N2Growth Blog

JANUARY 13, 2011

In order for your enterprise to turn an idea into a monetizing and/or value creating event you should develop a strategic plan that attempts to measure the idea against the following 15 elements: 1. It should be developed as a solution to a problem or to exploit an opportunity. Be careful of high level, pie-in-the-sky projections.

Blog 413

Blog Innovation Strategic Planning Brand 413

Strategy Driven

AUGUST 1, 2014

We can dispense with all that employee training and professional development. Not engaging in planning for future operations: So what are you gonna do about it? Examples: This company reflects the character of its CEO. We make a good product… that should be enough. We just cannot afford to make the investments.

Budgeting 82

Budgeting Risk Management Quality Strategic Planning 82

Strategy Driven

DECEMBER 7, 2018

She was the model for executive assistants and office managers everywhere. The CEO is made stronger with a good C-suite team. Back characters on TV shows included restaurant and bar operators, where the stars went top relax. A host of people make the CEO look good. Ed McMahon was TV’s premier second banana.

Rogers 63

Rogers Henderson Mentor Learning-by-Doing 63

Strategy Driven

APRIL 4, 2014

Business development. Of the companies who continue to operate without a plan, 40% of them will be out of business in the next 10 years. 70% of corporate CEOs think that business is too much focused on the short-term. Training and development of people. Running the business. Body of Knowledge. The Big Picture.

Budgeting 90

Budgeting Succession Consultative Crisis 90

Strategy Driven

OCTOBER 18, 2013

Business development. The company’s swift recall of product from the shelves and the timely response of the company CEO were part of the crisis plan that was in place well ahead of the tragedy. This industrial development program carried the theme, “You Can Believe/Puede Creer.” Running the business.

Crisis 72

Crisis Crisis Management Budgeting Risk Management 72

Strategy Driven

NOVEMBER 6, 2015

When you own and operate a business you need to have certain procedures for an efficient and seamless function. Sometimes the difficulty of managing your time makes for a haphazard operation. Development of technical abilities, specialties and expertise. Development of core business supplier relationships.

Succession 50

Succession Strategic Planning Budgeting Goal 50

Strategy Driven

DECEMBER 15, 2015

Previous to our technological advancements, the only way businesses could manage their multiple consumer platforms, numerous transactional tasks, and recover from data emergencies was to outsource to a variety of vendors. Richard Milam is the president and CEO of EnableSoft. Engage Customers. Drive Innovation. About the Author.

Strategy 50

Strategy Outsourcing Process Technology 50

Strategy Driven

MAY 30, 2014

This can be done at the application level (piecemeal and less secure) or at the operating system level (total and more secure). Omer Eiferman is Cellrox ’s CEO. Omer has served in a variety of marketing, development and product management roles in technology companies. About the Author.

Risk Management 64

Risk Management Competitive Advantage Tactics Download 64

Strategy Driven

FEBRUARY 6, 2013

Senior industry leader adds hands-on management and operational experience to StrategyDriven’s Power & Utilities focused advisory services. At StrategyDriven, we’re proud to be working with industry leaders to address these challenges and adapt their organizations so they continue to operate safely, reliably, and efficiently.”.

Chief Executive Officer 50

Chief Executive Officer Execution Operations Asset Management 50

Harvard Business Review

DECEMBER 20, 2016

The contemporary CEO must not only be expert at addressing the commercial verities of products, markets, and competitors. Recent global developments underscore the importance of these societal issues. presidential election and the transition present a confusing (and confused) mix of pro-business and anti-business themes.

CEO 8

CEO Ethics Chief Financial Officer Supply Chain 8

Harvard Business Review

JULY 15, 2014

Doesn’t high speed carry the inherent risk of loss of control? As Andy Singleton, CEO at Assembla , explained to me, continuous deployment can be both cheaper and lower risk. It’s cheaper because of automation and because small development teams need less coordination and oversight. Not necessarily.

Productivity 8

Productivity Products Development Software 8

Harvard Business Review

MARCH 4, 2013

But for all the effort to structure legal and economic issues after a disaster occurs, it is far, far better to address critical operational issues — relating to safety culture, process and management — to prevent one. In this section (at p.181),

CEO 8

CEO Outsourcing Supply Chain Reputation 8

Harvard Business Review

SEPTEMBER 21, 2018

Developed during World War II, CARVER (then one letter shorter and known as CARVE) was originally used by analysts to determine where bomber pilots could most effectively drop their munitions on enemy targets. (One The CSO would rank Criticality like this: 5 – Loss of the pipeline would stop operations.

Tools 9

Tools Risk Management Budgeting SWOT 9

Harvard Business Review

MAY 29, 2012

CEOs are worrying about risky behavior by employees at the front lines of the business. But how can the CEO influence far-flung staff to do the right thing consistently? But how can the CEO influence far-flung staff to do the right thing consistently? Then, you have to be visible and consistent in holding managers accountable.

Risk Management 10

Risk Management Insurance Incentives Retail 10

Harvard Business Review

JULY 25, 2016

Commentators and researchers have focused on the crucial role of the CEO in leading effective corporate action to promote high performance, high integrity , and sound risk management. Also, the GC now often leads units beyond the legal department, such as public affairs, taxes, and environment. Compliance.

CFO 8

CFO Chief Financial Officer Compliance Due Diligence 8

Harvard Business Review

NOVEMBER 23, 2016

These threats change the risk management calculus of firms hoping to succeed in a more turbulent world. Owning up to our own behavioral biases is a worthwhile starting point to discussing the problem of managing infrequent, severe events. Start-ups are particularly at risk today because of both their size and age.

Insurance 8

Insurance Risk Management Finance Supply Chain 8

Harvard Business Review

APRIL 6, 2016

The latest nuclear reactor designs, promising higher safety, longer operating life, and lower operating costs, cost up to $25 billion after factoring in the huge budget overruns. This all presents CEOs with a tough dilemma. Model 1: Virtual operator. Model 2: Asset capacity pooling.

Co-Opetition 8

Co-Opetition Operations Cost Technology 8

Harvard Business Review

SEPTEMBER 21, 2018

In contrast, 70% of respondents think their boards have effective processes for staying current on the company; 69% for compliance; 66% for financial planning; and 55% for risk management — although we should note that managing risks is a crucial consideration when pursuing innovation.

Innovation 8

Innovation Short-term Telecommunications Long-term 8

Harvard Business Review

APRIL 4, 2011

Collectively known as "operational risks", these latter costs are substantial yet, if managed properly, could significantly, reduce the bottom line with few negative side effects. For example, estimates by Mercer and others indicate that losses just for the major risks (e.g., employee accidents, office theft, etc.)

Cost 14

Cost Metrics SWOT Operations 14

Harvard Business Review

JUNE 24, 2013

If lucky, a start-up grows and develops a success formula. having sacrificed customer intimacy for increased operational excellence gains through widespread cost cutting, are well documented. Organizations worry about fine-tuning their operations to handle the typical situations. Operations Risk management Strategy'

Organization 8

Organization Supply Chain Customer Intimacy Stress 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. Holding people to account for these and related issues is an essential element of a broad approach to risk management inside financial services (and industrial) firms.

CIO 8

CIO Committee Risk Management Banking 8

Harvard Business Review

JUNE 29, 2016

Judging by our interactions with CEOs around the world to date, some of their burning questions are: What are the elements of uncertainty created by Brexit? How can leaders develop a specific view of the industry- and firm-level implications? ” From the map, combine various values to develop multiple scenarios.

Uncertainty 8

Uncertainty Short-term Supply Chain Long-term 8

Harvard Business Review

JUNE 16, 2015

The issues in each of these buckets require new leadership, or at least a rethinking of it in the highest ranks of companies, and deep operational changes. We’re starting to recognize that this relatively new situation has important ramifications for how businesses operate, and we’re making some progress. Insight Center.

Constraint 8

Constraint Supply Chain Resources Operations 8

Harvard Business Review

AUGUST 3, 2012

But for businesses, knowing when to expend time and effort preventing — and planning responses to — low probability, high consequence events is now, more than ever, one of the hardest and most important risk management problems to address. See my prior thoughts on the range of issues here and here.)

Risk Management 10

Risk Management Supply Chain Crisis Report 10

Harvard Business Review

NOVEMBER 17, 2017

Multiple conversations about cyber risks are happening across a multitude of divisions in isolation. At the same time, members of the C-suite are measuring their potential impact using different metrics — financial, regulatory, technical, operational — leading to conflicting assessments.

Metrics 8

Metrics CIO Chief Financial Officer Chief Information Officer 8

Harvard Business Review

SEPTEMBER 10, 2012

It tends to be short-term, uses familiar (traditional) metrics and development systems like Stage Gate. The risks-rewards are relatively low. When forced to present familiar metrics for truly out-of-the-box "beginning" ideas, work teams develop what our friend Jay Paap calls "Imaginary Numbers." So let's talk about incremental.

Process 15

Process Innovation Stage-Gate Net Present Value 15

Harvard Business Review

DECEMBER 2, 2016

election mean for businesses is a fact that’s getting too little attention, but that CEOs and business leaders will definitely need to adjust to: it’s gotten much harder to keep your company’s secrets. The 21st-Century CEO. But also it is about developing a capability for reacting publicly, quickly and rapidly.

Competitive Advantage 8

Competitive Advantage PR Information Fashion 8

Harvard Business Review

SEPTEMBER 22, 2011

As one of the most serious industrial accidents in history, the Gulf explosion should be a great case study for corporate leaders across the globe who are trying to manage risk in hazardous activities involving complex technology. See my earlier critique of the National Commission in this regard.).

Report 12

Report Policies Risk Management Analysis 12

Harvard Business Review

MARCH 1, 2016

For example, the French global energy player ENGIE recently tilted its primary dimension from product (such as power, services, and infrastructure) toward region in order to better serve its clients in the territories in which it operates. The executives in charge of the various groups sit together naturally in the top management team.

Organization 8

Organization P&L Report Finance 8

Harvard Business Review

MARCH 15, 2011

Lattice organizations provide options that align career aspirations and personal needs with corporate objectives and operational requirements. They deliver growth and development opportunities that increase people's skills and enhance their value in the marketplace — a big win for both the organization and the individual.

Kaplan 13

Kaplan Short-term Career Long-term 13

Harvard Business Review

AUGUST 23, 2016

Boards of companies operating in the consumer discretionary industry have a disproportionately high representation of Democrats, while boards operating in the industrials and energy and utilities industries skew more Republican. Meanwhile, Democrats place greater importance on technology expertise and risk management.

Politics 8

Politics Committee Telecommunications Diversity 8

Harvard Business Review

FEBRUARY 29, 2012

This idea of prospect theory, developed by Tversky and Kahneman and reported in a classic 1979 article (for which the Nobel prize was awarded) demonstrated that individuals do not make decisions rationally by selecting options with the highest expected value, because they are risk-averse and 'losses loom larger than gains.'.

Kahneman 14

Kahneman Tversky Company Innovation 14

Harvard Business Review

APRIL 10, 2014

Just 41% of FOB directors said their boards had an effective CEO succession planning process (vs. Perhaps the most telling finding, however, was that 63% of FOB directors said CEO succession was not discussed regularly at the board level. Succession. 56% of non-FOB directors). The good news is this can be fixed.

FOB 8

FOB Diversity Talent Management How To 8

Harvard Business Review

SEPTEMBER 27, 2012

But from a business person's point of view, Sorkin and other writers in the section don't even discuss one of the most important developments of the last 25 years: the rise in the role, status and importance of the general counsel and other inside lawyers employed directly by the corporation. In these, financial incentives are aligned (i.e.,

Chief Financial Officer 8

Chief Financial Officer Trends Crisis Definition 8

Harvard Business Review

JUNE 13, 2012

It's easy to assume that Jamie Dimon, the accomplished CEO of JPMorgan Chase, was simply stonewalling when he claimed that mounting trading losses in his bank were "blown out of proportion" — that he was unaware of how grave the situation really was. But I believe that Dimon literally didn't see perceive disaster unfolding before him.

Banking 9

Banking Kahneman Document Simon 9