Strategy Driven
MARCH 21, 2011
Hershman and Dr. Michael Hammer. The modern corporation that has evolved as a result consists of many specialized functional departments, such as sales, engineering, marketing, manufacturing, operations, and finance. Hershman is the Chief Executive Officer of Hammer and Company. About the Authors.
Harvard Business Review
APRIL 6, 2018
It happens all the time: A group of managers get together at a resort for two days to hammer out a “strategic plan.” ” By reviewing its materials, we can construe the company’s position on this as: Safety is paramount, and our cars are among the most advanced, reliable, and safest on the road.
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Harvard Business Review
OCTOBER 18, 2018
The feedback in the 360-degree reviews was supposed to be anonymous. ” Editor's Note This fictionalized case study will appear in a forthcoming issue of Harvard Business Review, along with commentary from experts and readers. ” “Is this about those 360 reviews? kuritafsheen/Getty Images. Doing Just Fine.
Harvard Business Review
APRIL 18, 2016
LTCM was founded, in 1994, by some of the best minds in finance theory, including two Nobel Prize winners. While many of these operations happen automatically, human beings play a vital role in designing experiments and reviewing data traces to continue to learn and evolve the design of the machine. Design appropriate to the aim.
Harvard Business Review
MARCH 21, 2011
But because we failed to hammer out exactly how we would operate (including our respective roles and responsibilities), infighting distracted from operating, cash became a concern, and the business slowly, then quickly, imploded. My husband and I lost a painful lot of money. It was devastating. Lesson 1: Set clear boundaries.
Harvard Business Review
JUNE 10, 2011
An executive in the company's finance operations adopted a Six Sigma belt-driven approach to reduce costs in the company's global shared service centers. can often have a superior attitude and be zealots with a hammer, so that everything looks like a nail. Consider the competition between push and pull camps in a major oil company.
Harvard Business Review
AUGUST 28, 2017
Compartmentalizing accountability for AI with functional leaders in IT, digital, or innovation can result in a hammer-in-search-of-a-nail outcome: technologies being launched without compelling use cases. Resist the temptation to put technology teams solely in charge of AI initiatives.
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