Strategy Driven

JANUARY 3, 2011

StrategyDriven effective executives, efficient employees Home About The StrategyDriven Organization Our Company Our Contributors Karen K. Regardless of your level of experience in project management, set these 5 goals for every project you manage. Juliano Howard T. Dickens Jr. Ives Sharon Drew Morgen Hank Moore Jamie P.

Project 56

Project Goal Management Budgeting 56

Strategy Driven

JUNE 2, 2015

We are thrilled to have Ruth join our StrategyDriven team," says Nathan Ives, StrategyDriven President and CEO. For nearly three decades, Ruth led the Institute of Nuclear Power Operations’ (INPO) Information Technology Division as Director, Computer Systems and Telecommunications and Director, Information Technology and Data Services.

Information Technology 50

Information Technology Telecommunications Committee Technology 50

Eric Jacobson

FEBRUARY 1, 2017

Melissa Greenwell "You are leaving money on the table and forfeiting your strategic advantage if you don't have women well represented on your boards and seniors management teams," argues Greenwell. Greenwell is Executive Vice President and Chief Operating Officer of national retailer The Finish Line, Inc.

Chief Operating Officer 50

Chief Operating Officer How To Leadership Telecommunications 50

Strategy Driven

JANUARY 28, 2020

The same thing goes for 71% of financial service executives in the country. Furthermore, the media and information industries will continue to invest in telecommunications outsourcing. This is despite the concerns on data security surrounding cloud technology. Outsourcing Trends. Cloud-based technology increases connectivity.

Outsourcing 66

Outsourcing Trends Offshoring Telecommunications 66

Tanveer Naseer

MAY 16, 2011

Russell is an educational psychologist, author, executive coach and management consultant whose clients include Fortune 500 executives in aerospace, healthcare, pharmaceutical and biotechnology, information technology, telecommunications and oil and gas. What if you really do need to get the other team on board?

Bureaucracy 203

Bureaucracy Compliance Learning-by-Doing Engineering 203

Marshall Goldsmith

NOVEMBER 4, 2013

Internal partnerships include direct reports, co-workers and managers. Managers of knowledge workers – people who know more about what they are doing than their mangers must be good partners. While these advantages are easy to see from the vantage point of the CEO, they can be difficult to execute. The results were clear.

Short-term 107

Short-term Long-term Trends Telecommunications 107

Persuasive Powerhouse

OCTOBER 18, 2010

I work for a telecommunications company and occasionally I’m in the field dressing fiber optic cable in cabinet. Mary Jo Asmus A former executive in a Fortune 100 company, I own and operate a leadership solutions firm called Aspire Collaborative Services. It comes from the work my clients do. They are amazing.

Greenleaf 145

Greenleaf Maslow Telecommunications Blog 145

Strategy Driven

MAY 15, 2015

It is becoming increasingly rare to find an individual or organization that has not yet been required to team with others. Just as empowerment, team building and other processes apply to formal organizational structures, then teamings of independents can likewise benefit from the concepts. Composers and lyricists to write songs.

Cooper 50

Cooper Open-book Tourism Telecommunications 50

Harvard Business Review

APRIL 20, 2017

The toughest test of a manager is not how they deal with poor performance — it’s how they address mediocrity. You have no moral authority to ask other managers to hold people accountable if you’re not doing so yourself. What Great Managers Do. On mediocre teams, bosses are the source of accountability.

Team 15

Team Bureaucracy Video Telecommunications 15

Harvard Business Review

JANUARY 26, 2017

Sales is, by far, the most expensive part of strategy execution for most firms. And more than half of executives (56%) say that their biggest challenge is ensuring that their daily decisions about strategy and resource allocation are in alignment with their companies’ strategies.

Execution 8

Execution Cost Telecommunications CRM 8

Harvard Business Review

MAY 30, 2014

Many managers, even at the most senior levels, don’t fully appreciate the difference between announcing a major change initiative and actually making it happen. When senior leaders disappear after a big change announcement, and leave lower-level managers to execute it, they are missing in action. Consider this example.

Delegation 8

Delegation Management Telecommunications Consultative 8

Harvard Business Review

AUGUST 29, 2016

We conducted a study , recently published in the Academy of Management Journal , to learn more about a neglected dimension of board composition: the proportion of domain experts. Indeed, related research shows that executive teams made up of many industry experts are less flexible in responding to changes in the competitive environment.

Telecommunications 10

Telecommunications Banking Uncertainty Sample 10

Harvard Business Review

SEPTEMBER 21, 2018

Corporate directors and executives alike recognize that today’s pace of change continues to accelerate and that firms need to innovate to stay ahead. Still, it’s telling that board members rate their boards better on risk management than on innovation. Jason Jaroslav Cook Creative/Getty Images.

Innovation 10

Innovation Short-term Telecommunications Long-term 10

Harvard Business Review

DECEMBER 2, 2011

Many companies extol the value of work-life balance for their employees, but the reality for senior executives? Frequently, stressed and harried managers look up the organization hierarchy and assume that they'll have greater control of their time when they advance to the C-suite. There isn't any. Molehills become mountains.

Stress 15

Stress Telecommunications Goleman Emotional Intelligence 15

Harvard Business Review

NOVEMBER 9, 2011

The answers may not be as self-evident as many executives think. That's what we found when we studied the top management teams of companies in Europe over the past three years. Of the 97 largest listed companies in the UK and the Eurozone in 2010, only 37 had a COO in their executive ranks.

COO 12

COO Sample Telecommunications Automotive 12

Harvard Business Review

JULY 16, 2013

He appointed a special team to create an objective, transparent method for selecting the directors. After reviewing the roles and responsibilities of each board and the natures of the new businesses, the team derived lists of the skills each board needed. In our survey, we also asked about specific skills.

Telecommunications 8

Telecommunications Biotechnology Health Care Real Estate 8

Harvard Business Review

MAY 8, 2012

Starting in the 1970s, the country's ability to create low-cost, quality products helped them dominate key industries, such as automobiles, telecommunications, and consumer electronics. As Fujio Ando, senior managing director at Chibagin Asset Management suggests, "Japan's consumer electronics industry is facing defeat.

Six Sigma 17

Six Sigma Kaizen Govindarajan Telecommunications 17

Harvard Business Review

JUNE 13, 2017

In an era where business keeps moving faster, it is no small wonder that resilience has become the new must-have executive skill. While executives have always known about the personal benefits of being resilient, they haven’t always recognized that it is also needed for the sake of their teams and organizational health.

Telecommunications 8

Telecommunications Hedge Video Stress 8

Harvard Business Review

JANUARY 17, 2012

As new technologies in social media, transportation, and telecommunications bring us closer together, it's more critical than ever for organizations to recruit, develop, and retain multicultural leaders who can skillfully navigate both the opportunities and challenges of a more connected world. When executed well, the results are astonishing.

Competitive Advantage 15

Competitive Advantage Leadership Telecommunications Talent Management 15

Harvard Business Review

JANUARY 11, 2011

Their founders — China's first generation of entrepreneurs — are nearing retirement, so these companies' futures hinges on how effectively the incumbents manage leadership transitions. Consider, for example, the Shenzhen-based Huawei , which has become the world's second largest telecommunications equipment-maker.

Succession 14

Succession Telecommunications Finance CEO 14

Harvard Business Review

JULY 22, 2015

Skill development is clearly a major priority for companies and managers these days. Enrollment in learning programs has surged over the last few years to generate a global executive education market of over $70 billion a year. Consider, for instance, the talent development program at Ascom, a global telecommunications company.

Project 8

Project Parcell How To Short-term 8

Harvard Business Review

JANUARY 25, 2012

Data-driven managers, departments, and organizations have always enjoyed distinct advantages. Indeed, we think every organization must develop and execute an aggressive plan to put data to work. Their new roles are essential, but they cannot execute without wholly different mindsets. Invest in people. But there I was.

Organization 15

Organization Telecommunications McKinsey Price 15

Harvard Business Review

APRIL 2, 2014

And in business life, CEOs incentivize and promote those senior executives who can get new ideas to market more quickly than competitors. Or take Harris Corporation, an American telecommunications company founded in 1895. Good product managers are in continuous conversation with their customers. Talk to your customers.

Competitive Advantage 8

Competitive Advantage Airlines Telecommunications Long-term 8

Harvard Business Review

JANUARY 7, 2013

At frog, we hear the same things from executives in financial services, healthcare, and infrastructure. We even hear it from our clients in the international market, such as regional telecommunications companies, who see a "unified user experience strategy" like Apple's as a sign of status. So what is management to do?

Strategy 9

Strategy Six Sigma Engineering Bottom-up 9

Harvard Business Review

OCTOBER 1, 2015

You want to give a member of your team a stretch assignment, but she tells you she’s just “not ready yet” — she’d like to get more experience before taking it on. If someone on your team is hampered by a harsh inner critic, they’re likely to talk themselves out of sharing their ideas and insights.

Mentor 8

Mentor Telecommunications Tools Learning-by-Doing 8

Harvard Business Review

JULY 25, 2016

But corporate learning management systems remain slow, hard to use, and difficult to maintain. As I talk with learning and HR executives around the world, I hear these issues coming up everywhere. Consider, for example, the challenges that one telecommunications company faced with high turnover in its retail stores.

Telecommunications 8

Telecommunications Retail Human Capital Class 8

Harvard Business Review

DECEMBER 31, 2015

The CEO sitting across from me is explaining how he and the other executives of a telecommunications firm were caught off guard by a new technology that disrupted the firm’s business. He talked openly about his challenges and fears, inviting feedback from four executive coaches whom he’d just met.

Agility 8

Agility Learning-by-Doing Executive Coaching Telecommunications 8

Leading Blog

APRIL 16, 2021

To this day, my greatest professional pleasure comes from the pride I associate with the recruitment and retention of the extraordinary Planet Subaru team, but gathering our current roster came with the frequent disappointment of people failing to live up to my expectations. Are you good at supervising others, and do you enjoy that?

Learning-by-Doing 255

Learning-by-Doing Long-term Automotive Open-book 255

Harvard Business Review

JULY 31, 2012

For a micromarket strategy to work, however, management must have the courage and imagination to act on the insights revealed by this type of analysis. Once management is on board, the sales team needs to understand the rationale behind the micromarket strategy and have simple tools that make it easy to implement.

B2B 14

B2B Chemicals Analysis B2C 14

Harvard Business Review

OCTOBER 10, 2014

They must manage to both craft the new world with smart strategy, often in the wake of disruption, and cause the organization to embrace the required change. This was a top priority in my first year as P&G’s chief executive, after setting goals but ahead of strategy.” In this gap between ordered worlds almost anything may happen.”.

Leadership 8

Leadership Telecommunications Education Consensus 8

Harvard Business Review

OCTOBER 28, 2013

Swisscom AG is the major telecommunications provider in Switzerland. The job of Swisscom’s Silicon Valley team is to find the very best ideas from the giant marketplace of mobile innovations and introduce them to headquarters in Bern, Switzerland.

Innovation 8

Innovation Telecommunications Technology Entrepreneur 8

Harvard Business Review

OCTOBER 30, 2014

Nowhere else in the executive suite of a typical corporation are two functions as closely intertwined as sales and marketing. But to get to that top tier, marketing and sales executives can no longer afford the inefficient silos that have long characterized the relationship. Build a joint local strategy.

Marketing 11

Marketing Guidelines B2C Analysis 11

Harvard Business Review

JULY 12, 2013

In 1973, Peter Drucker stated in his book Management: Tasks, Responsibilities, Practices, "Management is not culture-free, that is, part of the world of nature. What if our approach to leadership was to evolve into Drucker''s vision of "socially accountable and culturally embedded" management? It is a social function.

CIO 9

CIO Leadership Drucker Telecommunications 9

Harvard Business Review

JANUARY 16, 2013

It's in areas of the company such as knowledge management, innovation, communication, and better integration with the supply chain. One example: A team that was testing a new modem put out a call for help and got 170 volunteers to test the product and give the designers feedback.

Media 9

Media McKinsey Supply Chain Telecommunications 9

Harvard Business Review

NOVEMBER 25, 2015

So most executives manage it according to their intuition. It takes a careful mix of mission, management, and culture. You can measure your ToMo or your team’s ToMo using a survey on our site. We saw this play out in retail, banking, telecommunications, and the fast food industry as well. Insight Center.

Motivation 8

Motivation Company Airlines Learning-by-Doing 8

Harvard Business Review

APRIL 1, 2016

Issues bearing significantly on the business emerge not just in legislative, executive, or regulatory settings; they can also arise in litigation or transactions or adoption of ethical standards necessary to pre-empt policy proposals. telecommunications or food safety or healthcare or aerospace or energy/environment). taxes or trade).

Policies 8

Policies Politics Short-term Globalization 8

Harvard Business Review

NOVEMBER 30, 2010

Often, judgment must be exercised jointly by multiple parties who may not even recognize themselves as being on the same team or part of the same enterprise. If we hope for better management of large-scale endeavors, our models will have to look beyond what it takes to inform individual, or even organizational, moves.

Guidelines 14

Guidelines Education Telecommunications Emotional Intelligence 14