2010 Decentralization Management Operations 
Eric Jacobson
OCTOBER 7, 2014
Operation: Starting Gun in Moore, OK, Summer 2013 Photo By: Kirk Jackson, Team Rubicon 1. Weak leaders and unhealthy organizations fear decentralized power and intellectually empowered small-unit leaders because they''re difficult to "control." And, how to be prepared -- physically, mentally and emotionally.
Harvard Business Review
MAY 31, 2011
How does one successfully manage a company with a dozen diverse, decentralized businesses of varying sizes that employ over 100,000 people in 130 countries, especially in an uncertain economic environment? The answer is to make things simple, says Bill Allen, head of Group Human Resources at Copenhagen-based A.P. Moller-Maersk.
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Harvard Business Review
DECEMBER 2, 2015
A “value management office” can greatly enhance an institution’s ability to improve outcomes and costs across the enterprise. It makes much more economic and operational sense to create and leverage a central cadre of professionals than to ask each clinical unit, on its own, to acquire such expertise.
Harvard Business Review
OCTOBER 2, 2018
Employees operate within a hierarchy and are well aware of the guidelines that dictate their behavior. The unique blend of idealism, high profit margins, and rapid growth that came with operating the first certified organic national supermarket in the U.S. Amazon’s culture is a tight one, characterized by structure and precision.
Strategy Driven
JANUARY 24, 2011
What did 2010 look like for you and your company? OnPoint Consulting’s 2010 Execution Gap Maker Round-Up… Execution Gap Maker #1: BP (Need I say more?) Execution Gap Maker #2: Nokia Nokia’s share of the worldwide market for mobile phones continued to slip in 2010. More like a chasm, really.)
Harvard Business Review
SEPTEMBER 16, 2015
Our survey found that the vast majority (83%) of these companies have suffered significant losses since 2010. of annual revenues from 2010 to 2014. Leaders rate the importance of maintaining a sterling reputation in the countries in which they operate 10 times higher than do laggards — the greatest variance we found.
Harvard Business Review
AUGUST 6, 2014
The solution, we decided, was to acquire a local company that had already gained traction in the market and that could provide us with proven local management as well as help us with web search, which had become a priority after we bought U.S. The company was owned by management, venture capitalists, and SoftBank.
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