Harvard Business Review

DECEMBER 19, 2016

Instead, chief executives are often presented with two “right” answers, but one is slightly worse. CEOs should actively manage five specific tensions in today’s complex global business environment: Disruptive innovation versus leveraging the company’s core strengths.

CEO 8

CEO Supply Chain Disruptive Innovation P&L 8

Harvard Business Review

DECEMBER 13, 2016

An innovative care provider organization in Eastern Massachusetts with 30 medical practices and a home health and hospice agency, it already receives almost 80% of revenue from global payments (a fixed payment for all of a patient’s medical treatment during a specified period of time) or other risk contracts. Insight Center.

Health Care 8

Health Care Innovation Insurance P&L 8

Harvard Business Review

JANUARY 18, 2012

Executing this strategy required seamless integration of IBM's product capabilities with its geographic reach. This meant abandoning IBM's existing organization, in which product silos and geographic entities operated independently and frequently were more competitive than collaborative. Pragmatism. When the U.S. It is not about you.

Globalization 15

Globalization Golden Parachute Short-term Long-term 15

Harvard Business Review

MAY 8, 2012

This week, Microsoft is announcing an unusual initiative that it hopes will change how the company operates: an internal fee on carbon. The executives running that facility, not just centrally located sustainability professionals, will be empowered to address any concerns, drive for greater efficiency, and choose greener power.

Price 13

Price P&L White Paper Energy 13

Harvard Business Review

JULY 23, 2013

The first is to get various functional silos and P&L centers sharply aligned with the specifics of customer requirements. Design "integration mechanisms" and operate them with rigor. Execution Leadership Strategy' Achieving speed and customer centricity depends on a crucial ingredient that''s often missing: integration.

P&L 8

P&L Decentralization COO Restructuring 8

Harvard Business Review

JANUARY 12, 2015

There is a widely held belief that strategic decisions are made collectively by an organization’s executive team, the senior executives who report directly to the CEO. Members of this elite club wield a disproportionate amount of influence, which is why most executives want to join. What traits must one possess?

How To 8

How To CEO P&L Uncertainty 8

Harvard Business Review

JULY 30, 2014

Short-term thinking has been charged with no less than a chronic decline in innovation capability by Clayton Christensen who termed it “the Capitalist’s Dilemma.” ) Corporations continue to focus too narrowly on shareholders , with terrible consequences – even at great companies like IBM. Townes, and Henry L.

Six Sigma 8

Six Sigma Drucker P&L Short-term 8

Harvard Business Review

NOVEMBER 1, 2011

keep hearing from top executives at large, profitable companies that they're under "P&L pressure." What all senior executives seem to have forgotten — in some mass delusion — is that these growth targets are arbitrary. It's a strategic and operational straight-jacket.

GAAP 8

GAAP Short-term P&L EPS 8

Harvard Business Review

JANUARY 25, 2012

As Tommy Bamford and Jane Oldenburg drove into the visitor section of Westmid Builders' car park, Jane pointed out the man they had come to see: Steve Houghton, Westmid's purchasing executive. He was in front of the headquarters building, waving a greeting. Jane waved back to her friend, whom she had known for decades, but Tommy scowled.

Case Study 14

Case Study P&L Cost Due Diligence 14

Ask Atma

MAY 20, 2012

The benefit of this kind of team activity, is the opening of one’s mind, and shared creative stimulus, which fosters innovation. One part of fostering creativity and innovation is to accept the inevitable failures. 5) Operational Transparency -. These are just a few examples. 2) Make Virtue an Organizing Principle -.

Team 52

Team How To Knowledge Management Self-aware 52

Harvard Business Review

APRIL 2, 2013

Yet for the all the effort that is put into selecting, training and assessing leaders, there still seems to be a dearth of truly top-level executive talent. When leaders come up short, as they often do, the problem may have less to do with them as individuals than with the top-down structures in which they operate.

P&L 8

P&L Supply Chain Bottom-up McKinsey 8

Harvard Business Review

JUNE 13, 2016

Generally speaking, executives are compensated for things under their control: moving projects along, the stewardship of a P&L, and for the company hitting financial targets. Bonuses are awarded for moving programs along, some of which could have started years before this executive’s arrival.

Incentives 8

Incentives Pharmaceuticals Crisis P&L 8

Harvard Business Review

NOVEMBER 12, 2012

Solution : Make gender balancing a strategic initiative, led by the CEO, framed as a lever to achieving business strategy, not as a separate initiative for already overburdened executives. Is having 80% women in HR and support functions and 80% of men in operational roles what you are after? Problem 3: Focusing Only on Women.

Diversity 8

Diversity Balanced Scorecard P&L Committee 8

Leading Blog

DECEMBER 7, 2022

The Crux : How Leaders Become Strategists by Richard P. Rumelt (PublicAffairs, 2022) What passes for strategy in too many businesses, government agencies, and military operations is a toxic mix of wishful thinking and a jumble of incoherent policies. A New Way to Think : Your Guide to Superior Management Effectiveness by Roger L.

Books 369

Books Leadership P&L Blog 369