Harvard Business Review

JULY 13, 2012

Key account management (KAM) is one of the most important changes in selling that has emerged during the past two decades. KAM is a radically different organizational process used by business-to-business suppliers to manage their relationships with strategically-important customers, and it produces measurable business benefits.

Supply Chain 13

Supply Chain Management How To Benchmarking 13

Strategy Driven

FEBRUARY 6, 2015

Quality is not something that managers assign others to achieve. Rather than assume all is wrong or right with an organization and take a defensive posture, management must view quality as essential to their economic survival or growth. It is not enough for management to endorse quality programs; they must actively participate.

Quality 50

Quality Metrics Strategic Planning TQM 50

Harvard Business Review

FEBRUARY 1, 2012

Great managers, the argument went, deserve the big bucks because of the tremendous wealth they create. Board compensation committees rely almost exclusively on comparisons to CEO compensation at companies of similar size and in similar industries. It all used to be very different.

Comparison 14

Comparison Committee CEO Banking 14

HR Digest

NOVEMBER 9, 2023

Establish Benchmarks Make it a point to define industry and market benchmarks to compare your organization’s compensation practices. If our equitable compensation program guide is to be trusted, you need to identify relevant external benchmarks to understand prevailing salary ranges for similar roles in the market.

System 52

System How To Benchmarking Diversity 52

Harvard Business Review

JUNE 30, 2016

Tony knew her extremely collaborative style made her well-liked by her team and other business units, who were always asking her to be on interdepartmental committees, but to him it seemed needlessly time consuming and conflict averse. Managers should keep in mind that a collaborative leadership model does have benefits.

Delegation 9

Delegation Consensus Committee Bottom-up 9

Strategy Driven

MARCH 18, 2011

Walmart wrings maximum efficiency from its supply chain by integrating four capabilities – aggressive vendor management, expert point-of-sale data analytics, superior logistics, and rigorous working-capital management – that together deliver ‘everyday low prices’ to consumers.

Resources 51

Resources Industry System Strategy 51

Harvard Business Review

SEPTEMBER 17, 2018

Companies usually manage bribery and corruption risk through a mix of internal processes, certification requirements, and basic good practices throughout their operations — including with suppliers and vendors. It covers bribery in all of its forms — direct and indirect, inbound and outbound.

Company 8

Company Compliance Ethics Globalization 8

Harvard Business Review

DECEMBER 20, 2016

Every CEO should be cultivating these behaviors to maximize innovative thinking: The most innovative leaders: Manage Risk. Innovative leaders scored 25% higher than their non-innovative counterparts on managing risk. To develop better risk management behaviors, CEOs need to: List a minimum of eight ideas for new initiatives.

Innovation 8

Innovation Skills CEO Learning-by-Doing 8

Harvard Business Review

APRIL 24, 2017

Studies show that individuals with political skills tend to do better in gaining more personal power as well as managing stress and job demands, than their politically naive counterparts. Get benchmark information from surveys and specialist experts. They also have a greater impact on organizational outcomes.

Politics 13

Politics Bureaucracy Long-term Short-term 13

Harvard Business Review

FEBRUARY 2, 2016

You’ll often find customer relationship management within marketing, budgeting within finance, supply-chain management within operations, outsourcing within procurement, training within HR, and new product development within R&D. Some of the first business functionaries were railroad telegraph operators who managed schedules.

Development 8

Development Supply Chain Incentives Outsourcing 8

Harvard Business Review

DECEMBER 29, 2015

The result blends qualitative research and benchmarked data on other C-suite executives to give us a solid indication of an individual’s potential and development needs. Our leadership assessments are designed to evaluate each leaders’ ability to manage teams. It creates a smooth path for succession.

360-Degree Feedback 8

360-Degree Feedback CEO Leadership Pipeline Execution 8

Harvard Business Review

OCTOBER 18, 2013

Banner’s leaders made a conscious choice to eschew industry benchmarks in the cost initiative. With these rules in place, 8 cross-functional teams—each composed of middle managers, a consultant guide, and a sponsor from the leadership team—were formed. Vision before action.

Cost 8

Cost Health Care Six Sigma Insourcing 8

Harvard Business Review

JUNE 12, 2017

“Managers have to learn to de-bias their practices and procedures.” When it comes to biases and hiring, managers need to “think broadly about ways to simplify and standardize the process,” says Bohnet. Gino recommends managers look into providing workers with education and training on the topic.

Process 8

Process Diversity Sample Software 8

Strategy Driven

NOVEMBER 2, 2012

Are budgeting measures used to manage performance? Is the performance management system focused upon outcomes? Can the benchmarking information be accessed regularly? How well can management interpret and apply findings to the decision process? How diverse is the planning committee? Collaborate with others.

Strategic Planning 65

Strategic Planning Budgeting Planning Competitive Advantage 65

Harvard Business Review

JUNE 20, 2016

First, directors face a real challenge in making sure that protection and alignment of key governance and risk management issues doesn’t crowd out equally important dialogue around strategy and operations. I’m not against benchmarking and norming. Benchmarking and norming won’t always lead to the right decision.

Benchmarking 9

Benchmarking Company Short-term Long-term 9

Strategy Driven

DECEMBER 2, 2011

These pointers are offered to help manage time and resources. They staff committees and events, hoping to generate more leads. Inevitably, when high-level forums are organized, the juniors, mid-managers and self-marketers infiltrate and take over… which chases us away. Business organizations are like trees. You Once Did _.

Committee 51

Committee Learning-by-Doing Consultative Budgeting 51

Harvard Business Review

OCTOBER 22, 2015

The clinic created a high-level steering committee to oversee all its costing and value-improvement projects. Establishing this committee signaled that implementing value-based health-care delivery was an institutional priority. Gain senior leadership support. This documentation facilitates learning across multiple sites and projects.

Mayo 8

Mayo Health Care Committee Project 8

Harvard Business Review

MARCH 8, 2012

Some reform measures — such as mandatory disclosure of pay arrangements on an individualized basis and benchmarking pay against "peers" — have actually worsened the problem. One European fund manager, for example, seeks to meet every individual nominated for the board at their investee firms. Shareholders. In the U.K.

Execution 10

Execution Committee Incentives Hedge 10

Harvard Business Review

JANUARY 12, 2011

Managers who want to recognize employees for good work have many tools at their disposal. However, managers in most companies have a good deal of input into the decision, and in some cases they are the ultimate decision makers. It's critical that managers make these decisions about promotions and raises carefully. "I

Learning-by-Doing 15

Learning-by-Doing Motivation Case Study Budgeting 15

Harvard Business Review

MAY 17, 2016

“When I joined the company, the front line management jobs were the best,” the CEO told us. He had started his career in one of those jobs, as a country manager, and worked his way up. Speed is measurable and can be benchmarked. One senior manager told us: “You never miss it.

Execution 9

Execution Bureaucracy Self-aware CEO 9

Strategy Driven

MARCH 11, 2011

I further made recommendations that future charitable requests would go through committee and that the client’s partners and key executives were better suited by serving on community boards, thus polishing their own luster. The Enron scandals of 2001 and 2002 focused only upon cooked books audit committees and deal making.

Strategic Planning 57

Strategic Planning Committee Golden Handcuff Media 57