Harvard Business Review

FEBRUARY 18, 2011

One of the biggest challenges they face is how to manage a diverse group of people across a broad geographic scope. At Hartwell Pacific, the global metal recycling company I founded in 1993 and exited in 2008, I was operating factories in six different cities in four countries, so developing an effective global management system was critical.

P&L 15

P&L Globalization CFO Operations 15

Harvard Business Review

OCTOBER 9, 2017

Should you take a more targeted approach, with a short-term executive education program? As an adjunct professor for Duke University’s Fuqua School of Business , I’ve taught multiple classes for degree programs, as well as executive education offerings. Start by looking at the job you’re aiming for. Learning.

P&L 8

P&L Education Learning-by-Doing Finance 8

Harvard Business Review

JULY 30, 2014

Organization as machine – this imagery from our industrial past continues to cast a long shadow over the way we think about management today. Managers still assume that stability is the normal state of affairs and change is the unusual state (a point I particularly challenge in The End of Competitive Advantage ). Townes, and Henry L.

Six Sigma 8

Six Sigma Drucker P&L Short-term 8

Harvard Business Review

MAY 24, 2013

She holds the Ernest L. In her latest book, SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth, and Social Good , she analyzed how P&G (among other companies) achieved long-term performance. Why is P&G making this move, now? P&G is in the midst of a major restructuring, and has laid off thousands of people.

P&L 8

P&L Restructuring Price CEO 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. Patience and a long-term view. Directness.

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. And this charge will, in theory, move managers to make greener choices. The execution plan has some interesting elements (see a pithy white paper on the full carbon neutrality plan here ).

Price 13

Price P&L White Paper Energy 13

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. Manage costs — or add value?

CEO 8

CEO Supply Chain Disruptive Innovation P&L 8

Harvard Business Review

SEPTEMBER 21, 2016

One of the things that surprised me most about security at Facebook is the level of attention and support that we receive from the company’s senior management team. It’s not uncommon for our executives to acknowledge our team’s accomplishments during company-wide presentations. Driving Financial Goals.

Team 8

Team P&L Engineering Cost 8

Ask Atma

MAY 20, 2012

So the designer teaches everyone about UX/AI, the coders teach about their development methodology, the project managers teach about agile protocols, and the sales people describe what it is like in the field. Emotional control – successful anger and/or frustration management. Curiosity – inclination to learn.

Team 52

Team How To Knowledge Management Self-aware 52

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

MARCH 20, 2013

They may not be like the big conglomerates of the 1960s — you can see how their portfolio of somewhat related business came about — but, in reality, the various divisions and business units do operate completely independently from one another. First, corporate C-suite executives are portfolio managers.

Strategy 8

Strategy P&L Engineering Cooper 8

Harvard Business Review

NOVEMBER 18, 2013

Face facts: Most boards invest heavily in executive assessments, exposing chief-executive candidates to C-suite responsibilities and checking their P&L performance — while simultaneously scanning outside prospects. Thompson, the former CEO of Symantec, leads its search committee, and he is joined by Steve J.

CEO 8

CEO Committee P&L Charan 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

Lead Change Blog

OCTOBER 16, 2015

We live in a time flush with high efficiency, cost control, and lean operations. Bar coded packaging today drives inventory control, P&L calculations, and all manner of financial management processes. We seem to be getting longer on high tech; shorter on high touch. Granted, profit making is vital for survival.

P&L 150

P&L Customer Intimacy Price Retail 150

Strategy Driven

NOVEMBER 4, 2011

My acronym for BUSINESS : B ig-picture U nderstanding S ymbiosis I n N omenclature, E conomics, S ystems, and S ervices WORK : W indows of O pportunity, R equiring K now-how My acronym for GOALS : G etting O rganized A llowing L ifeblood S ystems G rowth O pportunities A nd L egacy S upport THINK : T o H ave I deas, N ew K eys FAILURE : F inding A (..)

P&L 56

P&L Books Definition Strategic Planning 56

Harvard Business Review

MAY 1, 2013

Every manager has a P&L that he or she is responsible for," he says, "and while we don''t make sharing rooms a hard and fast rule, it''s our sense that when people have their own budgets and ownership for their profits, they''ll continue to operate that way.". It Can Be Good for Business.

Hotels 9

Hotels Conference Policies Travel 9

Strategy Driven

DECEMBER 2, 2019

Executives frequently focus on analyzing the company’s profit and loss to determine where the company is over-spending and being wasteful, and then figure out how to reduce expenses to drive more profit to the bottom line. However, a company’s biggest expense doesn’t show on a P&L, at least not directly.

Company 71

Company P&L Bottom-up Advertising 71

Harvard Business Review

AUGUST 7, 2012

Interestingly, the company's founding vision was not a lean idea, but rather a big idea: to accelerate and manage Internet traffic on a global, highly scalable, highly distributed scale. Systems were put in place and professional managers with experience in building mission-critical products were hired. How did Akamai do it?

P&L 13

P&L Lewin EBITDA Ries 13

Harvard Business Review

AUGUST 21, 2013

I look around and see that my male colleagues have P&L responsibility and most of us are in staff roles. These messages tell women who have managed to succeed that they are exceptions and women who have experienced setbacks that it is their own fault for failing to be sufficiently aggressive or committed to the job.

Education 9

Education P&L Constraint Participative 9

Persuasive Powerhouse

OCTOBER 22, 2010

Home Who We Are What We Do Services Contact My Favorite Blogs All Things Workplace Bob Sutton – Work Matters Brain Leaders and Learners Bret L. Scott is also an executive coach, speaker, and blogger. My work as an executive coach involves looking at a lot of 360 degree feedback reports. Why is that?

Bottom-up 177

Bottom-up Short-term Executive Coaching Open-book 177

Harvard Business Review

JANUARY 16, 2015

If you were operating based on rational self-interest one could argue that you would buy as many tickets as possible. Based on many years as a business founder, executive, and advisor, I would argue that getting the deal closed requires an appreciation for one key principle about decision makers that many of us get wrong.

P&L 8

P&L Due Diligence CIO COO 8

Harvard Business Review

JANUARY 30, 2012

Once, the demise of the Great A&P would have been front-page news from Maine to California. For more than four decades, from 1920 into the 1960s, A&P was the largest retailer in the world. A&P remained so powerful for so long for one reason only: because the two brothers who controlled it, George L. and John A.

P&L 14

P&L Retail Real Estate Discount 14

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. Tommy was a director and Jane was the Midlands regional sales manager for Egan & Sons, a supplier of doors and staircases to Westmid for 63 years.

Case Study 14

Case Study P&L Cost Due Diligence 14

Harvard Business Review

NOVEMBER 12, 2012

Yet they don't work, and their repeated application makes many managers incredibly gender fatigued and frustrated. 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. Problem 1: Calling it Diversity.

Diversity 8

Diversity Balanced Scorecard P&L Committee 8

Harvard Business Review

MARCH 29, 2011

She led him down a long corridor to a door marked "Hotel Manager." Palma Cay is Alegre's newest flagship hotel, and I think I can make it work with lower prices to the key travel agencies, tour operators, and online portals. He smiled, extended a hand, and kissed both her cheeks. Palma Cay's first month," he said. How is it going?".

Case Study 10

Case Study Hotels Price Decentralization 10

Strategy Driven

SEPTEMBER 9, 2011

Yet for the small handful of companies that have managed to drive growth consistently – even through tough times – the payoff is great. In Discovery-Driven Growth , Rita McGrath and Ian MacMillan challenge what you thought you knew about managing growth. How do they do it? How can the doctor get that done?

Innovation 50

Innovation NPV Business Model Constraint 50

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

FEBRUARY 27, 2014

That made it relatively easy to assemble a big group of plaintiffs, since all you had to do was find those who had bought or sold a company’s stock over a particular time period — whether or not they’d been paying any attention to the misleading statements of its executives. Bratton and Michael L. John Fund, Inc. , Basic, Inc.,

Training 8

Training Efficiency Class Price 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. People don’t want to be managed; they want to be led. Blog Post ). Blog Post ).

Books 368

Books Leadership P&L Blog 368

Harvard Business Review

DECEMBER 13, 2016

In order to allocate funds for innovation initiatives, Atrius Health’s leaders created a new department with its own P&L. The innovation and operations teams must work together and negotiate the use of these resources. Executive sponsors should make sure findings are shared throughout the project.

Health Care 8

Health Care Innovation Insurance P&L 8