Harvard Business Review

NOVEMBER 23, 2010

Its the managers responsibility to lead their employees, manage performance, and provide guidance. Yes, managers often interview job candidates or identify the most talented employees as part of a talent management program. I would guess 90% of all managers believe in their ability to undertake professional interviews.

CIO 15

CIO Guidelines Telecommunications Emotional Intelligence 15

Harvard Business Review

JANUARY 4, 2013

Here are a few thoughts on how you can more effectively address these issues and reach your goals in an authentic and enduring way. Lisa, a VP who led an innovation team, was struggling in her attempts to influence some of her peers. Leave it up to them to smartly manage and execute in the moment. Be Consistent.

Mission Statement 16

Mission Statement Balanced Scorecard Objective Long-term 16

Harvard Business Review

FEBRUARY 25, 2013

They somehow can't live up to a rather normal human goal of being able to both earn a living and procreate, which is recast as some kind of ridiculously utopian myth of "having it all." In countries without policies that facilitate conciliation, managers overwhelmingly think that women "choose" family commitments over work.

Energy 8

Energy Balanced Scorecard Metrics Policies 8

Harvard Business Review

DECEMBER 10, 2015

Many of them want to share responsibility in how the hospital is managed. With that goal, we thought carefully about each of our clinical service lines: Are we the best at this service line? For more about innovation in health care delivery, see NEJM Catalyst , a new resource from NEJM Group.

Health Care 8

Health Care Committee Balanced Scorecard Discount 8

Strategy Driven

MARCH 7, 2014

Professional innovation. I remarked to Sonny that I often quoted his song “The Beat Goes On” as analogous to change management, and he was pleased. However, recognition programs are a balanced scorecard that involves the scrutiny of the company and its leaders by credible outside sources. Courage and leadership.

Balanced Scorecard 74

Balanced Scorecard Budgeting Risk Management Learning-by-Doing 74

Harvard Business Review

NOVEMBER 24, 2010

Most of us spend most of our time chasing the immediate reward, the short-run "objective," the near-term "goal — in short, the expedient and the convenient. 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.

Short-term 15

Short-term Guidelines Mass Marketing Telecommunications 15

Harvard Business Review

NOVEMBER 12, 2012

Yet they don't work, and their repeated application makes many managers incredibly gender fatigued and frustrated. Nowhere was this calculation (and its impact) more evident than in the recent US presidential campaign, where one party saw women as a key strategic lever to their goal, the other a non-essential side issue.

Diversity 8

Diversity Balanced Scorecard P&L Committee 8

Harvard Business Review

DECEMBER 19, 2012

Still, a lot of companies haven't reorganized their businesses to execute, manage, and measure social care strategically with well-trained staffs. Determine the KPIs that matter most to your business goals. The Social Solution to Innovation Challenges. Here are four steps we've seen work: The map. The metrics.

Balanced Scorecard 9

Balanced Scorecard McKinsey Media Metrics 9