Harvard Business Review

NOVEMBER 8, 2017

Town hall meetings are organized, employees are told to change their behavior, balanced scorecards are reformulated, and budgets are set aside to support initiatives that fit the new strategy. “We want to be the number one or number two in all the markets in which we operate” is one of those.

Strategy 15

Strategy Bottom-up Balanced Scorecard Resistance 15

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 natural forces in the organization will tend to frustrate their every attempt to coordinate activities across functional boundaries. Process owners misunderstand their role.

Process 15

Process Supply Chain Balanced Scorecard Engineering 15

Harvard Business Review

MARCH 23, 2011

Organizations are overrun with improvement initiatives, from infrastructure overhauls to sales programs. The result: Employees get confused and cynical (senior management's "flavor of the month"). So how can your organization avoid the process improvement hype cycle? Under the guidance of external coaches, the $7.2

Six Sigma 14

Six Sigma TQM Kaizen Balanced Scorecard 14

Harvard Business Review

MARCH 19, 2014

Do you sometimes feel like your organization is flailing, barely able to keep up with the pace of change? And organizations need more individual leaders who can help everyone navigate through the new, speeded-up and volatile world. The Innovation Manager. Have you been disrupted recently? You are not alone.

Balanced Scorecard 8

Balanced Scorecard Innovation Globalization Micromanagement 8

Harvard Business Review

DECEMBER 10, 2015

Many of them want to share responsibility in how the hospital is managed. Our organizations created a unique financial arrangement that mirrored a joint venture (basically, an “earn-in” opportunity for RIC to participate in the inpatient income stream), but Silver Cross retained its rehabilitation licensure.

Health Care 8

Health Care Committee Balanced Scorecard Discount 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 14

Books Guidelines Banking Telecommunications 14

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. Yes, organizations drift but you need to be persistent and follow through.

Mission Statement 15

Mission Statement Balanced Scorecard Objective Long-term 15

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.

Guidelines 14

Guidelines Education Telecommunications Emotional Intelligence 14

Strategy Driven

MARCH 7, 2014

Have you celebrated organizations that succeeded? Any company or organization is like a tree. I remarked to Sonny that I often quoted his song “The Beat Goes On” as analogous to change management, and he was pleased. At the banquet, the swell of pride from the winning organizations was heartening to see. Are you a legend?

Balanced Scorecard 72

Balanced Scorecard Budgeting Risk Management Learning-by-Doing 72

Harvard Business Review

NOVEMBER 29, 2010

John Cassidy has eloquently argued in the New Yorker that banks are largely "socially useless" organizations, which create what Ive termed thin value — they blow up every few years, when their "profits" are revealed to be as bogus as a three dollar bill, and people and societies are left holding the bag.

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

CO2

NOVEMBER 26, 2023

When people are aligned and prepared to make decisions, organizations and their employees act purposefully and swiftly. Predictably Unpredictable Organizations like to plan for predictable growth, and yet most organizations don’t grow or shrink in predictable ways. Describing why you exist as an organization.

Strategic Planning 78

Strategic Planning Planning Balanced Scorecard Mission Statement 78

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

APRIL 21, 2011

Improving customer value continuously is difficult in almost any organization. That's true partly because so many organizations are still organized around functional silos, which are managed to optimize their own performance rather than to deliver value to customers. Inspire people to improve customer value — Heart.

Balanced Scorecard 15

Balanced Scorecard Short-term Competitive Advantage 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. There are only two genders, so you can't have a diversity of them; your organization is either balanced or imbalanced. This isn't balance, it's just Mad Men, repainted. Problem 1: Calling it Diversity.

Diversity 8

Diversity Balanced Scorecard P&L Committee 8