Strategy Driven

JULY 23, 2014

Catalyst’s 2010 statistics conclude that companies with a significant percentage of women on their boards performed better than those with no women on their boards—by 84% return on sales, 60% return on invested capital, and 46% return on equity. Those that have added women as board members are also realizing greater financial success.

Diversity 65

Diversity Conference Mentor Entrepreneur 65

Strategy Driven

JANUARY 24, 2011

What did 2010 look like for you and your company? If an organization can’t get things done, nothing else matters – not the smartest strategy, not the most innovative business model, not even game-changing technology. OnPoint Consulting’s 2010 Execution Gap Maker Round-Up… Execution Gap Maker #1: BP (Need I say more?)

Execution 67

Execution Company 360-Degree Feedback Cooper 67

Strategy Driven

NOVEMBER 5, 2010

Transactional leadership might be a motivator when money and better benefits are available, but today’s climate seems to lend itself more to transformational leadership where a caring leadership can stimulate innovation, creative thinking, and productivity. How to SPARK employee engagement in your organization: S et High Goals.

Newsletter 62

Newsletter Learning-by-Doing Mentor Resources 62

Strategy Driven

NOVEMBER 24, 2010

Posted by Thornton May on November 24, 2010 · Leave a Comment The classic Harvard Business School case “Otisline (A)” 1 begins with the quote, “… our objective is to go unnoticed.” The case illustrates how information technology, innovatively, insightfully and courageously deployed, can change the structure of an industry.

Magazine 52

Magazine Chief Operating Officer Newsletter Objective 52

Strategy Driven

NOVEMBER 15, 2010

Think about it this way: You likely spend countless hours collaborating and innovating to put forth really good ideas. Tweets that mention Six Tips for Communicating in a Way That Truly Resonates via -- Topsy.com says: November 17, 2010 at 3:04 pm [.] Here’s some advice on how to create messages that people really remember.

Tips 62

Tips Audience Newsletter Armstrong 62

Strategy Driven

OCTOBER 10, 2011

Innovation. The boss must act as the ‘external force’ for continuous, systematic change and innovation in an organization. To achieve true innovation, you can’t lead like an iron-fisted dictator, where your word and only your word is final. But being too quick to dismiss their ideas will only discourage innovation.

Innovation 50

Innovation How To Retail Motivation 50

Strategy Driven

SEPTEMBER 12, 2011

In a complex world where predictability is impossible and innovation and risk are necessary to survive and thrive, mistakes are not only acceptable, but welcome. With Co-Author James ‘Murph’ Murphy, he wrote the 2010 release The Flawless Execution Field Manual. But not before we learn from it. Consider leaving a comment!

Short-term 64

Short-term Tools Learning-by-Doing Schein 64

Strategy Driven

OCTOBER 26, 2011

He is also CEO of Max-Ventures, a venture capital and retail consulting firm, and founder and CEO of Max-Wellness, a comprehensive health and wellness retail chain that launched in 2010. After opening initial laboratory test stores in Florida and Ohio, a national roll-out is now underway.

Bottom-up 50

Bottom-up Sharpe Follow-up Retail 50

Strategy Driven

OCTOBER 25, 2010

Think beyond the obvious connections to come up with something truly innovative. Here’s how to get your creative juices flowing so that you can out-think and out-earn your competition. Take two ideas and put them together to make one new idea. After all, what is a Snuggie but the mutation of a blanket and a robe? Get physical.

Creativity 50

Creativity Bottom-up Newsletter Open-book 50

Strategy Driven

DECEMBER 15, 2010

Through innovative solutions delivered within an integrated framework, SAS helps customers at more than 45,000 sites improve performance and deliver value by making better decisions faster. The millions of customers in its database represent the gamut of buying histories, buying propensities, profitability, demographics and cost to serve.

Resources 50

Resources Process Constraint Objective 50