Strategy Driven

JULY 13, 2011

Performance measurement typically drives much of the way a large company works. Supplementing profits with ROIC and revenue growth is a step in the right direction to ensure that the profits a business earns are actually creating value, not simply over-consuming capital that another company could better deploy.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

Harvard Business Review

APRIL 8, 2015

In general, companies don’t devote enough time to thinking about value capture. Their innovation efforts tend to be focused wholly on the creation of new value; meanwhile, the question of how exactly they will be compensated for it usually goes unexamined. Why is it that? But the confusion runs deeper than that.

Balanced Scorecard 8

Balanced Scorecard Company Price KPI 8

Harvard Business Review

NOVEMBER 29, 2010

For me, it evokes a wonderful old New Yorker cartoon by Robert Weber , where a small, meek accountant stands before the desk of an overfed chief executive exhorting the accountant to rescue the company: "It's up to you now, Miller. Wall Street's " financial innovations " of recent years seem to have given creativity a bad name.

Creative Accounting 14

Creative Accounting Creativity GAAP Balanced Scorecard 14

Harvard Business Review

APRIL 21, 2014

companies now have at least two women on their executive committees. Eight companies (including IBM, Pepsico, Lockheed Martin and General Motors) have a woman CEO. My gender consultancy firm, 20-First, has just published its annual Gender Balance Scorecard ( pdf ) of the top 300 companies in the world across the US, Europe and Asia.

Execution 10

Execution Committee Balanced Scorecard Globalization 10

Harvard Business Review

NOVEMBER 14, 2011

Think of Charles Darwin, the ultimate disruptive innovator. An idea can change an entire industry and ideas, from kaizen to the balanced scorecard , continually transform the way we work and lead our businesses. In The Innovator's Dilemma , he looked at why companies struggle to deal with radical innovation in their markets.

Blue Ocean Strategy 15

Blue Ocean Strategy Management Christensen Balanced Scorecard 15

Harvard Business Review

OCTOBER 5, 2012

Chances are you've also shifted your allegiance away from a company that made you wait like that. So why do companies spend millions on big data and big-data-based market research while continuing to ignore the simple things that make customers happy? Negative interactions with companies are as common as ever. We all have.

CAPEX 15

CAPEX Balanced Scorecard Hedge Software 15

Harvard Business Review

MARCH 19, 2014

In our research on change agents at the Phoenix Community of FCB Partners , we have found that there are three distinct challenges which require different kinds of change leaders: (1) transformational leaders, (2) innovation instigators, and (3) innovation managers. The Innovation Instigator. The Innovation Manager.

Balanced Scorecard 8

Balanced Scorecard Innovation Globalization Micromanagement 8

Harvard Business Review

JANUARY 21, 2011

Nevertheless, companies that live and die on operational excellence — such as Amazon.com, FedEx, Southwest Airlines, and Wal-Mart — must continually improve their key processes. For process owners to be successful, companies have to address these issues. The organizational structure to accommodate the role is too complex.

Process 15

Process Supply Chain Balanced Scorecard Engineering 15

Harvard Business Review

MARCH 23, 2011

Look at the companies that successfully used this approach.". Companies that practice process improvement have been victims of this hype cycle for decades. By reviewing the history of its process initiatives, the company made its journey visible and discussable. Brad Power is a consultant and researcher in process innovation.

Six Sigma 14

Six Sigma TQM Kaizen Balanced Scorecard 14

Harvard Business Review

APRIL 5, 2016

If you’ve formed strong relationships with people and if the company has invested in your development, then leaving can feel like betrayal. You basically want to put together your own balanced scorecard for career satisfaction and use it to help you make decisions and shape your next phase.

Career 8

Career Balanced Scorecard Consultative Learning-by-Doing 8

Harvard Business Review

JANUARY 4, 2013

When I was CEO of Campbell Soup Company, we used a balanced scorecard to create an explicit understanding of each employee in terms of what they were expected to accomplish, including financial objectives, market share objectives and key project objectives. This is a long-term growth company.

Mission Statement 15

Mission Statement Balanced Scorecard Objective Long-term 15

Harvard Business Review

NOVEMBER 22, 2010

He advises some of the world’s biggest companies on environmental strategy. The theme of the big event was "Technology-led Transition and Innovation-driven Development," which sounds broad. The Ministry of Commerce was showing how some companies "have made use of technology to.promote a low-carbon economy and environmental protection."

NGO 14

NGO Chemicals Guidelines Telecommunications 14

Harvard Business Review

FEBRUARY 25, 2013

I call them the three C's: countries, companies and couples. Companies — Corporate Culture & Policies. Key Metric: the ratio of men and women (and nationalities) on the Executive Committee is the clearest indicator of a company's openness to 21st century realities. See our 2013 Global Gender Balance Scorecard.

Energy 8

Energy Balanced Scorecard Metrics Policies 8

Harvard Business Review

NOVEMBER 23, 2010

Moreover, almost everybody in a company has certain opinions about how to do HR. Here we accept the fact that much expertise is required, and only some people in a company have it. HR is a function that must demonstrate specific expertise as well — competences only a few in a company could evenly show.

CIO 15

CIO Guidelines Telecommunications Emotional Intelligence 15

Harvard Business Review

NOVEMBER 23, 2010

I also argued in my last post that the CEO has a critical and unique role to play in process improvement, enabling a companys activities to be redesigned across functions and divisions. But if board members conclude that their companys vitality depends on process improvement, what kind of CEO should they choose?

Process 15

Process CEO Insurance Banking 15

Harvard Business Review

NOVEMBER 30, 2010

Now consider the joint judgment involved in a process of co-creation , whereby companies collaborate with customers or other partners to bring new offerings to market. He is author (with Josiah Ober) of A Company of Citizens: What the Worlds First Democracy Teaches Leaders About Creating Great Organizations.

Guidelines 14

Guidelines Education Telecommunications Emotional Intelligence 14

Strategy Driven

MARCH 7, 2014

Any company or organization is like a tree. None of the limbs and twigs on each branch (staff-consultants) provide all nourishment required to breed a healthy tree (company). Professional innovation. Awards inspire companies of all sizes to work harder and try more creative things. by Hank Moore. Courage and leadership.

Balanced Scorecard 74

Balanced Scorecard Budgeting Risk Management Learning-by-Doing 74

Harvard Business Review

APRIL 21, 2011

A third is to offer cutting-edge, technically innovative products and services. In September 2009 the Palladium Group , founders of the Balanced Scorecard, launched "XPC — The Execution Premium Community" for senior strategy professionals worldwide. Did they play to employees' hearts, heads, ears, and feet?

Balanced Scorecard 15

Balanced Scorecard Short-term Competitive Advantage Long-term 15

Harvard Business Review

MAY 18, 2015

Yet, according to Donald Sull’s research in the March issue of HBR, almost half of top executives cannot connect the dots between their company’s strategic priorities; and two out of three middle managers say they simply do not understand their strategic direction. This is a subtle, but important nuance.

Strategy 8

Strategy Balanced Scorecard Sull Supply Chain 8

Harvard Business Review

DECEMBER 19, 2012

Even "no company response," at 19%, scored higher than slow/effective. More than 50% of Twitter users expect a response in less than two hours, a lot shorter than most companies' response windows. Enter social care , a system for companies to regularly provide customer service through social-media platforms. companies do).

Balanced Scorecard 8

Balanced Scorecard McKinsey Media Metrics 8

Harvard Business Review

NOVEMBER 12, 2012

Positioning "women" (gender in most companies is never about men) as one minority among many others obscures the issue. Solution : Make gender balancing a strategic initiative, led by the CEO, framed as a lever to achieving business strategy, not as a separate initiative for already overburdened executives.

Diversity 8

Diversity Balanced Scorecard P&L Committee 8

Harvard Business Review

NOVEMBER 24, 2010

What most companies (and economies) dont do is to stop doing — and thats a self-defeating problem. In turn, reflection becomes the rocket fuel for experimentation, the lifeblood of high-level innovation, the spark of deeper meaning, and the wellspring of enduring purpose. The catch is that most companies dont know how to reflect.

Short-term 15

Short-term Guidelines Mass Marketing Telecommunications 15

Harvard Business Review

MAY 18, 2017

Kaplan’s balanced scorecard or Clayton Christensen’s disruptive innovation. Garvin stresses the importance of rigorous experiments (years before experimentation became the rallying cry for a new generation of innovators); thoughtful problem definition; and smart, well-designed metrics.

Management 8

Management Balanced Scorecard NPV Article 8