Harvard Business Review

SEPTEMBER 29, 2011

Virtually all leaders espouse the benefits of a strong management team. These differences in philosophy and approach frequently differentiate those who advance to and succeed at the executive level — and those who stay in the ranks of middle management. However, they use starkly different levers to build one.

Execution 15

Execution Team Chief Financial Officer Finance 15

Harvard Business Review

OCTOBER 18, 2013

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. Follow the Leading Health Care Innovation insight center on Twitter @HBRhealth. Leading Health Care Innovation.

Cost 11

Cost Health Care Six Sigma Insourcing 11

Harvard Business Review

JULY 21, 2017

These leaders are recognizing that this balance drives the innovation and market understanding they need for other key business transformations. This makes it near-impossible to invest the time and management focus needed to effectively adapt to a gender balanced workforce and customer base. How did he do it?

Diversity 8

Diversity CFO Globalization Video 8

Harvard Business Review

JANUARY 7, 2011

The gurus have written detailed descriptions of how companies should establish the process owners, process councils, and other pieces of a formal process governance structure to manage their six to 10 core, cross-functional processes. These companies kept top-management attention on critical processes and KPIs. from 2004 to 2007.

Process 16

Process Champy Competitive Advantage Hammer 16