Harvard Business Review

MARCH 23, 2011

The result: Employees get confused and cynical (senior management's "flavor of the month"). Thus, today we have a number of process "religions": Statistical Process Control was followed by Total Quality Management, Business Reengineering, Six Sigma, Lean, and Business Process Management (BPM, which emphasizes process management software).

Six Sigma 14

Six Sigma TQM Kaizen Balanced Scorecard 14

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

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 15

Process CEO Insurance Banking 15

Harvard Business Review

NOVEMBER 23, 2010

He started very well, but as soon as his cash flow improved, financial burdens from family systems stifled his operations. When artisans have no understanding of their cash flows, they fail prey to spending a big percentage of their working capital, without meaning to, on non-business issues that usually cripple their operations.

Books 13

Books Guidelines Banking Telecommunications 13

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 scorecard defined the "what." Be Consistent.

Mission Statement 16

Mission Statement Balanced Scorecard Objective Long-term 16

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 14

Guidelines Education Telecommunications Emotional Intelligence 14

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 73

Balanced Scorecard Budgeting Risk Management Learning-by-Doing 73

Harvard Business Review

NOVEMBER 29, 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 (..)

Banking 15

Banking Crisis Merton Guidelines 15

Harvard Business Review

JANUARY 4, 2017

Consumers expect consistent products; people appreciate consistent management. And the most-successful managers must change similarly as they assume additional or different responsibilities through their careers, moving from head of sales to COO or from CFO to CEO. Complement this organization model with operational process.

Agility 15

Agility Balanced Scorecard COO CFO 15

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 9

Management Balanced Scorecard NPV Article 9

CO2

NOVEMBER 26, 2023

Internally, examine culture, leadership, process, and people, as well as the value proposition you offer to customers. In healthy and aligned organizations, the stated values and operating values are one and the same. Create a one-page document that contains the company’s operating values, vision, and mission.

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. 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. Problem 1: Calling it Diversity.

Diversity 8

Diversity Balanced Scorecard P&L Committee 8

Harvard Business Review

DECEMBER 23, 2014

The challenge is that adding a few non-execs to your board is proving a lot easier than balancing your leadership teams. Recently Google has led Silicon Valley companies in a collective and public recognition that their gender balance is not satisfactory, and published some aggregate statistics. Let’s keep things simple.

Company 9

Company Balanced Scorecard Report Metrics 9