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.

Metrics 243

Metrics Mission Statement Download Objective 243

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. When you cultivate trust with employees, they’re likelier to be happy and more productive at work.

Diversity 52

Diversity Career Globalization Learning-by-Doing 52

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. Great service is great business.

Leadership 49

Leadership Price Workshop Blog 49

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. That sounds very much like the Toyota Production System and Lean management. If possible, I wanted to work in something closer to the Deming environment.

Kaizen 28

Kaizen Deming Lean Manufacturing Handbook 28

Michael Lee Stallard

JUNE 23, 2010

These sobering statistics represent a drain on productivity that leaders can no longer afford to ignore. Research from the Corporate Executive Board shows that engaged employees are 20 percent more productive than the average employee. Organizations with aligned and engaged employees clearly have a competitive edge. Connecting the U.S.

Long-term 207

Long-term Consensus Class Follow-up 207

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. If the two items being considered are people working together, the results can be more than the sum of the parts; more productive than two people working independently.

Deming 28

Deming Welch System Open-book 28

Harvard Business Review

JULY 14, 2016

Self-cannibalization occurs when a company chooses to proactively replace one product or process with another that is potentially worth less. Forward-looking incumbents recognize the need to cannibalize their own products, rather than leaving it to other startups, who are more than happy to take on the challenge.

Productivity 8

Productivity Products Company 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. The printing people are not being team players.".

Productivity 8

Productivity Products Organization Sharpe 8

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

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

FEBRUARY 27, 2017

In a study of nearly 250 manufacturers over a 10-year period (2005–2015), we found that 78% of firms had improved their ability to fill their total actual market demand but had lost control over costs. All kinds of companies had failed at operational flexibility. More products but fewer parts. Hardly a desirable position.

Automotive 8

Automotive Operations Efficiency Cost 8

Harvard Business Review

SEPTEMBER 4, 2017

“Productivity isn’t everything, but in the long run it is almost everything,” wrote Paul Krugman more than 20 years ago. Productivity in most developed economies has been anemic. During much of this time, it has been shareholders, not workers, who have reaped the benefits of higher productivity.

Human Capital 12

Human Capital Kaizen Agility Energy 12

Harvard Business Review

NOVEMBER 6, 2018

By contrast, since 2005, the importance of meaningfulness in driving job selection has grown steadily. To date, business leaders have lacked two key pieces of information they need in order to act on the finding that meaning drives productivity. Employers must respond or lose talent and productivity.

Creativity 14

Creativity Report Conference Mentor 14

Strategy Driven

JANUARY 24, 2011

Plus, as a result of a lack of cross-organizational coordination and cooperation, Nokia wasn’t able to improve its proprietary operating system, Symbian, which would have allowed it to support a more sophisticated smartphone. That said, yet another change management process or program is not the solution. It turns out that no one did.

Execution 67

Execution Company 360-Degree Feedback Cooper 67

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. The prevailing attitude becomes “We will not launch a product until proved safe to do so.”

Organization 8

Organization McCombs Pharmaceuticals Learning-by-Doing 8

Harvard Business Review

JUNE 6, 2017

As we define it, scaling is the process of expanding primary care services to serve more people , with the aim of increasing health impact. Primary care delivery faces additional challenges for scaling because it operates on thin margins, often is not highly valued by patients, and has difficulty attracting trained providers.

Development 8

Development Health Care Operations Franchising 8

Harvard Business Review

JUNE 6, 2017

I worked with a software development company in which the CEO came up with a new product feature on a weekly basis. 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. Pay attention to warning signs.

Team 15

Team Metrics Project Innovation 15

CO2

JUNE 29, 2010

Nothing gets done in organizations without followers, as they are people closest to the customers and issues, creating the products, taking orders, and collecting payments. Research has consistently shown that more engaged employees are harder working, more productive, and more likely to stay with organizations than those who are disengaged.

Executive Coaching 129

Executive Coaching Execution Blog Self-aware 129

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

APRIL 22, 2014

When Lyndon Faulkner joined as CEO in 2005, he felt the then-$80 million firm had to make acquisitions to grow. What if the new products under development strike out? Functional and product line managers who must work well with their counterparts at the acquired firm are brought into the discussions at an early stage.

Company 8

Company Due Diligence CEO Consultative 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

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. In the “better product” era, when you grew, you added humans, and you placed them in specialized roles.

B2C 10

B2C Energy Marketing B2B 10

Harvard Business Review

OCTOBER 15, 2012

military leaders realized we were fighting a type of enemy that would require fundamental changes in operations and strategy. This requires involving customers and transforming strategy, relationships, and processes, both inside and outside the organization. The "super-empowered" label was originally applied to terrorists.

Brand 15

Brand PR Strategy Politics 15

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? Cutting the Cord: Vodafone UK's Revolutionary Approach to Mobility, Flexibility & Productivity. Story by Bjarte Bogsnes.

Bureaucracy 11

Bureaucracy Company Agility CIO 11

Harvard Business Review

MAY 18, 2017

I’ll fast-forward through the next decade, when Garvin, trained in operations, helped to answer the question much of America was obsessed with at the time: How Japanese automakers could make higher-quality, more-reliable cars than Americans, while charging less for them.

Management 8

Management Balanced Scorecard NPV Article 8

Harvard Business Review

JANUARY 5, 2018

The chief marketing officers at consumer products companies, the heads of design at luxury apparel companies, and the heads of logistics at large retailers are cases in point. These are jobs in R&D, technology, and other areas vital to a firm’s strategic direction, product development, and process efficiency.

McKinsey 8

McKinsey Human Resources Reputation Brand 8

Harvard Business Review

DECEMBER 24, 2010

The best I could do was a product description here and there on some e-business website. But almost all of these are family businesses, operated by a husband and wife and several hired hands. In 2005, the toy industry in Chenhai fell to an unprecedented low, and the future looked especially bleak for Syma Toys. Syma Toys?

Workshop 14

Workshop Company Press Release Innovation 14

Harvard Business Review

DECEMBER 12, 2017

For decades, the production of corn has been led by family-based businesses who operate their farms with a time-tested mix of traditional agriculture tools. farms have signed up to use FarmLogs to manage their operations. In 2005, for instance, the agency issued its first net neutrality policy statement.

Policies 8

Policies Content Long-term Operations 8

Harvard Business Review

MARCH 30, 2016

Improving hygiene habits halves the number of people who die from disease and increases sales of its soap products; reducing carbon emissions and water usage cuts costs and limits the company’s exposure to water-scarcity. Apply world-class management. The panel was chaired by U.S.

Company 8

Company McKinsey Short-term Long-term 8

Harvard Business Review

JUNE 2, 2015

Each division focuses on one customer group — premium customers or young adults, for example — and, through research, designs products for that segment. Customer-centric firms with many customer-centric competitors exhibited 11% lower performance than peer firms with product-centric structures. Low industry profitability.

Restructuring 8

Restructuring Company Henderson Health Care 8

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. They operated with a both/and mindset, seeking to deliver on immediate goals in a way that also built a sustainable future.

CEO 8

CEO Short-term Long-term EPS 8

Harvard Business Review

DECEMBER 5, 2013

The two major players didn’t share priorities: CMS prioritized the October 1 st deadline above operability. Medicare officials, the New York Times reports, “began to suspect that staff members at CGI were intentionally trying to hide flaws in the system to cover up for their inability to meet production deadlines.”

Company 8

Company Telecommunications CIO Learning-by-Doing 8

Harvard Business Review

OCTOBER 16, 2014

And shortly thereafter (and not long before he died in 2005), Drucker declared that increasing the productivity of knowledge workers was “the most important contribution management needs to make in the 21st century.”. And then, of course, one comes back to abandonment, and the process starts all over.

Drucker 11

Drucker Survey Learning-by-Doing Knowledge Management 11

Harvard Business Review

OCTOBER 16, 2015

Some large employers are doing this: They have used their purchasing power to engage their major providers and health plans to join them in a collaborative process aimed at eliminating waste. Intel’s collaborative adopted these five indicators to guide the production of, payment for, and purchase of health care services.

Health Care 8

Health Care Supply Chain Incentives Quality 8

Harvard Business Review

MAY 4, 2017

In the process, we have developed what we call “the Breakthrough Compass” to map the emerging landscape of risk and opportunity. In 2005, I visited Wired magazine’s founding editor Kevin Kelly at his home in California. This, we conclude, is the attitude now needed to make real progress on sustainability.

Chemicals 9

Chemicals Long-term Business Model Bottom-up 9

Harvard Business Review

MARCH 20, 2015

Since people began telecommuting decades ago, companies have been excited about the prospects to increase productivity, reduce costs, and gain access to a much larger talent pool. grew by nearly 80% between 2005 and 2012. The answer is simple: Many companies focus too much on technology and not enough on process. Communication.

Company 8

Company Document Travel Real Estate 8

Harvard Business Review

SEPTEMBER 14, 2011

Chirotech specializes in biocatalysis and chemocatalysis, two important subspecialties of biotechnology and chemistry that help develop key biological and chemical intermediates needed for the efficient production of medicines. You can't run your global R&D operations from headquarters in Mumbai. Reliance MediaWorks. and the U.K.

Globalization 9

Globalization Innovation Decentralization Chemicals 9