Strategy Driven

FEBRUARY 15, 2021

And that’s why we’ve come so close to going from data that one human can process, to Big Data, which requires dozens of sensors to process. As futurist Ray Kurzweil observed in 2005, in the near future, machine intelligence is going to exceed human intelligence. He named that moment, the Singularity.

CEO 66

CEO Balanced Scorecard Supply Chain Sharpe 66

Strategy Driven

AUGUST 29, 2019

The concept of crowdsourcing dates back to 2005, when Wired magazine journalists, Mark Robinson and Jeff Howe, coined the phrase. Does your business suffer “blindness” to problems relating to your operations and its industry as a whole? A cash sum was offered as an incentive. Get a fresh perspective.

Project 50

Project Idea Generation Brainstorming Long-term 50

Tanveer Naseer

JANUARY 12, 2016

There is a change happening at the very top of the organizational hierarchy that, like a weather vane, reflects some of the fundamental changes happening across every organization and the marketplace they operate in. Trust is created through a ubiquitous four-stage process: 1. Perception 3. Assessment 4.

Organization 100

Organization Leadership Media Marketing Mix 100

HR Digest

APRIL 9, 2024

EY has a consistently received a perfect score on the Human Rights Campaign Foundation’s Corporate Equality Index (CEI) since 2005, demonstrating a strong commitment to diversity, equity, and inclusion. Through Henry’s insights, HR professionals gain valuable perspectives on navigating HR leadership in a dynamic environment.

Diversity 52

Diversity Career Globalization Learning-by-Doing 52

Tanveer Naseer

MARCH 1, 2016

For most of us, our default mode of operating in the world is to be caught up in our thinking. One of the first studies to show this was conducted by Sara Lazar and her team at Harvard University in 2005. All you need to do is change the way you do things you’re already doing each day.

Emotional Intelligence 100

Emotional Intelligence Self-aware Development Skills 100

The Practical Leader

MAY 21, 2012

The new leadership approach Jim describes Amex has used since he took charge of this role in 2005 provides powerful data and examples of how leading a customer focused culture can have a major impact on organizational performance. In the past, 75% of it was on how, technically, you complete the transaction.

Leadership 49

Leadership Price Workshop Blog 49

Deming Institute

NOVEMBER 3, 2017

In the summer of 2005, I attended a conference which featured Jack Welch, the former CEO of General Electric, as the opening keynote speaker. “The efforts of the various divisions in a company, each given a job, are not additive. Their efforts are interdependent.”. Edwards Deming, The New Economics.

Deming 28

Deming Welch System Open-book 28

Deming Institute

JANUARY 16, 2017

To my surprise, during the interviewing process, GM promised me a different type of workplace (one that existed, at least, at this plant), one based on the Deming philosophy. The document continues, “In committing to the above philosophy, we recognize the development of the Livonia Plant environment to be a dynamic process.

Kaizen 28

Kaizen Deming Lean Manufacturing Handbook 28

Michael Lee Stallard

JUNE 23, 2010

A diminished marketplace of ideas reduces the likelihood the innovative connections will be made to birth new products, processes and businesses. Leaders build the Voice bridge by developing processes and practices that keep employees “in the loop” and give them regular opportunities to express their views. Connecting the U.S.

Long-term 207

Long-term Consensus Class Follow-up 207

Harvard Business Review

JUNE 12, 2017

Companies that offer good jobs today — with decent wages, predictable schedules, and opportunities for success and growth — do so by combining investment in people with operational choices that increase their employees’ productivity and contributions. They will gain new skills in the process, a win for everyone.

Merchandising 8

Merchandising Retail Competitive Advantage Technology 8

Harvard Business Review

NOVEMBER 22, 2012

including CNOOC's attempt to purchase Unocal in 2005 and Huawei's attempt to buy 3Leaf Systems in 2011. That's precisely why seasoned acquirers like Cisco, GE, Siemens, and Johnson & Johnson have strong processes to enforce discipline throughout their acquisition process and can kill as many potential deals as they make.

Due Diligence 15

Due Diligence Strategic Planning Politics Bottom-up 15

Harvard Business Review

SEPTEMBER 11, 2017

million from 2005 to 2015, a 67 percent jump. To fully enable a new vision of the future, organizations must make changes in five key business areas: Planning and Budgeting If organizations have easy access to—and indeed rely on—external talent, they can tackle new opportunities, experiment more nimbly, and operate in new areas.

Content 9

Content Katz Forrester Budgeting 9

Harvard Business Review

OCTOBER 21, 2016

This can disrupt a firm’s ability to operate on schedule and budget. Of the respondents, 72% said that climate change presents risks that could significantly impact their operations, revenue, or expenditures. ” Improving risk management.

Supply Chain 8

Supply Chain Price Loyalty Efficiency 8

Harvard Business Review

JANUARY 10, 2012

HR has helped the organization absorb more than 125 acquisitions since 2000 , and integrate globally, saving $6 billion since 2005. Over the last decade, HR at IBM took a number of steps to help drive operational improvement: Delivered the new skills IBM needed at the front lines. HR reinvented the way it trained and developed talent.

Globalization 15

Globalization Human Resources Diversity Long-term 15

Harvard Business Review

NOVEMBER 6, 2018

By contrast, since 2005, the importance of meaningfulness in driving job selection has grown steadily. Offer employees opportunities to creatively engage in their work, share knowledge, and feel like they’re co-creating the process of how work gets done. increase in annual operating profits. Putting Meaning to Work.

Creativity 15

Creativity Report Conference Mentor 15

Harvard Business Review

JULY 17, 2015

But before the hiring team starts measuring candidates’ culture fit, they need to be able to define and articulate the organization’s culture – its values, goals, and practices — and then weave this understanding into the hiring process. This would be a key signal of culture fit.

Diversity 8

Diversity Human Resources Environment Long-term 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. But process change can engage the front line and be fast. Consider what happened at a major U.S.

Participative 8

Participative Learning-by-Doing Operations Process 8

Harvard Business Review

FEBRUARY 29, 2016

Following the Challenger explosion, NASA did take concrete steps to correct flawed organizational processes. For example, it increased both the number and status of safety personnel, and it strengthened safety operating procedures. ” Over time, though, several processes promote gradual forgetting.

Organization 8

Organization McCombs Pharmaceuticals Learning-by-Doing 8

Harvard Business Review

JULY 19, 2017

Many companies are attempting a radical — and often rapid — shift from hierarchical structures to more agile environments, in order to operate at the speed required by today’s competitive marketplace. a 525-employee software company, began applying agile methodologies in 2005. This takes time. Systematic Inc.,

Agility 8

Agility White Paper How To Metrics 8

Harvard Business Review

MAY 16, 2012

In 2005, HP split off the printer business from the personal computer business, dissolved the Customer Solutions Group (CSG) which was a sales and marketing organization that cut across product categories, and pushed selling responsibilities down to the product business units. But that remains to be seen. The alternative looks enticing.

Productivity 8

Productivity Products Organization Sharpe 8

Harvard Business Review

APRIL 22, 2014

When Lyndon Faulkner joined as CEO in 2005, he felt the then-$80 million firm had to make acquisitions to grow. Their integration process – which is both the greatest value creator and value destroyer in an acquisition – begins long before the CEOs of two companies sign the merger agreement. They focus on integration.

Company 8

Company Due Diligence CEO Consultative 8

Harvard Business Review

SEPTEMBER 4, 2017

In the decade between 2005 and 2015, labor productivity in the US as measured by GDP per labor hour was less than 1% for 7 of the 10 years, according to the OECD. That requires pulling workers off the line and giving them the time and space to make processes leaner or to devise innovative work methods. And wages are stagnant.

Human Capital 15

Human Capital Kaizen Agility Energy 15

Harvard Business Review

JUNE 6, 2017

A value assessment removes subjectivity from the decision-making process and helps whole teams agree on which projects rank as an eight, nine, or 10 for the department. In 2005, ”Frontline” introduced Americans to the PlayPump. Everyone has his or her pet projects or biases toward what matters.

Team 15

Team Metrics Project Innovation 15

Harvard Business Review

NOVEMBER 20, 2018

Around 2005, marketing became a bigger force driving growth. ” The intention was right, but there was no operational impact. When I bought that Purple mattress, there was almost zero friction in the process. Back in the 1990s, sales reps had a lot of information, while customers had relatively little.

B2C 14

B2C Energy Marketing Efficiency 14

Harvard Business Review

MAY 4, 2012

Both CEOs initially failed to act — some years ago, during the 2005-2006 period. Both companies today face a wide variety of significant questions about civil legal liability, size of damages/penalties, criminal actions by government, other adverse governmental action (affecting fitness to operate) and governance failures.

CEO 9

CEO Committee Sharpe Report 9

Terry Starbucker

NOVEMBER 1, 2009

People vs. Process - It’s as simple as this: a process is only as good as the people executing it. Focus on the people first, and while you’re at it, make sure your charges truly understand the context and purpose behind the processes. For me the people/process dimension works two ways. SURESHKUMAR.S

Leadership 337

Leadership How To Blog Learning-by-Doing 337

Harvard Business Review

MARCH 30, 2016

Successfully embedding societal concerns deeply within business operations, as Unilever has done, requires a new approach to management at every level of the company from the boardroom to the shop floor. Senator George Mitchell, who had led the Northern Ireland peace process, and the panel was given its own independent resources.

Company 8

Company McKinsey Short-term Long-term 8

Harvard Business Review

FEBRUARY 15, 2012

How do we reduce the performance drag of top-heavy management structures, replace "manager-management" with a more agile self- or peer-management, and create a vibrant social system in the process? Board members even open their daily schedules and decision-making process to commentary from the whole organization.

Bureaucracy 11

Bureaucracy Company Agility CIO 11

Harvard Business Review

JUNE 13, 2012

In 2005, Dimon hired Ina Drew to head the company's Chief Investment Office, the unit responsible for the bank's risk exposure. At a meeting on April 8, Drew assured Dimon and the operating committee of JPMorgan that the trades were being well managed and would work out.

Banking 9

Banking Kahneman Document Simon 9

Modern Servant Leader

JUNE 15, 2018

Larry : You know, it’s my belief, and it has also been my own experience, that there there is no place that servant-leadership cannot operate. In 2005, my colleague at Gonzaga University, Shann Ferch and I launched the International Journal of Servant-Leadership, which is now in its 10th year.

Greenleaf 125

Greenleaf Servant Leader Leadership Learning-by-Doing 125

Harvard Business Review

JUNE 24, 2014

Of course, that’s much easier said than done – especially in the public sector, where funding decisions and approval processes trail far behind the tech cycle. And the delay in processing veterans’ records was exacerbated by the Department of Defense and VA using incompatible systems for medical records.

CIO 8

CIO Health Care Metrics Software 8

CO2

JUNE 29, 2010

It is very important for leaders wanting to create Self-Starters to articulate a clear vision, values and set of goals for their teams, as this type operates by seeking forgiveness rather than permission. Brown-Nosers constantly check in with their leaders and operate by seeking permission, rather than forgiveness.

Executive Coaching 129

Executive Coaching Execution Blog Self-aware 129

Harvard Business Review

MAY 30, 2016

Many firms operating brick and mortar stores are in trouble. Retail reinvention is not a simple process, and it’s also not happening on what used to be called “Internet Time.” The rise of mobile has recently added a new level of complexity to the process of retail reinvention. What’s the real story?

Retail 8

Retail Real Estate B2B CFO 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. Under Rossotti's guidance, the IRS reorganized from a geographic structure to four new customer-oriented operating divisions.

Bureaucracy 8

Bureaucracy Innovation Supply Chain Long-term 8

Harvard Business Review

MARCH 31, 2011

Does it improve the process for the customer or just the company? Tesco in the UK pioneered an RFID-based approach to checkout in 2005. Today, the smartphone can also be used to achieve lower operational costs and potentially heighten customer satisfaction by giving consumers more control during the shopping experience.

Technology 12

Technology Cost Discount ROI 12

Harvard Business Review

JANUARY 5, 2018

These are jobs in R&D, technology, and other areas vital to a firm’s strategic direction, product development, and process efficiency. They are not employees; they are contingent workers who are nonetheless vital to an organization’s R&D, marketing, and other key processes. Customer experience creators.

McKinsey 8

McKinsey Human Resources Reputation Brand 8

Chart Your Course

JUNE 30, 2016

Sinek entered mainstream business awareness with his TED talk, in which he introduces a deceptively simple model called “the golden circle” made up of three layers: What (Product), How (Process), and Why (Purpose). Ineffective companies operate only from the other two layers. Drucker passed away in 2005. By Daniel H.

Human Resources 100

Human Resources Talent Management Resources Ulrich 100