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

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

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. Let’s take pay.

Benchmarking 8

Benchmarking Company Short-term Long-term 8

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. Unfortunately, fewer than 20% of patients had completed both pre- and post-operative surveys.

Mayo 8

Mayo Health Care Committee Project 8

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

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 52

Committee Learning-by-Doing Consultative Budgeting 52

Harvard Business Review

SEPTEMBER 17, 2018

Business needs to play a more powerful role in supporting responsible practices throughout every aspect of their operations. 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.

Company 8

Company Compliance Ethics Globalization 8

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

Strategy Driven

MARCH 18, 2011

To demonstrate it, we’ve examined a number of industries and mapped the level of capabilities coherence in the portfolio of each of the major players against their operating margins over the past five years. Companies today operate in a business environment that encourages incoherence. We call this measure the ‘coherence premium.’

Resources 52

Resources Industry System Strategy 52

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. When functional boundaries prevail, there is no construct for managing capabilities.

Development 8

Development Supply Chain Incentives Outsourcing 8

Harvard Business Review

DECEMBER 29, 2015

At Cisco, we designed an in-depth executive assessment to help us profile each of our topmost leaders: strengths, development needs, aspirations, strategic capabilities, blind spots, operational capabilities, how they develop their teams, how they fare in big-stage versus one-on-one communications, and so on.

360-Degree Feedback 8

360-Degree Feedback CEO Leadership Pipeline Execution 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. At the other end of this dimension is the broader context, where politics operates at the organizational level.

Politics 11

Politics Bureaucracy Long-term Short-term 11

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. To begin, you’ll need to understand what hiring prejudices are and how they operate.

Process 8

Process Diversity Sample Software 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. Capitalize on success.

Cost 8

Cost Health Care Six Sigma Insourcing 8

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