Change Starts Here

JULY 9, 2013

A revolving leadership door had ushered four CEOs in and out in two years. By the end of 2011, the company had gained some ground, but it was clear a change in management style and better decisions at the top would not be enough to realize the improvements that were needed to turn the company around.

Balanced Scorecard 95

Balanced Scorecard Workshop Supply Chain Objective 95

Six Disciplines

APRIL 27, 2011

“Here’s what differentiates this book: it bridges concept and principles to execution.” “Full of incredibly useful tools and charts -- all about how small businesses execute strategy.” ” (Trevor Hall, Servant-Leadership Blog). Most importantly this book is about execution.”

CTO 101

CTO Books Balanced Scorecard Norton 101

Strategy Driven

JULY 13, 2011

While you can find numerous books focused on the topic of corporate finance, few offer the type of information managers need to help them make important decisions day in and day out. Examines ways to maintain and grow value through mergers, acquisitions, and portfolio management.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

CO2

APRIL 18, 2012

If you use a Balance Scorecard model take employees through the basics so that they can understand the meaning behind what you are about to explain to them. Some organizations have had very bad plans or poor execution of plans, which can give you a bad rap among employees. Explain any new terms or definition of terms.

Strategic Planning 145

Strategic Planning Planning Strategy Balanced Scorecard 145

Strategy Driven

MARCH 7, 2014

Courage and leadership. I remarked to Sonny that I often quoted his song “The Beat Goes On” as analogous to change management, and he was pleased. I was then challenged to come up with such a program, the result being the Leadership in Action Awards. Mature confidence and informed judgment. High performance standards.

Balanced Scorecard 77

Balanced Scorecard Budgeting Risk Management Learning-by-Doing 77

CO2

FEBRUARY 17, 2014

Monthly staff meetings are usually reserved for reviewing financial performance, balance scorecard objectives, and major actions that have been forecasted in the annual strategic planning meetings. Many senior executives become very impatient in these weekly meetings, and they tend to speed up topics that need more time.

Balanced Scorecard 79

Balanced Scorecard Review Strategic Planning Real Estate 79

Harvard Business Review

APRIL 21, 2014

companies now have at least two women on their executive committees. 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. The vast majority (89%) of companies have less than two women on their leadership team.

Execution 9

Execution Committee Balanced Scorecard Globalization 9

Harvard Business Review

APRIL 8, 2015

One typical reason is that top executives haven’t managed to clarify something even more fundamental: how much priority they place on increasing profit margins. But in truth businesses rarely focus on only profitability; most strive to satisfy various stakeholders and meet the goals of balanced scorecards.

Balanced Scorecard 8

Balanced Scorecard Company Price KPI 8

Harvard Business Review

MAY 18, 2017

Garvin was a generalist more than a specialist, perhaps because he came of age at HBS during the 1980s, when the school’s primary focus was the development of skilled general managers. Kaplan’s balanced scorecard or Clayton Christensen’s disruptive innovation.

Management 8

Management Balanced Scorecard NPV Article 8

Harvard Business Review

JANUARY 4, 2017

I’ve recently been thinking about this with regard to how leaders can be more strategic, able to effectively execute the core of their business while remaining open to trends in the market and adapting to meet them. I’ve begun to view this as the ability to hold two specific traits in balance: consistency and agility.

Agility 12

Agility Balanced Scorecard COO CFO 12

Harvard Business Review

DECEMBER 23, 2014

Ten countries have signed on, and the gender balance on these countries’ boards has improved significantly. However, much of the improvement has come from the addition of women as non-executive board members, the trickle down effect on executive teams has not been obvious, and the benefits remain hotly debated.

Company 8

Company Balanced Scorecard Report Metrics 8

Harvard Business Review

APRIL 27, 2015

You might expect organizations that teach the latest in leadership theory to practice what they preach. There is a raft of research showing that improving gender balance leads to enhanced business performance. And executive programs are even more male-dominated than MBA classes. It ain’t happening. All the talent.

Balanced Scorecard 8

Balanced Scorecard Case Study Organizational Behavior Education 8

Harvard Business Review

MARCH 23, 2011

The result: Employees get confused and cynical (senior management's "flavor of the month"). An executive decides on a different and better way to do things, and prepares a sales pitch that goes something like this: First: "We need to change. Perhaps worst of all, they are forced to abandon old approaches that worked.

Six Sigma 13

Six Sigma TQM Kaizen Balanced Scorecard 13

Harvard Business Review

JANUARY 21, 2011

Putting executives in charge of improving cross-functional processes in large organizations is akin to asking them to paddle a boat upstream. The problem, as I described in my last post , is that six things militate against success in the role: The management team's attention shifts to other priorities.

Process 15

Process Supply Chain Balanced Scorecard Engineering 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 Manager. The Transformational Leader.

Balanced Scorecard 8

Balanced Scorecard Innovation Globalization Micromanagement 8

Harvard Business Review

NOVEMBER 23, 2010

Have you ever met a sales executive or a CIO who said: "Sales is too important to be left to Sales" or "IT is too important to be left to IT"? Its the managers responsibility to lead their employees, manage performance, and provide guidance. Talk to managers, new hires, applicants, and many others. Im sick about it.

CIO 15

CIO Guidelines Telecommunications Emotional Intelligence 15

Harvard Business Review

JANUARY 4, 2013

By seeking and valuing their perceptions, you increase their commitment, confidence, and the likelihood of getting traction when it is time to execute. This scorecard defined the "what." To define the "how," we used the Campbell Leadership Model , which highlighted six expectations we had for every employee. Be Consistent.

Mission Statement 15

Mission Statement Balanced Scorecard Objective Long-term 15

Harvard Business Review

NOVEMBER 12, 2012

Yet they don't work, and their repeated application makes many managers incredibly gender fatigued and frustrated. 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

FEBRUARY 25, 2013

Much of the Anglo-Saxon debate about "women in leadership" is framed as an issue of women's "choices." The implication is that women "choose" to gear down their careers in favor of work-life balance. The real issue is to develop the corporate leadership skills to manage a feminizing talent pool and a feminizing customer base.

Energy 8

Energy Balanced Scorecard Metrics Policies 8

Harvard Business Review

NOVEMBER 22, 2010

I wrote a couple of months ago about Chinas leadership in the clean tech race , but at the macro level. Comments The Buzz on Green Business in China I visited Beijing last week, speaking to a group of corporate executives assembled by a major NGO to work on climate change issues. Thats what Chinas Hi-Tech Fair is doing.

NGO 14

NGO Chemicals Guidelines Telecommunications 14

Harvard Business Review

NOVEMBER 23, 2010

He wasnt a process manager. Operations : Approaches problems practically; stands firm on issues, perseveres; maintains a standard of consistency and quality; provides stable leadership and supervision; develops detailed plans and procedures; implements projects in a timely manner; keeps financial records straight. We all have.

Process 14

Process CEO Insurance Banking 14

Harvard Business Review

NOVEMBER 23, 2010

Across Africa, many unemployed men have managed small businesses, at least once in their lives. Organizations that move into developing nations to help small technical businesses, must help those businesses manage their finances. Across Africa, many unemployed men have managed small businesses, at least once in their lives.

Books 13

Books Guidelines Banking Telecommunications 13

Harvard Business Review

NOVEMBER 30, 2010

As Tom Davenport, Larry Prusak, and I talk to people about our current research, we hear broad support for its central thesis: that good judgment is not only something required of individuals in leadership positions; it is something that must be embedded in organizations as a whole. Well need to enable cross-boundary judgment.

Guidelines 13

Guidelines Education Telecommunications Emotional Intelligence 13

Harvard Business Review

NOVEMBER 23, 2010

Harvard Business Review Cart My Account Downloads Explore Today on HBR Blogs Magazine Books Authors Store Harvard Business School Topics Change Management Competition Innovation Leadership Strategy Skills Emotional Intelligence Managing Yourself Measuring Business Performance Project Management Strategy Execution Industries Finance & Insurance (..)

Guidelines 14

Guidelines Telecommunications Emotional Intelligence Balanced Scorecard 14

Harvard Business Review

NOVEMBER 23, 2010

More on: Managing yourself , Morale , Work life balance Join the Discussion | More by This Author | Email/Share Previous The Right CEO Personality for Process Improvement Next How to Turn Garbage into Gold Never miss a new post from your favorite blogger again with the Harvard Business Review Daily Alert email.

Guidelines 13

Guidelines Telecommunications Emotional Intelligence Balanced Scorecard 13

Harvard Business Review

NOVEMBER 24, 2010

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Short-term 15

Short-term Guidelines Mass Marketing Telecommunications 15

Harvard Business Review

NOVEMBER 29, 2010

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Banking 15

Banking Crisis Merton Guidelines 15

Harvard Business Review

NOVEMBER 23, 2010

More on: Managing uncertainty , Risk management , Social media Join the Discussion | More by This Author | Email/Share Previous Google Changes the Playing Field on News Next The Right CEO Personality for Process Improvement Never miss a new post from your favorite blogger again with the Harvard Business Review Daily Alert email.

Airlines 13

Airlines Report Guidelines Discount 13

Harvard Business Review

NOVEMBER 30, 2010

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Retail 13

Retail Price Comparison Nalebuff 13