Mills Scofield

SEPTEMBER 11, 2012

I find myself hammering out emails at 11PM on Sunday with the TV on and my phone lighting up with messages. Last month, Kona was in San Francisco meeting Arnold Ambiel , Director of Operations for One World Futbol. Not letting on, Kona asked how he knew me. In the U.S., 2 Degrees of Separation?

Hammer 140

Hammer Long-term How To Bond 140

Strategy Driven

MARCH 21, 2011

Faster Cheaper Better : The 9 Levers for Transforming How Work Gets Done by Lisa W. Hershman and Dr. Michael Hammer. How to start measuring the factors that are most critical to the success of the business and identify the metrics that express them. Often this requires examining our processes from a macro-level.

Hammer 50

Hammer Chief Executive Officer Metrics Process 50

Strategy Driven

APRIL 22, 2011

Because innovation requires it. But if your employees take a risk and fail, and you come down on them like a hammer, guess what? There are two basic operating modes for organizations under high-stakes execution pressure. Essentially, when people stop believing they can win, some then devote their energy to how best to lose.

CEO 57

CEO How To Venture Capitalist Follow-up 57

Strategy Driven

MAY 4, 2020

But only if you know how to use it. Much of the modern business tools and systems are so intuitive that there is less manual input or operation than ever while maintaining excellent quality. Innovative Appearance. This shouldn’t be the case, though. Best Benefits.

Hammer 67

Hammer Efficiency Tools Innovation 67

Harvard Business Review

JANUARY 11, 2017

One luxury leader, LVMH, provides a great example of how to build a robust sustainability program. Looking at LVMH’s efforts, I’ll highlight three areas where I see great impact and innovation: managing carbon and energy, building a connection with customers around brand purpose, and working closely with suppliers.

Supply Chain 8

Supply Chain Payback Period Brand Energy 8

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.

Six Sigma 15

Six Sigma Bottom-up Cost Project 15

Harvard Business Review

NOVEMBER 13, 2012

Shifting from Drucker's erudition and measured tone to Hammer's revolutionary and provocatively violent declarations ("don't automate, obliterate") was a bit dizzying. During difficult economic times, organizations often seek ideas on how to cut costs or perform operations more efficiently. Similarly, scholars in the U.S.

Prahalad 15

Prahalad Hamel Core Competence Leadership 15