N2Growth Blog

JULY 2, 2010

It is the mental agility, a fierce determination, and a never say die attitude that has carried us through the best of times and the worst of times. It is the ability to stay mentally focused on achieving the mission at hand, regardless of circumstances, that will help you take your organization to that next level.

Brand 353

Brand Depreciation Blog Politics 353

N2Growth Blog

NOVEMBER 10, 2010

Understanding and implementing the concept of “ actionable leadership &# is a major key to success in becoming a great CEO. It was Andy Grove the former Chairman and CEO of Intel and Time Magazine’s 1997 Man of the Year who said “You have to take action; you can’t hesitate or hedge your bets.

Blog 387

Blog Learning-by-Doing CEO Strategy 387

N2Growth Blog

SEPTEMBER 6, 2010

Agility, fluidity, decisiveness, commitment and focus all lead to the creation of speed which results in a certainty of execution. While there is little debate that speed can create an extreme competitive advantage, it is not well understood that the lack of speed can send a company (or a career) into a death spiral.

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Blog Leadership Competitive Advantage Brand 419

N2Growth Blog

MAY 26, 2010

It is the mental agility, a fierce determination, a never say die attitude, and placing other’s interests above our own that has carried us through the best of times and the worst of times. A leader’s greatest responsibility is not for his/her own glory, but it is for the well being of those whose care has been entrusted to them.

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Leadership Gordon Blog Brand 284

Harvard Business Review

JANUARY 2, 2017

Given the pace at which digital innovation is disrupting industries globally, it’s not surprising that most CEOs feel pressure to find and deploy the right technology as fast as their budgets will allow. Only the CEO has the power to provide this kind of direction across the entire enterprise.

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CEO Agility Technology Industry 9

Harvard Business Review

JANUARY 17, 2013

With increasing industry disruption, efficiency is fast becoming of secondary importance to innovation and agility. For example, in 2001, IBM set up a permanent transformation organization designed to anticipate and respond to the increasingly unpredictable changes in its markets. No company is immune; no market niche is safe.

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Agility Process Long-term Short-term 8

Harvard Business Review

OCTOBER 3, 2018

About 30 minutes prior to her weekly one-on-one with the CEO, the chief marketing officer at a multibillion global financial services firm received a cryptic email from him with the subject line “The Trouble with CMOs.” The CEO, grinning, agreed with her. Don Farrall/Getty Images.

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CFO CEO Agility Marketing 8

Harvard Business Review

MARCH 7, 2017

Uber CEO Travis Kalanick and prominent board members, with the cooperation and support of the head of HR, have initiated an investigation. When HR becomes solely a talent race, boards and CEOs can miss the less obvious but equally vital value of managing both new hires and leaders who are facing increasing demands.

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Compliance Hedge Human Capital Finance 9

Harvard Business Review

SEPTEMBER 8, 2017

These executives have responsibilities we might expect to reside within marketing. That leaves Chief Marketing Officers with a decision — do you see the rise of these roles as an opportunity or a threat? Marketing faces a particular challenge since customer engagement has traditionally been considered its domain.

CEO 8

CEO Marketing Span of Control Sports 8

Harvard Business Review

NOVEMBER 27, 2018

In our surveys, more than 66% of CEOs said they expect their companies to change their business model in the next three years, with 62% reporting they have management initiatives or transformation programs underway to make their business more digital. Without that clarity, returns from digital initiatives suffer.

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Supply Chain Content CIO Business Model 8

Harvard Business Review

NOVEMBER 15, 2017

Once given permission to “think the unthinkable” via cross-functional teams, retailers can often realize material impacts on agility and costs. When CEOs lead these meetings, teams can raise any issues, big or small, and get them resolved in minutes. Aligning the big picture with the day-to-day.

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Retail Chief Executive Officer Supply Chain Operations 8

Harvard Business Review

JULY 29, 2014

Break up a strategic function in response to underperformance in the wake of severe market disruptions? What would the capital markets look like today if a similar tack had been taken when the CFO role was ripe for transformation? A recent survey of CEOs reveals that HR is overwhelmingly viewed as the least agile function.

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CFO Charan Intangible Assets Human Resources 9

Harvard Business Review

AUGUST 6, 2015

I made a career switch seven years ago, when I went from working as a reporter at the Financial Times , where I covered health care in the United States, to consulting — advising CEOs in the pharmaceutical industry on thought leadership and articulating their corporate strategies. I talked with several CEOs at health care companies.

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Career Skills Health Care Pharmaceuticals 8

Harvard Business Review

FEBRUARY 25, 2016

Campbell, the food company best known for its soups, is investing $125 million in a venture fund to help finance food startups, according to the Wall Street Journal. Startups must be agile and adapt their value proposition several times until they get it right. Mike Harper, the former CEO of ConAgra, had a heart attack in 1986.

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Company Brand Venture Funding Incubator 8

Harvard Business Review

MAY 13, 2014

Under CEO Jack Welch in the 1980s and 1990s, they adopted operational efficiency approaches (“ Workout ,” “Six Sigma,” and “Lean”) that reinforced their success and that many companies emulated. Chief Marketing Officer Beth Comstock told me they looked to see how they could take this battery technology to new markets.

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Six Sigma Incubator Payback Period Ries 8

Harvard Business Review

SEPTEMBER 24, 2012

In this context, "corporate catalysts" — entrepreneurially-minded people inside corporates — are working with corporations' resources, scale, and growing agility to develop innovative solutions to global challenges. It worked with a local partner to create India's first financing plan for medical devices.

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Innovation Company Venture Capitalist Health Care 8

Harvard Business Review

APRIL 23, 2014

The Lean Startup is an approach to developing new products that came out of “Agile” software development, with “sprints” (quick deliverables) and fast learning. In January 2013, Chip Blankenship, CEO of GE Appliances issued a challenge to the newly formed team: “You’re going to change every part the customer sees.

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Ries Waterman Finance Learning-by-Doing 8

Harvard Business Review

SEPTEMBER 26, 2011

Here's how they did it, and how they're using social media tools to become more agile, to share knowledge, and to increase the speed of innovation. Unisys CEO Ed Coleman addressed this through leading by example. And, once it is built, they have a stake in its success."

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Media Productivity Products Company 15

Harvard Business Review

OCTOBER 30, 2012

For example, the executive team of Think Finance , a developer of financial products and one of the nation's fastest-growing private companies , gets together every day to review performance. CEO Ken Rees wrote to me that, "in an environment that's changing as quickly as ours, there are so many things to be worried about.

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Process Strategy Offshoring Information Technology 15

Harvard Business Review

DECEMBER 12, 2016

Understanding your company’s DNA can help you know what you can and can’t do, and how to achieve agility and authenticity in a changing world. The language of ecosystems redefined our understanding of competition by viewing markets has habitats. But there may be more to the metaphor. Does biology inform business?

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How To Decentralization Environment Collins 8

Harvard Business Review

JUNE 27, 2012

CEOs must convince the board, markets, employees, and customers that what they are doing is valuable. MBA students are dutifully taught finance, strategy and operations as if revenue appeared by magic and salespeople were at best a necessary evil. Instead, what he looks for are intelligence, curiosity and an agile mind.

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Succession Conference Outsourcing Long-term 15

Harvard Business Review

AUGUST 21, 2013

The only competitive advantage comes though agility, keeping ahead of the competition, moving on to the next technology wave. IT Doesn''t Matter (to CEOs). As with American Airlines, each competitive advantage with IT is temporary. Competitors copy or suppliers commoditize to erase these advantages.

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Competitive Advantage Management Information Technology Airlines 8

Harvard Business Review

NOVEMBER 5, 2012

This often causes board disruption and sends damaging signals to financial markets. In other cases, highly compensated boards literally run a company into the ground by churning through CEO after CEO (lack of strategic alignment). Poor team dynamics fracture boards and lead to power struggles.

Compliance 8

Compliance Maslow Short-term Long-term 8

Harvard Business Review

SEPTEMBER 5, 2016

Its CEO, John Fallon, says of this approach, “It is by having a bigger impact on education — measured by expanding access and improving outcomes — that we will make Pearson a faster-growing and more sustainably profitable company.” ” Health care.

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Incentives Health Care Education Insurance 8

Harvard Business Review

JULY 15, 2013

As real space and cyberspace merge, do financial practices like budgeting provide value over their costs of time, money, effort, agility? All the parts of the organization have to come together and build a common language to discuss their markets and their enterprise. CEOs sense the problem perhaps more than CIOs do.

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CIO Crisis Competitive Advantage Webinar 8

Harvard Business Review

DECEMBER 8, 2016

Rogier Maes, the CEO of Contect, wrapped up his year-beginning speech to all the company’s employees. Remember: No matter how large Contect gets, it will stay agile and motivated. ” Rogier handed the microphone over to Henning Haas, the CEO of Contect’s Germany group, and came backstage where Derek was waiting.

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Case Study Decentralization CFO Construction 8

Harvard Business Review

JUNE 17, 2015

This seems to be a key question on the minds of not just marketers, but company strategists these days. This intensive customer focus has increased as technology-enabled transparency and online social media accelerate an inexorable flow of market power downstream from suppliers to customers. How well do you know your customers?

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Productivity Products Customer Intimacy Software 8

Harvard Business Review

MAY 30, 2013

It''s not about price, or code, or agile development. A good management team will be dedicated to creating product market fit, otherwise the business will flounder. Though the CEO may be driving, anyone sitting on the bow can get a direct line to the captain to suggest a change of direction. Patient capital.

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Company Ries Maturity Innovation 8