Harvard Business Review

FEBRUARY 23, 2018

I have interviewed over 100 CEOs, C-suite executives, middle managers, and shop floor workers in more than 25 companies across the world to understand why most companies fail to embed sustainability in their business models and, also, what drives success among the handful that do. billion, prompting them to revisit the goal.

Incubator 10

Incubator How To Real Estate Business Model 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. 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

JULY 31, 2015

In my work in competitive intelligence I have met many managers and executives who made major decisions involving billions of dollars of commitments with only scant attention to the likely reaction of competitors, the effect of potential disruptors, new approaches offered by startups and the impact of long-term industry trends.

Competitive Intelligence 8

Competitive Intelligence Company Drucker Review 8

Harvard Business Review

AUGUST 17, 2017

Yet progress within organizations has been slow – there is still a lack of women and minorities in leadership positions, and certain industries like tech and finance are lacking diversity at all levels. Susan Wojcicki (YouTube) asks managers for updates on their numbers around diversity. And many diversity programs fail.

Diversity 8

Diversity CEO Rogers Leadership Pipeline 8

Harvard Business Review

MAY 1, 2018

If, by contrast, Tesla’s target was merely a $100 billion market capitalization — frankly, a great target for most companies, as it projects a 7% return annually for the next 10 years — then investors might quickly lose their appetite to continue financing the company. They signed up for transformation, not steady returns.

Planning 8

Planning Marketing Automotive Long-term 8

Harvard Business Review

SEPTEMBER 27, 2012

Managers in these organizations translate corporate objectives into a few straightforward guidelines that help employees make on-the-spot decisions and adapt to constantly shifting environments, while keeping the big picture in mind. Its new management team took over an organization that was bureaucratic, overstaffed, and bleeding cash.

Strategy 8

Strategy Proposal Guidelines Net Present Value 8

Harvard Business Review

MAY 2, 2016

One of us recently had the opportunity to test the concept of mindful strategy with a group of middle managers and senior executives from the legal, advertising, finance, and non-profit sectors in the Bay Area. But it’s also possible to build mindfulness directly into planning exercises.

Strategy 8

Strategy Goleman Strategic Planning Parcell 8

Harvard Business Review

NOVEMBER 8, 2012

Out of all the things we expect of leaders — taking charge, setting strategy, empowering people, driving execution, you name it — what one single behavior would you guess is most often neglected or avoided among executives? It holds up for C-level executives compared to directors and middle managers.

Management 10

Management Cooper Short-term Long-term 10

Harvard Business Review

MAY 12, 2016

Recent research on change management teams, virtual teams and new startup teams has shown that teams in which leadership is shared, rather than vested on a single individual, can be very effective, demonstrating through quantitative methods that shared leadership can, and does, lead to improved organizational performance.

Leadership 8

Leadership Learning-by-Doing Team Follow-up 8

Harvard Business Review

JUNE 15, 2015

Such an environment enables businesses to move, manage, and mobilize the ever-increasing amount of data across the organization for consumption faster than previously possible. Real-time delivery of analytics speeds up the execution velocity and improves the service quality of an organization. For example, a U.S.

Strategy 8

Strategy Supply Chain Technology Banking 8

Marshall Goldsmith

JUNE 9, 2013

John Hay Whitney started the first venture capital firm, financed Gone With the Wind and Minute Maid orange juice, served as Eisenhower’s ambassador to Great Britain, and was one of America’s wealthiest men at midcentury. His manager walks by and asks, “What are you doing? Watch your words! by Marshall Goldsmith.

CEO 146

CEO Open-book Magazine Middle Management 146

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 15

Process Champy Competitive Advantage Hammer 15