Chartered Management Institute

NOVEMBER 15, 2023

Digital event: Deep Dive into the Energy Sector In case you missed it, the CMI APAC Regional Boards recently delivered a Deep Dive into the Energy Sector Digital Event. It was undoubtedly a productive and fruitful year for CMI Hong Kong, as membership has grown continuously. Like this article? Why not share it.

Webinar 98

Webinar Education Conference Industry 98

In the CEO Afterlife

AUGUST 29, 2011

by John • August 29, 2011 • Human Resources , Leadership , Strategy • 2 Comments. billion in sales) provides huge economies of scale throughout the operation, especially in production, fixed overheads, distribution and marketing. Human Resources. In the CEO Afterlife. Main menu Home.

Strategy 131

Strategy CEO Company Competitive Advantage 131

Harvard Business Review

SEPTEMBER 4, 2017

“Productivity isn’t everything, but in the long run it is almost everything,” wrote Paul Krugman more than 20 years ago. Productivity in most developed economies has been anemic. During much of this time, it has been shareholders, not workers, who have reaped the benefits of higher productivity.

Human Capital 14

Human Capital Kaizen Agility Energy 14

Women on Business

JANUARY 24, 2011

Competition without relationships turns products and services turn into commodities. One half of building business is supplying quality products or services; the other half is skill in building relationships. We need to decide how to best divide energies—whom to feed first. No one is equally expert at both.

Press Release 100

Press Release Discount Sharpe Advertising 100

Harvard Business Review

NOVEMBER 15, 2017

Making matters more challenging, these shifts are happening across practically every retail category – books, entertainment, housewares, clothing, food, financial services, and even energy. By incorporating these disruptors into its own operations, a retailer can more easily pose challenging questions and embrace change more quickly.

Retail 9

Retail Chief Executive Officer Supply Chain Operations 9

Women in the LEAD

JUNE 25, 2010

It draws on the unlimited energy of the mind. It lines up all the laws of nature as they operate both inside and outside of you, to get its way. Over the years, I found this process of positive thinking very productive in shaping the future it works for individuals, for communities, for nations, and the world too!

Simon 40

Simon Video Film Positioning 40

Harvard Business Review

JANUARY 26, 2015

It’s an established fact that the life cycles of companies and many products have been shrinking. How do they understand the need to change and create the energy and urgency around it? GE now operates in 175 countries across the globe.) The context demanded operational excellence. Let’s take the 1990s.

Welch 8

Welch Six Sigma Agility Operations 8

Harvard Business Review

JANUARY 5, 2018

For more than a decade, leading human resource strategists have hit on a recurring theme: You want your star players working in the roles that matter most to the business. These are jobs in R&D, technology, and other areas vital to a firm’s strategic direction, product development, and process efficiency.

McKinsey 8

McKinsey Human Resources Reputation Brand 8

Harvard Business Review

JANUARY 12, 2018

All too often, individual leaders seek — indeed are incentivized — to protect and optimize their own domains, and find themselves locked in energy-sapping internal turf wars, rather than working with peers to align and improve across the entire enterprise.

Company 8

Company Long-term System Operations 8

Harvard Business Review

SEPTEMBER 25, 2014

But whether this multi-generational workplace feels happy and productive or challenging and stressful is, in large part, up to you: the boss. Meister, a founding partner of Future Workplace, a human resources consultancy and the coauthor of The 2020 Workplace. How should you relate to employees of different age groups?

Management 9

Management Mentor Human Resources Incentives 9

Harvard Business Review

OCTOBER 23, 2013

The most motivated and productive people I’ve seen recently work in an older company on the American East Coast deploying innovative technology products to transform a traditional industry. Their products are early stage, which means daily frustrations as they run through successive iterations.

Motivation 10

Motivation IPO Norton Open-book 10

Harvard Business Review

MARCH 1, 2016

Just in case you’ve forgotten, a manager in a matrix organization has two or more upward reporting lines to bosses who each represent a different business dimension, such as product, region, customer, capability, or function. It’s often a response to, or a prophylactic against, corporate silos. For example, the U.S.

Organization 8

Organization P&L Report Finance 8

Harvard Business Review

DECEMBER 11, 2018

Companies have spent enormous energy responding to the existential threat of new entrants. They’ve treated human resources and human resource management as a tier-one asset. And we’re seeing these business leaders of tomorrow they’re really championing a new operating model of work.

Content 8

Content Crisis Apparel Learning-by-Doing 8

Harvard Business Review

JULY 14, 2017

They grow faster, make more money, and are more valued than companies organized around products and services. A production process turns inputs into outputs and distributes them through a tightly controlled supply chain. Value is in the products and services themselves. Human capital. Intellectual capital.

Intellectual Capital 8

Intellectual Capital Strategy Supply Chain Business Model 8

Harvard Business Review

JANUARY 29, 2015

Is your company ready to compete in a world of smart, connected products ? ” In this world, customers expect their suppliers to surround their products with data services and digitally enhanced experiences. Melody Ivory , a User Experience Product Manager, told me, “I was about employee number 30 in February 2012.

Software 8

Software Six Sigma Insourcing P&L 8

Harvard Business Review

JUNE 18, 2013

As economic conditions improve across Africa, these folks are the first to know and the first to scale up their operations. Because even were you to find consumers interested in your products, you may struggle to serve them because your assumptions about customer-service skills in the local market may turn up to be completely flawed.

Class 9

Class Globalization Banking Education 9

Harvard Business Review

AUGUST 5, 2014

That shift has created an increasingly commoditized product and service environment. Digital has removed barriers across sectors, even in old-line businesses known for “sticky” products, such as telecom and insurance. That’s a major missed opportunity according to Ian Ewart, Head of Products, Services & Marketing at Coutts. “I

P&L 10

P&L Banking Marketing Call Center 10

Harvard Business Review

JULY 24, 2018

At the law firm Allen & Overy, the idea of replacing traditional, annual performance appraisals with a technology-enabled continuous feedback system did not come from human resources. How companies are using artificial intelligence in their business operations. It came from a leader within the practice. Insight Center.

Technology 10

Technology Talent Management Process Management 10

Harvard Business Review

AUGUST 6, 2014

In each iteration, we spent a lot of time thinking about what might make the best use of our existing product. 3721’s core product was essentially an early form of search: a browser download that helped users in China go directly to destination web sites. We were ready to do things differently when we purchased 3721.

Chief Financial Officer 9

Chief Financial Officer Operations Learning-by-Doing IPO 9

Strategy Driven

AUGUST 1, 2014

Have to make cuts everywhere else to pay for rising production costs. We make a good product… that should be enough. Our human resources department takes care of that. Not engaging in planning for future operations: So what are you gonna do about it? We just bought a piece of computer software.

Budgeting 78

Budgeting Risk Management Quality Strategic Planning 78

Harvard Business Review

OCTOBER 23, 2014

Energy, agriculture, insurance, retail, human resources — no industry is unaffected. What if a pharmaceutical company took the lead in conceptualizing and executing a collaborative solution, using predictive analytics to assemble and deliver a package of product and service offerings to motivate patients to stay on track?

Health Care 8

Health Care Pharmaceuticals Information Technology Supply Chain 8

Harvard Business Review

FEBRUARY 24, 2016

The organizations in the HTA can move away from the leverage-based status quo and instead use their collective energy to bring the other players together to create a shared aim in which everyone benefits. And while employers operate across state lines, very few providers do. It’s highly likely that providers will cooperate.

Health Care 8

Health Care Supply Chain Company Presenteeism 8

Harvard Business Review

MARCH 31, 2016

To tackle these questions, our respective organizations (the Transamerica Center for Health Studies and the Institute for Health and Productivity Studies at the Johns Hopkins Bloomberg School of Public Health) prepared a report, “ From Evidence to Practice: Workplace Wellness that Works.”

Planning 8

Planning Incentives ROI Long-term 8

Harvard Business Review

JANUARY 30, 2017

The combination of these factors ( time + talent + energy ) and the interactions between them, is how human capital is converted into productivity and economic value. For the best companies, this benefit compounds over time, allowing them to build a massive productivity advantage over their competitors.

Energy 8

Energy Human Capital Bottom-up Productivity 8

Strategy Driven

SEPTEMBER 2, 2011

Validate your worth to the overall company operation. Become top management’s partner in efficiency of operations. Readily measurable values: Time and cost of product development-service delivery cycles. Product-service movement at business-to-business levels. Product-service movement at retail levels.

Budgeting 50

Budgeting Planning Strategic Planning Competitive Advantage 50

Strategy Driven

DECEMBER 7, 2012

Employees work hard, rather than productively. Human resources development. Goals release energy. Without goals, one cannot operate under self-control. You’re highly dedicated, talented, resourceful and give customers what they cannot really get elsewhere. Mutually agreed-upon goals are vital.

Strategic Planning 56

Strategic Planning Goal Planning Budgeting 56

Harvard Business Review

AUGUST 27, 2018

Emerging digital firms compete with knowledge, strategy, and expert human capital, attacking even the largest established firms. They operate as lean organizations, using cloud and internet-based infrastructure, and launch and distribute products more quickly than did firms that competed with factories, warehouses, inventories, and suppliers.

IPO 10

IPO Company First-mover Advantage Intangible Assets 10

Strategy Driven

OCTOBER 7, 2011

Employees work hard, rather than productively. People caught in activity traps shrink, rather than grow, as human beings. Human resources development. Goals release energy. Without goals, one cannot operate under self-control. Managers lose sight of their employees’ goals. Portfolio analysis.

Goal 50

Goal Strategic Planning Benchmarking Budgeting 50

Harvard Business Review

FEBRUARY 3, 2015

But just because you know that a network is important to your success, it doesn’t mean you are devoting sufficient time and energy to making it useful and strong. Jones, and Brian Uzzi, “The Increasing Dominance of Teams in Production of Knowledge,” Science 316, no. In fact, few of us do. Stefan Wuchty, Benjamin F.

How To 8

How To Diversity Letter Learning-by-Doing 8

Harvard Business Review

JANUARY 7, 2015

George is the most talented, productive executive Roy ever had to fire. Roy eventually realized that keeping difficult people around can undermine what should be a leader’s number one objective: maintaining a positive and productive work environment. Leaders are responsible for managing the resources under their control.

Human Resources 8

Human Resources Resources Reputation Cost 8

Harvard Business Review

JUNE 26, 2017

If your culture and your brand are driven by the same purpose and values and if you weave them together into a single guiding force for your company, you will win the competitive battle for customers and employees, future-proof your business from failures and downturns, and produce an organization that operates with integrity and authenticity.

Brand 8

Brand Company Operations Merchandising 8

Harvard Business Review

JULY 24, 2014

Brand-building is a function that business leaders, owners, and general managers – the people responsible for the culture, core operations, and customer experiences of an organization – must drive. Forming and running a brand council requires a significant investment of time and energy by executives who already have very full plates.

Brand 8

Brand Strategy Advertising Brand Management 8

Harvard Business Review

DECEMBER 7, 2012

Nuclear reactors melted down, disrupting the national grid, reversing energy policies as far away as Germany, and contaminating a part of Japan for generations to come. In combat, the fact that someone is actively trying to disrupt your operation changes the calculation. This was not a new lesson, at least to the armed forces.

Efficiency 8

Efficiency Supply Chain Christensen Crisis 8