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. But in December 2005, the offer fell through. Leadership Small/medium business'

Leadership 8

Leadership Leadership Pipeline Loyalty CEO 8

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. Although long ignored, these middle management positions have become increasingly recognized as critical to executing a company’s strategy.

McKinsey 8

McKinsey Human Resources Reputation Brand 8

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? Black Hills Corp.

Company 8

Company Human Resources Metrics Bottom-up 8

Harvard Business Review

AUGUST 6, 2014

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. search engine company Inktomi in 2002.

Chief Financial Officer 8

Chief Financial Officer Operations Learning-by-Doing IPO 8

Harvard Business Review

JULY 15, 2013

Their greatest human capital concerns have shifted. They seem increasingly focused on productively cultivating that core 20% to 25% of people who reliably generate the 70% to 80% of enterprise value. The profound difference between today [2010] and 2005 is that good hires looked like better investments than great tweaks back then.

Human Capital 8

Human Capital Real Estate Human Resources Disruptive Innovation 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

APRIL 27, 2016

Silver Star, the second-largest soccer ball production firm in town, with over 2,000 employees, learned about the die almost immediately, and by March 2014 was using it for all of its pentagon cutting. Silver Star’s management says that the new policies are key to gaining workers’ cooperation. Not necessarily.

Policies 8

Policies Technology Bottom-up Cost 8

Harvard Business Review

OCTOBER 16, 2015

I’ve had the opportunity to participate with many large, self-insured employers in three such marketplace collaboratives: one led by Virginia Mason Medical Center in Seattle in 2005, another led by Intel in Portland, Oregon, in 2009, and the Robert Bree Collaborative , created by the Washington State legislature in 2011. Insight Center.

Health Care 8

Health Care Supply Chain Incentives Quality 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 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. I work for a very different company now.

Presenteeism 8

Presenteeism Report Self-aware Learning-by-Doing 8

Harvard Business Review

SEPTEMBER 11, 2012

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. After all, productivity and the strength of the company brand both live within Xerox's workforce. Employees, at first skeptical, embraced their new work environment.

Marketing 8

Marketing Brand Benchmarking Marketing Strategy 8

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. That is because owners of small and medium size businesses focus mostly on the product and how to sell it.

Deming 28

Deming Library Entrepreneur Conference 28

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

Harvard Business Review

AUGUST 27, 2018

Emerging digital firms compete with knowledge, strategy, and expert human capital, attacking even the largest established firms. They operate as lean organizations, using cloud and internet-based infrastructure, and launch and distribute products more quickly than did firms that competed with factories, warehouses, inventories, and suppliers.

IPO 8

IPO Company First-mover Advantage Intangible Assets 8

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. Similarly, Fitbit counts steps and provides some simple summaries that help people better manage their fitness. Think Google.

Business Model 8

Business Model Price Competitive Advantage Strategy 8

Harvard Business Review

JUNE 6, 2017

Founded in Malawi in 2005, North Star is now a non-profit network of more than 30 roadside health centers, operating along major transportation corridors across Africa in countries including Kenya, Tanzania, and South Africa, serving hundreds of thousands of patients each year. Management and leadership skills.

Development 8

Development Health Care Operations Franchising 8

Harvard Business Review

MAY 29, 2018

Yet, according to the Medical Group Management Association, hospitals’ multi-specialty physician groups lost almost $196,000 per employed physician. Thanks to the Deficit Reduction Act of 2005, specialties such as cardiology, orthopedics, and medical oncology that relied on the revenue that imaging generated were hit hard.

Insurance 8

Insurance Incentives System Supply Chain 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. How do you manage the evolution of your company’s culture, and hold on to what makes you great, even as you change and grow? Performance enablement.

Technology 8

Technology Company Tools Information 8