Harvard Business Review

MARCH 27, 2012

Like it or not, most of us think about career success in terms of moving up the hierarchy. Look," he said, "I currently have 10,000 people reporting to me and responsibility for the largest P&L in the company. The head of Human Resources even asked the CEO whether Bill's job-grade and performance bonus should be reduced.

Career 15

Career P&L Supply Chain CEO 15

Harvard Business Review

JULY 10, 2012

These are the executives who run discrete businesses and control all of the resources associated with them. Two decades ago, organizations were designed around stand-alone business units, so all managers had to understand finance, technology, manufacturing, sales, marketing, strategy, human resources, and more.

Management 13

Management P&L Incubator Finance 13

Harvard Business Review

FEBRUARY 13, 2012

I've written about the rising significance of soft skills, including in the March 2011 issue of HBR (coauthored with Kevin L. Technical and functional knowledge are vital to making good judgment calls, being legitimate in the eyes of your people, and making resource allocation decisions. And for many people they're harder to learn.

Execution 14

Execution P&L CFO Globalization 14

Strategy Driven

SEPTEMBER 9, 2011

Another well-known problem is that if you are a P&L leader in a publicly traded firm, you pay dearly for missing quarterly targets and don’t get dinged at all for failing to invest in the future. That’s a harder business model to sustain than installing an ERP (enterprise resource planning) system.

Innovation 50

Innovation NPV Business Model Constraint 50

Harvard Business Review

NOVEMBER 22, 2017

An “operating model” — how a company organizes and manages its resources to achieve its strategic ambitions — is the bridge between strategy and execution. Who has P&L authority? It includes accountabilities. Who on that org chart has the authority to make which decisions?

Strategy 8

Strategy Company Banking Apparel 8

Harvard Business Review

JANUARY 18, 2012

Recognizing that the company's command-and-control culture wouldn't work in the 21st century, he defined leadership as leading by values and created a unique collaborative organizational structure. Never confuse charisma with leadership. They listen as well as they speak. The key to that is to build a sustainable culture. Directness.

Globalization 15

Globalization Golden Parachute Short-term Long-term 15

Harvard Business Review

JANUARY 12, 2015

In such circumstances, the CEO feels best served by executives who fight hard to make the case that their units deserve the available capital and resources. In my experience, a low intolerance for ambiguity and uncertainty derails more executive careers than a lack of technical competence. Insiders don’t spring surprises.

How To 8

How To CEO P&L Uncertainty 8

Harvard Business Review

JANUARY 3, 2014

The answer turns out to be far more nuanced than mere wealth accumulation and career advancement. Candidates also look at firm resources likely to help a new executive succeed and deal effectively with clients, notably the brand, the firm’s reputation, and its external relationships. What do good executives look for in new jobs?”

Reputation 9

Reputation Consultative P&L Execution 9