Globalization Hammer Management Operations 
Strategy Driven
MARCH 21, 2011
Hershman and Dr. Michael Hammer. For well over a century managers have achieved increasing productivity on ever larger scales by dividing and subdividing work into smaller and smaller units. The only way to survive in this ever-changing, expanding, globalizing economy is to continually adapt. About the Authors.
Harvard Business Review
JANUARY 14, 2016
Nineteen days later, as rescue crews grew desperate, a 24-year-old field engineer named Igor Proestakis decided to travel to the site with what he hoped was a breakthrough idea: using a particular drilling technology, called cluster hammers, to cut through the collapsed rock. Missing the forest for the trees.
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Harvard Business Review
MARCH 7, 2011
When they set out to turn around processes that have become woefully inefficient or ineffective, most companies choose one of four process improvement "religions": Lean , Six Sigma , Business Reengineering or Business Process Management (BPM). In some of these companies, senior managers were dubious about the claims.
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. In other words, this camp favored a bottom-up pull approach, although it would have allowed for a few experts and training focused on managers and supervisors as part of their jobs.
Chris Brady
FEBRUARY 8, 2010
Way #2: Audi agreed with the stance that would require governmentally enforced global eco-wacko-ism and thought it was funny to poke fun at people who don't share the extreme "granola" viewpoint. Government is like a sledge hammer. Just like wars, if a government can get people freaked out enough (i.e.
Harvard Business Review
MARCH 1, 2017
Seeing compensation as the primary or only tool we can use to motivate high performance is like trying to build a house with only a hammer. Managers generally start out with the best of intentions. One problem that gets in the way is a mechanistic, instrumental view of the human beings who sit at our companies’ desks.
Harvard Business Review
OCTOBER 18, 2018
Negotiating the deal with the large global brand had been a challenge, but it increased business so much that Lance and his direct reports still felt as if they didn’t have enough hours in the day to get everything done. ” “The holdup with Clarkson? Soon after, he’d landed the firm’s biggest partner, Howell.
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