchange information, coordination is the ability to work toward a common goal, and culture is a shared set of customs that foster trust and engagement. Why are some organizations reaping benefits but others not? About 94% of U.S.

Company 8

Company Document Travel Real Estate 8

Terry Starbucker

JANUARY 3, 2010

They build teams consisting of individuals who complement one another in a way that ensures consistent performance in line with corporate goals. There are those who believe that their effectiveness can be increased through education, other methods of training and development, and experience, though to a limited extent.

Leadership 418

Leadership Ethics Course Learning-by-Doing 418

Harvard Business Review

FEBRUARY 24, 2017

Great stories are credible, simple, consistent, and use both financial and nonfinancial metrics to link a long-term vision and firm values with a distinctive business strategy and focused operational priorities. ” The blueprint included the company’s purpose, vision, values, and strategic goals, and fits on a single page.

CEO 9

CEO Short-term Long-term EPS 9

Harvard Business Review

OCTOBER 30, 2015

It’s almost universal practice that the benchmarker chooses one or two organizational goals, then picks a few key metrics (key performance indicators) relevant to those goals, and finally selects several peer groups from a limited set. For example, suppose you want to compare the U.S. against other nations.

Benchmarking 8

Benchmarking Comparison Metrics Bottom-up 8

Harvard Business Review

JULY 14, 2016

In 2005, when the demand for the iPod Mini remained huge, the Nano was launched, effectively destroying the revenue stream of an existing product. Rule #4: Create a corporate goal with a percent of revenue earmarked to new products. Since the early 2000s, many of the company’s publications have gone digital.

Productivity 8

Productivity Products Company Metrics 8

Harvard Business Review

OCTOBER 20, 2015

Toward that end, we produce metrics on a quarterly basis concerning how frequently we saw care issues or improvement opportunities. Consequently, we developed a much better system that ensures that patients will receive safer transport and will arrive in the area most appropriate for their needs.

Mayo 8

Mayo Health Care Six Sigma System 8

Harvard Business Review

SEPTEMBER 25, 2015

” Although the early merger integration was successful, it ultimately missed key mid- and long-term goals under Fiorina. She never took the time to develop rapport with individual employees, and therefore never got buy-in or support for her initiatives. It wasn’t the HP way. Many also felt that she needed to check her ego.

CEO 8

CEO Charisma COO Execution 8