Strategy Driven

JULY 6, 2018

This ladder holds true for managers and employees within the organization, as well as outside consultants brought in. Culture and Mission : values, customs, beliefs, goals, objectives, benchmarking. Philosophy : purpose, vision, quality of life, ethics, long-term growth. Each rung on the ladder is important. Self Appointed.

Advice 57

Advice Strategy Company Bureaucracy 57

Strategy Driven

MARCH 6, 2015

If you cannot take the dirtiest job in any company and do it yourself, then you will never become ‘management.’ The management that takes steps to ‘fix themselves’ rather than always projecting. Achievement is a continuum and must be benchmarked and enjoyed. Values, customs, beliefs, goals, benchmarking.

Mentor 50

Mentor Succession Benchmarking Long-term 50

Strategy Driven

DECEMBER 5, 2014

Every professional must embrace a set of ethics: Things for which each professional holds himself/herself accountable. Holds benchmarks for Continuous Quality Improvement. If you enjoyed this article, let us keep you up-to-date on other newly published insights by signing up for our complimentary StrategyDriven Newsletter.

Diversity 95

Diversity Budgeting Open-book Risk Management 95

Strategy Driven

DECEMBER 4, 2015

It is an ongoing process of evaluation, planning, tactical actions and benchmarking accomplishments. Futurism is a continuum of thinking and reasoning skills, judicious activities, shared leadership and an accent upon ethics and quality. Futurism: ideas that inspire, manage and benchmark change. Quotes on The Future.

Benchmarking 50

Benchmarking Crisis Management Rogers Tactics 50

Strategy Driven

DECEMBER 2, 2016

If you cannot take the dirtiest job in any company and do it yourself, then you will never become “management.” The management that takes steps to “fix themselves” rather than always projecting problems upon other people will have a successful organization. Your success may bring out insecurities within others.

Mentor 50

Mentor Learning-by-Doing Open-book Career 50

Strategy Driven

JUNE 9, 2016

You’ve created a terrific pitch deck, have a highly competent management team and terms, and have identified donor prospects with major gift potential. As a Buyer, before I bought anything I had to align my values-based criteria with my team’s often divergent and – conventional choice benchmarks aside – subjective, criteria.

Succession 50

Succession Content Marketing Benchmarking 50

Strategy Driven

FEBRUARY 6, 2015

Quality is not something that managers assign others to achieve. Rather than assume all is wrong or right with an organization and take a defensive posture, management must view quality as essential to their economic survival or growth. It is not enough for management to endorse quality programs; they must actively participate.

Quality 50

Quality Metrics Strategic Planning TQM 50

Strategy Driven

MAY 4, 2012

First-ever article on Dick Clark, as a business case study. Be ethical. Progress is visioned, contextualized, seeded, benchmarked. If you enjoyed this article, let us keep you up-to-date on other newly published insights by signing up for our complimentary StrategyDriven Newsletter. No related articles.

Mentor 96

Mentor Case Study Strategic Planning Learning-by-Doing 96

Harvard Business Review

SEPTEMBER 17, 2018

Companies usually manage bribery and corruption risk through a mix of internal processes, certification requirements, and basic good practices throughout their operations — including with suppliers and vendors. It covers bribery in all of its forms — direct and indirect, inbound and outbound.

Company 8

Company Compliance Ethics Globalization 8

Leading with Trust

MARCH 20, 2022

The following article is a guest post from my friend and colleague, Brock Brown. I’m sure you’ll enjoy his wisdom about the intersection of character, trust, and ethics. As the great ethicist Dr. Larry Axline said, “Moral values in action is ethics.” Some people would call these virtues and they are.

Ethics 95

Ethics Servant Leader Execution Survey 95

Harvard Business Review

JUNE 26, 2015

But certain organizations, such as PepsiCo and Starwood Hotels and Resorts, are also analyzing employee data to create profiles of their most successful people — this gives them valuable benchmarks for outsiders. Talent recruiters and managers will also want to consider factors such as costs, ethics, and user experience.

Ethics 8

Ethics Emotional Intelligence Benchmarking Hotels 8

Harvard Business Review

APRIL 11, 2016

Ask these same managers after a launch whether they met their performance objectives, and too many will answer “not quite” or “not at all.” As the exhibit shows, managers in winning firms were significantly more likely to agree or strongly agree with the statements characterizing each ‘tude.

Globalization 8

Globalization Company Short-term Objective 8

Harvard Business Review

NOVEMBER 2, 2018

We selected 15 people from that group who demonstrated strong work ethic, grit, and excitement for the program. And we learned that we need to offer more equity, diversity, and inclusion training to the company partners, as more hiring managers were eager to participate than we expected.

Company 11

Company Diversity ROI Mentor 11

Harvard Business Review

AUGUST 5, 2015

His administration followed up by instituting massive public sector scholarship programs; rigorous assessment practices focused on potential; extensive development and training, including exemplary rotations and milestone courses; and outstanding promotion, recognition, and salary benchmarking practices to match private employers.

GDP 8

GDP Porter Education Globalization 8

Strategy Driven

DECEMBER 7, 2012

Organizations get people caught in activity traps…unless managers periodically pull back and reassess in terms of goals. Managers lose sight of their employees’ goals. Goal attainment leads to ethical behavior. Most management subsystems succeed or fail according to the clarity of goals of the overall organization.

Strategic Planning 56

Strategic Planning Goal Planning Budgeting 56

Strategy Driven

AUGUST 12, 2011

This ladder holds true for managers and employees within the organization, as well as outside consultants brought in. These are managers, concerned with structure, hiring, control, work design, supervision and the effects of management decisions. Leadership comes from inner quests, ethical pursuits and professional diligence.

Mentor 56

Mentor Strategic Planning Leadership Benchmarking 56

Strategy Driven

NOVEMBER 2, 2012

Are budgeting measures used to manage performance? Is the performance management system focused upon outcomes? Can the benchmarking information be accessed regularly? How well can management interpret and apply findings to the decision process? How do you handle crisis management and preparedness?

Strategic Planning 75

Strategic Planning Budgeting Planning Competitive Advantage 75

Strategy Driven

FEBRUARY 3, 2012

Top management must endorse corporate imaging and other forms of practice development, if your company is to grow and prosper. Your key management team is dynamic, in terms of business issues. Benchmarks for measurement. Opinion pieces and bylined articles on key topics, suitable for placing in newspapers under local bylines.

Positioning 50

Positioning Company Strategic Planning Guidelines 50

Strategy Driven

OCTOBER 7, 2011

New year projections are the best time to benchmark progress and adjust sights for the coming term. Organizations get people caught in activity traps… unless managers periodically pull back and reassess in terms of goals. Managers lose sight of their employees’ goals. Goal attainment leads to ethical behavior.

Goal 50

Goal Strategic Planning Benchmarking Budgeting 50

Strategy Driven

JULY 17, 2015

Every astute organization assesses the status of each branch on its Business Tree™ and orients its management and team members to meet constant changes and fluctuations. Managers, by default, see 'band-aid surgery' as the only remedy for problems.but only when problems are so evident as to require action. Arrogant attitudes.

Self-aware 50

Self-aware System Open-book Learning-by-Doing 50

Strategy Driven

JANUARY 6, 2012

Among the lessons which we learned from the Y2K Bug exercise were: When they want to do so, company leadership will provide sufficient resources to plan for the future, including crisis management and preparedness (of which computer glitches are one set of ‘what ifs.’). Crisis management. Repairing ethically wrong actions.

Planning 50

Planning Consultative Learning-by-Doing Cost 50

Strategy Driven

APRIL 17, 2015

Every astute organization assesses the status of each branch on its Business Tree™ and orients its management and team members to meet constant changes and fluctuations. Managers, by default, see “band-aid surgery” as the only remedy for problems… but only when problems are so evident as to require action.

Self-aware 50

Self-aware System Learning-by-Doing Bottom-up 50

Strategy Driven

SEPTEMBER 6, 2013

Who should be the arbitrator and benchmark? Long-term track record, unlike anything accomplished by any other individual… all contributing toward organizational philosophy, purpose, vision, quality of life, ethics, long-term growth. Core Values: Ethics. But, this isn’t why the wine and cheese were made. You should.

Long-term 56

Long-term Budgeting Quality Consultative 56

Strategy Driven

SEPTEMBER 2, 2011

Getting the funds that you need from tight fisted management is an ongoing process. Sell management-clients on acquiring more returns on their investments, not just on making further investments. Reduce management’s risk in doing business with you. Acquire an upper-management mindset. Cash outlays are always risks.

Budgeting 50

Budgeting Planning Strategic Planning Competitive Advantage 50

Harvard Business Review

JUNE 20, 2016

Remember the public shaming – and heavy sentences — heaped on Enron and Worldcom for their accounting (and more importantly, ethical) failures? I’m not against benchmarking and norming. While benchmarks are useful inputs for compensation decisions, they shouldn’t be a straitjacket. Let’s take pay.

Benchmarking 11

Benchmarking Company Short-term Long-term 11

Strategy Driven

MARCH 4, 2011

Every astute organization assesses the status of each branch on its Business Tree TM and orients its management and team members to meet constant changes and fluctuations. Managers, by default, see ‘band-aid surgery’ as the only remedy for problems… but only when problems are so evident as to require action.

Bottom-up 59

Bottom-up System Learning-by-Doing Execution 59

Strategy Driven

DECEMBER 2, 2011

These pointers are offered to help manage time and resources. Inevitably, when high-level forums are organized, the juniors, mid-managers and self-marketers infiltrate and take over… which chases us away. Curiously, that charity has been clouded by public investigations of questionable ethics and dubious fund-raising practices.

Committee 53

Committee Learning-by-Doing Consultative Budgeting 53

Harvard Business Review

OCTOBER 17, 2017

For example, in the 1990s, leading businesses like 3M adopted concepts like eco-efficiency, focusing on saving and making money through the better management of materials, energy and waste. Today, we see growing interest in new business benchmarks and in potential breakthrough materials and forms of energy.

Morale 8

Morale EPS Supply Chain Politics 8

Strategy Driven

MARCH 11, 2011

It was very ‘old school’ (a management style that was 40 years obsolete), though it pretended to be ‘new school.’ The company did more than 4,000 deals…most risky and without research, planning and benchmarking. Without Strategic Planning, there is no benchmarking of specific tactics. Accounting.

Strategic Planning 57

Strategic Planning Committee Golden Handcuff Media 57