N2Growth Blog

DECEMBER 21, 2010

It's one of my great drivers to achieve significance in what I do – even if that doesn't necessarily mean success as defined by any metric you care to choose… Thanks for an interesting read! Our life cannot be measured from the bank balance but by service. Best Neil Ron Inspiring post! Success is temporal.

Blog 416

Blog Succession Influence Brand 416

HR Digest

NOVEMBER 9, 2021

What excites me about S&B at Audible is that we work to improve the lives of those without privilege in the cities and countries in which we operate, because Audible seeks to exemplify what a company can mean beyond what it does. We believe in giving people a chance, and we work to make this so, particularly in the urban core.

Diversity 52

Diversity Katz Learning-by-Doing Globalization 52

HR Digest

NOVEMBER 9, 2021

What excites me about S&B at Audible is that we work to improve the lives of those without privilege in the cities and countries in which we operate, because Audible seeks to exemplify what a company can mean beyond what it does. We believe in giving people a chance, and we work to make this so, particularly in the urban core.

Diversity 52

Diversity Katz Learning-by-Doing Globalization 52

Harvard Business Review

NOVEMBER 22, 2017

How do banks switch customer relationships from branch offices to mobile phone screens? For every company wrestling with evolutions in its strategy, success depends as much on matching the operating model to those evolutions as it does on the soundness of the strategy itself. sweetvenom/Getty Images. Insight center.

Strategy 8

Strategy Company Banking Apparel 8

Harvard Business Review

OCTOBER 9, 2012

But as Michael Lewis describes in Moneyball , the Oakland Athletics discovered that the metric the team's scouts used to choose players had nothing to do with whether those players would score runs. Leave aside, for the moment, which metrics you currently use or which ones Wall Street analysts or bankers say you should.

Banking 15

Banking Metrics Objective Retail 15

Harvard Business Review

APRIL 23, 2018

The engagement of its drivers, who deliver milk and bread to millions of customers each day, was dipping while management was becoming increasingly metric-driven in an effort to reduce costs and improve delivery times. Drivers’ dislike of managers was high, and trust was low. The new approach?

Servant Leader 17

Servant Leader Leadership Banking Learning-by-Doing 17

Harvard Business Review

OCTOBER 25, 2018

To analyze the superstar dynamics of firms, our metric was economic profit, a measure of a firm’s profit above and beyond opportunity cost. (To The top 10% of the firms we analyzed — the superstars by our metric — create 80% of all the economic value, meaning they account for 80% of economic profits.

Industry 11

Industry Company GDP Bottom-up 11

Harvard Business Review

OCTOBER 10, 2017

Precision made it easy for managers to oversee their employees. Every spot on every line was visible to managers. Every step of the process was measured, and real-time metrics were easily accessible. A great salesperson will operate much more efficiently with a defined process for reaching out to prospects.

Organization 11

Organization Tactics Call Center Metrics 11

Harvard Business Review

JANUARY 28, 2015

While this would seem sufficient to alert the bank to his impending trip abroad, “transaction denied” flashes across the terminal screen, leaving this longtime customer stranded, fuming, and no longer so loyal. If it’s all about the operations then you lose sight of the customer. Build a structure for collaboration.

COO 8

COO Planning Metrics Call Center 8

Harvard Business Review

JULY 17, 2012

We know of one retail bank that gave their call center representatives the edict to "delight" customers and permission to waive up to $150 in fees for any customer without seeking any additional authorization. But employees often lack the experience, judgment, and discipline necessary to achieve this without breaking the bank.

Customer Loyalty 15

Customer Loyalty Loyalty Banking Call Center 15

Harvard Business Review

NOVEMBER 7, 2011

This blog was written with Jay Terwilliger and Mark Sebell, managing partners at Creative Realities , a Boston-based innovation management collaborative. In the late 1990s, we presented the Gretzky metaphor to a division of a large, global bank. So, we shelved the idea. And I made that decision.

CEO 11

CEO Net Present Value Banking Metrics 11

Harvard Business Review

AUGUST 3, 2018

In a follow up HBR article , we interviewed several chief financial officers (CFOs) of leading technology companies and senior analysts of investment banks and distilled seven key insights from those discussions. The level and trend of a company’s top-line metric is an advance indicator of the success of its business model.

Report 8

Report GAAP Company Proposal 8

Harvard Business Review

JUNE 8, 2018

Since then, we interviewed several chief financial officers (CFOs) of leading technology companies and senior analysts of investment banks who follow technology companies. So, investors, and therefore managers, might be adjusting their approach to risk accordingly. Analysts increasingly rely on non-GAAP metrics.

Report 8

Report GAAP Net Present Value CFO 8

Harvard Business Review

SEPTEMBER 7, 2012

"Our top line was growing, but the bottom line was not moving much and we had drawn down a lot on our bank credit line," he says. And when Allen Printing's bank, facing problems of its own in 2010, suddenly called in its loan, the company was so strapped for cash that it had to file for Chapter 11. So what can an entrepreneur do?

Metrics 8

Metrics Working Capital Restructuring Banking 8

Harvard Business Review

JULY 17, 2012

We know of one retail bank that gave their call center representatives the edict to "delight" customers and permission to waive up to $150 in fees for any customer without seeking any additional authorization. But employees often lack the experience, judgment, and discipline necessary to achieve this without breaking the bank.

Customer Loyalty 11

Customer Loyalty Loyalty Banking Call Center 11

Harvard Business Review

JULY 19, 2017

Many companies are attempting a radical — and often rapid — shift from hierarchical structures to more agile environments, in order to operate at the speed required by today’s competitive marketplace. Self-managed teams with limited hierarchy and bureaucracy are explicit features of such organizational models.

Agility 8

Agility White Paper How To Metrics 8

Harvard Business Review

OCTOBER 29, 2012

In our research into more than 8,000 companies in 20 countries, 79% of organizations reported that their management practices were above average. companies, and fewer than 5% elsewhere, scored above a 4 on a five-point management-practices scale we created. That should have been very good news. You really are above average!

Management 8

Management Benchmarking Short-term Incentives 8

Harvard Business Review

DECEMBER 7, 2017

All investment practices will consider environmental, social, and governance (ESG) metrics because some of those metrics are financially material, meaning decision-useful pieces of information. In both cases, social and environmental metrics matter for the business’s financial success.

Supply Chain 8

Supply Chain Asset Management Chemicals Long-term 8

Harvard Business Review

AUGUST 7, 2018

Why is it that when a group of managers gets together for a strategic planning session they often emerge with a document that’s devoid of “strategy”, and often not even a plan ? For some managers, this seems initially like putting the cart before the horse. Alicia Llop/Getty Images. It was seat-of-the-pants stuff.

Strategic Planning 15

Strategic Planning Planning Document Airlines 15

Harvard Business Review

DECEMBER 15, 2017

In one illustration of these difficulties, consider that India currently ranks 100 out of 190 countries in the World Bank’s Ease of Doing Business rankings, 22 places behind China, 39 places behind Indonesia, and just nine places above Papua New Guinea. Step 2: Measure operating environment.

Strategy 8

Strategy Operations Policies Environment 8

Harvard Business Review

SEPTEMBER 13, 2012

An impatient marketing or finance manager would, on the sly, secure some extra budget money and hire a contractor to build a little database that tracked mailing addresses or top-line financials. Slowly but surely, as the little database grew bigger and bigger, the manager would wedge the cost into her operating budget.

Supply Chain 15

Supply Chain CIO Budgeting Project 15

Harvard Business Review

JUNE 19, 2017

While initially designed to improve the responsiveness of software development teams, more recently agile has become the default team-based operational model for companies big and small, across industries and sectors, with the promise of a substantial and sustained spike in team productivity and efficiency. Related Video.

Agility 8

Agility Software Incentives Banking 8

Harvard Business Review

MAY 31, 2012

boss, Ina Drew , the former head of their unit in of the bank's, the Chief Investment Office (CIO); and CEO Jamie Dimon, to whom the CIO reported who oversaw the CIO. Drew quickly retired after the losses, and Iksil and Macris are, according to news reports, leaving the bank.

CIO 8

CIO Committee Risk Management Banking 8

Harvard Business Review

NOVEMBER 25, 2013

Indeed, even organizations where top management keeps their eyes glued to KPI-driven dashboards have trouble agreeing on what their Top Ten Most Important Customer/Client 80/20 analytics should be. Should management refine and dig deeper into existing 80/20 KPIs? is the challenge top management needs to both ask and rise to.

Due Diligence 11

Due Diligence KPI Loyalty Information Technology 11

Harvard Business Review

AUGUST 5, 2014

Talk about how complex marketing has become is very much in vogue, but there’s much less discussion about the operational (and diplomatic) muscle CMOs need in order to get things done. That helped account managers focus their pitch on the client’s business issues and build rapport. That bottom line sensibility is crucial.

P&L 9

P&L Banking Marketing Call Center 9

Harvard Business Review

MARCH 31, 2015

While consumers are rightfully worried that their personal information may be compromised, shareholders and companies’ management have a wider set of concerns, including loss of intellectual property, operational disruption, decreased customer trust, tarnished brand, and loss of investor commitment. The stock price declined 0.3%

Price 8

Price Long-term Banking Short-term 8

Harvard Business Review

NOVEMBER 18, 2015

So smarter “people analytics” operations embrace mission and metrics that assure they’re getting the right kind of ROEE — Return on Ex-Employees: Referrals. It takes a careful mix of mission, management, and culture. A network security geek went from a global bank to a Beltway bandit start-up.

McKinsey 8

McKinsey Banking Reference Human Capital 8

Harvard Business Review

MAY 8, 2012

This week, Microsoft is announcing an unusual initiative that it hopes will change how the company operates: an internal fee on carbon. And this charge will, in theory, move managers to make greener choices. So the point of this fee, like all "taxes," is to change behavior, discouraging some pathways by making them less palatable.

Price 13

Price P&L White Paper Energy 13

Harvard Business Review

MAY 8, 2014

Operational meltdowns can devour a midsized company’s cash. That enabled the company to find a new lender who refinanced $25 million in bank debt. To keep a finger on the financial pulse of the business, MBH Architects’ founders kept one eye on a key metric: the utilization of its people (i.e., Not growth, or even profits.

Crisis 8

Crisis CFO GAAP Banking 8

Harvard Business Review

SEPTEMBER 26, 2011

But three years after the financial crisis broke, I remain more convinced than ever that the fundamental cure for restoring economic growth and repairing societal trust in business is to deepen our ability to manage companies for the long term. Here again, CEOs can and should manage that process actively.

Long-term 8

Long-term CEO Short-term McKinsey 8

Harvard Business Review

DECEMBER 22, 2010

As Nike's Senior Portfolio Manager Adam Day says, "The global development sector had overlooked the enormous potential of investing in adolescent girls to reduce global poverty. The Nike Foundation also leans on its expertise in innovation and scale to find solutions to poverty, while keeping its operations separate from the business.

Core Competence 15

Core Competence Market Segmentation Globalization Reputation 15

Harvard Business Review

SEPTEMBER 30, 2016

While pay transparency may accelerate attention being paid to remedying pay discrimination, managers should consider moves toward transparency with their eyes wide open. My colleague Tomasz Obloj, of HEC Paris, and I recently examined the effects of an awards program implemented at a European bank selling small consumer loans.

Comparison 8

Comparison Incentives Outsourcing Self-aware 8

Harvard Business Review

DECEMBER 29, 2016

But what about the ordinary engineers, managers, and employees who designed cars to cheat automotive pollution controls or set up bank accounts without customers’ permission? Take Wells Fargo as an example: Managers were rewarded for the number of accounts they opened and managed. Cross-cultural differences.

Ethics 10

Ethics Company Emotional Intelligence Short-term 10

Harvard Business Review

DECEMBER 22, 2016

On December 7, Portland, Oregon, passed a law that will impose a surcharge on the local business taxes paid by corporations that operate in the city when the CEO’s compensation is 100 times or more the median earnings of the company’s employees. The actual money-in-the-bank total ARG compensation of its CEO John C.

CEO 8

CEO Black-Scholes Price Merton 8

Harvard Business Review

SEPTEMBER 23, 2015

What would it look like if managers were as polite and nurturing to one another and their subordinates as they are to customers? Just last week one of us was struck by the generosity of a New York bank that picked up the tab for the post-memorial service dinner of an employee who was grieving the loss of his father.

Bottom-up 8

Bottom-up Attrition Absenteeism Social Capital 8

Harvard Business Review

NOVEMBER 25, 2015

So most executives manage it according to their intuition. It takes a careful mix of mission, management, and culture. We determined the weighting of each motive by conducting regressions between each motive and performance across industries, and then simplified to build a simple metric that ranges from -100 to 100.

Motivation 8

Motivation Company Airlines Learning-by-Doing 8

Harvard Business Review

OCTOBER 14, 2013

Extreme schedules remain a key metric of manliness. A recent study reported that male managers in such marriages found organizations with egalitarian gender attitudes less appealing and were more likely to give women low job evaluations. Today, managing diversity is not limited to women, LGBTQ individuals, or people of color.

Diversity 10

Diversity Ethics Report Engineering 10