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

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

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. This scorecard defined the "what." To define the "how," we used the Campbell Leadership Model , which highlighted six expectations we had for every employee. as called for by our leadership model.

Mission Statement 16

Mission Statement Balanced Scorecard Objective Long-term 16

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

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

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. Good people aspire to higher goals. High performance standards.

Balanced Scorecard 74

Balanced Scorecard Budgeting Risk Management Learning-by-Doing 74

Harvard Business Review

JANUARY 4, 2017

They set goals for themselves and their employees and they achieve them. Consumers expect consistent products; people appreciate consistent management. Do you thrive in situations of chaos and rapid change or in periods that require relentless pursuit of a clearly defined goal? Consistent leaders work hard and show up on time.

Agility 15

Agility Balanced Scorecard COO CFO 15

CO2

NOVEMBER 26, 2023

You can’t predict or control the future, but you can control your organization’s alignment in terms of mission, vision, goals, and strategy. Internally, examine culture, leadership, process, and people, as well as the value proposition you offer to customers. GPSing can be used by individuals, of course, or by organizations as a whole.

Strategic Planning 78

Strategic Planning Planning Balanced Scorecard Mission Statement 78

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

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. Or is there a bigger, more resonant, and fundamentally worthier goal we could — and should — be pursuing, like ensuring no human being goes thirsty?"

Short-term 15

Short-term Guidelines Mass Marketing Telecommunications 15