The Empowered Buisness

JULY 14, 2015

Yet companies continue to invest in skills development only to be disappointed by little or no difference in performance. We all know people who are highly educated and/or talented, yet just get by in their work role. As Zig Ziglar said, “Attitude, not Aptitude, determines Altitude.”. Competency accounts for, at best, 20% of performance.

Motivation 100

Motivation Leadership McClelland Long-term 100

Harvard Business Review

NOVEMBER 25, 2013

It doesn’t need to be complicated; in one company, a marketing department saved 20 percent after simply benchmarking the money they were spending on external agencies. CMOs need to start building this relationship by having a clear understanding of what CFOs expect. Use consistent language across departments – and within them.

CFO 8

CFO Short-term Long-term Benchmarking 8

Harvard Business Review

APRIL 6, 2015

We take that input from the client, and combine with a deep catalogue of benchmarks. HBR: How do you get that catalogue of benchmarks — that big data-set – to begin with? HBR: How do you get that catalogue of benchmarks — that big data-set – to begin with? One is you’re not a good cultural fit.

Execution 8

Execution CFO Self-aware Benchmarking 8

Harvard Business Review

OCTOBER 10, 2013

The chief financial officer (CFO) role rose to prominence in the mid -1980’s as pressures for value management and more transparent investor relations gained traction. Like any new business opportunity, data analytics will underdeliver on its potential without a clear strategy and well-articulated initiatives and benchmarks for success.

Chief Financial Officer 8

Chief Financial Officer Information Technology Metrics CFO 8

Harvard Business Review

JULY 14, 2017

But platforms and networks can be developed in many different ways. Or it could be indirectly, as Opower does in giving people benchmarking data on energy usage to foster conservation and efficiency. The good news is that you can harness the power of platforms and network effects without turning yourself completely inside out.

Intellectual Capital 8

Intellectual Capital Strategy Supply Chain Business Model 8

Harvard Business Review

JUNE 20, 2016

And second, they need to ensure that – even with respect to strategy and operations – board scrutiny doesn’t result in an over-emphasis on conforming to benchmarks and industry norms. I’m not against benchmarking and norming. Letting your ETR slip to the benchmark could risk your customers’ trust.

Benchmarking 9

Benchmarking Company Short-term Long-term 9