Harvard Business Review

APRIL 21, 2011

They aren't motivated by cost reduction, and they aren't likely to embrace cost-saving approaches. One strategy is to eliminate inefficiencies and waste so that you're providing consistent, reliable, low-cost services. Then there's a third killer of continuous improvement: the performance management system.

Balanced Scorecard 15

Balanced Scorecard Short-term Competitive Advantage Long-term 15

Harvard Business Review

OCTOBER 9, 2017

The Costs of Hurried Encounters. These consequences have clear human and financial costs. In other words, it might save money in the short term but wastes money over time. Why Listening Matters. Actively listening to patients conveys respect for their self-knowledge and builds trust. Compressed medicine has real risks.

Balanced Scorecard 10

Balanced Scorecard Contingency Plans Active Listening Guidelines 10

Harvard Business Review

DECEMBER 19, 2012

It costs less than $1 per interaction, whereas telephone care is typically at least $6 per call. Even e-mail care costs $2.50 Establish a baseline for gauging the extent to which expanding social care would improve customer service and lower costs. Social care can save money. to $5 per interaction. companies do). The metrics.

Balanced Scorecard 8

Balanced Scorecard McKinsey Media Metrics 8

Harvard Business Review

OCTOBER 12, 2011

Some boards attempt a "balanced scorecard" approach , considering more than current year financials , with mixed success. Using employee satisfaction as a measure of performance in creating long-term value doesn't mean that the CEO has to be a pushover, avoid tough decisions, and seek to please everyone at all costs.

Long-term 12

Long-term Attrition Six Sigma Balanced Scorecard 12

Harvard Business Review

MAY 18, 2015

The problem is that most widely used planning processes like management by objectives and balanced scorecards overlook the contrast piece of the compare-and-contrast equation. Isn’t that exactly what a strategy should do — help teams and leaders decide the right thing to do in the face of new threats and opportunities?

Strategy 8

Strategy Balanced Scorecard Sull Supply Chain 8

Harvard Business Review

MARCH 19, 2014

Ever since, he has been very conscious of costs and comparisons of leaders and laggards. With his experience in various change methods, such as business reengineering, Balanced Scorecards , and Lean, he applies just the right tool and method to fit the situation.

Balanced Scorecard 8

Balanced Scorecard Innovation Globalization Micromanagement 8

Harvard Business Review

DECEMBER 10, 2015

Take Silver Cross’s joint operating committee with RIC, which convenes on a quarterly basis to review Balanced Scorecard metrics on quality of care, patient experience, volume, and efficiency. Five main factors make our clinical partnerships work: Joint operating committees that meet regularly.

Health Care 8

Health Care Committee Balanced Scorecard Discount 8

Harvard Business Review

NOVEMBER 30, 2010

Amazons price (even with nominally free shipping) has to include the costs of getting the product to your home. So the good news for the store is that you are paying part of the shipping costs just by being in the store and being willing to take (i.e., However, there is a big reason why the store might be more expensive.

Retail 13

Retail Price Comparison Nalebuff 13

Harvard Business Review

NOVEMBER 23, 2010

As I think about companies that compete on consistent, low cost, reliable operations, most have or had leaders who were process innovators, such as Herb Kelleher at Southwest Airlines, Sam Walton at Wal-Mart, Ray Kroc at McDonalds, Jeff Bezos at Amazon.com, and Fred Smith at FedEx.

Process 14

Process CEO Insurance Banking 14

Harvard Business Review

NOVEMBER 29, 2010

But perhaps the costs have risen, too. But perhaps the costs have risen, too. The staggering capital requirements of todays projects — think billion dollar semiconductor factories — dwarf those of yesteryear. All the above are true, and theyre factors that raise the perceived benefits of mega-banking.

Banking 15

Banking Crisis Merton Guidelines 15

Harvard Business Review

NOVEMBER 24, 2010

What most companies (and economies) dont do is to stop doing — and thats a self-defeating problem. We seem to be clueless about making room for deep questioning and thinking: reflecting. What most companies (and economies) dont do is to stop doing — and thats a self-defeating problem.

Short-term 15

Short-term Guidelines Mass Marketing Telecommunications 15

Harvard Business Review

NOVEMBER 22, 2010

He advises some of the world’s biggest companies on environmental strategy. Follow him on Twitter at @GreenAdvantage.

NGO 14

NGO Chemicals Guidelines Telecommunications 14

Harvard Business Review

NOVEMBER 23, 2010

However, the analysis shows that forcing toddlers into airplane safety belts would cost lives, not save them. However, the analysis shows that forcing toddlers into airplane safety belts would cost lives, not save them. Most young lap passengers do not have a ticket. Most young lap passengers do not have a ticket.

Airlines 13

Airlines Report Guidelines Discount 13